I'm going to tell you my experience not in an acute hospital but in an elderly care ward about trying to get care right:
I am not too worried about outing myself because I don't think we are in any way alone.
Before my arrival the trust and the unit got a pasting from CQC. I don't know all the ins and outs of this but it seemed to me that some was fair criticism, some was not.
The staff tell me they had tried to flag some of the problems especially the crumbling infrastructure and were told there were no funds to fix it so soldiered on.
After the bad CQC the trust acquired a whole new top management. The new chief exec then basically fired or redeployed all the lower and middle managers who he held responsible for the failures.
Well it's one way to go for sure and it makes a big impact but it meant that on my ward there was; no consultant (locums only), no ward manager, no deputies, no divisional manager. There was only a band 5 trying to act up and a very, very demoralised team who had been slammed by criticism and were in fear of losing their jobs, loads of sickness, no goodwill at all. Is it any wonder the care was then worse rather than better?
I was fairly unaware how bad things were when I rocked up all excited about getting my 1st consultant post. No wonder there were no internal candidates.
It was so hard at first that I wanted to quit on a daily basis. One person cannot turn that around on their own. I was just firefighting writing care plans myself, spending all my time on the ward (fortunately I was allowed to drop clinics temporarily to do this), trying to input systems to make sure that basics were getting done with constant audits and pressure from trust management but no resources (trust finances were in a mess too so we were supposed to improve standards and save money).
One year later things are a lot better and I now on the whole feel my patients do get good care, feedback from them is mainly good. It took a long time to get the vacant posts filled, we had no good applicants at first due to the bad reputation. The trust did spend some money doing the place up which made everyone feel better. Team morale is a lot better now, sickness down so less bank and agency spend.
I think that staff generally really do care about their patients. We all went into this to make a difference. We could surely earn more money for less stress elsewhere. But if you do flag things up and are knocked back, not listened to essentially get the message you can't make a difference then after a while you just give up and accept it is how it is. If you have to work in a crumbly environment without equipment or resources you need and management treat you very badly then it is very hard to keep striving against that for good care.
Some paperwork and statistics is necessary because you need hard data not just a feeling to know how you are doing but wherever there are targets there are perverse incentives and it is much easier for management to request data on x,y,z things than for shop floor staff to spend time collecting that data. The more they are filling in surveys and audits to monitor care quality the less time they are actually caring.
I don't know what the answer is at a meta level but I don't think it is money or high level systems. It starts from valuing staff and empowering them , resourcing them to do a good job. It needs carrot as well as stick (and I don't mean some pissy employee of the month award which is just patronising and people see straight through).