The NHS needs real doctors not “Spin Doctors”

I know it’s easy to kick the NHS when it’s down but is this really the right use of resources and is it advertised in the right way? It reads like BS to me.

(I’ll be back next year but no less cynical)

From the Guardian online.

LONDON NORTH WEST HEALTHCARE NHS TRUST
Head of Communications
Salary: £59,987 – £72,244 inc. London weighting allowance (Band 8c)
Full time (37.5hrs/week)
Location: Northwick Park Hospital
Applications for this vacancy will only be accepted via our website using reference: 913998387
We are looking for a dynamic, enthusiastic and highly experienced communications/PR professional with tenacity and drive to meet the many exciting challenges and opportunities facing London North West Healthcare NHS Trust. This is a pivotal time for us as we pursue a transformational programme of activity to improve the way healthcare is delivered across the acute and community settings in North West London.
In October the Trust celebrated its first anniversary, one year on from its creation as a result of the merger between Ealing Hospital NHS Trust and The North West London Hospitals NHS Trust. The new organisation, London North West Healthcare, is one of the largest integrated NHS Trusts in the country. We employ almost 8,500 staff and provide care to a diverse population of approximately 850,000 people across four hospital sites and through community services in the London boroughs of Brent, Ealing and Harrow.
During this exciting period of opportunity and change, it will be your job to support the Trust as we transform the way we communicate and engage with staff, the public and our many stakeholders. This includes providing high level, professional advice on all aspects of communications, including staff and stakeholder engagement, whilst maximising opportunities to promote the positive work of the Trust.
You will be responsible for developing and implementing internal and external communications plans in support of the Trust’s emerging organisational strategy and will help to share examples of best practice, supporting improvement across the Trust following our inspection by the Care Quality Commission.
You will work closely with the Director of Strategy and members of the Board, providing strategic direction on all communication and engagement issues, ensuring that all stakeholders are fully informed about, and engaged in, the work of London North West Healthcare NHS Trust.
If you are a talented individual with tactical, hands on experience who can deliver the challenging, complex and exciting communication needs of the Trust – we want to hear from you. No two days will be the same.
Apply online and access a full job description and person specification at our website via the button below.
Closing date: 10 January 2016.

I have the perfect candidate – or perhaps she wrote it?:

The Monday Morning Quote #348

“I have noticed that most people in this world are about as happy as they have made up their minds to be.”

Abraham Lincoln

young_Abe_Lincoln

The Monday Morning Quote #347

For the Winter Solstice:

“In the depths of winter I finally learned there was in me an invincible summer.”

Albert Camus

 media

Now that’s what I call “Short Term Orthodontics”

Practice Plan NHS Confidence Monitor Survey

NHS-Dental-Insights-header_PEGA-9UHLZXThe most recent and up to date Practice Plan NHS Confidence Monitor Survey went live a couple of weeks ago. If you are a dental professional working in the NHS here’s your chance to rate your confidence levels in the future of NHS Dentistry.

It’s anonymous and you can take the survey here.

Previous results are available here.

The Monday Morning Quote #347

“Do. Or do not.

There is no try.”

 Yoda

220px-Yoda_Empire_Strikes_Back

Zero-hour contracts – a good thing for some.

zero_hour_cloc_450As I’m about to have breakfast with an employment lawyer I thought I’d share this report from the CIPD (Chartered Institute for Personnel and Development) about the contentious subject of zero-hours contracts. They conclude that:

Zero-hours and short-hours contracts look set to become a permanent feature of the UK labour market. We estimate that the number of zero-hours contracts has increased from about 1 million in 2013 to about 1.3 million in 2015, and about 400,000 employees are on short-hours contracts that guarantee up to eight hours’ work a week.

This report looks at how and why employers use zero-hours and short-hours contracts and considers the characteristics, attitudes and preferences of employees on these types of contract. It is based on an analysis of data from the CIPD’s Labour Market Outlook and Employee Outlook surveys.

Our findings show that approximately 25% of employers use zero-hours contracts. While workers on these contracts may be less likely to feel involved at work and see fewer opportunities to develop and improve their skills than employees as a whole, they are also less likely to feel overloaded and under excessive pressure. The proportion of zero-hours contract and short-hours contract employees who say they are satisfied or very satisfied with their jobs – 65% and 67% respectively – is slightly higher than the proportion of employees as a whole (63%).

In the CIPD’s view, the available evidence does not provide a strong case for further legislation to regulate the use of zero-hours contracts, and the best way to improve the working lives of the zero-hours contract workforce is to help more employers understand why they need to develop flexible and fair working practices and how to implement them.

‘An outright ban on zero-hours contracts could do more harm than good. Prohibiting contracts that give employees an option to turn work down could lead to some of them withdrawing from the labour force.’

This report updates and extends the analysis of zero-hours contract work presented in the 2013 report:
Zero-hours contracts: myth and reality.

To download and read the full report take a look at their website here.

The Monday Morning Quote #346

“Destiny is no matter of chance. It is a matter of choice.

It is not a thing to be waited for, it is a thing to be achieved.”

William Jennings Bryan

19993

Is That It For The NHS?

Very good piece in the London Review of Books by Peter Roderick. It describes the gradual unwinding of the NHS since 1990 and ponders the future, well worth a read.

The writer has worked with Professor Allyson Pollock who talked about dentistry having already been privatised in the 2006 edition of her book, NHS plc.

The National Health Service in England is being dismantled. But you wouldn’t know it from listening to the radio or reading the newspapers. As so often, you have to look beyond the headlines about pressures on funding and the junior doctors’ dispute to find out what’s really going on. In 1990, Kenneth Clarke introduced an internal market into the NHS, following on from the ‘options for radical reform’ set out by Oliver Letwin and John Redwood in 1988. It had three pillars: GP fund-holding (delegating budgets to individual GP practices); the replacement of health authorities by ‘NHS trusts’ (self-governing accounting centres with borrowing powers, and their own finance, human resources and PR departments) and the splitting of purchasers from providers (the planning and delivery of services was to be undertaken by separate bodies, with the money flowing between them). In its 1997 manifesto, New Labour promised to ‘end the Tory internal market’. It did get rid of GP fund-holding (only to reintroduce it later as Practice Based Commissioning), but otherwise took the Tories’ ideology even further by introducing, in 2003, the market-oriented ‘NHS foundation trusts’ and their regulator, Monitor, as well as scaling up the Private Finance Initiative. Clarke was able to say on the sixtieth birthday of the NHS in 2008 that ‘in the late 1980s I would have said it is politically impossible to do what we are now doing.’…

Continues…

nhsheart1

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