UK Office of the European Parliament
Face to face with Elisabetta Zanon, Director, NHS European Office
Your Office is still comparatively new in European terms, why was it set up and what is its main role?
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Elisabetta Zanon |
The NHS European Office, which is part of the NHS Confederation and funded by the Strategic Health Authorities, was set up at the end of 2007 to represent NHS organisations in England to EU decision makers.
We do this through monitoring and engaging with EU policy and legislative developments which have an impact on the NHS as a provider and commissioner of healthcare, an employer and as a business.
The Office is based both in Brussels and London. I’m personally based in Brussels but travel to the UK on a regular basis.
You represent a large and quite diverse workforce, what benefit do you think the NHS European Office can bring to NHS managers and organisations?
People are sometimes surprised to hear that, with over 1.3 million people on the payroll, the NHS is Europe’s largest employer.
As EU law forms the basis for the bulk of employment law, it’s clear that this is an area in which the NHS needs to engage at EU level. However, the Office’s remit goes much wider than this. In particular, we keep NHS managers and organisations abreast of EU developments, assess potential impacts and represent the NHS’ interests when EU policy and legislation is shaped.
We also advise NHS organisations on the implementation of agreed EU legislation and on EU funding programmes as well as opportunities to work in partnership and share best practice with EU neighbours.
As EU law forms the basis for the bulk of employment law, it’s clear that this is an area in which the NHS needs to engage at EU level. However, the Office’s remit goes much wider than this. In particular, we keep NHS managers and organisations abreast of EU developments, assess potential impacts and represent the NHS’ interests when EU policy and legislation is shaped.
We also advise NHS organisations on the implementation of agreed EU legislation and on EU funding programmes as well as opportunities to work in partnership and share best practice with EU neighbours.
What do you think are the most significant European policies for NHS managers and organisations at the moment?
European policy and legislation have become increasingly important for the NHS during the past few years and this is a trend I expect to continue in the future. For example, the draft directive on patients’ rights in cross–border healthcare, currently awaiting second reading in the European Parliament, aims to clarify patients’ rights to receive planned healthcare in another Member State.
There are still many issues to be resolved before it can be adopted and implemented in the UK and we will be continuing to feed in NHS views on the proposals.
Similarly, EU policy in areas such as organ donation and transplantation, health inequalities, pharmaceuticals and medical devices can all have significant implications for the NHS and we monitor and engage with these areas as developments occur.
The NHS’ interests are not, though, limited to the public health agenda. We have already mentioned the importance of employment law, and, in addition, EU proposals in other policy areas like environment and energy have a direct impact on the management of Europe’s healthcare infrastructure. Whilst EU policies can bring important improvements in areas like waste and carbon management, policies must be developed with an understanding of their practical implications for the healthcare sector to ensure that they work for both patients and the environment. In view of this, it is essential for the NHS to be positioned at the heart of EU developments.
Given the uniqueness of the NHS (with its free health care at the point of use) – does this mean that you are something of a lone voice?
No, although each EU country has its own unique healthcare system, we share common values and objectives and so often work together at EU level. Furthermore, on issues such as public procurement, energy efficiency, waste management and employment we often share similar concerns with other public service providers across the EU. We frequently build alliances and work closely with other like-minded organisations in order to have a stronger voice in EU decision making.
On the other hand, our uniqueness as a very large public system, able to offer insights from a range of perspectives, makes our experience and knowledge all the more compelling to the European institutions and our European partners.
What do you think NHS organisations and managers can learn from their European colleagues given that there is little similarity between the NHS and other EU health-care systems?
Although there are some very big differences between many of Europe’s healthcare systems, there are also more similarities than people sometimes realise.
For example, Italy, Spain and Portugal all have public healthcare systems modelled to some extent on the NHS and the Scandinavian countries also have tax-funded systems that have a lot in common with us. And even where organisational structures are completely different, we all face similar health challenges, such as changing demographics, increases in obesity and the current flu pandemic.
For example, Italy, Spain and Portugal all have public healthcare systems modelled to some extent on the NHS and the Scandinavian countries also have tax-funded systems that have a lot in common with us. And even where organisational structures are completely different, we all face similar health challenges, such as changing demographics, increases in obesity and the current flu pandemic.
In view of this, and in particular in the current financial climate, where innovation will be key, NHS organisations and staff potentially have a lot to gain from exchanging expertise and experiences with colleagues in other member states, especially where different systems offer opportunities to try out different ideas and approaches.
For example, we recently arranged a visit for NHS colleagues to a number of hospitals and healthcare organisations in Italy, and we organised for some NHS managers from the East Midlands to exchange experience with Spanish colleagues on ICT use in emergency vehicles.
For example, we recently arranged a visit for NHS colleagues to a number of hospitals and healthcare organisations in Italy, and we organised for some NHS managers from the East Midlands to exchange experience with Spanish colleagues on ICT use in emergency vehicles.
