Tag Archive: finance


I have recently started a course with the Open University called, You and your money: personal finance in context (DB123). I started doing this course because I want more control over my money and wanted more knowledge about the various options, in simple terms from an impartial source. I can’t be the only one who doesn’t really understand all the financial jargon, and this was confirmed when some of the news headlines reveal that the younger generations don’t really have a clue when it comes to finances.

It would seem that now it is more important than ever due to the current economic climate. Also understanding finance and how to make the most of your money could potentially help you get out of debt….assuming that you have any. It can also help you save for both a rainy day and for when you retire.

Gordon Brown has said overpaid public sector workers will be “named and shamed” in efforts to deliver more value for money in public services. Ahead of the pre-Budget report, the PM said “efficiency savings” would help to save £12bn over four years – £3bn more than planned in the Budget. Crime maps and online school reports will be used to cut overheads as Labour tries to halve the Budget deficit.

The Conservatives say the government is not being straight on the cuts needed. The government has delayed its planned comprehensive spending review until after a general election. In the pre-Budget report, Mr Darling is expected to confirm annual borrowing will top £175bn – which the government has promised to halve within four years. In his speech in central London, Mr Brown said ministers had identified £3bn in additional efficiency savings since the Budget in April.

Of that, £1.3bn over four years would be achieved by streamlining central government, he said, indicating that certain programmes would have to be delayed or abandoned. We need to do what households up and down the country do to prioritise the necessities and postpone the things we can do without

Government spending on consultants would be cut by half and communication spending by a quarter – saving £650m – while more Civil Service staff would be relocated from London to “cheaper” premises. Whitehall departments could set up “common spending policies” and share office space, as part of a “third generation of changes in public services”. In its report, Putting The Frontline First, the government points out there are now 4,300 senior civil servants compared with 3,100 in the mid-1990s.

Mr Brown said public sector workers earning an “over-generous” salary would be “named and shamed”, as many had “lost touch” with normality. In future, all new public sector jobs with salaries above £150,000 will have to be approved by the Treasury while the details of civil servants and other public sector managers under direct ministerial control currently earning that amount will be published.

Mr Brown has ordered a review of senior public sector pay by the Senior Salaries Review Body to report by the Spring. He said: “Money which should be spent on health, on schools, on policing and on social services is, in some cases, going on excessive salaries and unjustified bonuses, far beyond the expectation of the majority of workers. This culture of excess must change and will change.” He added that the government would use technological advances to make services more user-friendly and cheaper.

As an example, sending text messages to remind patients about GP appointments could help save up to £600m a year wasted on missed visits. The public needed more “feedback and interaction” when using services, such as crime maps and giving parents online details of children’s progress at school, he added. Mr Brown promised to bring more such details on to the internet by next year. “The proposals we are setting out in this plan – which is just one element of our efforts to reduce the deficit – will go further than we have ever gone before in streamlining central government,” Mr Brown said.

“We have already promised savings of £35bn a year by 2011 on top of the £26.5bn a year already delivered through the Gershon [spending] review. “But by identifying new ways of working – and being prepared to make the tough choices – we can deliver in excess of another £12bn in efficiency savings over the next four years.
“This includes £3bn of new efficiency savings identified since the Budget – of which over £1.3bn will come from streamlining central government.”

The proposals were laid out in Parliament by Liam Byrne, Chief Secretary to the Treasury, who said that saving money should be “everybody’s business”. Chancellor Alistair Darling told BBC One’s Andrew Marr show that public spending would be “a lot tighter than it was in the past” as a result.

He said parts of the troubled £12bn NHS IT system would be delayed as it “isn’t essential to the front line” – a move Health Secretary Andy Burnham told MPs on Monday would save £600m “over the lifetime of the programme”. Mr Darling said the full details of spending cuts would not be revealed until “the first half of next year at some point”.

Meanwhile, as part of plans to tackle the deficit in public finances, the Treasury is working on a possible windfall tax on what it sees as the exceptional profits of banks or the excessive bonuses of bankers.
But the Conservatives say the government is still not revealing the full extent of cuts needed to tackle Britain’s debts.

They say they would protect NHS and international development spending but the rest of Whitehall would face “very difficult choices” if the Tories won power. The party has also called for a moratorium on all government computer projects, claiming Labour has spent £100bn on IT since 1997 and that contracts worth another £70bn are due to be renewed or commissioned in the next two years.

Shadow Treasury minister Philip Hammond told MPs: “Since 2000 they’ve poured billions of pounds of taxpayers’ money into indifferent public services, borrowing and spending like it’s Monopoly money.”
He called Labour’s savings plans a “mish-mash of announcements and stolen clothes, in the dying months of their rule”.

Liberal Democrat Treasury spokesman Vince Cable said: “If the government knew there was inefficiency, why hasn’t the government already dealt with it?” We have now reached the point where the investment gap which we inherited…in 1997 has been fixed.

He added that more had to be done to improve the level of independence local government has from Whitehall, in an effort to increase accountability. Jonathan Baume, general secretary of the First Division Association, which represents senior civil servants, called the government’s proposals on public sector workers “irresponsible”. He added that “this announcement looks more like crude electioneering than a sober assessment of the implications for central government of the fiscal crisis”.

In an attempt to transform services and improve value for money a lot of healthcare organisations have turned to Lean as the basis of their improvement efforts. It is not a new concept in fact its origins can be traced back to the 15th Century when the Venetian Navy introduced a ‘flow line’ for the production of war ships. Most people though would trace its history from its implementation within Toyota where is acquired the name of the ‘Toyota Production System’ and this became ‘Lean’ in the book ‘Lean Thinking’ that was published in 1996.

However, whilst the history of Lean in manufacturing is well established, it has only been over the last five or so years that Lean has found its way into the healthcare sector. The initial focus of Lean in healthcare was very ‘point’ focused, such as fixing low level problems in a pathology lab or dealing with theatre capacity. When organisations realised that such a low level approach was unlikely to lead to changes that lasted, the focus changed to ‘end to end’ clinical pathways, but in the early days this meant from the start point till the end point for a patient within a single organisation.
Amnis Courses

As Lean has matured, more people have started to experiment with pan-health economy Lean and this is where Lean moves from being a tactical tool to a strategic approach. It is still early days for the larger projects but there are already signs of success that significantly outweigh the many problems any form of transformation activity within the healthcare sector will experience.

In particular, because Lean consultants generally use a lot of jargon and even today use a lot of manufacturing related examples, it can be very off-putting for front-line healthcare staff. Even more damaging though is when Lean is used as a punishment because a team are under-performing or where the leadership team have hidden motives.

Lean can also experience problems after implementation if the focus is not on turning the changes in the process that have been achieved (such as new referral process) into a change in behaviour (which is achieved when people no longer realise that the process is ‘new’). With a lot of the early adopters of Lean focusing on the exciting parts of Lean, such as ‘Rapid Improvement Events’, the aspects of successful programmes that really make the difference have been forgotten, such as making sure that the Lean programme aligns with the organisational objectives, engaging frontline staff and dealing with any problems that arise along the way through some form of ‘Continuous Improvement’ process.

Healthcare organisations are already experiencing many of the problems that manufacturers have had to deal with for several decades, namely how to turn great ‘brown paper’ plans into real changes and then how to make those changes stick. It may not be surprising to realise that up to 75% of Lean programmes will never deliver long-term change, instead consisting of a series of exciting (yet ultimately wasteful) Rapid Improvement Events, and that is the same in healthcare as it is in manufacturing.

The choices for healthcare organisations going Lean is either to do it properly and ensure that the changes stick, which can be very demanding of management time, or trying a few isolated projects where the benefits ultimately drift away.

The key to success is to ensure that you adopt an approach to Lean that is flexible for your organisation and not rigidly imposed by a management consultancy to suit them and also to develop the internal capability of your staff as quickly as possible so that they can take the reins for your improvement programme. Ensuring all of this works is where the leadership team need to ensure that the targets they set for their Lean projects will deliver the organisational objectives and that everyone, from the boardroom to the wards, understands what needs to be done, why and by when.

This article was taken from Training Bulletin and is run by a company called amnis if you wish to get more details on this follow this link Accelerated Lean Skills Programme.

It seems that financial firms could be recovering as a survey has shown that business volumes are growing for the first time in two years. In 3 months a 7% increase was reported. However some areas are still weak, which suggests that the recovery is going to be a long one.

Head of financial services consulting at PricewaterhouseCoopers, Andrew Gray says: “For the first time since June 2007, banks are experiencing an upswing in confidence, confidence is, in part, offset by concerns of further impairments and the impact of ‘tougher’ regulation.”

The UK’s five largest banks recently accepted curbs on bonuses agreed by G20 leaders at the recent Pittsburgh summit, and stronger rules on overall banking are likely to follow. Building societies were feeling downbeat about their prospects, partly because of difficulties with funding. However the satabilisation in the housing market did cause some cautious cheer.

It would seem that the main institutions are looking positive but for the average person, there is still a long way to go. It is hoped that a valuable lesson has been learnt from this financial crisis, and that is to only borrow what you can afford and for financial providers to only lend what they can afford and not to go mad in order to line some beurocrat’s pocket.

Statistics show that more than £600 million is the cost to the NHS for patients failing to keep hospital appointments. That’s enough to run two medium-size hospitals! The figures show that between 2007 and 2008 6.5 million patients missed appointments which cost hospitals £100 per patient in revenue. In order to compensate for this some places are overbooking to compensate for people not attending, however there are drawbacks with this idea such as disadvantaging patients if 100% attendance occurs. Young males appear to make up the biggest portion of those that don’t attend appointments. At the opposite end of the scale people aged between 70 and 74 were the most conscientious in terms of attending appointments. However it isn’t all doom and gloom, over the past few years the attendance figures have improved slightly in England, Northern Ireland and Wales. Unfortunately the same can’t be said about Scotland where figures have increased.

Schemes such as sending text message reminders are being rolled out by the Department of Health. Whilst some say that missing appointments is unforgivable Unison is saying that the patients are not to blame when appointments are arranged months in advance. Other initiatives such as the choose and book scheme have also been introduced in order to reduce the number of missed appointments.

It is common courtesy to inform the doctor that you won’t be able to make the appointment or that you no longer require their services. Obviously this can’t be done if you forget but simply not attending is just rude and also selfish as not only is it wasting health professionals’ time and money but it is also impacting on others such as those who are on waiting lists or need to make an appointment but are unable to get one because the doctors are fully booked.

According to analyst Roy Lilley unregulated pharmaceuticals may be permitted to increase the NHS drugs bill with little benefit to patients. He claims that the drugs will become more and more expensive; but we will by them regardless he says that we are essentially writing the pharmaceutical companies a blank cheque which is rather worrying, considering that at present, drug companies are reluctant to launch new drugs in the UK at prices below “global market value” because much of that market is influenced by UK prices.

The aim is to fast track new medicines that could be blocked by NICE on the basis of cost and effectiveness. A former drug company boss, Lord Drayson, has been given the task of promoting life sciences as potential big earners for Britain with the backing of Lord Mandelson, who sees pharmaceuticals as key to the revival of the UK economy.Reports suggest that Lord Drayson favours a system where NICE would appraise the drug after 3 years in the hope that the company would have made substantial profits and so may be willing to drop the price.

Based on the evidence, if Lord Drayson is successful we could see pharmaceutical companies rushing drug after drug in quick succession without them being thoroughly tested. Another big concern is that the prices of these drugs will have very little regulation, these costs are likely to be passed on to patients by taxes being raised which would make them experience even more financial hardship. So the theory that they could be the revival of the UK economy is flawed. Granted they may make more money but that doesn’t really help the general public.

The Social Market Foundation claims that forcing patients to pay for appointments would help the NHS to cope in times of financial hardship. Both the government and doctors are against such a move, one doctor says: “All patients have a right to free healthcare that is based on their clinical needs, not the size of their bank balance.”

The Social Market Foundation base their argument on the fact that while funding is guaranteed until 2011, many are expecting the budget to be frozen or cut after that. They state that the only way for the NHS to cope was to raise taxes to put more money into the system, limit demand or work more effectively. Those who support this idea say that charging people would make them think twice about whether their visit was essential, they argue that the move is not about making money but a small charge like this could help reduce appointments by about 5%. They also say that children and those receiving tax credits should not be charged and said the think-tank was opposed to fees being levied on any form of emergency care.

Those who oppose the scheme claim that charging for appointments would undermine the doctor patient relationship and may put some people who need the care from coming to the surgery. They also argue that it is against the founding principles of the NHS, which is free healthcare for all. However there is a flaw in this argument as the NHS already charges for prescriptions and dental treatment.

If the movement to charge patients is introduced are we not simply privatising healthcare? In many other countries there is no free healthcare, but there is help for those on low wages so it could work. It seems to me that we are merely shifting the financial burden to the public. It also means that those who have to see the doctor on a regular basis as a result of an existing conditions such as diabetes would end up spending a fortune

One idea that seems to be frequently cropping up especially with the current economic climate is that dentists should have a limit on the amount of private work they can do. This is due to the privatisation of alot of dental clinics; it is argued that the limit on the amount of private work they can do was justified as it cost the NHS £175,000 to train a dentist.

However there was opposition from dental leaders who said that they were against the idea of quotas, pointing out that there were dentists who wanted to do more NHS work but could not. Since the privatisation of many dental practices patients continue to struggle to find NHS practices with capacity to take them. The figures show that there are one million fewer patients actually using NHS services now, compared with when the arrangement started. The opposition pointed out that the majority of dentists’ income is evenly split between private and public patients, but there are signs that younger dentists are more likely to turn their backs on the health service.

Some people argue that it is the credit crunch that is to blame for dentists going private as on average private patients pay more for treatments whereas the NHS allocate a fixed amount of money to each practice which you would of thought would be better for dentists as it is a guaranteed amount, also the NHS pays for their training but it would seem that there must be a reason that they choose to stay private.

As most parents know juggling your professional and personal life isn’t easy but here are a few things that may life a little easier.
All working parents have the right to work flexible hours in order to ensure that their children are properly looked after. Many working parents in the United Kingdom have to work long hours and indeed in some instances two jobs to be able to provide a stable financial back drop against which to bring up their children. So with this in mind the government have introduced legislation that enables both parents to work a set number of hours (agreeable with their employer) in a slightly less formal structure. This could allow a parent to work part-time hours during the course of a week starting at 9am and finishing at 3pm; alternatively flexible working arrangements may allow for a parent to come into work later on a morning to allow transporting their children to school or a child minder.

Maternity Leave also known as Statutory Maternity Pay can be paid for up to thirty nine weeks after the birth of the baby. As a working parent a mother is entitled to maternity leave and statutory maternity pay if she has been in constant employment with the same company or organisation for twenty six weeks prior to the fifteenth week of her pregnancy.

In the last few years the legislation controlling the rights of fathers has changed to ensure that fathers can have paid leave to spend with their children after they are born. This is referred to as paternity leave and is paid at the same rates as maternity pay although only for one to two weeks. A father can spend one to two weeks at home with his newborn child if he is the child’s biological father or married to the child’s mother.

Although adoptive leave is right of any parent it is not always paid for and will only be paid for if there are already arrangements and agreements in place with your employer. As with maternity and paternity leave you must be employed by your current employer for twenty six weeks prior to becoming the child’s adoptive parent. An adoptive parent is entitled to up to thirty nine weeks leave which is paid at a flat rate known as Statutory Adoptive Pay. In order to qualify for adoptive leave you must notify your employer well in advance that you are being matched to a child for adoption. This allows them to make the necessary arrangements but also if their terms and conditions state you are entitled to Statutory Adoptive Pay.

In addition to these laws if you are entitled to Working Tax Credits you can claim up to 80% of the childcare costs providing that your childcare provider is registered (most nurseries, playgroups and after school clubs are registered) if you are unsure if your daycare provider is registered just ask them.
All of the aforementioned rights are afforded to working parents in the United Kingdom and if you are an expectant mother or proud father-to-be then you should investigate the terms and conditions of your employment and enquire as to whether or not these working rights are supported by your employer.

If however you are not sure then you should contact your local Citizen’s Advice Bureau who will be able to help you find out what you are entitled to and will also be able to help with understanding the terms and conditions of your contract of employment.

Your local office of Her Majesty’s Revenue and Customs (HMRC) will also be able to assist you with advice on benefits and additional monies for low income families.

So we’ve all heard about the impact the credit crunch is having on big chains like Woolworths but how is it affecting small businesses?

Small UK firms are struggling to get the loans they need to grow or even survive. A lack of funds means that banks are being more selective over who they lend money to, the Federation of Small Businesses (FSB) says: “Those who could get loans now faced paying interest rates in excess of 10%.”

Matthew Knowles claims that: “one of the reasons Banks often see small businesses as more of a risk. The issue is that the banks are being more choosy over who they lend money to until they ride out the storm.”"The reason that banks tend to see small businesses as more of a risk – and because they aren’t able to tick all the boxes which the banks set out, they struggle to borrow.”

The credit crunch has followed woes in the US sub-prime mortgage sector, which specialises in loans to people with poor credit histories or on low incomes. Rising interest rates have led to record levels of loan defaults and home repossessions – and that has sparked fears about which lenders might be exposed to the bad debts.