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Hospital Governors - The start of my journey

I took the first step on the road of being a governor for my local hospital trust today. That first step was meeting the volunteer co-ordinator *slash* membership manager who gave me some information. He did very well considering the hospital is not yet a foundation hospital, which will spawn this council of governors, and the job description has not yet been written.

I had done some research already, but i only cared about the answer to 2 questions.

Question the first: Why has it taken the trust 7 years to apply to be a foundation trust? The implication being that by not applying, the trust didn't deem itself ready to apply and the further implication being that, had the government not forced the trust to apply, it probably wouldn't have done so. Leading onto Question the Second: Is the Executive Board capable of managing a Foundation trust?

The guy i was meeting was what i would call a 'campaign for change' type, and not a decision maker. He 'has a dream', but is far enough away from the ivory tower to be ignored. This meant he couldn't really answer these questions, other than to say that the board was 'making preparations'. I cut him some slack because the trust has applied for foundation trust status before. Sadly it fell through due to a collapsed Private Finance Initiative (PFI) deal.

You will know by now that i like to give people the benefit of the doubt. You will know that i try to push for the recognition that government, departments and agencies are made up of human beings and failure and success blight humanity in equal measure. Its right that we hold these individuals to account (especially when they are being paid massive amounts of money) for failures, corruption, mismanagement and incompetence. What i want to fight against is the lack of faith in humanity we have.

An example of the aforementioned twat
Although some ideas may have failed in the past, that doesn't mean they will fail in the future. Every policy, project and reform is at the mercy of the individuals involved. A policy may fail because the minister is a twat. That same policy could come up again, and be a success because the new minister is not so much of a twat.

So this is the approach i have taken in my journey to be a Hospital Governor. I may have some preconceived ideas about what the Executive Board are capable of, but i will willing to give them the chance to 'make preparations' and turn the trust into a great Foundation Trust in the future. As a council of governors we would have the responsibility of hiring and firing the Executives. I will be in a position to hold them to account should they screw it up.

Surely the only fair way to deal with all the proposed changes, in the NHS and elsewhere, is to allow experiments, allow risk, allow creativity and allow failures. Over mitigating these reduces the chance of finding the right solution for the problem. Over mitigating these is a tactic to avoid action and just pay lip service to any acceptance that changes need to be made.