EVERYONE knows there has been, and still is, a great deal of publicity and hand-wringing about cost-cutting in the NHS and, in particular, the primary care trust (PCT) for this area.

I have a simple, but not total, solution. Just turn down the heating thermostats by a few degrees, thereby cutting the heating bill, rather than services to those in need of medical attention.

I have been an inpatient in hospital on a couple of occasions and, even when immobile, the heat was excessive, but as a visitor, it is unbearable. A few degrees lower would make the atmosphere more comfortable for all, including, probably, the staff. It could also contribute towards eradicating all the bugs that seem to be rife in hospitals these days.

If, by some chance, anyone felt a bit chilly, there is always a dressing gown or bed jacket or even an extra blanket (provided the NHS runs to such luxuries).

People don't usually have their homes heated to such a high temperature, so why, when they're in hospital, should they have to tolerate the hothouse atmosphere? After all, heat breeds germs.

Maybe there's a hidden ward somewhere in the building where out-of-season tomatoes are being grown that need all the excess heat.

Janet S Kitchen, Ashley Park Road, York.

  • The NHS is full of people who try their best at what they, personally, are involved in, but feel apathetic about the organisation around them.

Outsiders can relate to this best if they think how they feel about their place in Great Britain PLC.

Gerry Robinson's exercise at Rotherham Hospital (shown on BBC2) showed clearly what management is about and what the NHS is lacking. He was on his feet the whole time, across departments, with people from top to bottom of the organisation, talking about improvements. When he persuaded the hospital's chief executive to join him, the chief executive had to be introduced to theatre sisters and told what they did.

It was a long grinding journey to get there, but they found when the separate groups within working teams came together, they all knew why changes never happened, and how to make them happen.

Optimising their often vacant operating theatres, and organising time better to achieve this, was the way forward in that area and, empowered by the now-enthusiastic chief executive, they did it successfully.

Other areas had the same experience. People had a spring in their step, obvious enthusiasm about their work and heads were higher.

Patients were relieved from suffering more quickly, and the hospital was improving its income and financial performance.

I think we are like the NHS people: excluded, not involved, frustrated at being in the hands of people who don't know what is happening, or what they have to do to improve things.

I think that the only possible, short-term answer for Brits, although it may not be perfect with our current political system, is proportional representation adapted to our particular strengths. We need better and fuller connection with our Government.

George Appleby, Leighton Croft, Clifton, York.