Alice-Mary Higgins (Independent) | Oireachtas source

It might be useful to get a sense of how the model works. A concern has been expressed about accountability in the networks. Is there an accountability structure? Is somebody responsible for the structure? It is important to know this information both in terms of recruitment and giving confidence to people down the line. How does the delegation see this matter impact on accountability? Is there a danger in the model outlined? Can responsive clinical expertise be called on rather than the strategic leadership, response to trends and setting of a vision that we have seen?

It is clear to people that the structure did not need to be called a master model. People have called for a structure that would operate in parallel with the strategic structure that has been outlined. I mean a three pronged approach of a captain or leader of some form, a director of midwifery and an administrative need that exists at the core of each of the 19 units within the section. How does the delegation see the three strands reflected? Where is the accountability? Where is the input for a strategic vision? Is there a danger of the vision becoming so diffused in the network structure that it is lost or mixed up in something like acute adult services? While there may be a network, in terms of a key hospital, which is part of that network, a whole separate set of decisions are being made and the network does not have a strong grip on the service. I had another question but that is all for now.