HEALTHCARE DELIVERY
A culture that supports and encourages people to make complaints and raise concerns. Organisations continue to face challenges in empowering staff to feel able to raise concerns. People do not feel comfortable challenging those they see as in positions of authority and hierarchies within hospitals are a barrier to staff raising concerns. It is important in encouraging hospital staff to overcome or question the behaviour of others that managers are present within the hospital and approachable. Managers need to be trained to deal positively and appropriately when matters of concern are reported to them. Lampard also suggests that another important element in encouraging and supporting staff and patients to raise concerns is for organisations to ensure that they feel protected from threats or other adverse consequences if they do so. They conclude this section by identifying that all organisations must continue to think imaginatively and share ideas about how they encourage feedback and the raising of concerns by staff and patients.
Fundraising and charity governance A considerable section of the report considers questions about how fundraising by NHS charities should be handled regarding governance and the
role of celebrities within those roles. Savile was able to manipulate many situations within hospitals as he was seen in and, indeed, appointed to, authoritative roles, as he was a successful fundraiser. This, it appears, gave him carte blanche to wander freely in the hospitals and for no- one to challenge his presence or activities. The specific recommendation made is
that ‘NHS hospital Trusts and their associated NHS charities should consider the adequacy of their policies and procedures in relation to the assessment and management of the risks to their brand and reputation, including as a result of their associations with celebrities and major donors, and whether their risk registers adequately reflect such risks’.
Conclusion With the recent publication of the Freedom to Speak Up report by Robert Francis, which sets out a number of key principles to ensure that in raising concerns, that staff and patients will be listened to and action taken and the Lampard report into the horrors of Savile’s misdemeanours, the way is clear for a more open and honest culture in the NHS. However, as we are painfully aware, it is not just the frameworks which need to be in place – although these can help; but the culture of safety in which we work, that makes the difference. It can only
be fervently hoped that never again will such a prolific deviant, as Savile, be allowed unfettered access to our patients.
References 1
✚
Lampard K Marsden E 2015. Themes and lessons learnt from NHS investigations into matters relating to Jimmy Savile. Accessed at
https://www.gov.uk/government/uploads/ system/uploads/attachment_data/file/407209/ KL_lessons_learned_report_FINAL.pdf
2 Department of Health Statement of government policy on adult safeguarding May 11. accessed at
https://www.gov.uk/ government/uploads/system/uploads/attach ment_data/file/215591/dh_126770.pdf
3 Clinical Governance and adult Safeguarding – An integrated process, March 2010 Accessed at
http://www.nmcuk.org/ Documents/Safeguarding/England/1/ Clinical%20governance%20and%20adult% 20safeguarding.pdf
4 Lampard K Marsden E, 2015. Themes and lessons learnt from NHS investigations into matters relating to Jimmy Savile Accessed at
https://www.gov.uk/government/uploads/ system/uploads/attachment_data/file/40720 9/KL_lessons_learned_report_FINAL.pdf
5 The Guardian 26 February 2015 Jimmy Savile: Stoke Mandeville abuse report to be published. Accessed at
http://www.theguardian.com/ media/2015/feb/26/jimmy-savile-stoke- mandeville-abuse-report-to-be-published.
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THE CLINICAL SERVICES JOURNAL 19
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