The must-read stories and debate in health policy and leadership.

Curiosity and complacency

In the latest of a very long line of very concerning insights from the Care Quality Commission about Shrewsbury hospitals, the regulator has warned of a ”normalisation of poor care” by staff; an “acceptance of poor care” and “complacency around professional curiosity and challenge”.

This will not come as an enormous surprise to many who follow the NHS’ local care quality challenges, but it does appear that NHS England and Improvement have woken up to it in recent weeks — sending in teams; and putting in place a buddying with the regional giant, University Hospitals Birmingham. This covers both a board shakeup and an improvement programme.

Diversity demand

Another sad tale, this time from Hillingdon, west London.

Sarah Tedford had stepped down from her post, citing “family reasons”. It comes after controversy surrounding a temporary closure of the hospital’s emergency unit due to coronavirus staffing problems.

HSJ reported at the time that at least 70 members of staff had to self-isolate, some of whom tested positive for covid-19.

Another example, too, of the proposed solution taking the form of a buddying from a larger peer in the region: Lesley Watts, acting chief executive of the North West London integrated care system and chief executive of Chelsea and Westminster Hospital Foundation Trust, has been brought in as an “advisor to the trust’s board” at Hillingdon; alongside its deputy chief executive stepping up as interim chief.