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Two CQC executives resign

Two members of the Care Quality Commission’s executive team have handed in their notice, HSJ has learned.

Deputy chief executive Jill Finney will leave at the end of next month to take up a role with Nominet, a company that runs the domain name registry for the “.uk” country code.

Ms Finney is also director of strategic marketing and communications at the CQC. Much of the criticism levelled at the CQC by the Commons health committee and witnesses to the Mid Staffordshire Foundation Trust public inquiry focused on the regulator’s lack of clear purpose and its “reactive” strategy.

Director of finance and corporate services John Lappin has also resigned and is to leave in April. The CQC’s finances have also come under scrutiny, with the regulator posting an underspend of more than 10 per cent in 2011-12.

The resignations follow the end of a consultation on the CQC’s future strategy.

The consultation was launched by chief executive David Behan in September 2012, two months after he took up the post.

Asked by HSJ at the time whether he planned to make changes to the executive team, Mr Behan paused for 20 seconds before admitting that he did plan to make changes but had not come with a “ready-made plan”.

Readers' comments (8)

  • After Winterbourne View and now Mid Staffs, how many more heads are going to roll at CQC?

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  • CQC wasn't around at the time of Mid Staffs.

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  • It is a long road back to credibility

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  • The whistleblower at Winterbourne View also said that CQC acted appropriately (and indeed now works for them).

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  • To the poster at: Anonymous | 5-Feb-2013 9:41 am

    Hindsight condemns everyone

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  • To anonymous 4/2/13 7:54pm and anonymous 5/2/13 9:41pm:

    Exerpt from letter from CQC Chairman and Chief Executive to CQC staff:

    "Clearly, the Francis report will be significant for the whole of the health care system. CQC may have come into existence after the tragedies at Stafford Hospital were uncovered, but the shocking personal stories we heard during the Inquiry were the tragic consequences of sustained poor care. We must acknowledge that people were badly let down by the NHS and by the system of healthcare regulation and supervision. Each part of the system must accept responsibility for the suffering that people experienced and work together to make sure that it acts as swiftly and effectively as it can to prevent, identify and deal with poor care. Similar issues have been raised by our investigation into the events at Winterbourne View, and in comments made by the Health Select Committee. We must learn from the mistakes that have been made."

    The letter also goes on to declare that the board will be "strengthened".

    Watch this space...

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  • Well, I hope that Ms Sheldon, the one member of the Board who blew the whistle about what was happening does not go from CQC. She acted with integrity and was shockingly treated by the then Chair, Jo Williams, who used Ms Sheldon's mental health condition as a weapon against her.
    New Chief Executive David Behan says he will not tolerate bullying in the organisation and I hope he stands by this. Care Quality Commission...care for your staff, too.
    Watch this space, indeed!

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  • My 8 reforms for the Health Service
    Laurence Wood, February 2013

    The National Health Service (NHS) was created out of the ideal that good healthcare should be available to all, regardless of wealth.
    Our NHS now directly employs 1.7 million workers and it is rumoured that the only bigger employer is the Chinese Army!

    I have been a volunteer in the NHS for nearly twelve years and I have every admiration for the staff and services delivered. Based on my observations and experiences I have developed my own plan for how the NHS can be improved and I share these ideas with you below. It would be interesting to have your opinion about them.

    1. It seems to me that one of the key issues for such a large employer is leadership. There are many excellent leaders in the NHS but very often their talents are suppressed. My first recommendation would be to identify and encourage proven leaders who can motivate and make things happen at all levels. Pick those who are also prepared to pick up loose balls.

    2. Encourage innovation and don’t force top down ill considered plans that change frequently. We all talk about hospital matrons and I regularly witness excellent and dedicated leaders in this group who manage a variety of units within our hospitals. There is a huge depth of talent here.

    3. Provide the tools and allow leaders to encourage and prove 100% performance, attendance and professional standards from their teams. There will be then no need for separate “quality” initiatives and monitoring programs if everyone does their job properly.

    4. Manage waste at a local level by providing the means for local departmental initiatives. The quickest way to save money is to stop losing it.

    5. Get into the real world with regard to pay and conditions. At this time when we are all feeling the chill of austerity it is not unreasonable to review the vast benefits enjoyed in the NHS.

    6. Our GP’s should retain responsibility for their patients as they pass through the many complex systems within the NHS, particularly when patients are transferred from primary care (their doctor) to secondary care (hospitals) or specialist services. Too often patients disappear into a black hole and nobody is monitoring their medical health or safety. No doubt this will be resisted but I am certain the monitoring of their patients health should be undertaken on a continuous basis by our GP’s.

    7. Our Accident and Emergency (A&E) departments are always extremely busy. I think this is because we see them as convenient, a “one stop shop” and will see the experts. It seems therefore that this model is popular and we should try to copy it in primary care. How convenient it would be if we could get all the same tests and expertise provided by A&E at our own doctors surgery.

    8. Finally, perhaps most controversial, at this time of extreme financial stress in the NHS what about each direct employee sacrificing one days pay or doing a voluntary extra project, demonstrating their commitment to the service. Based on 1.7 million employees this would produce many millions of pounds of savings the NHS. This gesture could also be suggested to the many subcontractors and suppliers working for our health service.

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