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Failure at the top

I WOULD feel it fair to say that the vast majority of the letters you received on the subject of the maternity ward were against its closure.

I WOULD feel it fair to say that the vast majority of the letters you received on the subject of the maternity ward were against its closure. However, how many considered the question of whether there were enough staff, equipment and funds to service the ward?

Thirty years ago our daughter qualified as a nurse at the Radford Infirmary, and after some years came to the QE to qualify as a midwife, subsequently joining the happy Solihull Hospital.

To her dismay, she found herself in charge of the ward, with the support of a very young trainee nurse, with the prospect of mothers haemorrhaging, and babies collapsing at the same time. She soldiered on but, realising her reports of the problems that would arise if two calamities occurred simultaneously, were invariably ignored, she reluctantly transferred to coronary care.

So you will find it surprising that I query the closure too. I question the management skills of whichever quango is responsible for the ultimate decision. Indeed, Mr Editor, I feel I must ask you to provide details of the make up of that quango.

In theory, management is easy; it is just a matter of getting your staff to do the right things, but as the greatest brain in parliament Gordon Brown has shown us, it is equally easy, to fail completely.

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