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{
    "id": 784588,
    "url": "https://info.mzalendo.com/api/v0.1/hansard/entries/784588/?format=api",
    "text_counter": 117,
    "type": "speech",
    "speaker_name": "Hon. (Dr.) Nyikal",
    "speaker_title": "",
    "speaker": {
        "id": 434,
        "legal_name": "James Nyikal",
        "slug": "james-nyikal"
    },
    "content": "The incidence, in terms of system failure, is a problem of human resource. There are few nurses and so much work. That is system failure. The incidence was as a result of failure of management even though there was too much work. All people must attend ward handing-over in the wards. It does not matter. Even if procurement is not right, there must be effort to get at least labels to label patients at the beginning. Those are system failures. Yesterday, our Chair, who has done very well, asked me to second debate on the Report, but I declined. I said I would not because I did not think the recommendations contained in this Report have gone far enough. When there are system failures, individuals must still take responsibility at management level and at the incidence level. I know there is system failure because facilities in the counties surrounding Kenyatta National Hospital (KNH) are not providing services for their patients. Nairobi, Kiambu, Kajiado and Machakos counties bought ambulances and they all take patients to KNH. That is a huge system failure. The management at KNH cannot escape responsibility. The Chair has indicated the lackluster response that was associated with this. Those who have not seen the Report may use this. If you look at observations 205, 206 and 207, you will appreciate that there is serious management failure in terms of how the situation was handled, and in terms of the response to it even when we called the Board to the meeting. Paragraphs 223, 224 and 225 tell you clearly how this was a failure at the individual level, leading to the mix-up, as I have indicated. The recommendation under paragraph 245 calls for the removal of the board. I do not think that is what we should do in terms of management. The CEO, the Director of Clinical Services and the Director of Nursing should take responsibility at the management level. We cannot leave it at the board. I signed this and I was convinced at one point that when we say we remove the board, it includes the CEO and the directors. It does not. In my view, those should come out clearly and take responsibility. We have described how patients are wheeled to wards and to theatre by their relatives. Even if there is congestion, that should not happen. The management cannot escape that. That is why I think the Report has not gone far enough. I have indicated the areas. The Director of Clinical Services is a colleague, but I am not saying that he failed as a surgeon, no! He failed as a manager. He can still do his surgeries perfectly well. The Director of Nursing can also still do the nursing work well, but as managers, they need to take responsibility for that failure. The CEO cannot escape. The recommendations under paragraphs 257, 258 and 259 say that we refer the people who are involved to the regulatory bodies, namely, the Kenya Medical Practitioners and Dentists Board (KMPDB), the Nursing Council of Kenya and the other regulatory bodies. Those bodies are going to look at the professional aspects of the issue of the work that was done. An institution The electronic version of the Official Hansard Report is for information purposes only. Acertified version of this Report can be obtained from the Hansard Editor."
}