The performance of the service is a product of a series of poor choices over the years. Putting those choices right would see it improve quickly.
At the Parliamentary event I hosted, Ruth March from AstraZeneca explained how precision medicine meant we could eradicate all deaths from cancer in her lifetime.
We can avoid getting into an argument about whether or not the Government’s plan is an industrial strategy. The Conservative Party has got rather hung up on that term.
When I was responsible for the £600 million a year London Development Agency, I was shocked at how much management focus was just on getting money out of the door.
If we don’t avoid the bear traps, we will face another attack from a new ‘son of UKIP’ force that could unwittingly hand power to a Labour-led coalition.
These may take time to bear fruit, but must reassure the markets now that the growth path in expenditure will be measurably lower. Such measures must involve doing less, as well as doing things differently.
Pay for medical staff is set centrally and restrained whilst boards give administrators generous awards.
It has real democratic authority including with the Lords which might not be so inhibited from voting down new measures which didn’t feature in that manifesto.
The contrast between those blithe campaigns and this appalling landscape is unnerving, and raises profound questions about politicians and truth.
I draw on Public First’s Conservative Leadership Policy Tracker which is being continuously updated for all the above.
Centralising power and imposing top-down reforms usually ends up backfiring on service users in the end.
In future, the economy may run into inflation bottlenecks earlier in economic recoveries than before, thus constraining growth.
The Government should learn from how Johnson got the trains to run on time when he was Mayor of London.