In a speech from Wes Streeting, the Secretary of State for Health and Social Care, the rhetoric was intensely focused on “saving our NHS” and accepting how bad things have become. “From today, the policy of this department is that the NHS is broken” – a clear sign of intent that this Labour government seeks change and won’t hesitate to implement it. Keir Starmer has continued the messaging in public interviews.

Criticism has come Streeting’s and Labour’s way following the claims, but they’re clear that there’s no backing down. Some senior officials in the NHS believe the rhetoric has gone too far, potentially impacting morale and putting people off patients seeking help.

There’s no denying the amazing work done by the NHS and all its members. But are things as bad as the government says they are?

What does the NHS being “broken” actually mean?

It’s not quite as black and white as the terminology suggests. No one area can be fixed or repaired to make all the difference. Instead, it’s a series of metrics, standards and pressures across the NHS that drives this thinking.

Factors such as A&E wait times, treatment waiting lists and staff shortages all influence public health and key healthcare metrics that the NHS is evaluated on. A sizeable backlog is one of the most significant issues – which is largely a lasting consequence of the pandemic.

Different services have their own pain points and challenges. In our region, NHS dentistry across the West Midlands is said to be in crisis. Maternity care across the country has recently been coming under scrutiny for sub-standard services.

The bottom line is that there is growing pressure on a workforce and resources that are more stretched than ever before. The risks of medical negligence and poor patient outcomes become much greater in systems like this. Undoubtedly, if things carry on as they are, there will come a time when the NHS goes beyond disrepair.

What can be done?

Government wording is strong, but their response will ultimately have to match it. Reform is certainly needed. However, implementing this across a national service is far from plain sailing. It will undoubtedly take years and the clock is already ticking for this new leadership group.

More funding, extra capacity to cut waiting lists, different approaches to managing care systems – these are all things they’re likely to try. Let’s see how things look in the next few years.

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While these funds are not currently designated for social housing, Mayor Parker has expressed a strong desire to collaborate with Deputy Prime Minister Angela Rayner to unlock the £146m. This move would enable the West Midlands to deliver social housing and provide support to its most vulnerable residents.

In a letter to Rayner, Parker stated, “Officers have already been working closely with local authorities and housing associations across the West Midlands in preparations for taking on a devolved Affordable Homes Programme. As a result of those discussions, it’s clear that they’re ready to help us deliver more social rented homes. Currently, these funds are not focussed on delivering social homes, and given our shared agenda to build more, I would hope that you agree officials should explore unlocking this money so that we can deliver quickly for our community.”

It is estimated that around 2,000 housing units currently under development could be converted into social homes.

The need for affordable housing in the West Midlands is critical, with 20,000 residents living in substandard temporary accommodation and 64,000 households on the social housing waiting lists. Despite the efforts of the WMCA, which has helped build over 7,000 homes—26% of which are affordable—the region has yet to meet its housing targets and intervention rates.

Parker has pledged to build 20,000 new social homes by the end of the decade, addressing the region’s growing housing crisis.

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Councillor Patrick Harley, leader of Dudley Council, praised Mr O’Keefe’s contributions, saying, “Kevin has worked with me in realizing the potential of key investment sites, including his work to establish the prestigious Eton College sixth-form college within Dudley, one of only three such sites across the UK, and the establishment of our learning quarter which delivers the Black Country Institute of Technology, the National Very Light Rail innovation centre, and our forthcoming Life Sciences park. We are grateful for the contribution Kevin has made to the council during his tenure as chief executive and wish him all the best for the future and hope he has a very happy retirement.”

Background on Kevin O’Keefe

Mr O’Keefe, 59, joined Dudley Council from Wolverhampton Council, where he was Director of Law and Governance. Before that, he served as the Director of Shared Legal Services at Herefordshire Council.

In recent months, Mr O’Keefe has been busy overseeing the local election and then the general election in Dudley as the authority’s returning officer.

In 2022, he defended the council after it faced criticism for sending a delegation to Cannes, France, for the Mipim property conference. The council was accused of spending around £100,000 for nine delegates to attend the event. Mr O’Keefe argued that attending Mipim was essential for the council’s key decision-makers, and they brought back leads that could result in millions of pounds worth of investment in the borough.

Council’s Current Situation

The council is currently conducting a major review of its operations to overcome severe financial challenges that put it at risk of becoming effectively bankrupt.

Councillor Harley stated, “Arrangements will be made in due course to appoint an interim chief executive to ensure continuity of service delivery, ahead of a process to appoint a permanent chief executive commencing later in the year.”

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