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Fears for London NHS as four bosses quit in three months
Anna Davis22 Apr 2009
HOSPITALS in London are being damaged by the NHS's inability to retain key managers, resulting in a staff “merry-go-round”, it is claimed today.
The chief executive of the Royal Free in Hampstead, Andrew Way, has become the fourth hospital boss to leave in three months.
Experts warned that high turnover among the most senior staff would cause disruption to the health service, but NHS London denied it had a problem retaining good managers. Mr Way will leave his post in the summer after working at the Royal Free for less than four years. He is to become the chief executive of major teaching hospital, Albert Health Group in Melbourne.
This month, Helen Walley retired from her post as chief executive of Mayday Hospital in Croydon after three years. In February, chief executives Julian Nettel of Barts and The London, and Tara Donnelly of West Middlesex Hospital in Isleworth, stepped down after two years.
Peter Dixon, chairman of University College London Hospitals, said hospital bosses should ideally stay in place for at least eight years.
He added: “It is always helpful if you can get continuity into your management. Not enough people stay long enough. After eight years you can see whether someone has made a difference. If they are only there for a short period it is easy to get an apparent turnaround that doesn't stick.
“London does have a higher turnover of managers than outside. This could be partly because it is very expensive bringing up families here.”
A spokesman for campaign group London Health Emergency said: “Management has become a merry-go-round. Serious questions need to be asked about the role and style of NHS London. They are presiding over instability and chaos at the upper levels of NHS management in the capital.”
Nigel Edwards, director of policy for the independent NHS Confederation, said research had shown managers in the health service work in a “brutal and difficult environment”.
He added: “There is an issue about the short time chief executives spend in their jobs. There is a culture of moving on quite quickly. Doctors need someone to focus on the long-term developments of the organisation. It is very disruptive to have a new chief executive.”
A spokesman for NHS London said: “We do not have a problem retaining good managers in London; in fact we actively encourage the development of staff to become good leaders.
“We have over 70 chief executives in London and a small amount of turnover is to be expected. When vacancies do arise, we have a good level of interest and a high standard of candidates.
“NHS London provides a great deal of support to new chief executives to help them succeed.”
When Mr Way joined the Royal Free it had
substantial financial problems. He overturned a £10 million budget deficit and the trust was awarded a “double excellent” rating from the Healthcare Commission in last year's annual health check. He was also in charge during a major IT crisis.
Mr Way said he is leaving to experience health care in another country.
Reader views (3)
Maybe the merry-go-round is being caused by generous Public Sector severance payments ?
- Cap, London, 23/04/2009 08:58
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with respect, Andrew Way was brought in to the Royal Free as a "turnaround" merchant to address years of attritional management and ennui, and to get it back onto its feet. I don't think he was never seen or indeed expected to be a long term appointment. As for the other CEO's who have recently quit their jobs, in the NHS across London, you would have to dig a little deeper to see why, since they didn't all go onto bigger and better appointments. It is high time the NHS came out of their safety zone and walked the talk of real change, with true entrepreneurial managers who know how to instill proper performance management criteria rather than target-setting aspirations....and that means recruiting from the private sector. I know I'm right.
- Mark, London, UK, 22/04/2009 21:17
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Chief executives in both NHS trusts and councils no longer have any loyalty. They move on forever upping their salary and never staying long enough to see if any improvements are truly genuine. Fifteen years ago senior management in my local council all seemed to have 20+ years service in various roles. Now eighteen months seems long term!
- Michael, London, 22/04/2009 12:57
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