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‘Climate of fear stops hospital bosses from improving the NHS’
Anna Davis06.02.09
Hospital patients face poor treatment for years because of a “climate of fear” that is stopping bosses improving the health service, insiders claim.
The warning comes in the aftermath of chief executives of two major hospital trusts resigning amid claims of mismanagement.
The Evening Standard revealed yesterday that Tara Donnelly quit as chief executive of West Middlesex Hospital in Isleworth after failing to report excessive waiting times.
Julian Nettel, chief executive of Barts and the London, stepped down to “pursue other interests” amid accusations of mismanagement.
Insiders accused health chiefs of “scapegoating” the chief executives to make an example to other bosses.
Sir Peter Dixon, chairman of University College London Hospitals NHS trust, said: “This is worrying for all of us. We need to nurture good managers, and support them when things get difficult.
“Most hospitals in London are struggling with their A&E performance. It is hardly surprising given the fact it's the middle of winter.”
Geoff Martin, head of campaigns at London Health Emergency, an organisation defending hospitals against closure, said: “We have a target-led culture and management has become a merry-go-round with people drifting in and out of the top jobs.”
A spokesman for Managers in Partnership, the trade union for health service managers, said: “Managers must be held accountable for how NHS services perform. However, objectives and targets must be realistic.
“Good managers in difficult jobs are given little time to meet targets. When you get problems you need to look at whether or not you can find better managers to fix them. If you can't there is no point in making examples of people.”
A spokesman for NHS London said: “Chief executives are appointed and dismissed by trust chairs and boards. The Strategic Health Authority works with them to offer support.
“As a result, trusts in London have slashed waiting times, cut hospital infections and Londoners are telling us that we are doing a good job.”
Ms Donnelly said: “I do feel that I have been supported strongly by NHS London and the trust during the two years
I worked as chief executive, and indeed by the SHAs. It is a privilege to have the opportunity of leading a hospital.”
Reader views (1)
Managers must also support their frontline staff. I have just posted a letter to the Chief Exec of Imperial College Healthcare NHS Trust to thank him and his team for the care and attention I received two days ago whilst undergoing a coronary angioplasty.
I did point out that the entire ward was disrupted by a single patient who was ranting and raving almost continually - he had been there for a month and staff and patients all agreed that he would be better served in a psychiatric unit or within an area where his behaviour would not impact on other patients, many of whom were in a distressed state.
Repeated requests by staff to their managers have gone unheeded, I understand.
That is what needs to change. Those delivering care understand the needs of the patients and their voices should be heard and acted upon where valid.
Rep
- Nigel, St Albans, St Albans, UK
