"Be the catalyst of change and help us all"

Anything else?

I was referred to the A&E by Shakespeare health centre on 10 March 2013 and it took 6 hours to be seen by the correct doctor, despite being in considerable pain. Immediately I was admitted into the hospital and had an operation on Sunday evening with symptoms. I was admitted into the Lincoln wing ward 47 whose nursing staff was excellent, however after seeing the consultant on Monday morning, everything then seem to fall apart. It became evident that every aspect of my experience of dealing with the ranks above the general nursing was a painfully slow and inefficient process... For example it took over five telephone calls to contact the dermatologist base at chapel Allerton who then finally had the courtesy to appear over 12 hours later. It then took a further 17 hours to receive the ointment prescribe despite the onsite pharmacy both being open and having the relevant ointment in stock. Despite my offering to collect this ointment in person, I was told that hospital policy prevents me from doing so. I found this ridiculous as at every turn I was asked for my name and date of birth. When I complained to the consultant the following day about the length of time to make no apparent progress, the immediate response was quote “that’s the way things are” I find it shameful and simply unacceptable that someone in such a position of such responsibility, can abdicate his position of authority so brazenly. I would suggest that if he wanted to, he could be a catalyst to improve what is evidently a fractured system. In short I believe that I spent 48 hours being nursed and cared for by a very committed nursing team at no doubt a vast cost to the tax payer, due to inefficient and antiquated processes. Simple changes could have substantial benefits to both customer service and the hospital finances. Whilst I was in Lincoln wing 47 in a ward of 6 patients, whilst I cannot speak for anyone else I did observed 4 other patients on the same ward as I, who felt the waiting times needed massive improvement. To summarize, my input which I hope will be taken constructively is meant to provide suggestions that could, with minor policy changes and minimal cost considerably improve and benefit the hospital its customers and its staff. I hope my feedback is taken in the spirit with which they are intended.