Before the election, the challenge at Kingston Hospital was to stop the closure of the maternity unit and the Accident and Emergency department. Our campaign stopped those closures.
Now the challenge isn't closures. It's cuts.
The problem is this. Health spending is not being cut - unlike budgets for councils, defence, transport and so on, where there are large cuts.
However, maintaining health spending at current levels is still a huge challenge - as the demand for health spending rises faster than inflation, with an ageing population and rising costs of new treatments.
The challenge is to find savings from technology, sharing back office functions and reducing the average length of patient stay in hospital.
Such savings and efficiencies won't be easy - not least because it actually means people losing their jobs, from secretaries to nurses and from finance managers to consultants.
At Kingston Hospital it means losing 486 jobs over the next five years. What does that amount to? Nearly 20% of the workforce.
Can this be done without sacrificing the quality of care, even if it's done over five years?
That question is central to my campaign now.
I am told every project for reducing staff is being accompanied by a quality of care impact assessment.
I am told that some changes will actually improve patient safety.
It's clear there are many more questions to be asked.
The next five years will be challenging and tough but now we have won the battle for key services at Kingston Hospital like A&E and Maternity - not to mention the victory at Surbiton Hospital - I think we can emerge healthier, but we have to continue to campaign.
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