Published: 13/12/2001, Volume III, No. 5785 Page 22
The government is pouring more money into the NHS and embarking on yet another structural reorganisation ('Suits you, sir', 22 November). The money will be spent, and the acronyms and names on doors will change, but will the service improve?
It is unlikely unless, in parallel, attention is paid to developing and sustaining the ability of all staff to give of their best.
A recent Organisation of Economic Co-operation and Development report stated:
'Home-grown managerial skills are scarce in the private and public sector. While the best managers compare well with the best abroad, there is a long tail of under-performers'.
This 'long tail' stretches from top to bottom of many NHS organisations. Chief executives and their most senior colleagues are constantly being drawn outwards from their organisations while the remaining staff, particularly those on the front line, feel isolated, undervalued and lacking in direction.
Eradicating unacceptable levels of cleanliness, avoidable delays, offhand service, inefficiencies and sheer incompetence does not depend on more money or structural reorganisation, but on having skilled and motivated staff at all levels of the organisation.
Effective staff development will provide quality improvements quickly and in a sustainable form. It is an essential, yet neglected, ingredient of the more money, more structural reorganisation mix.
Where is the good practice?
John Hindle ATP - Achievement Through People Harrogate
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