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Heartline Magazine October - December 2007
CEO's Outlook
As this is the twelfth article in this
series that I have written since becoming the first CEO of the
Foundation back in 2004 I felt maybe it was time for some
reflection on what has been achieved. Or maybe on what has not
been achieved.
I got to thinking this way having a week or
so ago read yet another of Dick Stoute’s excellent articles in
The Barbados Advocate entitled “Getting Competitive”. In this he
contrasted the way in which developed and developing countries
move forward:
“While developed countries are putting
systems in place to ensure that they will be more competitive in
the future, we are talking about it in a sort of daydream where
grand ideas float around, but never get to the stage where they
become a reality.”
He went on to point out that this happens
because “too many people have to agree before action can be
taken.” He then highlighted that no action is worse than the
wrong action:
“All change threatens and we seem to prefer
to accept the hidden threats that are inherent in the status quo
rather than face the apparent threats introduced by the changes
we are considering.”
He argued that because there is no downside
to inactivity in Government we have to move things out of
Government and into the private sector by which, I imagine he
means Corporate Barbados.
I believe this approach ignores what in the
UK was described as the third sector that is non
corporate/governmental organisations such as charities, trade
unions, voluntary organisations etc.
Many of my previous articles have stressed
the role that this third sector can play particularly that which
the Foundation as a major charity can be involved in. Often our
only limiting factor is a lack of resource – finance or human.
One way in which the Foundation has made a
difference and met Dick Stoute’s objective of moving things out
of Government was the entering into a contract with the Ministry
of Health in September 2006 to as the contract put it
“to expand and develop an existing
comprehensive cardiovascular rehabilitation service run by the
Foundation, so as to enable all Queen Elizabeth Hospital,
Barbados [referred to hereafter as QEH] patients who are
clinically assessed as suitable and likely to benefit from such
a programme following heart surgery, heart attack, heart failure
or at risk from a cardiac event, to be admitted to the
programme, regardless of their ability to pay for such
services.”
Adrian J L Randall
Chief Executive Officer
Heart & Stroke Foundation of Barbados
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