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National Health Service History |
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Sir George Godber pursued a distinguished career in health
planning and education, and was closely involved in the establishment of the
National Health Service (NHS). As a child he lost the sight of one eye, as a
result of an accident. After training at the
health
medicine later beng recruited to the Ministry of Health by Wilson Jameson (then
CMO) who had known him at the London School of Hygiene and Tropical Medicine. In the
early 1940s Godber was part of one of the teams that undertook a national survey
of hospitals, his report covering the
In 1950 he became Deputy Chief Medical
Officer, MoH, and from 1960 to 1973 he was Chief Medical Officer at the MoH's
successor departments, the Department of Health and Social Security, the
Department of Education and Science, and the Home Office.
George was always on the look out for young people with talent. He would identify people with good ideas and ensure that they were placed on committees normally inhabited by very senior people. You do not get tomorrow's policies, he said, be speaking to yesterday's people. He held evening meetings with the newest recruited doctors in his division to help them to see the broader picture. "This is not a place" he said, "where you can say 'this is so and I tell you it is so because I am a doctor." He believed you could achieve anything in the Department as long as you did not insist on claiming credit for it. He was a quick and often an accurate judge of people, had a personal 'promotion' list, but could take quick decisions if people did not deliver. He served many Ministers and on one occasion greeted a new arrival by saying something along the lines of "you are the 10th Minister it has been my honour to serve". He was an early believer in the need to involve doctors in management (the Cogwheel Report), and strove for many years to improve medical manpower planning.
Without his work the NHS would be very different. Godber aimed to put the deficiencies of pre-war health care right, ensuring that specialists were evenly distributed, that general practitioners worked in good premises and that all doctors kept up to date through postgraduate education. His Cogwheel Report was an early attempt to involve doctors more deeply in management, and he worked hard at medical manpower problems to overcome the shortages in some specialties. His other important initiatives included support for Powell in the policy of closing large mental illness hospitals, putting the contraceptive pill on prescription and public health campaigns, particularly against tobacco smoking (he was instrumental in the initiation of work at the Royal College of Physicians that led to its landmark report.)
I had the privilege of being appointed by George to a post in the Department in 1972, and working for him as secretary to one of his committees (on general practice). George Godber in later years assisted in the correction of the first three chapters of my book, From Cradle to Grave; I kept in regular touch, and was invited to pay tribute to him at his memorial service.
Modesty was
George Godber's main feature: he refused to be called "the best chief medical
officer the country ever had" or "one of the architects of the National Health
Service" Yet to many he is the gold standard by which CMOs are judged.
He was appointed Knight Commander Order of the
Geoffrey Rivett's tribute at his memorial service