My mission statement

The times we are working in now need a great deal of accelerated change and there must be no negotiating that down. So my mission statement for this part of my consultancy career is to be clear that there needs to be and will be a lot of change from the work that I do with individuals and organisations and if organisations don’t want that, then it is probably best to go somewhere else.

Read my statement in full »

An example of local health and health care leadership from Clinical Commissioning Groups.

Filed Under (Clinical Commissioning Groups) by Paul on 07-11-2012

On Monday I pointed out the obvious fact that new forms of commissioning will not stop mistakes being made by commissioners. Indeed with 220 brand new organisations taking new responsibilities one might expect there to be a few more.

But as I said in that post I also have no doubt that some CCGs will be developing the necessary radical new approaches to health care. It is not just because CCGs have a number of clinicians in their leadership, but it is also the case that those GP leaders have usually been a part of their locality for decades. They know the area, as well as knowing their patients.

Given the resource constraints of the next few years the only way in which the NHS is going to thrive is if it mobilises resources to combat ill health that are way beyond its reach. Some of that mobilisation will involve CCG money – and nearly all of it will involve some form of joint commissioning.

Today I just want to highlight one example, in Crawley. First it’s important to note that GPs have been playing an active part in the development of health and health care in the New Town since before the Health and Social care Act was a gleam in Andrew Lansley’s eye.

They have played a leading role in developing “Dementia Friendly Crawley”. Before getting into the detail of this I want to think a little about the dreadful experience that a person with some dementia has when they leave their home in an ambulance and spend a few days as an emergency admission in hospital.

Hospitals are strange and frightening places for all of us, but when the familiarity of the home that you best understand and live in day-to-day is suddenly taken away, the effect can be catastrophic. So – to make an obvious point – a stay in hospital for a person with dementia can badly destabilise them and make them a great deal worse. To then make the next obvious point, keeping them out of hospitals is a very good thing for both their health and NHS resources.

So a CCG playing a leading role in developing an environment that is dementia friendly is not only worth a great deal to the patients but literally worth millions to the NHS. Crawley is following in the path of other localities by building and improving on lessons learned from Plymouth, York and Hampshire to apply this to their New Town environment.

Crucially for the NHS the 2 Year programme led by Crawley CCG with Crawley Dementia Alliance will use the NHS Change Model to transform Crawley into a dementia friendly town.  This alliance will create a localised plan that will enable shared learning with other CCGs.

The CCG will,

    1. Strengthen the Crawley Dementia Alliance to deliver a broad network of support, including town centre, neighbourhood businesses, transport providers, voluntary and community organisations, health, local government and the police.
    2. Ensure that people living with dementia and their families are supported in a dementia friendly Crawley, and are empowered to provide practical solutions to their problems working with supportive communities.
    3. Raise awareness of dementia across our diverse community groups and significantly improve personal experience and community support.
    4. Improve the health and wellbeing of people living with dementia and their families.
    5. Support people to remain independent for longer and to reduce their social isolation.

What is important here is that the CCG has looked at its community and, rather than simply seeing a lot of need, has seen that the community of full of potential health care assets. The CCG therefore recognises that

“Crawley has the infrastructure, community spirit and drive to ensure that people with dementia and their families play a valued role in the life of the town, and the bids will harness the community commitment to really drive change forward.”

If the NHS succeeds in mobilising these assets within the community and develops a dementia friendly environment, it will transform care for people with dementia and prolong their experience of community and home life. Better management at home will diminish the demand for emergency services and will improve the use of NHS resources in Crawley.

If CCGs can successfully lead these changes they will play a significant role in improving the value that NHS resources can deliver for the public.

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