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Readers' letters - 17 May 2013
Occupational health services should be an integral part of the NHS workplace
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Readers' letters – 3 May 2013
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Readers' Letters − 5 April 2013
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Readers' letters - 21 March 2013
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Readers' letters − 7 March 2013
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Readers' letters − 28 February 2013
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Readers' letters - 31 January 2013
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Readers' letters − 24 January 2013
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Readers' letters - 17 January 2013
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Readers' letters - 20 December 2012
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Readers' letters - 6 December 2012
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Readers' letters - 15 November 2012
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Readers' letters - 8 November 2012
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Readers' letters - 1 November
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Readers' letters – 25 October 2012
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Readers' letters - 18 October 2012
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Readers' letters - 11 October 2012
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Readers' letters - 20 September 2012
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Readers' letters - 23 August 2012
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Readers' letters - 9 August 2012
Leader: CCGs given the robustness to lead
New GP and manager partnership is a strength for commissioners
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Leader: Francis demands more honesty from the NHS
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Trusts risk unwanted legacy with short-term savings
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Torbay presents a test for the new system
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We need a stronger prescription for medical leadership
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The warning signs in NHS emergency care
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Can the NHS still deliver major service change?
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Trust Development Authority to punch above its weight
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Pressure crushes NHS’s flowering talent
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GPs dodge the spotlight of scrutiny as hospitals face full glare
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Now is the time to invest in NHS leaders
Time to invest in Leaders is long overdue. But it must be true leaders and not 'political leaders'. It is a sad reality that NHS is full of political leaders and leaders with personal ambitions and aims to get OBE, MBE and many other awards. We need leaders who are leaders because they want to make a difference to fellow human beings and patients and not because they want something in it for them. At the end of the day it is about our patients. Patient safety, their well-being and the quality of care they receive must be at the heart of leaders in the NHS and nothing else should matter to the leaders. If 35% of CEOs’ feel bullied then I wonder what type of culture we have in our NHS? NHS is about kindness, caring, compassion and bullying has absolutely no place and hence if CEOs feel bullied then we got to look at the Trust Board and also those above them who bully the CEOs’. A CEO who feels bullied will also deal with issues by bulling others below him. Leadership has ‘mini me’ concept and good leader will create more good leader and will create a culture where no one will feel bullied but will feel empowered to do the right thing for our patients. Time is not only right but long overdue to invest in leadership and that too ‘Medical Leadership. It is the medical leadership is the key. Sadly neither BMA nor the Colleges have encouraged ‘good doctors’ to take on leadership roles and many good doctors have shied away from taking on leadership roles. It is also true that ‘Club culture’ Old Boys’ network and ‘Isms’ prevent women and BME doctors from taking on leadership roles. In my vast experience only 10% of doctors have true leadership skills, passion, vision, attitude and aptitude to be leaders but many good doctors are prevented or demoralised and demotivated from taking on leadership roles and this needs to be addressed. We need transformational leaders and not political leaders.
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Who could succeed Sir David as NHS England chief executive?
One thing's for sure, it won't be anyone like Sir Terry. The NHS claims to embrace experience from other sectors, when actually it doesn't/won't. I would be astonished if it were anyone other than David Flory.
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Most leaders would leave if groups' budgets were given to councils, survey finds
Bring it on - what's absolutely certain is that things cannot remain as they are for any period of time as the system is in total meltdown.
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CCG Barometer: Confident commissioners voice gripes with new system
This is actually more worrying than if they'd all said that it's chaos but we're doing our best to hold it all together, as it demonstrates that they really don't have a clue what they're talking about (or they're liars)
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Information, patient involvement and service change are weak areas, say CCG leaders
Over half of CCGs think they are 'strong or very strong' on PPI eh? I would be interested to know what that means. Not sure these superficial self-assessments get us very far.
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Labour highlights hospital capacity fall
Can someone tell me what the decline in beds was during the last Labour Government. Thanks.
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CCGs struggle to follow the money
There is another strand your report doesn't mention. Providers who have taken on former PCT premises are finding in some cases that they now own buildings for which the budgets have gone to NHS Property Services Limited. Again, no malice on anyone's part, just that clear guidance on the estates transfer came rather too late.
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Leeds hospitals chief executive leaving post
Good luck to Maggie Boyle - one of the most approachable and grounded leaders of our major hospital systems.
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CCGs defy Hunt by planning to increase competition for out-of-hours GP care
Farrar came in at the end to tidy up the edges and get agreement on the 'bung', as the Londonwide LMCs called the final QOF settlement. You would need to talk to Ian Dodge about the underlying detail, and probably re-read the Carson report. The risk assessment would be difficult to replicate these days, there being fewer fag packets around.
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NHS England gives green light on £70m innovation networks project
Shouldn't the entire NHS budget isn't seen as the innovation budget? Shouldn't an element for experiment and evaluation (don't forget evaluation!) be built in to every service contract or programme budget? Pleased about academic networks though. Can HSJ now publish an organisational tree showing how CCGs, HWBs, ASNs, ATs, clinical senates, CSUs, PHE's local teams, etc inter-relate? It is getting a tad confused! It's almost as if each new idea or issue spawns its own network as a response. Why not merge or co-locate a few, eg clinical senates with CSUs, ASNs and PHE outposts?
