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Found 8 results
  1. Content Article
    It was recently reported that NHS Finance Directors were ‘incensed’ that the Health Services Safety Investigations Body (HSSIB) should think that they could be working more closely with patient safety chiefs. Whereas medical staff and clinicians represent the sharp end of healthcare delivery, the administrative functions, including finance, are the blunt end. Removed in space and time from the action, it can be hard to see how their behaviour can directly influence workplace outcomes. To understand the issue, Norman MacLeod reflects on how systems behave and the decision-making hierarchy within healthcare organisations.
  2. News Article
    The government has admitted that many ‘vulnerable’ hospitals ‘suffer with a lack of permanence of leadership’, but said that chiefs are only sacked by NHS England ‘in extreme and exceptional circumstances’. The comments were included in the government’s response to the independent investigation into major maternity care failures at East Kent Hospitals University Foundation Trust, which highlighted how the practice of repeatedly hiring and firing leaders had contributed to its problems. The investigation said successive chairs and CEOs at the FT were “wrong” to believe it provided adequate care, and urged that they be held accountable. But it said senior management churn had been “wholly counterproductive”, and that it had “found at chief executive, chair and other levels a pattern of hiring and firing, initiated by NHS England” which would “never have been an explicit policy, but [had] become institutionalised”. Read full story (paywalled) Source: HSJ, 21 July 2023
  3. News Article
    Some acute trusts have kept more than half of their executive directors over a five-year period – whereas others have seen all of them change, according to HSJ analysis of top-level managerial stability. HSJ looked at the number of executive directors who had been in place between April 2017 and April 2022, by examining annual reports and board papers. One trust – Southport and Ormskirk – had five CEOs during the five year period, and three other trusts had four. The national average was more than two different CEOs at each trust across the five years. Thirty-one trusts (out of 108 listed) had three different CEOs during the period, and just 23 trusts had one. NHS Providers interim chief executive Saffron Cordery said: “This analysis underlines the value of long-term investment in NHS trust leadership. It highlights too the danger of chopping and changing leaders amid longstanding financial, capacity, workforce and other structural pressures on the health system. “It is vital to invest in people alongside operational priorities. More must be done to guarantee a robust and diverse pipeline of leaders, equipped to take on crucial roles.” Read full story (paywalled) Source: HSJ, 22 August 2022
  4. News Article
    A quarter of Black, Asian and minority ethnic (BAME) non-executive directors of NHS trusts have seen or experienced discrimination in the course of their work, a report reveals. While almost four out of five (79%) of these BAME non-executives said they challenged such behaviour when they encountered it, only half (50%) said that led to a change of policy or behaviour. The other half felt they had been ‘fobbed off’ or subjected to actively hostile behaviour for having spoken up,” says a report commissioned by the Seacole Group, which represents most of the BAME non-executive board members of NHS trusts in England. It adds: “This level of discrimination is unacceptable anywhere and even more so in the boardrooms of NHS organisations. Too many Black, Asian and other ethnic NEDs (non-executive directors) are being subjected to it and left to deal with it on their own.” Read full story Source: The Guardian, 21 July 2022
  5. News Article
    Trust chief executives risk becoming “prisoners” of organisations with poor cultures if they do not “step back and see the bigger picture”, a former chief inspector of hospitals has said. Ted Baker said he was “tired” of people getting angry about cultural problems in the NHS while doing nothing to change it, amid an appeal for “less anger and more thoughtful interventions”. He told HSJ’s Patient Safety Congress greater understanding was needed about what will change culture, and working to do so, rather than “rail against the culture in the way people do all the time”. Professor Baker said: “One of my real concerns is that we often end up criticising individuals in organisations because they, if you like, embody the ‘wrong’ culture. “But many individuals are often prisoners of the culture themselves, but we don’t see that. “You put a chief executive into an organisation with a poor culture, if they don’t have the wisdom and the vision to step back and see the bigger picture, they could become trapped in the culture themselves.” Read full story (paywalled) Source: HSJ, 24 October 2022
  6. Content Article
    A careful planning for a pandemic, like COVID-19, is critical to protecting the health and welfare of entire humanity. Hospitals play a very critical role within the health system in providing essential medical care to the community, particularly during the crisis. But hospitals are complicated and vulnerable institutions, dependent on crucial external support and supply lines. During the current outbreak, an interruption of these critical support services and supplies would potentially disrupt the provision of acute health care by an unprepared health-care facility. Any shortage of critical equipment and supplies could limit access to the needed care and have a direct impact on healthcare delivery and panic could potentially jeopardise established working routines. In such scenario, even a modest rise in admission volume can overwhelm a hospital beyond its functional reserve. Even for a well-prepared hospital, coping with the health consequences of a COVID-19 outbreak would be a complex challenge for sure.   WHO hospital readiness checklist shows the key actions to take in the context of a continuous hospital emergency preparedness process.
  7. Content Article
    In a blog for the Healthcare Financial Management Association (HFMA), Patient Safety Learning’s Chief Executive Helen Hughes highlights both the human and financial costs associated with the persistence of avoidable harm in healthcare. She outlines how Finance directors should play a key role in improving patient safety and argues that they have an essential corporate leadership role to ensure healthcare is both effective and safe.
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