'Morale so low it can be hard to do job'

MORALE at the Royal Cornwall Hospital is at an all time low, according to some employees.

Several health workers have contacted The West Briton to express their concerns at the way the organisation is being run. Each one has stressed that they do not want to cause panic or alarm for patients relying on the hospital services, but feel it is time to speak out .

Many spoke of bullying and feeling too scared to raise objections for fear of retribution or even losing their jobs.

As the trust raises its bar to meet new expectations in an effort to get its house in order, it is no wonder that staff are beginning to feel the strain.

Many feel its problems are largely due to being without effective leadership since the departure of Brian Milstead, who retired as chief executive in July 2006 after 12 years at the helm.

The post was taken over by senior medical staff and directors until the permanent appointment of John Watkinson, who was fired after just 21 months in April. The RCHT took the decision after the critical review of his leadership, which said it was heading towards "corporate failure".

We asked several employees, who wished to remain anonymous, what the new chief executive should prioritise once in control?

1. "Staff morale is so low it's difficult to come in and do your job some days because of the mood of the place. Motivated staff achieve so much more.

'Pressure'

"I have seen managers shaking before they enter meetings because there is far more pressure, the demands are unrealistic and many are finding it hard to cope but are unable to speak to their colleagues or raise objections. The management is a shambles. The chief executive needs to be more hands on and be prepared to listen."

2. "Why do we need so many middle managers to run departments? How can they justify this when there are so few nurses? What we need are more matrons and nurses to run the wards effectively and safely, not managers."

3. "Why are part-time staff who work overtime paid the overtime rate when they have not done 37 hours a week? I think I'll go part-time and fill my hours in overtime and get more money. This is breeding resentment among staff."

'Constraints'

4. "I have been threatened by senior managers to do extra hours, if I refuse I am told they will find someone else to do my job – you can't threaten people with the sack because they are unable to work overtime. I have never complained about working extended hours to deal with patients, it comes with the territory, and I am proud of the work I do, but I object to being threatened."

5."I would like to invite the chief executive on to the shopfloor to come and listen to the people who are delivering the care to understand the constraints we are working under.

"Higher management are always imposing new ways of working, but we are rarely involved in the decision making process. We're all trying to pull together, but we're treated like puppets so that they (managers) can achieve their targets and pat themselves on the back. There is a feeling that the shopfloor will revolt because our goodwill is being exhausted – we are fed-up with crisis management."

In the RCHT annual report 2008/09, the chairman Martin Watts said he would not under-estimate the great challenge the trust is facing, adding: "What we must do is move away from a culture of 'quick fixes', put in place the efficiencies that can be made within the organisation and work with our partners in health and social care to ensure our patients receive the right care, in the right place.

"I will be giving the trust my undivided attention throughout my term of office over the next four years and intend to spend much time on the 'shopfloor', listening and learning from colleagues, whatever their role, seeking theirs' and patients' views and supporting them in making change."