HappyHacker
Established Member
I know a retired senior NHS consultant, he took early retirement as he felt he was being forced to perform unnecessary operations on patients in order to meet waiting time targets. He believed he was committing assault on the patients. He took early retirement and this coupled with the politics of the NHS made him unwilling to continue.
I know of a senior consultant (another one) who joined new hospital. He went to the Chief Executive's office and asked for an appointment to see the CE. The CE's secretary said yes and organised an appointment for Wednesday. On Tuesday the consultant got a call saying the CE could not make Wednesday and his next available appointment was three months away. Three months later the consultant turns up to see the CE. In the office are a few people and the CE introduces himself and the others: Head of legal, Head of Nursing, Personnel Director, Head of Publicity, head of strategy, and a couple of others who's titles cannot remember. The CE then said "well Mr xx how can we help you" to which the consultant said "Thank you for getting all the team together, I just wanted to meet you so that if a met you in a corridor would know who you are. Now I know all the management team". From another source he learnt that in the intervening three months the management team had had endless meeting to discuss what the consultant was going to ask/complain about and they had discussed the patients who he may want to complain about and what they would jointly give as answers. Why the hospital did not have an induction programme for the senior medical staff that would have included meeting the management is unclear and why they could not have simply asked him what he wanted to talk about?
A the same hospital a consultant was suspended after one of his patients died of a pre-existing condition that was outside the consultants speciality. After three external enquires into the consultants treatment of the patient, all of which said the consultant had done everything possible, the consultant was still suspended by the hospital. Presumably to cover up the lack of care provided by the medical team who should have been treating the patients problems. A few years later the consultant resigned, while still suspended, as he did not feel competent to operate any more.
With so many example of senior management taking redundancy or payments to leave following mismanagement, who then get better paid jobs in other trusts it is no wonder that there are problems. While more money would help in a well managed organisation I do not think it is the main answer for the NHS.
I know of a senior consultant (another one) who joined new hospital. He went to the Chief Executive's office and asked for an appointment to see the CE. The CE's secretary said yes and organised an appointment for Wednesday. On Tuesday the consultant got a call saying the CE could not make Wednesday and his next available appointment was three months away. Three months later the consultant turns up to see the CE. In the office are a few people and the CE introduces himself and the others: Head of legal, Head of Nursing, Personnel Director, Head of Publicity, head of strategy, and a couple of others who's titles cannot remember. The CE then said "well Mr xx how can we help you" to which the consultant said "Thank you for getting all the team together, I just wanted to meet you so that if a met you in a corridor would know who you are. Now I know all the management team". From another source he learnt that in the intervening three months the management team had had endless meeting to discuss what the consultant was going to ask/complain about and they had discussed the patients who he may want to complain about and what they would jointly give as answers. Why the hospital did not have an induction programme for the senior medical staff that would have included meeting the management is unclear and why they could not have simply asked him what he wanted to talk about?
A the same hospital a consultant was suspended after one of his patients died of a pre-existing condition that was outside the consultants speciality. After three external enquires into the consultants treatment of the patient, all of which said the consultant had done everything possible, the consultant was still suspended by the hospital. Presumably to cover up the lack of care provided by the medical team who should have been treating the patients problems. A few years later the consultant resigned, while still suspended, as he did not feel competent to operate any more.
With so many example of senior management taking redundancy or payments to leave following mismanagement, who then get better paid jobs in other trusts it is no wonder that there are problems. While more money would help in a well managed organisation I do not think it is the main answer for the NHS.