My daughter went to see One Direction and Five Seconds of Summer at Wembley Stadium last week. She's had the tickets for about a year and has been getting increasingly excited about going as the months have ticked by. At 15 I guess it is ok to get obsessively overwrought and by the night before the concert she was beside herself. This ended with a brief period of tears during which she uttered the wonderful lines "I don't want it to be tomorrow because then it will all be over and I won't be able to look forward to it anymore."
And soon it will be almost four years to the next World Cup and perhaps two more years until One Direction tour again, if they last that long and indeed she may not be interested by then (One Direction at 18? Surely not). And that is one of the big things that I contemplate in life - how to reflect on, learn from and remember the past and look forward and anticipate the future, but to really live in the present and fully enjoy the moment. On the whole, I am better at the past and future and struggle to completely enjoy now, too busy thinking about what next.
Sounds a bit like my daughter shares that gene!
Highlights of the Week - 13th June 2014 (@jeclo)
Highlights of the Week 1 : Planning the next "Big Event". Thinking about what to share with our wider team and what they might want to know
Every six months we pause our Leadership Team development programme and hold an event that invites all the staff that work around the Western Locality of who might have a view on how well we are working to join us for a day of reflection and feedback.
It is an opportunity to share key messages about our work ahead – this week’s planning session listed integration and our core workplan as the key elements that we want to talk to staff about.
But the key to the big event is the “Big Listen”, a genuine open space where we use a range of techniques to encourage all staff to share positively their views on how we are doing and how we could make the environment easier for them to carry out their work successfully. Crucially, the real encouragement is for the Senior Leadership Team to listen openly without feeling the need to justify, explain or defend.
Sounds easy, but event feedback has been that we got that much better last time than at the first event we ran, so the planning this week was to ensure we repeat what worked and not what didn’t!
Highlights of the Week 2: Chief Executives set a path
towards outcomes based commissioning and an emphasis on capitation distribution
The Chief Executives’ Group
that is steering the 11-week intensive support programme with PwC on the
Financially Challenged Local Health Economy met again this week. We are only just over a week from the
end of the programme so very much as the critical “what next?” stage of the
work.
The group has agreed to work
collectively on a joint programme over the next two years, which is really
encouraging and the first time in the patch that there will have been such a
clear overarching strategy and sense of combined effort. The exact nature of how the programme
will go forward is still to be worked through, but the high level agreement is
now in place.
We also have agreed to use
an outcomes based commissioning model for helping to move the strategy forward
and a greater emphasis on capitation share as a way of rightsizing the
resources. This will mean a different
style of commissioning – one that is far less detailed about specification, but
far more explicit about outcomes – and will require a different way of working
from providers. It also means a
collective sense of responsibility about the total amount of resource available
for healthcare.
Hopefully, the big steps
forward in terms of commitment can now turn quickly in to real action
Highlights of the Week 3: Presentation to @NHSElect in London with @timrobson07, Individuals at the Centre of a branding discussion
I spent a morning this week
with members of NHS Elect in London discussing the work we have done with Tim
Robson from nowshowup.com on using concepts of branding to drive a programme of
change around patient experience.
It was interesting to follow
a speaker who was explaining the importance of corporate house styles and the
image of a brand. We have very
much focussed on brand being something that is based around the expectation of
an experience as a customer and the extent to which that expectation is met, so
it was a useful contrast and range of perspectives.
The presentation went down
really well and I have been reflecting on the need to get this work in front of
a bigger audience. I do think we
have found a way to look at the complexities of patient experience using a different
and insightful lens and we will be looking for platforms that allow more people
to take a view on the work.
Highlights of the Week 4: Choose Well - how successful was the campaign to help people to make the best choices over winter?
We are starting to evaluate how well our choose well campaign worked last year. The Communications' team put a lot of time in to developing the material last year including a suite of videos such as Choose Well GP Services, Choose Well MIU and Choose Well A&E
In a complex system like our urgent care network it is really hard to work out in any given year what has made things better or worse. Did we have a better year this year because of the weather, the way primary care acted, an improvement in the way A&E worked, the use of additional winter funds or the media campaign?
I guess the best we can do is to ask people how useful they thought this was and that is exactly what we'll be doing over the next few weeks (a simple survey monkey Choose Well Survey Monkey).
But it is a reminder that as an Urgent Care Partnership for the system around Plymouth, we did put a lot of energy in to getting things right and at our meeting this week we reflected on what needs to be in place for next year. A simple bit of evaluation is important to ensure there is a basis for the next decision.
Highlights of the Week 5:Enjoyable end to the week with my senior team; lots going really well as we look at the strategic challenges ahead
I am spending more time now working on the challenges that are facing the whole CCG and the wider health and social care system, rather than just looking at the issues that we need to focus on in the Western Locality. It is important that we have reprioritised our senior resource in the organisation to address the largest challenges we face and to ensure that we are taking on the crucial system leadership role that is now critical.
It was good though, to be back in Plymouth with my senior team looking at how we are organising ourselves to deliver on the Western Locality part of the overall challenge.
There is a piece in Nancy Kline's Thinking Environment which talks about the power of thinking that comes after laughter shared in a team (or indeed tears). This Heads of Commissioning Team is a place rife with irony and sarcasm, but with a group that I have exceptional confidence in and who are really on top of many of the key issues.
It was good to have a couple of hours to ensure that I was giving enough sense of direction and support and to help solve some of the more deep rooted issues, but mostly just to enjoy the company and our work together.
Time has passed since I started the blog and clearly now England have lost their opening match and life looks more challenging in respect of qualifying for the knockout stages. More than ever remember to enjoy the day, rather than what will be or what might have been....!
Jerry Clough is Chief Operating Officer for Northern, Eastern and Western Devon Clinical Commissioning Group. He is also Locality Managing Director for the Western Locality of the CCG covering Plymouth and the surrounding areas of South Hams and West Devon.
Previously Jerry has been a Chief Executive and Finance Director in the NHS before spending several years running his own business driving programmes of change and delivering executive coaching and team and Board development.
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