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Health Service Journal
Stephen Eames

Stephen Eames is chief executive chief executive at Mid Yorkshire Hospitals Trust.

  • Local solutions are best for integrated care


    Avoiding the pitfalls of top-down reorganisation
  • The NHS must gear up to meet the challenge of workforce planning


    Trusts should take a leaf from the car industry
  • The challenge of building mutual trust


    Trust is essential to delivering change in the NHS
  • How to get your workforce working

    6 September 2012

    The NHS should look at car manufacturers when it comes to workforce planning
  • Stephen Eames: on leading complex organisations


    A few rules for taking charge.
  • Stephen Eames: is it time you turned around?


    Turnaround is seriously back in town.
  • 'Hospitals should be hungry for quality patient meals'


    “The story of the failure to provide tasty, healthy food in British hospitals is a result of an indefensible failure by those in charge of hospitals to understand the basic importance of good food to good health.”
  • 'Successful localism needs everyone working together'


    The principle in devolving power from the centre into the hands of communities is a worthy one, but it should not obstruct those already well-run and successful regional programmes, says Stephen Eames.
  • Stephen Eames: there's no time like the present for planning


    The late, great industrialist Sir John Harvey-Jones said: “Planning is an unnatural process; it is much more fun to do something. The nicest thing about not planning is that failure comes as a complete surprise, rather than being preceded by a period of worry and depression.”
  • How to lead NHS transformation


    The discussion in GP land continues to rage between those who oppose the reforms, and those who support them.
  • Scaling up collaboration: the public health manifesto


    I recently had the privilege of attending a lecture by Sir Michael Marmot, the guru of health inequalities and public health.
  • Stephen Eames: it's time to embrace disruption


    We are entering a new phase of reform which some see as reckless tampering and others as the natural evolution of the NHS from a superstate behemoth to a consumer-driven 21st century business.
  • 'People expect public servants to preserve the public good'


    The public sector is commonly perceived to be stuffed with overstaffed bureaucracies and far too many tiers of administration, and therefore it is usually concluded by external commentators that private companies produce far better leaders.
  • Take the lead in preventing ill health

    14 October 2010

    Throughout the 1960s and 1970s Britain was known as “the sick man of Europe”. Then it related to industrial strife and poor economic performance. Now we are in danger of regaining that mantle, but this time in public health terms.
  • 'We all know NHS change will keep coming - the trick is to adapt'

    19 August 2010

    In the immediate wake of the white paper it would be churlish to ignore what are potentially the most significant changes in the history of the health service.
  • Stephen Eames on GPs in the hotseat

    1 July 2010

    At a recent dinner party, a fellow guest, who happened to be a GP, said: “If I was to invite my colleagues to a meeting about practice based commissioning, I would be there on my own with the sandwiches” (well, actually these days it would be without the sandwiches.).
  • Stephen Eames on the NHS leadership race

    13 May 2010

    Research by McKinsey shows companies like to promote the idea that employees are their biggest competitive advantage. Yet most are as unprepared for the challenge of finding, motivating and nurturing talent as they were a decade ago. Why?
  • Stephen Eames on NHS merger turkeys

    11 February 2010

    Most evidence of the impact of mergers is mixed and suggests benefits do not always materialise.
  • Stephen Eames on quality vs cost

    10 December 2009

    One thing I have learnt over the years is the propensity of strategic development, planning and associated processes to dominate and consume inordinate amounts of time, often with limited output.
  • Stephen Eames on managing the future of the NHS

    12 November 2009

    At a recent trust board seminar to review our performance and development over the past year, we recognised that we were at a watershed moment. We acknowledged the years ahead would be driven by the recession and the multibillion pound recovery programme the government intends to generate from public services.
  • Stephen Eames on defending district general hospitals

    1 October 2009

    Reconfiguration of acute and community services is bound to be on the cards again, once the dust has settled on the autumn QIPP and Monitor downside submissions.
  • Stephen Eames on dementia strategy

    27 August 2009

    I was startled when our nursing director pointed out that at any one time there could be up to 400 patients with dementia occupying beds in our hospitals.
  • Stephen Eames on the need to make changes

    23 July 2009

    Sunday morning and it looks as if it is going to be a hot day - a precursor to a long hot summer dominated by organising surge plans to combat pandemic flu, while digesting the impact of another central initiative on quality, innovation, improvement and productivity, otherwise known as “QIPP”.
  • Stephen Eames on large scale health solutions

    18 June 2009

    Writing this, I know there will be catcalls from many quarters because as a chief executive of a large acute organisation I will be regarded as self interested, self serving or at worst unreconstructed, but here goes.
  • Stephen Eames on the quest for quality

    14 May 2009

    At a recent meeting, a colleague likened the current welter of initiatives on quality to being “tied down like Gulliver”. It’s not that I argue with the importance of providing safe, high quality care - far from it - but I have some sympathy with the view that there is a danger of drowning in the tsunami of system and regulatory activity in this area.
  • Stephen Eames on patients driving change

    9 April 2009

    Delivering radical reform in public services was the government’s battle cry in last month’s white paper Working Together - Public Services on Your Side. Given the parlous state of the country’s finances, the message will be exactly the same from any future government.
  • Stephen Eames on the new NHS leadership


    I recently read some research comparing performance between NHS hospitals and UK private sector hospitals and industrial companies.
  • Stephen Eames on managing the NHS


    I spent a significant chunk of my Christmas break dealing with the 'here and now' while also reflecting on the harsh year we all face.
  • Stephen Eames on managing by fear


    Up here in the North East the community is still reeling from the collapse of Northern Rock and is now watching with horror the ongoing farcical spectacle that is Newcastle United Football Club.

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