I thought this piece, published as a self-financed advertisement in today's Guardian, was worthy of further distribution. With the permission of the author, Mike Ledwidge, I am republishing it here on my blog.
Our
public services have been devastated over the last 25 years and the
reasons have been hidden in the complexity of detail. I am so angry
about what has been done that I have actually paid for this page out
of my own money. How angry have I got to be to do that! And yes, I do
know what I am talking about.
The
problem goes back to the Thatcher years. Since then, one goal and
three assumptions appear to have driven government’s treatment of
our public services. Their goal has been to make the public services
do things to make government look good, to win votes. The three
assumptions have been, firstly that you can measure the ‘complex
systems’ of our public services in the same way as the ‘simple
systems’ of private businesses, (Read Checkland and Seddon) ,
secondly that all public servants are lazy, and can only be motivated
by threat or reward, (Read McGregor, Hertzberg and Mayo), and
thirdly that private business is more efficient than public services.
As
a direct result of the way government have managed our public
services they have killed many people through the proliferation of
hospital superbugs, criminalised a generation of young men by giving
them convictions for crimes they have not committed, driven over a
million children out of education without any qualifications, almost
caused our doctors to go private like the dentists did, made the
court fine system a joke, and allowed the criminal seizure of your
motor vehicle when all you have done is overstayed in a parking space
for a few minutes.
You
CANNOT performance measure a ‘complex system’ by outputs. Now if
you do not understand EXACTLY what that sentence means let us hope
you are not involved in anything to do with the management of our
public services. Sadly we now have thousands of senior public
servants who think they do know what they are doing with targets and
measurement, and clearly they don’t. Complex systems have more than
one purpose. If you measure the police on arrests and detections any
prevention they do will muck that up. If you ‘performance measure’
on crime reduction, officers will find ways to not record crimes. The
awful tale of the rape unit in Southwark trying to improve their
stats is an example of the result of government pressure and targets.
During
the time of ‘hospital targets’, on issues like waiting times,
they halved the number of cleaners, and gave cleaning contracts to
private companies who made their money by employing cheap staff who
had no idea why cleaning was important. Hence hospitals became
filthy, allowing the proliferation of the superbugs to kill thousands
of people.
Within
two years of the Conservatives starting league tables for schools
exclusions quadrupled, because if you are measuring a school like a
factory they will have to get rid of what is affecting their
performance. The current trick is to not allow the children who will
do badly in exams to take them at all. Tens of thousands of children
leave our education system each year without a single GCSE.
In
policing we were being told that there were not enough ‘convictions’,
so one of the tricks was criminalise drunks. Being simply ‘drunk’
is not a crime, but a process offence. Yet, they have been persuaded
to sign cautions for the criminal offence of ‘disorderly conduct’,
which turns a ’non crime’ into a ‘crime’ plus a ‘conviction’
for the government statistics. Because courts were being performance
measured on the amount of outstanding fines they had on their books
40% of fines were never paid, because to satisfy the targets
everything outstanding was written off after less than 2 years.
The
bullying of the public services has resulted in a far greater
turnover of staff than ever before. At one stage we were 20,000
teachers short, and some have been replaced by people who, like some
doctors, are not easy to understand. We have stolen 70,000 nurses
from abroad, yet British nurses currently being trained in the UK are
being head hunted by Australian hospitals, which are now full of our
prized British trained nurses.
Altruism,
and the willingness to take poor pay in our public services for doing
a well respected job, with a good pension, has been completely
denigrated. My best friend walked away from a top job in social
services, not because his team were performing badly, but because the
bullying inspection process was so stressful and disrespectful that
the pension was just not worth waiting for. Government thought to
make doctors work harder by introducing a new pay scale as they
believed they were lazy. But most doctors were already doing at least
20 hours a week for free. This resulted in us paying a great deal
more for no extra hours from the doctors, who have been further
insulted by the dirty tricks now being done to claw that money back.
I know of NHS dentists who do extensive unnecessary work on healthy
teeth but the NHS trusts appear to do nothing about it, perhaps
because they fear losing someone who still does NHS dentistry. These
are criminals committing GBH on healthy teeth.
The
work of Mcgregor shows that just ‘money’ is a very poor
motivator, yet the whole premise of government motivation has been
one of ‘threat and reward’. Thatcher thought all teachers were
lazy and so made them write down everything they did every day. This
multiplication of their paperwork resulted in the loss of much of
their goodwill, and their willingness to do the extra things like
sport and music. They then sold off those unused playing fields to
the lobbyists clamouring for places to build in the profitable south
east. Little wonder most of our top athletes don’t discover their
talent because they never even run round a track, or that the sports
we are still good at tend to be the ones based in the private
schools, where children still do sport.
The
idea that private business is more efficient than public services has
some merit. But there is a huge catch with that premise. Firstly
private business is a predatory shark that will take it’s profit
wherever it can, (like hospital cleaning companies) especially if it
has a monopoly. And the only way to offer out parts of the public
service is to make it a monopoly. Once someone has the right to deal
with parking on the street they will obviously tow any car away they
can, because they can then demand hundreds of pounds back from the
‘captive’ customer rather than hand out a £40 parking ticket.
Yet if their vehicle is not causing a genuine ‘obstruction of the
highway’ which can NEVER be the case if the vehicle is in a parking
space, to tow it away is the criminal act of ‘blackmail’.
We
have had 8 billion pounds worth of hospital construction, (much of
which was not needed), but will be repaying 50 billion over 25 years,
and after 25 years we still will not own the buildings, but will have
to rent them back from those PPI sharks. Hence we have hospital
trusts going bankrupt paying for these loans. I even know of an
American who could not find anyone in a hospital to take her money
for the expensive treatment she had been given. We have been screwed
by foreign countries who charge for the treatment of British citizens
abroad. Yet we claim almost nothing from these countries for the huge
number of their citizens who should be paying for their care here.
Citizenship, or illegally obtained NHS numbers appear not to be
challenged, because too many of our gatekeepers now appear to be
corrupt.
The
government still continues to surround itself with advisors from
private business. They are people who appear not understand how to
manage the complex systems of our public services, or how to motivate
the altruism in people doing a vocation. Cameron even has the gall to
call for the gaps created by the bullying of our public servants, to
be filled by the ‘big society’ and volunteers being altruistic. I
suggest that, if any member of parliament ever tries to tell me that
the pro bono work I do is for their ‘big society’, they will be
taking a considerable personal risk.
To
enable government to get away with this they needed the autonomy of
people like Chief Constables under their control. This they did with
short term contracts for senior officers. Anyone who would not play
the game was ousted. Middle ranked officers could not advance unless
they also played along. In my police force we tore an excellent
policing system apart with a new policing plan that was literally
just ‘made up’ so that we could play the numbers game. I even had
to sit and listen to a senior officer telling us that we were not
being sued enough, and that we should be ‘pushing the edge of the
legal and ethical envelope’ when finding reasons for authorising
house searches, to try to satisfy those performance targets. Most of
the targets in policing have now gone, but we are stuck with those
managers who think they know how to measure, and who will do anything
to get noticed. Even the one big current government target of ‘cut
crime’ just means that many crimes are not now recorded.
Because
all public servants were seen as lazy government decided that our
basic jobs could be done by people who had very little training.
Hence we have nursing assistants, teaching assistants and police
community support officers (PCSOs). The snag with that is that they
have replaced an important developmental part of these public
servants career path with lower quality service. I know the person
who did all the research on PCSOs and none of those police services
from other countries were as good as we were. We had to introduce
them because the real officers were taken off the streets to satisfy
government ‘targets’ and this was the only way government could
force uniforms back onto the street and keep them there. I have
spoken to many PCSOs, some struggled to communicate and none of those
that I have spoken to had ever been taught their civilian powers of
arrest.
With
the reduction in police numbers we have now effectively replaced
16,000 police constables with 16,000 PCSOs who do not pay any of
their wages into the police pension pot. The police pension pot
always used to be in profit, but it is now ‘in the red’ to the
tune of many millions every year because of government interference.
A problem they are resolving by shafting public servants once again.
We
are heading towards public services run by people who can only manage
by bullying, threats, or by dangling carrots. Public servants will
continue to be treated as if they are on a factory floor, as
supposedly self interested, work shy, employees. Many good people
with a vocational bent, or a desire to ‘make a difference’ have,
or will do something else, or work abroad where they are appreciated.
Many managers will progressively be the ones McGregor describes as X
personalities, and like certain politicians they will bully their
staff as they try to get noticed by making changes, regardless of how
stupid they are. The recent ‘quality of care’ issues were
ultimately our own government’s fault.
Some
idiot will say ‘but you have to measure the public services’.
Doh! Well of course you do. But if you do not know how to do it,
you should not be doing the job in the first place. ‘Output’ data
is valuable, but in ‘complex systems’ you have to measure
‘quality of process’ to get positive changes, especially as there
is no ethical control of some of the ‘inputs’ to the system, and
resources are limited.
In
‘simple systems’ the failure to achieve suitable ‘output’
targets means the company goes bust. We have given private business
our public service monopolies, which means they make their profit by
failing to maintain or replace infrastructure, or by disbanding
repair services. Hence our rivers regularly flood with sewerage and
power cuts take much longer to deal with. Even the banks are not
‘simple systems’ as they could not be allowed to go bust. So,
because banks are ‘complex systems’ and not just about making a
profit, being given ‘targets’ and ‘bonuses’ for sales of
mortgages has bankrupted the western world for a generation.
Mike
Ledwidge has a degree in Systems Management and Statistics, an MBA,
and 29 years of public service.