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Clinical Leadership in Practices Programme

Clinical Leadership in Practices Programme. Launch Workshop Tuesday 22 November 2011. CIHM: Who Are We?. The CIHM is part of Leeds University Business School. A network of: health professionals,

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Clinical Leadership in Practices Programme

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  1. Clinical Leadership in Practices Programme Launch Workshop Tuesday 22 November 2011

  2. CIHM: Who Are We? The CIHM is part of Leeds University Business School A network of: • health professionals, • academics (business, management development, education, engineering, computer science, geography), • organisational development consultants, • designers, partners and funders, Working on innovation in health management for complex systems. Delivering leadership and organisational development programmes, mainly to the NHS

  3. Understanding context is the first step in changing systems

  4. Narratives are the stories that we tell each other about what is going on internally and externally

  5. Narratives are VERY powerful in shaping beliefs and understanding

  6. What kind of narratives are being told about the NHS now?

  7. Increase in NHS General Allocations Percentage Increase

  8. Demography

  9. NHS Organisation & Funding N.I. Taxation Parliament Unified Allocations Department of Health Strategic Health Authorities Central Budgets Primary Care Trusts NHS Trusts PCT Provider Arm Independent Sector GP’s Ophthalmologists Dentists Pharmacists Revenue Capital

  10. Proposed NHS Reorganisation Department of Health NHS Commissioning Board Heath & Well- being Boards CCGs NHS Trusts Social Enterprises Independent Sector GPs Ophthalmologists Dentists Pharmacists

  11. What’s really going on?

  12. Symptoms Patterns Guiding Principles

  13. The underpinning philosophy to the formation of the NHS “Society becomes more wholesome, more serene, and spiritually healthier, if it knows that its citizens have at the back of their consciousness the knowledge that not only themselves, but all their fellows, have access, when ill, to the best that medical skill can provide.” Aneurin Bevan, founder of the NHS

  14. Choice and competition in the NHS have led to measurable and significant improvements in hospital efficiency. It illustrates that with smart reforms and smart policies, there is no inevitable reason why the NHS across the UK should need to resort to cuts to services like rationing cancer drugs, increasing waiting times or scaling back what the NHS covers Zak Cooper, LSE

  15. Health as a value in society vs Health as a product

  16. Dilemmas • Privatisation/competition vs cooperation/networking • Diversity vs Standardisation • Integration vs Multiple Players • It’s people that do it vs structures that do it • Big (umbrella organisations) vs small (enterprises) • Financial incentives change behaviour vs staff are motivated to care • Are clinicians innovative or not?

  17. Localism Wins

  18. Regulator Rules

  19. Providers Trump

  20. Muddle Through

  21. Dominos Falling

  22. Different viewpoints on the context

  23. ALL EQUALLY VALIDBuilding a diversity of views and understanding is the key

  24. ME My practice WE Our CCG US Collaborative working with others

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