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Book Reviews Psychiatry P.R.N. Principles, Reality, Next steps June 2010 By Jose Jenkinson Edited by Sarah Stringer, Laurence Church, Susan Davison, Maurice Lipsedge Publisher Oxford University Press ISBN 978-0-19-956198-8 Price £24.99 Psychiatry PRN is a new textbook primarily aimed at medical students, which introduces the specialty in a very practical and unique way. It offers a different approach to the majority of psychiatry texts by means of focussing on the key aspects of psychiatry from a clinical point of view rather than a purely academic one, whilst covering most of the subject matter needed by undergraduates to get the most out of their placements and to equip them for the OSCEs. Part one of the book gives an overview of psychiatry, including classification, interviewing skills, safety, mental health law and the basics of assessment. Part two consists of 20 chapters which cover the major areas of psychiatry including mood disorders, schizophrenia, personality disorder, addictions and old age psychiatry. Topics are covered in 3 stages, as per the title. Each chapter starts with outlining the ‘principles’ of the subject in question, followed by taking the reader through the ‘reality’ of how such patients present, by means of case histories, and practice OSCE stations. ‘Next steps’ then focuses on management and specific issues relevant to the subject, eg capacity issues in relation to dementia. This pattern is followed throughout the chapters and the format makes it a very easy book to dip in and out of as the need arises. The book is beautifully illustrated, with many of the pictures serving as an aide memoire for major conditions. Use of film and book quotes to illustrate topics and lists of books and films alongside books and papers for further reading bring the subject alive and further increase the accessibility and subjective relevance of psychiatry in the eyes of the reader. Additional online resources are also included, with video clips of assessments, downloadable OSCE mark sheets, an MMSE outline as well as all the artwork in the book which can be downloaded for use in teaching sessions. Overall: This book is very much focussed on practical ins and outs of assessing psychiatric patients, and the importance of communication and empathy, rather than purely focussing on diagnostic categorisation, psychotropics and exam questions. As a result this is an extremely useful aide for students, and very different from other undergraduate textbooks available. Read in conjunction with one of the other weightier texts this should provide students with sound knowledge and practical ability, as well as being useful for any doctor starting their first psychiatry post or wanting to refresh their basic knowledge of the subject. It will also be highly relevant for anyone who teaches medical students as a basis for structuring teaching sessions, running practice osces and providing useful handouts. It is fairly lightweight (and very portable) and offers good value for money given the amount of materials included in the price. Highly recommended 28 Surrey and Borders Online Journal www.sabp.nhs.uk/journal
Interview with Fiona Edwards, Chief Executive SABP NHS Foundation Trust June 2010 By Abigail Crutchlow (supervised by Raja Mukherjee) Fiona Edwards is the Chief Executive of Surrey and Borders Partnership NHS Foundation Trust and I met with her recently to interview her about some of the current issues and her views and opinions on her role and how the Trust can progress: Q. Many people working in the Trust may not know that much about you. Can you tell me a bit about your background and interests? “My background is human resources professional, originally in industry, before working for the NHS. I achieved seniority fairly early on in my career, and initially I was very focussed on that, and then thought “what’s next? What does my career look like?” I was interested in exposure to an industry that I thought would be more people based. I became HR director in a Community Mental Health and Learning Disability Trust in Berkshire and after about six years became very focused in wanting to move into general management and a Chief Executive role, largely because I felt my professional background and the nature of the services and the work would match well in terms of what I consider needed to be sorted in the Health Service, which is people management. In my spare time I do a lot of running; physical exercise is important to me, it is my personal and switching off time. I am competing in the London ASICS 10k race”. Q. We have now been a Foundation Trust for about two years. What do you feel has gone well so far? “I am pleased to have achieved foundation trust status in a struggling health and social care economy. Surrey has never had a good reputation from a financial management point of view, and given that one of the main issues for a foundation trust is competence in running the organisation and being focussed, that has been a big achievement. Key factors in this include a strong executive and board team working ethos. We have invested a lot of time at a senior level concentrating on how we work as a multidisciplinary team. The other bit is optimism - rather than spending all our time focussing on what is going wrong and what is worrying us. One example would be when we were thrown by a negative visit by the Health Commission where it did expose some genuine criticisms. You could then go into immediate disaster scenario, thinking: “Is this what all our Services are like?” which is what we did. But what we then did, to get ourselves into a positive frame of mind, was to then systematically look at all the issues, but also why we, as a board and executive team, were not on the alert to this. It meant we had a much more comprehensive view of things, which some people might think is quite bureaucratic and audit based, but has helped me and the board to really focus on the importance of local team leadership”. Q. What are your visions for the future and can you outline any particular challenges faced, particularly running a geographically large Trust? “Over the last year we have put a huge amount of effort into our Staff Survey, getting a high level of response, and involving all of our staff. This is to demonstrate to staff that we really want to understand where they are at, and through managing that process via local managers and leaders it will help me to understand and manage individuals better as well as the organisation. With Interview Surrey and Borders Online Journal www.sabp.nhs.uk/journal 29
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