th February 2016

Live Health News  |  Weather  |  Archive
  For Local Authority, Council news and comment subscribe FREE for councilManagers.net HERE

Prof Sir Mike (Deep-Diver) Richards - CQC
In conversation with Roy Lilley - King's Fund March 1st, 5.30pm
Tickets and details HERE

The next election
News and Comment from Roy Lilley
We're in a tricky place.  After 4 years of talks the BMA 'couldn't win' their battle with government and have had a settlement imposed upon them.
After four years of talks the government 'couldn't win' their battle with the BMA and imposed a settlement.
Both sides have 'lost'.  The BMA lost their standing as a Trades Union with power and influence.  The Government lost respect and credibility as a caring employer.
An industrial dispute; opaque to the public and the details of which (in my experience on the picket line) where not universally, fully understood by the participants.
In the middle the real employers.  The Trusts.  Boards I spoke to didn't want the row and couldn't endure, indefinitely, the consequences of more strike days and the building pressures it created through the system.
Managers are now in a tricky place.  What are the post-strike skills needed to help organisations to move on?
The fact that Trust Chief Executives demurred from supporting St David's letter, egging the Tinkerman to kybosh talks, underlines the sensitivity.  

wouldn't be at all surprised if the Chiefs had, privately, said they wanted an end to the strike but realised they have hospitals to run on Monday morning and baulked at saying so, in public.
Junior doctors are a difficult group to communicate with.  They work all hours; they come and go, rotate and eschew memos, notes and billet-doux.  Eye management with suspicion.  They are inward focussed on their jobs and futures... don't feel part of the wider community.
The final contract is likely to be shaped around the letter written by St David a fortnight ago.  It is a seven page, heavy-lift.  Distilling it into something more readable and made accessible on FaceBook and social media would be a start. 
Does your communications department have the smart-phone numbers for all staff?  Can they communicate with them all in the same instant; giving them the same message at the same time, cutting off the gossip?
All staff?  Yes, the final deal should be made known to everyone working in the Trust.  It is everyone's business.  Let them be the judge of 'what is fair and what is safe'.
The next row will come if the BMA decide to turn to the courts.  They are taking legal advice.  Trusts must make sure a protracted legal battle doesn't turn into a running, industrial relations sore.
Post-strike, managers must make a huge effort to engage with the junior docs.  During the strike JDs became the lightning rod for a plethora of allied and associated beefs about life in the NHS.  There is a risk of contagion to other groups.
Shift patterns (particularly for JDs with partners who are JDs, with childcare responsibilities) rostering, travel, transport, training, childcare, and canteen facilities.  Even little things like facilities to have items bought on-line, delivered to work. 
Proper induction and welcome from the most senior management and ways of keeping in touch;

'... here's my number, text me if you have an issue you think I can sort out'.
How easy is it for JDs (indeed all staff, for that matter) to meet and talk to senior management, in a frank, collegiate environment?
Any Trust Board thinking; 'The strike is over, let's get back to business as usual', is wrong.  Clever Boards will sidestep the Tinkerman's tinkering and use the row to consolidate internal relationships, read the runes and know they have done a good job when JDs say; 'The strike was hell but the Trust where I work have made a real effort.'
When we get to the point that industrial relations are so bad staff walk out, you know you have a problem.  When staff walk out on the employer knowing the employer is powerless to act, you have a bigger problem.
The process of reconciliation is partly about reclaiming ourselves.  If we all believe our overriding aim is peace of mind for the million we will care for in the next 36hrs then we must leave judgement day behind and be judged on the future.
Reconciliation is as practical as it is symbolic.  We cannot waste our energy on a battle that is not ours and will not be concluded until the next election
Have you looked at the fabulous stuff?
New 'shares' every day.
Make a note; be a sharer this week
  Contact Roy - please use this e-address
Know something I don't - email me in confidence.
Leaving the NHS, changing jobs - you don't have to say goodbye to us! You can update your Email Address from the link you'll find right at the bottom of the page, and we'll keep mailing.
MaM Logo  
Medicine for Managers
Dr Paul Lambden
'... a predatory disease'
 The Academy of Fabulous NHS Stuff 

Guess what; this week is our Birthday!
Half a million page views, 1,500 a day and ten new shares a week.
Thank you for sharing and thank you for joining in.
It's OK to be proud of what you do!
Thank you all!
Doin' some good stuff?
Loadsa good stuff 
See all the facts to date
Follow us on Twitter
Please share your good stuff!
News and Stuff
News boy
The Fabulous Road Show Hits Liverpool
Phil Hawthorne's  
Exclusive Report
Jim Mackey
Chief Executive
NHS Improvement
Financial discipline, quality and knitting fog.  Can he do it?
Come and find out
In conversatin with Roy Lilley
King's Fund 
14th April
The Gooroo
writes exclusively for us.
Managers managing; adaptable and granular
Don't miss it!
Health Chat
Prof Sir Mike Richards
Chief Inspector of Hospitals 
1st March 2016
King's Fund 5.30pm
A few tickets left
This is what I'm hearing;
if you know different,
tell me here
>>  I'm hearing - Monitor is planning a 'faculty' to support improvement.  Expect Lord Darzi, and Don Berwick.
>>  I'm hearing - the rest of the merged Monitor and TDA leadership are retreads.
Need inspiration, a good idea or solve a problem
Dr Rodney 
More fascinating analysis
Is there a fatal flaw in our calculations?
Something far more important than the 'week-end effect' may be in play!