(2) how much (a) has been spent so far and (b) is estimated to be spent over the next 12 months by the NHS on turnaround teams; and how much has been spent by (i) her Department, (ii) individual NHS trusts, (iii) strategic health authorities and (iv) other bodies in relation to such teams;
(3) what assessment she has made of the value for money of turnaround teams in the NHS; and if she will make a statement.
A number of hospital trusts and primary care trusts have estimated the relationship between the spending on turnaround and the savings made. These indicate that the average spend as a percentage of in-year savings is 3 per cent. The majority of the savings are recurrent and so will be made in future financial savings while the spend on turnaround is usually entirely one-off expenditure. These estimates have been based upon a small sample group and therefore must be treated with caution.
Turnaround plans are owned and developed locally, with the support of external advisers. PCTs/Trusts take local responsibility for selecting and procuring advisors through formal tender processes and tailor these teams to the scale and type of local requirements.
The Department will spend in 2005-06 and 2006-07 about £11 million (excluding value added tax and expenses) on the turnaround programme at a national and strategic health authority level covering local baseline assessments, a national programme office, one-off local support payments and SHA turnaround directors.