Post Office Compensation

Duncan Baker Excerpts

Monday 18th September 2023 Commons Chamber

[Kevin Hollinrake]

I am grateful to the right hon. Gentleman for his kind words and for his campaigning on this issue, about which he has spoken often. He describes some of the horrendous experiences that people have had following the prosecutions and dismissals, and he is absolutely right that no amount of compensation could really make up for the destruction of lives. He talks about people lying, or lying by omission. The biggest part of this scandal is that people in the Post Office realised what was going on 10 years ago but said nothing, despite the fact that some people were in jail and they must have known that those convictions were unsafe. It is absolutely unacceptable; it is scandalous; and I absolutely join his call for people, when identified as responsible, to be held to account.

[Duncan Baker (North Norfolk) (Con)]

This whole episode has shown very clearly just how beloved the institution of our post office network is—I can say that as a former postmaster. The banks will not stop what they are doing; their trend is to remove as many branches as possible from our high streets up and down the land. Of course, that puts enormous pressure on the post office network, which has to pick up the slack—I have talked to the Minister about that before. Can he assure me that he will put every effort into ensuring that post offices are invested in properly so that they can be the future dealer of authorised financial services on our high streets, perhaps making them the pinnacle of banking hubs in the future?

[Kevin Hollinrake]

I thank my hon. Friend for all his work in this area. He, too, has been a consistent campaigner on this matter, and, as the only Member of Parliament who was previously a postmaster, he understands it well. I could not agree more with his comments: the post office network is held in such high regard across the country. This scandal has not in any shape or form affected the brand itself, which is still highly regarded around the country and has a very bright future as long as it is properly remunerated. He raises an interesting point—one that I have raised with banks, with UK Finance and others, and with fellow Ministers, including the Economic Secretary to the Treasury, who is on exactly the same page as me—that if banks want to save money by closing branches up and down the country, that is a commercial choice for them, but they have to leave behind provision for access to cash and deposits. If that means that they have to pay the Post Office and postmasters more for that service, so be it. I very much encourage the Post Office to take a robust line in negotiations to ensure that we get the best possible deal.

Oral Answers to Questions

Duncan Baker Excerpts

Thursday 20th July 2023 Commons Chamber

[Lucy Frazer]

I am pleased that the hon. Member mentioned the discussions that the Prime Minister has had with France. That bilateral arrangement will improve mobility to the UK. It is really important that those young groups come, and I can assure the hon. Member that I am looking at that issue more broadly.

[Duncan Baker (North Norfolk) (Con)]

T2. One of my constituents, Wendy Metcalfe, has represented England as part of the England women’s shore angling team. However, she has recently expressed concerns that a trans woman has been selected to join the squad. Beach fishing requires significant upper body strength, strength in which a male-born competitor would have a distinct advantage over a woman. Will the Minister please confirm that she will speak to the Angling Trust to request that it properly considers the Sports Council Equality Group’s guidance on who is eligible for its women’s team?

Sub-postmasters and Sub-postmistresses: Remuneration

Duncan Baker Excerpts

Tuesday 23rd May 2023 Westminster Hall

[Duncan Baker (North Norfolk) (Con)]

I thank the right hon. Member for bringing such an important matter to the House. I was a postmaster, and I have often said in the House that I am the only serving MP to have been in that role. Indeed, it is wonderful to see Calum Greenhow, the chief executive of the National Federation of SubPostmasters, in the Public Gallery.

Despite the Post Office’s commercial revenues increasing by about £100 million over the last few years, the actual revenue that sub-postmasters have earned in that time has fallen substantially, by 12% in just the last three years. As the right hon. Member said, of the 11,700 post offices that operate around the country, only 9,500 are full-time services, simply because of the lack of viability. Does this not show that we must give this great British institution the power to pay people properly for running post offices?

[Mr Carmichael]

The hon. Gentleman is absolutely right, and I do not think we are going to have much contention in this debate. The same point was made to me by Valerie Johnson, who is the sub-postmistress at Baltasound, Unst. She pointed out that holiday pay is contracted to cover roughly £5 per hour, but there has been no update since 2016. That is probably the sort of thing that produces the outcome to which the hon. Gentleman just referred.

The final point I want to deal with relates to bank charges. As we know, we are pushing more and more banks into using the Post Office, and the figures that have been put to me show massive disparities between the amounts that can be paid in on a daily or annual basis. For Barclays, the limit is £3,000 per transaction but only £10,000 per year. For Danske Bank, it is £1,000 per day and £5,000 every 180 days. Ironically, the Post Office instant saver account has a limit of £1,000 per day or £10,000 per year, as does the Post Office reward saver. Brian Smith told me just last week that when people hand over their takings and pay money into bank accounts through the post office, it does not know whether that person is anywhere near the account cap. If the post office staff spend time counting out the money, only to find that they cannot take it because the customer has exceeded the cap, that is a source of enormous and legitimate frustration for them.

Mr Twigg, you may think that I have just about vented my spleen and exhausted everything that I have to say, but today it has been brought to my attention that negotiations between the Post Office and the Driver and Vehicle Licensing Agency are reaching a crisis point. At present, 6 million DVLA transactions, worth something in the region of £3.2 million, are made through post offices every year. I am told by the Post Office that the likeliest outcome is that it will get a 12-month extension to the agreement, which would take it to 31 March 2024, but that the DVLA is not committing beyond that point.

Oral Answers to Questions

Duncan Baker Excerpts

Thursday 23rd March 2023 Commons Chamber

[Kemi Badenoch]

I thank the hon. Lady for her question. We have repeatedly said that we are not lowering food standards at all for any free trade agreements that we are signing. That is something we have committed to, and we would want to reassure all of those who lobby on this issue that our trade negotiators have it very much at the forefront of their minds.

[Duncan Baker (North Norfolk) (Con)]

T1. If she will make a statement on her departmental responsibilities.

[The Secretary of State for Business and Trade (Kemi Badenoch)]

As Secretary of State for Business and Trade, my priority is to support UK companies to thrive at home and abroad. During my visit to Israel this month, I held talks with my counterpart, Nir Barkat, on our upgraded FTA. Israel’s economy is booming, its services sector has grown by 45% in the past decade alone and, while in Israel, I met Teva Pharmaceuticals and Trigo, which are involved in pioneering partnerships with the UK. I also saw the Israeli appetite for British expertise in sectors such as fintech and projects such as the £30 billion Tel Aviv metro.

[Duncan Baker]

Albert Bartlett is a potato processor in my constituency of North Norfolk and one of its largest employers, with 250 staff. Due to water abstraction permits, this and other farming businesses are simply not going to be able to continue trading or even growing in Norfolk if they are not helped. These significant water licensing issues are affecting all of Norfolk. Has my right hon. Friend spoken to DEFRA colleagues about water supply shortages and how they are impacting on businesses growing food, food security and employment all over the UK?

[Kemi Badenoch]

As set out in the environmental improvement plan, the Government recognise the need to improve the resilience of our water supplies. We are committed to a twin-track approach of investment in new supply infrastructure and action to reduce leaks and improve water efficiency. This includes support for agriculture, such as grants for reservoirs through the farming transformation fund. The Secretary of State for Environment, Food and Rural Affairs takes decisions on this issue, and we will liaise on my hon. Friend’s points and make references to Ofwat, which is the regulator in this case.

Post Office: Horizon Compensation

Duncan Baker Excerpts

Thursday 23rd March 2023 Commons Chamber

[Kevin Hollinrake]

I am grateful to the right hon. Gentleman for his work, including on the advisory board, which is much appreciated. He is right to reference Alan Bates, as I did. I spoke to Alan this morning, and he is pleased with the steps we have taken, as I think the right hon. Gentleman is, but the proof of the pudding is in the tasting. We need to make sure these schemes work properly. When he and Lord Arbuthnot asked to expand the board’s remit to the other two schemes, I was pleased to support that wish. He is right to point to tax and bankruptcy. We need to make sure these people are treated fairly across all three schemes. We will leave no stone unturned—and I know he will not either—in making sure that happens.

[Duncan Baker (North Norfolk) (Con)]

I thank the Minister, who has followed in his predecessor’s footsteps in following this up. It is right that wrongly convicted postmasters get the justice and the compensation they deserve. I echo the wise words of my right hon. Friend the Member for Gainsborough (Sir Edward Leigh). As a former postmaster, I ask the Minister to turn his attention to a decent investment in the branch network and a decent remuneration and commission package for postmasters, who, operating a stand-alone post office, cannot make it work at the moment because the package is not good enough. Slightly cheekily, may I also ask the Minister to wish my constituents Jigen and Nisha Patel all the best for tomorrow, when I will formally open the new post office in Sheringham on the north Norfolk coast?

[Kevin Hollinrake]

My hon. Friend speaks as one of the few experienced sub-postmasters who have taken a seat in this place, and I appreciate his work in this area. We are looking at the future sustainability of the Post Office, and that will require investment. It is important that we get to a position where there is a bright future for the network and for the sub-postmasters who work in it and they have sustainable businesses. I am keen to liaise with him as we move towards that position. Of course, I congratulate the Patels on their new post office and hope the launch goes well.

Norfolk and Suffolk NHS Foundation Trust

Duncan Baker Excerpts

Tuesday 7th March 2023 Commons Chamber

[Dr Poulter]

I agree with my hon. Friend and neighbour about the importance of rebuilding trust. The CQC highlighted a lot of the work done over the last year as good because the NSFT has rebuilt trust with both staff and the patients who use the service. The patient feedback, which was highlighted by the CQC, has been overwhelmingly positive in that time. That area has been addressed. It is an ongoing piece of work for the trust to focus on. It is also important, before we think about reorganisation—I understand why my hon. Friend has highlighted that—to understand what the consequences of that might be, and I will come to that in my later remarks. My view would be that we now need to get behind and support the new leadership team and recognise that for the first time in eight years we have a trust that is moving in the right direction and now needs to show consistent progress. Reorganisation would be a distraction from continuing that progress and could be detrimental to patient care. Whereas I might have agreed with my hon. Friend a year ago that reorganisation could be a viable option, at this stage, given the progress made and for a number of other reasons that I will come on to, I believe that the solution does not lie in breaking up the trust, but in supporting the board and staff to do the job that they have started and to get the trust not just to “requires improvement”, but to “good” and then to “outstanding”, which is what they would like to do.

The trust has recognised that it has needed to bring forward work to align its strategy with the plans in the broader health and social care system. One of the problems in the past was that the trust was often operating in isolation and not joining up the focus of its care with the work done by other healthcare partners. If we are talking about preventive care and upstream early intervention, a lot of the work going on between NSFT and primary care partners has meant that there is more focus on early intervention and preventing people becoming unwell, and hopefully therefore reducing inappropriate hospital admissions, and that is an important ongoing piece of work.

However, improvements still need to be made. A key area that has been highlighted for improvement by the Care Quality Commission and internally by those who work at the trust is that trust data is not as unified as it could be. While the trust has a large amount and range of data, it is not brought together effectively to focus on patient care and reduce risk in the way it needs to be. The effect is that struggling services are not always identified quickly enough to be provided with the necessary support, and I know that that will be a key focus over the next year to 18 months. Essential environmental improvements, for example on in-patient wards, do not always happen fast enough within the trust to address patient safety concerns. There is variation in the abilities and confidence of ward and team managers and middle management in clinical care groups, and managers do not always escalate concerns quickly enough to gain the necessary support. The strategic leadership team at the trust has recognised that and is now focusing in particular on ensuring that quality improvement is embedded in everything that everyone at the trust does so that it becomes everyday business, rather than an aspect of clinical audit, as may have been the case in the past.

[Duncan Baker (North Norfolk) (Con)]

I thank my hon. Friend for bringing this debate to the House. I think we should give credit where credit is due, and it is positive that we now have some green shoots at the Norfolk and Suffolk NHS Foundation Trust moving forward, but my concern is that those should be sustainable green shoots and that this is not a yo-yo where the trust goes back into special measures. It should be on a sustainable footing going forward. I know that the chair has reassured many of us that she feels it is a good platform from which to move forward.

One of the points to address is culture and the improvements that need to be made. Does my hon. Friend agree that one of the key statistics is that 41% of staff leave within the first two years? The trust has to improve on that. People who need a lot of mental health support must form relationships with those who are treating them. The number leaving within those first two years is something that the trust has to improve.

[Dr Poulter]

I agree with my hon. Friend. A key issue faced by a lot of mental health trusts, but which is particularly acute at Norfolk and Suffolk, has been a high rate of staff turnover, and that is not good for continuity of patient care. It is not good when we are talking about embedding a culture of safety and quality improvement. It does not help. It is undoubtedly the case that one of the key challenges going forward that has been identified by the trust and the CQC as well as by NHS Improvement, which has been providing external support, is the need to improve staff recruitment and retention. Some of that is a national challenge, but effective initiatives have been introduced at a local level. The new chief medical officer, for example, has introduced staff recruitment and retention initiatives, some of which are financial and some of which relate to improved job planning, which can help to make the trust a more attractive place for staff, not just to work, but to remain for the longer term. We need to see that kind of work being built on and continue in the months and years ahead. The same is true across nursing and all other staff groups.

Other areas to highlight where things are going well include investment. The trust has invested £3.2 million in digital improvements, £1.6 million in improvements in clinical areas, £1.3 million refurbishing bungalows for people with learning disabilities, £1 million to address safety issues, and £600,000 to improve the pharmacy at Hellesdon Hospital in Norwich. There are new services, including 95 new primary mental health nurses working across the trust directly with primary care, offering more than 80,000 appointments in GP surgeries across Norfolk and Suffolk. There is a 22-strong rehabilitation team and a new armed forces veterans wellbeing service in partnership with Walking with the Wounded and Outside the Wire to help to improve mental health support available to veterans across Norfolk and Suffolk —we have many veterans living in our constituencies.

The trust still has a lot to do, but it has achieved a lot in the past year under new leadership. I should like to put on record my thanks to the board and all the staff for the work they have done in turning things around so effectively and quickly. Key challenges, as we have outlined, remain the recruitment and retention of staff. The trust has launched programmes to address that, but there is still more to do. The CQC report recognised that the NSFT is changing at pace, but it needs to do more than show improvement over a year—it needs to embed the changes, sustain them and secure not just “requires improvement” but “good”. The NSFT needs to continue its work with system partners across Norfolk and Suffolk to improve commissioning and the delivery of mental health services across the patient journey.

The trust requires ongoing support, and I have some brief asks of the Minister. First, the trust requires from the Government another £3 million of funding to complete the £54 million needed for a new campus at Hellesdon Hospital, which would secure the development of three new wards. That is a key aspect of addressing the problem that my hon. Friend the Member for Waveney (Peter Aldous) outlined, so that there is less reliance on out-of-area beds. We need more wards to treat more local patients in Norfolk and Suffolk, and less reliance on out-of-area placements. I hope that that £3 million of funding can be secured, and I would be grateful if the Minister outlined how we can go about that.

Secondly, the trust has made inroads into issues associated with its estate, but it needs significant and urgent capital investment in addition to that £3 million to help to develop those new wards and modernise Hellesdon Hospital. More generally, can the Minister outline what capital programmes are available to support the trust in those ambitions?

Thirdly, funding for mental health services has been constrained despite increased needs and patient demand, and, when we are talking about parity of esteem when funding increases for the NHS, my general plea—I would say this as a practising psychiatrist—is for greater funding for general adult and other mainstream psychiatric services.

The next area of asks for the trust is from NHS England. The trust has benefited from strong and experienced outside support from NHS Improvement and from experienced leaders such as Nick Hulme from East Suffolk and North Essex NHS Foundation Trust, who was seconded to support the trust. Now that the trust is out of special measures, I hope there is still an opportunity for some of that external support to be maintained, even in a more informal capacity. I look to the Minister to perhaps outline how that may continue or whether she may be able to give some direction to help with that ongoing support, which the trust has found very helpful during these difficult times.

On local decision makers and stakeholders, the trust supports a new model of care for Norfolk and Suffolk, and ensuring that local ICBs work effectively with it to deliver more preventive upstream care and more care in the community. Reducing inappropriate and unnecessary in-patient admissions is a key priority in the trust’s ambition to transform services and improve patient care, and any support the Minister can offer to encourage or enable the local ICBs to be more effective at doing that would be gratefully received by the trust.

On the issue of breaking up the trust, I would urge the Minister to give a commitment at the Dispatch Box today that, given the progress that has been made by a very effective new board—a group of individuals with a good skillset—and given the commitment that has been shown to staff and to turning around the trust and moving it away from special measures and away from “inadequate” towards “requires improvement”, the threat of the trust being broken up can be taken off the table at this stage so that the trust can focus on caring for its patients. Breaking up the trust now would be very disruptive to patient care. It also would be financially inefficient and would lead to a worsening of the retention and recruitment challenges, which have been outlined by my hon. Friend the Member for North Norfolk (Duncan Baker), with staff feeling that their jobs are insecure.

To sum up, we are asking for support with capital projects, particularly around Hellesdon Hospital. We are asking for ongoing support, be it informally from NHSI or key national stakeholders. And we are asking for some encouragement to be provided to the local health and care system to support the trust’s service transformation model. Finally, I hope the Minister can give a commitment this evening that there is no threat of the trust being broken up, so that it can get on and continue to deliver the improvements that have been put in place.

I will cease my remarks, Mr Deputy Speaker. I look forward to hearing the Minister’s response, but I will put on record once again my thanks to the board and the staff for turning around what was the worst-performing trust in the country and, I hope, putting us in a place where we can be proud of our local NHS mental health trust and where patients will receive a much better quality of care not just today but in the future.