Umesh Prabhu
Recent activity
Comments (26)
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Comment on: Analysed: The renegotiation and future of junior doctors' contracts
There is an elephant in the room and that elephant is ‘non-trainee junior doctors about whom no one wants to talk about. Sadly many Trusts middle grade rotas are run by non-trainee middle grade doctors and most of them are in a dead-end job with no future. Most of these jobs are filled by overseas trained and locum doctors and with immigration regulations this pool of doctors coming from non-EU countries is drying up. More and more non-UK EU doctors are filling these posts. Most of them are very good but due to their basic training is done in their own language and not in English, some of these doctors do struggle in the NHS. We got to have better workforce planning to see how we are going to recruit good doctors to these dead-end jobs. Simply looking at junior doctors who are in training posts and revamping their working conditions will not sort out the problem of non-trainee junior doctors. We got to look at the whole NHS and may be the time has come for us to develop consultant delivered service with merger of the Trusts to provide 24 hours, 7 days a week, 365 days service delivered by consultants for a larger population of around 500,000.
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Comment on: Chief executives are running scared
NHS has too many masters, fragmented management streams and structures like Primary care, Acute Trust, Community Trust, Mental Health Trust and Social Care which is completely under different management, confusion around co-operation and competition, too many reforms, poor fragmented IT systems, leaders with personal agendas and too many political interference! Current financial challenges and economic pressure should act as a catalyst for everyone to work together, putting patients at the heart of everything we do and we need strong leadership with integrated management structure with clear line of accountability providing service for 500, 000 population with excellent primary and community care, community based 7 days, 365 days elderly care service and the most important single point of contact for triaging for any out of hours service. We also need single paperless medical record.
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Comment on: Chief executives and chairs in New Year's Honours list
Well done Shahnaz, Well deserved recognitions. I sincerely hope the country not only recognises excellent leaders like you who have contributed so much for true equality and diversity but also implements you wonderful work across the country and throughout the NHS. NHS cannot afford to continue to have ‘club culture, ‘old boys network way of doing things for appointing leaders or promoting people. NHS must have ‘Fair and open; culture, supportive and learning culture and should make all its staff feel valued, involved, engaged, nurtured and supported. Hopefully your recognition will give the importance to your work and it will be implemented across the NHS soon. You should be very proud of your work.
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Comment on: GMC: Most struck-off doctors are trained abroad
I fully agree that HSJ or no media should ignore these details but it is equally wrong to make sweeping generalisation of overseas trained doctors. Let us discuss the solutions; 1. As far as possible UK should be self sufficient and should recruit only UK trained doctors. 2. These doctors must be properly trained not only in their clinical skills but also non-clinical skills of being good doctors like patient safety, quality, governance, patient empowerment and involvement, respecting and valuing patients as fellow human being, communication, team working, professionalism, duties of doctors, why doctors make mistakes and how to avoid them, dealing with complaints, litigation and so on. 3. All doctors must have proper induction, help, support and guidance as to who can help them and where they can get support if they are stressed, over worked or have health or alcohol and substance misuse problems and do not get adequate support from their employers. 4. If the doctor makes any mistakes – whom to inform, how to be honest with patients and families that too if the patient has suffered due to their mistake. 5. Doctor whose performance deteriorates must be helped, supported and guided and remediated. They should be identified early so that patients are not harmed. 6, Bad doctors, incompetent doctors and doctors who show gross disregard for patient safety should be removed irrespective of their race, gender, ethnicity or place of qualification. 7. All Trusts, CCG, Deaneries must have fair process to deal with any concerns and action taken must be proportionate and most doctors need help, support and guidance and rarely and when appropriate these doctors must be reported to the regulator and the regulator must have fair process. 8. Every Trust, CCG, GMC, Colleges and Deaneries must comply with Race relations act and the decision makers and experts ethnicity must reflect the ethnicity of the staff working in the Trust or in each of these organisation. 9. All decision makers must be performance managed for their fairness and proportionality. 10. Patient safety, quality and wellbeing should be the primary aim in any regulation but action taken must be proportionate and should not depend on race ethnicity and gender.
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Comment on: Morecambe Bay review 'must get things right'
1. Excellent organisational culture and leadership not simply at the level of Trust Board but at each and every Division, directorate, wards and departments. 2. Excellent organisational energy where patient safety, quality, wellbeing are the priority and everything else is secondary. 3. The organisation with safety culture, learning and supportive culture and not a blame culture but culture of accountability for all. 4. Excellent governance and quality assurance systems in each and every department. 5. Complaints and feedback from patients, public and staff are taken very seriously and addressed very constructively and all lessons are learnt and implemented. 6. No staff is afraid to challenge each other including consultants and when they do, they do with mutual respect and professionalism and their concerns are properly dealt and responded and staff are encouraged to raise concerns even about seniors, Board members and everyone is treated with respect, dignity and humanity 7. There is zero tolerance for bullying victimisation and discrimination and every staff member feels integral part of the organisation and feels valued, involved, engaged nurtured and supported. 8. Where patients feel proud to visit and are looked after by kind and caring staff who are not simply clinically competent but are nice human beings who put patients at the heart of everything they do. 9. Where staff sickness rate is low and there are adequate numbers of staff with good skills mix to do their job and do a very good job and feel proud to work. 10. Where leaders walk to floor and everyone knows leaders by their first names and everyone feels equal.
