External contributors – Page 20
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CommentPerformance management is making a comeback, here's how to stop it
If local teams can reshape demand with a risk-based approach the work to improve flow becomes quickly effective. By Dr Andy Haynes, Malcolm Lowe-Lauri and Sir John Tooke
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CommentHow ICBs can help people die at home
Ruth Robertson highlights the need for ICBs to work through immediate pressures to deliver good quality and coordinated end-of-life care services
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CommentNHS managers perform better than management consultants
The advice external consultants provide can be beneficial in some cases, as it can help to combat the ‘not invented here syndrome’ by introducing new expertise and innovative thinking, but in general investment in management staff is a better bet. By Ian Kirkpatrick and Andrew Sturdy
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CommentRacism: Some HR teams get it and some don’t
In light of NHS England recently losing an employment tribunal case against a senior black nurse on grounds of race discrimination and whistleblowing, Roger Kline casts light on learnings from the case for NHS board members and HR departments
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CommentThe changing roles of NHS trust chairs
Donna Hall gives a glimpse into the lives of the leaders of trusts and elaborates the complexity of working in partnership with social care, housing, the community and voluntary sector, and other local providers
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CommentTrans people deserve better end of life care
Jonathan Ellis describes how simple and practical changes by providers, NHS bodies and regulators can ensure that end-of-life care is inclusive for all.
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CommentGovernment and NHSE need to start listening to patients
Dr Henrietta Hughes sheds light on the disconnect between the executive corridor and what patients experience.
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CommentICSs could drive up employment if government provides better data
The UK has a problem with economic inactivity. Research indicates that long-term sickness is to blame and, given the right data, integrated care systems could help, says Jonathan Pearson-Stuttard.
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CommentSystem working thrives in a culture that empowers staff to improve care
Len Richards explains how system working grows from the right culture, clinical leadership and systemwide joined up, real-time data
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CommentWhy counselling should replace occupational health support for distressed staff
NHS trusts should provide counselling support services for staff that are independent of occupational health and management systems to improve uptake, write David Anderson and Lucy Howard
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CommentThe covid inquiry could miss out on vital learning
Finola Kelly explains how the UK Covid-19 Inquiry could do more to learn lessons for now and for future civil emergencies.
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CommentAmbulance chief: Strikes are harming patients
Ambulance service strikes are harming patients and taking time from recovery – I hope resolution can be reached soon, says London Ambulance Service chief Daniel Elkeles.
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CommentElective waiting times rose sharply in December
The waiting time to diagnosis and decision has risen to more than 10 months
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CommentWe will not sideline inclusion by parking it with a few
As NHS England restructures its “people” teams and merges with Health Education England, Navina Evans says it will “mainstream” its equality, diversity and inclusion work, rather than “parking it with a few” in a dedicated team.
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CommentThe ‘dire state’ of children’s mental health
Saffron Cordery explains how the current plans for children and young people’s mental health must go further if we are to meet rising demand for children’s services
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CommentInnovation is being squeezed out of the NHS
In a world where political pressure focuses on the short term, it’s a reminder that what matters most is not fast initiation of change but fast realisation of benefits for patients and staff, write Malte Gerhold and Tim Horton
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CommentPatient Safety Commissioner: 'We are heading straight back to Mid Staffs'
A seismic shift is needed in the way that patients’ and families’ voices are heard, with shared decision-making and patient partnership as the destination
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CommentWhen not to collaborate
The fashionable stance for any NHS strategy at the moment is to set out the highest number of partnerships possible to get involved in, at the risk of no collaboration properly adding value, writes Richard Taunt
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CommentMaking diamonds out of sausages
Data collection and storage is by no means an effortless automatic process; it can be expensive, complex, and bureaucratic, says Andi Orlowski
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CommentThe NHS can lead the UK’s green economy
With innovative treatments powered by renewable energy, and with digitally enabled services connecting us with patients wherever they are, we can grow the healthcare economy and high skill jobs using a fraction of the carbon, writes Luke O’Shea