Report
to the People
20th
January 2003
Giving Birth to Modern Maternity Services
The last time I wrote in this column about the Rankin Maternity Unit, back in August 2001, I was expressing relief that that someone, in the shape of then new Unitary Health Board Chairman, John Mullin, was finally listening to us.
Back then, of course, we were facing a series of what I called at the time "deeply unpopular and heavily criticised recommendations," drawn up by unaccountable, faceless bureaucrats. If you recall, the whole process had been handled so badly, the impression – albeit false – was created that the decision had already been taken.
This led Mr Mullin downgrade these original proposals and begin the proper, full consultation process in which many of us are now taking part.
But why, a number of people ask, are we discussing change in the first place? What’s wrong with leaving things the way they are?
Well, I’m afraid, quite a lot. The sad fact is that the maternity services set up we have in Argyll and Clyde at the moment is not serving our needs. The maternity unit at Alexandria’s Vale of Leven hospital closed in October when the resignation of a single on-call doctor left it short staffed. In the past months, the Rankin has been within days – if not hours – of closing for want of one or two medical staff.
There is, then, no getting away from the fact that a decision on the way forward needs to be taken. What is crucial, though, is that this is an informed decision – hence the importance of genuine public consultation.
Having been to a number of the information events in the past week, I have been impressed by their open and frank nature and with the level of debate generated. This improved process, I hope, will eventually lead to an improved range of options being put forward.
In terms of these options, those attending the public events are quite clear that their preference is for a consultant-led service and that reducing the Rankin to a facility which could seen as simply handing out advice leaflets and contraceptives would be unacceptable. So, to deliver this, can the new NHS management structure work more efficiently and make better use of the clinical staff? Can longer employment contracts be given? Can the neighbouring trusts co-operate better? These are the hard questions which need to be answered.
That we need to stabilise the service can’t be denied. The big question is how. We all now have a chance to contribute to the answer and I would urge those of you with an interest in the issue to take it.
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