MEDIA CAMPAIGN

 VICTIMS – NHS DENTISTRY (EXCEPT NORFOLK/WAVENEY, AS ALREADY SENT TO MS.SHARMA)

VICTIMS – NHS NO DENTISTRY

1. **NHS England Staff Affected by Abolition**
– **Description**: Employees of NHS England (approximately 19,000, with up to 9,300 facing potential job losses due to the 50% staff reduction announced for the NHSE/DHSC merger by October 2026). These include administrative, managerial, and clinical staff who may lose jobs, face redeployment, or experience uncertainty, leading to financial or emotional distress.
– **Issues**: Loss of employment, disruption of expertise, and potential impact on mental health due to job insecurity.
– **How to Reach**:
– **Unison (Trade Union for Public Sector Workers)**: Represents NHS staff, including those affected by restructuring.
– **Contact**: General inquiries via website form: unison.org.uk/contact. National office: 130 Euston Road, London, NW1 2AY. Phone: 0800 0 857 857.
– **Method**: Submit an inquiry via their website or call their helpline to connect with NHS staff representatives. Unison’s general secretary, Christina McAnea, has publicly commented on the NHSE abolition, indicating engagement (The Guardian, 13 March 2025).
– **British Medical Association (BMA)**: Represents doctors and other NHS workers potentially affected.
– **Contact**: Email: info.web@bma.org.uk. Phone: 020 7387 4499. Address: BMA House, Tavistock Square, London, WC1H 9JP.
– **Method**: Contact via email or phone to request engagement with members affected by NHSE changes. The BMA has expressed concerns about the abolition’s risks (The Guardian, 13 March 2025).

2. **Patients Experiencing Mental Health Service Delays**
– **Description**: Individuals waiting for mental health treatment, including adults and children (e.g., 1.9 million waiting as of October 2022, with 16,522 facing waits over 18 months as of December 2024). This includes those with severe mental illnesses (e.g., schizophrenia, bipolar disorder) or common disorders (e.g., anxiety, depression), particularly in areas with long waits or inappropriate out-of-area placements.
– **Issues**: Delays in treatment, lack of access to community care, potential breaches of Human Rights Act 1998 (Articles 2, 3, 5, 8) due to inadequate care, and disparities affecting minority ethnic groups.
– **How to Reach**:
– **Mind (Mental Health Charity)**: Supports individuals with mental health issues and can connect with service users.
– **Contact**: Email: supporterrelations@mind.org.uk. Phone: 0300 123 3393 (Info Line). Address: 2 Redman Place, London, E20 1JQ.
– **Method**: Use the Info Line or email to inquire about connecting with service users affected by NHS mental health service issues. Mind’s website (mind.org.uk) lists helplines and local branches for direct outreach.
– **Rethink Mental Illness**: Advocates for those with severe mental illness and tracks waiting times.
– **Contact**: Email: info@rethink.org. Phone: 0300 5000 927. Address: 89 Albert Embankment, London, SE1 7TP.
– **Method**: Email or call to request information on how to reach affected patients. Their 2025 data analysis highlights mental health waiting times, indicating active engagement.
– **Birmingham and Solihull Mental Health NHS Foundation Trust (BSMHFT)**: Engages with patients and carers in mental health services.
– **Contact**: Email via website form: bsmhft.nhs.uk/contact-us. Phone: 0121 301 1111. Address: Unit 1, B1, 50 Summer Hill Road, Birmingham, B1 3RB.
– **Method**: Use the contact form to request details of their Patient Portal or community engagement events to connect with service users (BSMHFT website, 1 July 2025).

3. **Patients Facing NHS Dentistry Access Issues**
– **Description**: Individuals unable to access NHS dental care, particularly in ‘dental deserts’ (e.g., South West, where only 32% of adults were seen by an NHS dentist in the past two years as of March 2024). This includes new patients (33% success rate for appointments) and those deterred from seeking care due to perceived unavailability.
– **Issues**: Geographical inequalities, lack of access to timely dental care, and potential health deterioration due to untreated conditions.
– **How to Reach**:
– **British Dental Association (BDA)**: Represents dentists and advocates for patients facing access issues.
– **Contact**: Email: enquiries@bda.org. Phone: 020 7935 0875. Address: 64 Wimpole Street, London, W1G 8YS.
– **Method**: Email or call to inquire about patient advocacy groups or campaigns addressing dental access. The BDA has highlighted ‘dental deserts’ in reports (e.g., Commons Library, 2024).
– **Healthwatch England**: Collects patient feedback on NHS services, including dentistry.
– **Contact**: Email: enquiries@healthwatch.co.uk. Phone: 03000 683 000. Address: 151 Buckingham Palace Road, London, SW1W 9SZ.
– **Method**: Contact Healthwatch to access patient stories or connect with local Healthwatch groups in areas like the South West for affected patients.

4. **Minority Ethnic Groups Facing Mental Health Inequalities**
– **Description**: Individuals from minority ethnic backgrounds experiencing disparities in mental health service access and outcomes, as highlighted by the Patient and Carer Race Equality Framework (PCREF). This includes higher rates of detention under the Mental Health Act and poorer treatment experiences.
– **Issues**: Potential breaches of the Public Sector Equality Duty (PSED) and HRA violations due to unequal treatment or inadequate culturally sensitive care.
– **How to Reach**:
– **Black Mental Health UK**: Focuses on mental health disparities for Black communities.
– **Contact**: Email via website form: blackmentalhealth.org.uk/contact. Address: Suite 4.3, Q West, Great West Road, Brentford, TW8 0GP.
– **Method**: Use the contact form to request engagement with affected communities or advocacy groups.
– **Race Equality Foundation**: Addresses health inequalities, including in mental health.
– **Contact**: Email: info@raceequalityfoundation.org.uk. Phone: 020 7613 0445. Address: 137-139 Seven Sisters Road, London, N7 7QS.
– **Method**: Email or call to connect with communities affected by mental health disparities, leveraging their work on PCREF implementation.

5. **Children and Young People with Mental Health Needs**
– **Description**: Young people (up to age 19) facing delays in mental health treatment, particularly for eating disorders (e.g., only 68% of urgent cases treated within one week as of June 2025, against a 95% target). This includes those in schools/colleges needing support via Mental Health Support Teams (MHSTs).
– **Issues**: Missed treatment targets, lack of early intervention, and potential long-term mental health impacts.
– **How to Reach**:
– **YoungMinds**: Charity supporting young people’s mental health.
– **Contact**: Email: ymenquiries@youngminds.org.uk. Phone: 0808 802 5544 (Parents Helpline). Address: 4th Floor, India House, 45 Curlew Street, London, SE1 2ND.
– **Method**: Use the helpline or email to connect with young people or families affected by service delays. YoungMinds engages with MHSTs and schools.
– **Youth Futures Foundation**: Focuses on youth mental health and systemic issues.
– **Contact**: Email: info@youthfuturesfoundation.org. Address: 8-10 New Fetter Lane, London, EC4A 1AZ.
– **Method**: Email to request connections with young people impacted by mental health service gaps, as noted in their 2025 report (NHS Confederation, 15 July 2025).

6. **Future Victims Due to NHSE Abolition and MHA 2025 Implementation**
– **Description**: Potential future patients or staff affected by disruptions from the NHSE abolition (e.g., service discontinuities, loss of oversight) or delays in Mental Health Act 2025 implementation due to funding shortages. This includes those who may face delayed mental health reforms (e.g., new detention criteria, advocacy access) over the decade-long rollout.
– **Issues**: Uncertainty in service delivery, potential HRA breaches, and failure to achieve parity of esteem.
– **How to Reach**:
– **NHS Confederation**: Represents ICBs and trusts, engaging with future policy impacts.
– **Contact**: Email: enquiries@nhsconfed.org. Phone: 020 7799 6666. Address: 18 Smith Square, Westminster, London, SW1P 3HZ.
– **Method**: Email or call to discuss future risks and connect with members planning for NHSE abolition or MHA 2025 changes (NHS Confederation, 13 March 2025).
– **Thalamos**: Focuses on Mental Health Act administration and advocacy.
– **Contact**: Email via website form: thalamos.co.uk/contact. Address: 86-90 Paul Street, London, EC2A 4NE.
– **Method**: Use the contact form to inquire about future risks to MHA 2025 implementation and connect with affected stakeholders.

### Strategies for Reaching Prospective Class Members
– **Engage Advocacy Groups**: Contact the listed organizations via email or phone, as they have established networks with affected communities. Request to join their mailing lists, attend public events (e.g., BSMHFT’s Values Awards or Healthwatch community forums), or collaborate on campaigns to identify victims.
– **Leverage Public Campaigns**: Monitor platforms like the NHS Confederation’s Bluesky account (@nhsconfed.org) for updates on NHSE abolition and mental health issues, which may highlight affected groups or events for outreach.
– **FOIA Follow-Up**: Use the FOIA responses (from the drafted letter) to obtain performance data or consultation records, which may indirectly identify affected groups (e.g., regions with high waiting times) for targeted outreach via local Healthwatch or Mind branches.
– **Community Engagement**: Attend local NHS trust or ICB public meetings (often advertised on trust websites like bsmhft.nhs.uk) to connect with patients, carers, or staff directly affected.
– **Ethical Considerations**: Ensure all outreach complies with UK GDPR by avoiding unsolicited contact and working through organizations that have consent to share anonymized or aggregated data about affected groups.

### Limitations and Notes
– **No Individual Names/Emails**: Specific personal details are not publicly available due to privacy laws, and speculative lists cannot be created. Associations provide the best lawful route to reach affected groups.
– **Deep Search Constraints**: The web search didn’t yield individual contact details, as expected, due to data protection restrictions. The provided documents and web sources (e.g., GOV.UK, NHS Confederation) focus on systemic issues, not individual data.
– **Future Victims**: Identifying future victims is speculative but can be approached by targeting areas with known risks (e.g., mental health funding gaps, ICB budget cuts) via advocacy groups.

If you need further assistance refining outreach strategies or drafting follow-up FOIA requests based on responses, please let me know.

CAMPAIGN

First, we will use the campaign pressure to force the creation of a procurement need. This is an exercise in political and administrative leverage. We will focus our initial efforts on the Care Quality Commission, as its failures are so well-documented and publicly embarrassing. Our campaign will relentlessly amplify the ‘problem’: that the CQC’s credibility is in tatters following the Cygnet High Court case and the damning Dash and Richards reviews. We will frame this not as a minor issue, but as a critical failure in public administration that endangers patients and creates unacceptable legal and commercial risk for the entire healthcare sector. We will feed our detailed analysis to the Health and Social Care Select Committee and the media, ensuring the CQC’s leadership is constantly forced to answer for these failures. This sustained pressure will force the DHSC and the CQC board to acknowledge they have a problem that cannot be ignored. Internally, their conversation will shift from denial to damage control. They will be forced to conclude that they have a recognised and urgent ‘need’ for external, independent expertise to redesign their entire regulatory and inspection framework to make it legally defensible. This internal acknowledgement of need is the critical trigger. Once the need is officially recognised, their own rules on public spending will obligate them to procure a solution. Our campaign’s first victory is in forcing them to go to market to solve a problem that we defined.

Second, we will use the shrewd tactic of a below-threshold proposal to secure a direct award and get our foot in the door. We cannot expect the CQC to award us a multi-million-pound transformation contract at the outset. Instead, we will make them an offer that is too specific and too compelling to refuse. Our Unsolicited Proposal will argue that COCOO possesses unique intellectual property and situational knowledge that makes a competitive tender for an initial diagnostic phase a false economy. We will state that our proprietary ‘Systemic Regulatory Integrity Framework’, which synthesises public law precedent, competition impact analysis, and institutional governance metrics, is the only tool capable of diagnosing the root cause of their systemic failure. We will therefore propose a tightly-scoped, low-value ‘Diagnostic and Scoping Study’ for a fixed fee just below the public procurement threshold, for example, £9,800. This is a low-risk decision for a public official to make, allowing them to demonstrate they are taking action while bypassing a lengthy procurement process for this initial stage.

Third, our Unsolicited Proposal to the CQC for this initial study will be a masterclass in professional competence, making it clear we are the only logical choice. It will contain a detailed Statement of Work. The problem definition will be stated clearly: “To address the loss of public and provider confidence in the CQC’s framework following judicial findings of bias and identified operational failures.” Our proposed solution will be: “A four-week diagnostic study applying COCOO’s proprietary Integrity Framework to identify the root causes of regulatory failure.” The deliverables will be specific and measurable: a concise diagnostic report, a presentation to the executive board, and a high-level implementation roadmap. We will name the expert team that will conduct the work. The price will be a fixed, all-inclusive fee of £9,800. We will conclude by stating our readiness to formalise this scope of work within the appropriate government service contract. By creating the problem, defining the need, and then presenting a low-risk, uniquely tailored solution, we will maneuver the CQC into a position where awarding us this initial contract becomes the most logical and defensible path forward.