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Hospital chief exec gets reward for failure..
Mark Rees, until recently the Cheif Executive of Barking Havering and Redbridge NHS Trust has been paid £170,000 to leave after the trust built up debts of £30,000,000. It also had increased mortality rates and a maternity ward that had been classified as high risk.
Now, I will admit that he & his partner, Rose Gibb (who has recently been asked to leave Maidstone NHS trust where 90 people died due to Hygiene problems) used to be my bosses at Bromley NHS trust. Unfortunately I cannot reveal my opinion of their work, as I could land myself and this forum in trouble. http://www.thisislondon.co.uk/standa...off/article.do Quote:
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Re: Hospital chief exec gets reward for failure..
I think that this is an absolute disgrace, the sad thing is it is happening all over, and is probabely hush money to keep his mouth shut, that is why the NHS Trusts are in such an appalling state. they should not recieve a penny, and should have been re invested back into the NHS, and got some more nurses and Doctors, and the sad thing is, l know of a nurse who CANNOT get a job as NHS hire agency nurses at DOUBLE the nightly rate - things like this make me sick:mad::mad::mad:
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Re: Hospital chief exec gets reward for failure..
Hands up all those who are even remotely surprised at this!
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It's annoying, but not as bloody annoying as posties getting 5.9% over two years that's still a lot more than some public sector workers will get !!!
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http://news.bbc.co.uk/1/hi/england/kent/7207479.stm
http://www.thisislondon.co.uk/news/a...39;/article.do I suppose we should be glad she's only getting £75k for presiding over such appalling squalor :rolleyes: |
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The problem is much deeper, in that it stems from the British ruling class' faith in 'management' and 'leadership' both of which are BS terms imported (where else) from the States, where they've led to the current position of moral and financial leadership that that country enjoys. They're good at inventing expensive bogus religions over there, of course. The problem comes when the 'leadership' you've invested your faith in turns out to be hogwash. Better to pay them off quietly than have your bogus religion exposed for what it is, of course. But we won't let that happen, will we, boys and girls? Here's an excellent read on the subject from someone with an admitted bias. The key bits are towards the end: http://stumblingandmumbling.typepad..../bbc-bias.html * Except in the USA, but everyone kills everyone there, so it doesn't count. |
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Add me to that list, measly 2.5% in two stages this year us NHS workers got! :td: And the cheek of those walking away with a pay off! It is true though, it goes on everywhere ;) |
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http://news.bbc.co.uk/1/hi/england/kent/7223290.stm
The arrogance of some people! She's clearly traumatised by her abject failure..... |
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Anyway her legal advice is that she does have that right - hence her decision. My point is that she doesn't have to exercise that right. Given her appalling record it'd be a pretty shameless thing to do, which is why she'll probably go ahead. Massively dodgy contracts certainly seem to be the order of the day in UK PLC. |
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<rant mode on>
Vast generalisations seem to be abounding on this thread - should we also assume all people who work at non-management levels are all lazy work-shy idlers, who have to be chivvied into doing even the simplest of tasks? Well I wouldn't think that, but it is amazing how all someone has to say is "management" and the tar and the brush comes out. I have worked my way up the ladder, and could now be regarded as "senior management", and the buck stops with me, even if any my colleagues in my teams screw up - that is why I get paid the bucks. Having said that, we need to remember we are only hearing one side of the story - perhaps (I doubt it, but don't know) she had been trying to get extra funding, but was refused by the local trust, realised she couldn't do the job she and the hospitals were supposed to do, so she opted for redundancy - I've seen it happen (not in a hospital, but in a large company, where the senior managers got so sick of cuts and budget reductions and increased workload that over half opted for redundancy the next time the opportunity arose). I'm not saying that is what happened in this case, but let's just not smear all managers, please. <rant mode off> Managers sit around all day and do dos all - I must be carp at it, because I seem to do dos all 50 hour per week ;) |
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As you say, it could be that if she goes to law about it, she might have a good case that her decisions were perfectly sound when taken in the context of what her employers were expecting of her in running the trust. However, if that is the case, and they led to increased deaths from the hospital being dirty, surely she bears some blame along with the DoH? If you were faced with a management decision to save lives or please Patricia Hewitt, what would you do? * as in ghastly programmes like 'The Apprentice' and 'Dragon's Den', which encourage this form of faith. Ironically Alan Sugar is singularly immune to the faith-based management approach, which I suspect is where the show's tension comes from, as it gives him ample scope for applying the cluebat of reality. This makes excellent TV. |
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I agree with your post - I find the Dragons Den and The Apprentice show the worst form of confrontational aggressive management style, which has no place in the modern workplace.
To answer your question re save lives or please Patricia Hewitt, I fortunately have never been in that position, but you can guess my approach from my last permanent job - I spent three years re-organising an IT department, making it fit for purpose and able to deliver to the business (whilst ensuring my teams got the required training and appropriate salaries etc for the job) when we got a new board, who decided to cut costs in the "support" areas because their great ideas didn't produce the profit they had promised the City. We were told to reduce costs by 30% (which we did by basically beating up the suppliers) but were told "no, we wanted you to reduce the support staff by 30%, and it's not for discussion"). We did this (with an extremely heavy heart and a lot of sleepless nights, but consoled ourselves with the thought we were keeping 70% of the jobs, big whoopee!). I spent the next year dashing up and down the country, fire-fighting problems caused by lack of staff (which we had forecast would happen, and lo and behold, they did), and then, because their super strategy for increasing sales hadn't worked, more staff cuts were required. I volunteered to be one of the cuttees, rather than the cutters - managers are here to help the company succeed by helping their teams to do the jobs well; if we are not allowed to do that, we should go somewhere else that will let us. I was so disillusioned with the Senior Management role that I have been contracting for a year while I decide what to do. I think the point of the above "sharing" was to point out there are always two sides to a story. |
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