The recent dismissal of Professor Okyere Addai Mensah, the Chief Executive Officer of Komfo Anokye Teaching Hospital (KATH), has sparked a debate about the politicization of leadership appointments in Ghana’s teaching hospitals. Dr. Collins Kankam Kwarteng, a Senior Lecturer at Kumasi Technical University (KsTU), has voiced concerns about this practice, advocating for a shift towards internally driven selection processes. He argues that the current system, where CEOs are appointed based on political affiliations, disrupts the continuity of leadership and can negatively impact the quality of healthcare services. Dr. Kwarteng draws parallels with the university system, where heads are elected internally, suggesting a similar model could benefit teaching hospitals by ensuring leadership aligns with the institution’s specific needs and goals.
Dr. Kwarteng’s proposal emphasizes the importance of empowering teaching hospitals to choose leaders who understand the intricacies of their operations and possess the necessary expertise to navigate the complex healthcare landscape. He highlights the apparent public satisfaction with Professor Addai Mensah’s performance, contrasting it with the politically motivated decision to remove him. This underscores the potential disconnect between political appointments and the actual needs and preferences of the hospital community. By advocating for internally driven selections, Dr. Kwarteng seeks to prioritize the long-term stability and effectiveness of teaching hospitals, shielding them from the disruptive influence of political cycles.
The current system of politically appointed CEOs, according to Dr. Kwarteng, introduces an element of instability into the healthcare sector. Each change in government potentially leads to a change in leadership, regardless of the CEO’s performance or the hospital’s strategic direction. This constant turnover can disrupt ongoing projects, hinder long-term planning, and create uncertainty among staff. Moreover, the appointment of politically affiliated individuals may not always guarantee the selection of the most qualified candidate, potentially compromising the quality of leadership and, consequently, the quality of healthcare services. Dr. Kwarteng’s proposal aims to mitigate these risks by placing the decision-making power in the hands of those most familiar with the hospital’s needs and challenges.
The analogy with university leadership elections underscores Dr. Kwarteng’s vision for a more autonomous and professionally driven selection process. Universities typically elect their leaders through internal mechanisms involving faculty, staff, and sometimes student representation. This allows the institution to choose a leader who reflects the shared values and priorities of the academic community. Dr. Kwarteng believes a similar approach in teaching hospitals would ensure that the selected CEO has the support and confidence of the medical professionals and staff, fostering a more collaborative and productive work environment. This internal selection process would prioritize merit and experience over political considerations, ultimately benefiting patient care and the overall functioning of the hospital.
The case of Professor Addai Mensah serves as a prime example of the potential pitfalls of politically motivated appointments. Despite seemingly positive public perception and apparent effectiveness in his role, he was removed due to a change in government. This demonstrates how political considerations can override performance and stability, potentially jeopardizing the progress and effectiveness of the institution. Dr. Kwarteng’s argument gains further weight considering the disruption caused by such changes in leadership, particularly when a well-performing CEO is replaced. The loss of institutional knowledge, the interruption of ongoing initiatives, and the time required for a new CEO to acclimate can significantly impact the hospital’s ability to deliver quality care.
Dr. Kwarteng’s call for reform aims to create a more stable and effective healthcare system by de-politicizing the leadership selection process in teaching hospitals. He envisions a system where leadership is chosen based on merit, experience, and the specific needs of the institution, rather than political affiliations. This change, he believes, will lead to improved leadership, enhanced stability, and ultimately, better healthcare outcomes for the people of Ghana. By empowering teaching hospitals to choose their own leaders, Dr. Kwarteng hopes to foster a more professional, efficient, and patient-centered healthcare system. The implementation of such reforms would require a significant shift in policy and a commitment to prioritizing the long-term health of Ghana’s healthcare institutions over short-term political gains.
