Insideperspective
London
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Comments (133)
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Comment on: Hospital trusts lack 'top drawer' leaders
Most strong leaders would prefer to work in an organisation where their success is judged on their ability to lead multi-disciplinary teams to deliver services which meet/ exceed the expectations of service users. There are a handful of these in top jobs at the NHS, but most are focussed on looking upwards at DN/ politicians and regulators, gaming targets, preventing anyone in their organisation from taking risks, and keeping out of the press
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Comment on: Hunt: Unsafe staffing 'totally unacceptable'
Perhaps NHS managers should graduate from 5% pa across the board salami slicing, and adopt true lean approaches, where efficiency and quality improve hand in hand. This happens in pockets in the NHS already, and is more widespread in more advanced healthcare systems. Let's stop the 'cost or quality - you cant have both' whining once and for all
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Comment on: Local Healthwatch 'bound and gagged'
these boards are fig leaves covering naked centralism if government really want local democratic accountability for healthcare, include health within the portfolio of local government as many succesful European economies do.
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Comment on: Trust found to have altered waiting times figures
Mr Burnell - I suggest that you and otehrs in the NHS google John Seddon of vanguard and his books on lean. He articulates clearly why any organisation should define its purpose, continually measure performance against metrics, and strive for improvement. What they must NOT do is set targets, which leads to a focus on hitting targets (by hook or crook - i choose the words advisedly) rather than focusing on purpose (care and compassion). What they REALLY must not do is shoot the train drivers or send them to Siberia when the trains are late - the trains are perceived to be running on time for a while, but it really isnt a great train service.
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Comment on: Hospital chief executive role for Matthew Kershaw
MK did a great job at salisbury.
