About ten years ago, like many other young UK graduates of MSc programs, I was working temp jobs for a short while. One contract had me working for a primary care trust, although thankfully it only lasted for about three days. The money wasn’t great and the work was dull, consisting of filing files, photocopying files and shredding files.
I found myself in the basement photocopy suite one afternoon, when, skirts swishing with officialdom, a woman barreled down the stairs, headed straight toward me and proclaimed: “Out of the way! I have to performance manage three hospitals this afternoon!”
There’s not a lot you can say to that. Of course I stood aside. Bureaucracy was about to happen, and I was the obstacle in its path.
Just think of it. Three hospitals! Only one afternoon! Performance-managed, with a photocopier, for some reason, and I’ll bet she was paid more than three nurses to do the job. Who were then fired for not performing with adequate cost-effectiveness, as determined in just one third of an afternoon by a performance-manager, and replaced with a homeopath.
I made that last part up, but you have to wonder if it is people like this behind these kinds of decisions; like the decision of NHS Tayside to sack 500 staff, but hire a £68,000-a-year homeopath instead. Maybe someone in an office building, performance managing the hell out of NHS Tayside, decided this was a cost-effective, performance-enhancing strategy for optimising the effective delivery of strategic and operational goals.
Which I’m sure is nice, but it won’t help at all with delivering actual health care.