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David Nicholson message on the Francis report
The publication of the Francis report into the failures at Mid Staffordshire NHS Trust is an important moment for the NHS. The only acceptable legacy is that the NHS learns and changes. In this video NHS Commissioning Board Chief Executive David Nicholson talks about how we must develop our own detailed response to the Francis report recommendations to bring about lasting improvements.
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We sent a patient story about the terrible care for our 18 year old Autistic son in Leighton Hospital, Crewe, which left him unable to walk for the rest of his life. This complaint has subsequently been upheld by the Ombudsman – ie our comlaint was correct.
David Nicholsons response was simply that he was not interested in complaints.
To hear him now talking about the importance of patient stories is too much to bear. To hear this man say that he cares about patients and their feedback is just nonsence.
This man has been the leader of an organisation whose approach to complaints, patient stories and feedback has been that of obfusction and denial, meaning that only those relatives who are willing to devote years of their lives forcing through complaints will ever get listened to.
For him to say he is now going to take a 180% U turn, but that we should just forget that he used to face the other way, is an untenable position. This man needs to go.
I now realkise that this sire is heavily censored, so I have toned down my responce, so if this is not printed, then I demand a response as to why not!!
Cutting 6,000 nurses isn’t going to help quality of care, “highly motivating staff who want to do the best for patients…”
It isn’t rocket science.
Dear Mr Nicholson
One of the factors in Mid-Staffs was shortage of nursing staff
In order to meet the “Nicholson Challenge”, trusts are reducing staffing levels.
In some trusts, staff cuts are also built in to applications for Foundation Trust status and / or PFI redevelopment plans.
All staff are part of an integrated system.
Cutting staff will increase the risk.
Do you really not understand this?
You can also add to your list that good leaders have succession planning in place,are aware of reputation management which is why the DOH employs Communication Leads in ever NHS trust in order to protect the NHS.All in all there is not a good example being shown in this case.
The Code of Conduct for NHS Managers which was published in 2002 in the aftermath of the BRI Heart Scandal says:
As an NHS manager, I will observe the following principles:
– make the care and safety of patients my first concern and act to protect them from risk;
– respect the public, patients, relatives, carers, NHS staff and partners in other agencies;
– be honest and act with integrity;
– accept responsibility for my own work and the proper performance of the people I manage;
– show my commitment to working as a team member by working with all my colleagues in the NHS and the wider community;
– take responsibility for my own learning and development.
If the Code had been followed Mid Staffs would not have happened. Your statement contains nothing to give the public confidence that it will be followed after Mid Staffs.
Given that a large number of NHS Trusts block youtube feeds, is it possible to load this as alternative files as well eg vimeo? Lx
Dear Mr Nicholson
1. The NHS is being privatised and fragmented everywhere.
2. Front line staff and services are being lost at a rate.
3 A whole tier of experienced and competent staff have been lost in redundancies and early retirement in the last 2 -3 years.
4 Leadership and integrity appear to be wholly lacking at the top with you presiding over a politically led NHS reorganisation in the face of universal opposition.
How does this response address these issues?