Loading in 2 Seconds...
Loading in 2 Seconds...
Why place-making matters to NHS Trust chief executives. Masterclass for NHS chief executives May 7 th 2008. Thirty years ago when councils were councils they…. Ran their own services – street cleaning, parks and highways Managed their own housing stock Controlled the schools
Masterclass for NHS chief executives
May 7th 2008
Sir Michael Lyons
“As an organisation employing 8,000 staff and with an annual spend in excess of £300 million, Central Manchester And Manchester Children’s University Hospitals NHS Trust has considerable economic and employment leverage in the local area. Many of the electoral wards that make up our local community suffer some of the highest unemployment rates in the country. There is a correspondingly high incidence of social deprivation – all of which has a negative effect on psychological well-being, health status and morbidity. As one of the City’s largest public sector employers and providers of healthcare, the Trust has a duty to do all that it can to address these deficits.“
In the last three years Nottingham University Hospitals NHS Trust has submitted around 25 planning applications for different sites
Both local government and the NHS have been set a target to deliver 3% efficiency savings between the 2008-2011. Place- making provides the basis for strategies that will help to deliver this and improve outcomes for users: on the supply and provider side and via joint prevention strategies.
Source: National Evaluation of Partnerships for Older People Projects:
Interim Report of Progress – University of Hertfordshire, October 2007
Partnership working provides a framework that enables health, social and economic policies to be developed and implemented in a way that is mutually compatible and reinforcing
Source: The role of public health in supporting the development of integrated services – CSIP and Integrated Care Network, May 2007
The most cost-effective public health interventions require place-based partnership working
Source: ACE-Obesity: Assessing Cost-effectiveness of obesity interventions in children and adolescents – Department of Human Services, State of Victoria 2006.
The Independent Reconfiguration Panel acknowledges the rural nature of the [West Suffolk] area under review and recommends that the PCT establish a specific Transport Review Group comprising health organisations, the local authorities, local community transport providers and local people to identify necessary improvements and developments arising from the introduction of the new model of care.
The Panel recognises the importance of open and transparent communication from all involved to enable these recommendations to be successfully implemented. Necessary trust and respect need to be established. The Panel recommends that the PCT establish appropriate involvement, engagement and communication strategies to address these issues, using where appropriate, external specialist advice and facilitation as well as making full use of locally available knowledge and expertise. Source: IRP
Attempting to reconfigure services without involving other stakeholders is a certain recipe for conflict, delay and frustration – and very often results in failure.
Partnership is fundamental to delivering whole-system change
Walsall Transformational Change Programme
Commissioners: Walsall tPCT, & PBC clusters
Providers: Walsall tPCT (community services), Walsall Hospitals Trust, Walsall Social Care & Inclusion, West Midlands Ambulance Service, WALDOC (OOH GPs), Third Sector Providers
Examples of Programme Delivery Measures:
2. Work with community partners
World class commissioners will take into account the wider determinants of health when considering how to improve the health and well-being of their local community. To do this effectively, they will work closely and develop a shared ambition with key partners, including local government, healthcare providers and third sector organisations.
These relationships are built up over time, reflecting the commitment of partner organisations to develop innovative solutions for the whole community. Together, commissioners and their partners will encourage innovation and continuous improvement in service design, and drive dramatic improvements in health and well-being.
Source: World Class Commissioning: Vision – Department of Health, December 2007
A number of the 11 key organisational competencies required to deliver world class commissioning require effective partnership relationships and working. Partnership is at the heart of undertaking Joint Strategic Needs Assessments.
There is potential here for some innovative joined-up thinking that takes community support for the NHS and civic engagement to a new level
Major accidents, terrorist incidents and natural disasters, such as flooding, require intense multi-agency planning, systems and training
These were the areas identified as needing an improved response in the wake of the 7/7 attacks. The scale of partnership working needed to address them cannot be suddenly switched on, but needs to be grounded in the every day reality of place-based partnership focused on meeting the needs of local people
We can characterise leadership behaviours towards partnership working in a similar way. The aim should be to move more PCT and local authority leaders in London towards understanding the implications of a full leadership role
Leaders stand outside partnership working and refuse to involve their organisation in collaborative activity.
Leaders support partnership activity but more as passive onlookers than active participants.
Leaders are supporters of and contributors to partnership activity but not yet committed to playing a full leadership role within the partnership.
Leaders model collaboration and are fully committed to the values and aims of the partnership and to resolving differences within the partnership.
Leading partnerships means fostering the skills on the right-hand side of the chart
Leadership in a partnership
Leadership of an institution
Source: Achieving more together: adding value through partnership – Hill, ASCL January 2008
These factors need to be balanced otherwise you end up with a smaller space in which to act and/or a lopsided partnership