Good to see your work with STP. I was in a meeting with 8 Medical Directors (I have now stepped down after being a MD for 15 years) in London about STP and all 8 said following comments
1. No one knows anything about STPs real work
2.Poor staff that too medical staff engagement and involvement and that too secondary care
3.No one knows how junior doctors training fits in and no one has involved and engaged junior doctors and their leaders.
4. Who holds the contract for all staff and where is the accountability?
5. How the service will be transformed like Diabetes, Dementia and other services
6. Where does mental health fit in all these?
7. There is no money for transformation so how can transformation take place?
All these suggests me that there is still poor engagement of staff and that too senior medical staff! This does concern me and I suggest that all STP look at improving communication and engage staff and that too medical and nursing staff without which transformation won't be successful
Please do not shoot the messenger. I am very fond of NHS and want STP to be successful and this is why I have written this feedback. Important is to have excellent staff and patient and public engagement for STP to be successful. I fully support the concept of STP
Teaching leadership is full of theory. Leaders grow in units where they become leads , showing the way and being accepted as wise . These people are thrust on units who are fed up of change with no real benefit . Everyone loses as change needs a good purpose.