Blair McPherson was Director of Community Services at Lancashire County Council. He has worked as a Deputy Director in social services and as a senior manager in a large Housing Association. He has been a member of the Professional Executive Committee of three Primary Care Trusts and works closely with a range of organisations in the voluntary, community and not for profit sector. His management career started in Birmingham City Council where he acquired his passion for equality and diversity and his recognition of the need for high quality management. He is a regular contributor to the professional press with over 500 articles published. He is author of four books An Elephant in the Room: An Equality and Diversity Manual, UnLearning Management: Short stories on modern management , People Management in a Harsh Financial Climate and Equipping Mangers for an Uncertain Future published by www.russellhouse.co.uk
Blog Posts (239)
Combine the business know-how of the private sector with the social ethos of the public sector
Governments have a history of imposing what hasn’t quiet worked in one area of the public sector on to another
What’s the real agenda at all expenses paid health conferences?
Whether at the World Cup or in your office, leaders are not always good team players
With a vote on the way, no any party will allow the NHS to struggle more than it has too
Blair Mcpherson contributes to:
Comment on: The NHS needs system leadership
"System Leadership" is such an inelegant phrase for leadership based on influencing and negotiating. It's a million miles away from the macho leadership style that the NHS claims to have ditched but has so far failed to convince staff off. Partner organisations also need convincing as Hospital Trust chief executive continue to give the impression that primary care and social services are not of equal standing and so are only to be consulted as a curtesy.
Is the priority patient safety or balancing the books? Over ambitious efficiency targets led to cutting the biggest cost element staffing. Reduced staffing levels put patient care and safety at risk. Alternatively close wards and hospitals making savings but increasing waiting lists and upsetting local voters.
"everybody is talking about intergration" but are they speaking the same language ? Do they mean better co ordinated health and social care services or do they mean an end to hoot all bed blocking? Do they mean providing people with the services they need in away they want or an end to arguments about who is paying for what? Have they just older people in mind or are they thinking about people with leaning disabilities and those with mental health problems. The issues are different, the issues are long standing but they also come down to money and co ordination. And does the talk of intergration include an understanding that health professional and social care professionals often don't speak the same language when it comes rights and risks are we ignoring the debate on the medical model v the social model which has informed much of the policy on disability over the last 30 years.
Must be an April fools joke.
Comment on: Debunked: Myths about NHS managers
The NHS 's largest hospital trust in England is being put into special measures after inspectors uncovered serious problems including poor care, understaffing, rockbottom moral and a culture of bullying.This can have come as no surprise to the board, senior management team or wider NHS community since a report commissioned by the trust had previously found bullying and racial discrimination to be widespread. From Mid Staffordshire and Morecambe bay to the 21 trusts now in special measures two disturbing facts emerge, the culture of management bulling is not unique to Barts Health Trust and management is unable or unwilling to stop it. These are not new criticisms but the modern NHS is supposed to have long since moved on from it "macho management" past. Clearly it hasn't. The culture persists despite the heavy investment in management and leadership development. No doubt the extreme pressure trusts have been put under to deliver demanding performance targets whilst meeting ambitious efficiency targets has reinforced a management style based on imposing rather than convincing. Those at the top continue to talk of leadership being about taking staff with you and those responsible for management development emphasis good people management skills but the culture of bullying remains. This is totally unacceptable. The quality of management in the NHS is just not good enough.