Agree
See our responses to Q1, Q2, Q10, Q12 and Q14.
All NHS managers should have a duty to record, consider and respond to any concern raised about healthcare being provided, or the way it is being provided (or pass on to an appropriate senior manager to respond on the organisation’s behalf). This could be achieved through their contract of employment and other existing processes – which may need review or updating to ensure such a duty is included and all responsibilities, such as reporting policies, induction procedures, and the need to be familiar with and follow relevant policies, clearly outlined.
We believe that improving the culture of organisations, particularly regarding the raising of concerns, is a far more urgent and effective strategy than introducing new layers of regulation. Encouraging an open culture, where staff feel safe to speak up without fear, is vital.
Ensuring that NHS teams have the necessary capacity, resources, and staffing levels will safeguard the quality of care and enhance patient safety. These factors, combined with effective leadership and clear processes, will drive better outcomes without the need for a lengthy and costly regulatory overhaul.
Regulation of NHS managers, while well-intentioned, has its limitations.
Regulation cannot:
- guarantee the identification and prevention of serious misconduct or patient safety incidents.
- enforce the cultural changes needed to support patient safety or create an environment where staff feel empowered to speak up.
- be quickly designed and introduced.
Clarity and transparency in accountability processes are essential, and the focus should be on improving the existing structures, such as:
As mentioned in our response to Q1, NHS managers should be subject to more regular, effective and stringently applied performance management processes as well as NHS Standards of Behaviours and Conduct Policies.