HSJ brought together a dozen NHS trust chief executives drawn from its list of the NHS’ top 50 trust chief executives published in March to discuss the personal and organisational impact of the pandemic
The NHS probably saw more operational change during the covid pandemic than it had for a decade beforehand. The rapid expansion of intensive care capacity, the use of online consultations, and the deployment of staff into unfamiliar areas were all unprecedented in their speed and impact. But there were also some unwanted consequences of the pandemic – such as the growth of waiting lists for elective treatment and some cancer patients facing delays in their pathways.
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But is the NHS at a 1948 moment of truly transformative change? And have there been other, perhaps more subtle, changes which will have a long-lasting impact? Some of HSJ’s top 50 chief executives met remotely to debate these and other key questions.
Panel
Alastair McLellan, HSJ editor and chair
Patricia Miller, Dorset County Hospital Foundation Trust
Andrew Ridley, Central London Community Healthcare Trust
David Loughton, Royal Wolverhampton Trust and Walsall Healthcare Trust
Dame Jackie Daniel, Newcastle Hospitals Foundation Trust
Angela Hillery, Northamptonshire Healthcare Foundation Trust and Leicestershire Partnership Trust
Sam Allen, Sussex Partnership Foundation Trust
Glen Burley, Wye Valley Trust, South Warwickshire Foundation Trust and George Eliot Hospital Trust
David Probert, Moorfields Eye Hospital Foundation Trust
Richard Mitchell, Sherwood Forest Hospitals Foundation Trust
Rob Webster, South West Yorkshire Partnership Foundation Trust
Raj Jain, Northern Care Alliance
Neil Dardis, Frimley Health Foundation Trust
Kate Wilson, senior client partner, Korn Ferry
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