Quick Read
- Sir Julian Hartley resigned as chief executive of the Care Quality Commission following an inquiry into maternity failures at Leeds Teaching Hospitals NHS Trust, where he previously served as CEO.
- Dr Arun Chopra, chief inspector of mental health, will act as interim chief executive until a permanent replacement is found.
- Families affected by maternity care failures at Leeds have rejected Hartley’s apology and called his appointment to the CQC a ‘scandal hiding in plain sight’.
- The CQC recently downgraded Leeds maternity services to ‘inadequate’ due to risks and a culture of blame.
- Recruitment for Hartley’s successor is set to begin shortly.
Hartley’s Sudden Departure: The Inquiry That Changed Everything
When Sir Julian Hartley walked into the Care Quality Commission (CQC) offices last year, he did so with a mandate for reform. The CQC, England’s health and social care regulator, had faced mounting criticism for its oversight failures. Hartley, the former chief executive of Leeds Teaching Hospitals NHS Trust (LTH), was tasked with restoring public trust. But less than a year into the role, he found himself at the center of a storm — and it was one he could not weather.
On October 23, Hartley resigned with immediate effect. The catalyst: an independent inquiry, ordered by Health Secretary Wes Streeting, into repeated maternity care failures at Leeds during Hartley’s decade-long leadership there. The inquiry, led by Baroness Amos, was launched after families alleged harm and loss, and after official data revealed Leeds as an outlier on perinatal mortality. The CQC had recently downgraded the trust’s maternity services to “inadequate,” citing risks to women and babies, and a deep-rooted culture of blame that stifled staff voices.
Families Demand Accountability, Regulator Faces Scrutiny
For many affected families, Hartley’s appointment to head the CQC was a bitter pill. In their statement to Sky News, families described his selection as “a scandal hiding in plain sight,” rejecting his public apology and arguing that the group harmed by Leeds’ maternity services was “growing at an alarming rate.” They insisted the apology was insufficient for the scale of the suffering endured. In the words of one parent, “We do not accept his apology. Only time will tell how horrific that number will actually be.”
The Health Secretary himself expressed shock at the “repeated maternity failures” and the “unacceptable response” of the trust. For Wes Streeting, Hartley’s resignation was one more challenge in an already turbulent year, with NHS doctor strikes and winter flu pressures looming.
Inside the CQC: Culture Change and Lingering Doubts
Hartley’s brief tenure at the CQC was marked by attempts to reshape its culture. He spoke of making the organisation one that “listens better to people, providers, and staff.” Under his leadership, the CQC launched a public consultation to improve how health and care services are assessed, aiming to ensure safe, high-quality care. Hartley also oversaw the appointment of four specialist chief inspectors, each tasked with leading reforms across mental health, hospitals, primary and community care, and adult social care.
But these reforms ran up against the shadow of his past. The inquiry into Leeds forced Hartley to confront the possibility that his continued leadership would “undermine trust and confidence” in the regulator. In his resignation statement, he acknowledged the incompatibility between his role at the CQC and the “important conversations” about care at Leeds, expressing sorrow for the harm some families suffered and pledging his support for the inquiry.
Professor Sir Mike Richards, CQC chair, praised Hartley’s “inclusive and thoughtful leadership” and credited him with refocusing the regulator’s purpose. Yet he understood Hartley’s concern that his history at Leeds could damage the CQC’s credibility, saying, “I am grateful to him for making this unselfish decision in recognition of the need for the regulator to be visibly held to the highest standards.”
The Road Ahead: Interim Leadership and Sector Reactions
As Hartley departs, Dr Arun Chopra, chief inspector of mental health since March, is set to take over as interim chief executive. The search for a permanent successor will begin shortly, at a time when confidence in the CQC is fragile and the sector is bracing for change.
Professor Martin Green, chief executive of Care England, expressed genuine sadness at Hartley’s exit, but stressed that the momentum for reform must not falter. He highlighted the appointment of Chris Badger, the new chief inspector for adult social care, as evidence of ongoing progress. “While this is an unexpected setback, it must not be allowed to halt the momentum for positive change that Sir Julian and his team have started,” Green said. “We stand ready to work alongside Chris, the board, and the next chief executive in driving forward the transformation that will shape a fairer, more effective regulator for the future.”
The CQC, in a statement to Sky News, defended Hartley’s appointment as “rigorous, transparent, and independent.” They emphasized that, following Hartley’s arrival, the CQC conducted unannounced inspections of Leeds’ maternity services, identified significant risks, and took enforcement action to ensure safe staffing levels. The trust’s progress continues to be monitored.
The Broader Context: NHS Challenges and Public Trust
Hartley’s resignation is emblematic of wider challenges facing the NHS and its regulatory bodies. The Leeds inquiry follows a pattern seen at Shrewsbury hospital and other trusts where failures in maternity care have prompted national investigations. These inquiries have highlighted systemic issues: from cultures of blame and silence to leadership accountability and the need for transparent oversight.
Meanwhile, the government grapples with other urgent priorities. Strikes by resident doctors threaten to increase waiting times for elective procedures, while warnings of an intense flu season add further pressure to hospitals. In this context, the role of the CQC — and its ability to act decisively and maintain public confidence — is more important than ever.
For families affected by maternity failures, the hope is that the inquiry at Leeds will finally deliver the transparency and answers they deserve. For the CQC, the challenge is to rebuild trust and prove it can be the “strong effective regulator” Hartley envisioned, even as it navigates leadership changes and public scrutiny.
Sir Julian Hartley’s resignation serves as a stark reminder of the burden leaders carry when past actions intersect with present responsibilities. The pressure to safeguard public trust in health oversight is relentless, and the regulator’s next steps will be watched closely not only by the sector, but by the families whose lives have been shaped by these decisions.