It lists the five actions that we could all take to improve our mental wellbeing and in that respect I suppose it sits alongside advice about diet, exercise, smoking and alcohol that impact on our physical health.
CLANG stands for:
Connect - link up with people around you
Learn - explore something new
Active - discover an activity you enjoy
Notice - be curious about the world you live in
Give - share something with others
It was a really useful reminder for me, served up in a pen format, of the importance of working to maintain mental wellness in the same way that I pay attention to maintaining physical fitness. My mother suffered from mental health problems since before I was born up until she died. Experiencing that as a child, young adult and then as her next of kin left me with a profound sense of the importance of understanding that my mental wellness is not something to be taken for granted.
And talking about that and sharing experience is part of how I stay well - alongside running and other physical activity. I have recently given up alcohol for (an intended) 6 months. I know the next 6 months will be pressured and stressful at work and that relying on a glass of wine or two or more at the end of the day will be hugely counterproductive. So I'll run and walk the dog instead, but most importantly, looking forward at the prospect, rather than waiting until I am deep in the mire, is crucial.
Of course giving up alcohol is also about weight and physical fitness, but I don't think there is a necessity to draw a line between the two as both are important. Good behaviours in diet, exercise and alcohol will have dual benefits.
6 weeks in and I feel good; a few pounds lighter and clear on work priorities, ready for another week.
Highlights of the Week - 7th November 2014 (@jeclo)
Highlights of the Week 1: @NEWDevonCCG Governing Body in Barnstaple and focussed on the key issues we face
It is not a short drive to Barnstaple from where I live in South West Devon, but we are a big CCG and if the Governing Body is going to meet in different parts of its patch, there will be some travelling to be done. I loaded up three passengers (the CCG cost saving drive is alive and well) and set off. It does feel important that we do remember the diverse communities that we are responsible for and moving the Governing Body meeting around is part of that.
It was a long meeting - that can't possibly be a highlight - but given the importance of our financial recovery plan and the actions that the Governing Body needs to be aware of or approve, it was necessarily covering a lot of ground both in the public and private sections.
And just to add to the sense of the importance of our discussions, we heard part way through about the question Ben Bradshaw asked David Cameron at Prime Minister's questions about our financial challenge and actions proposed.
But it did feel like we were doing what needed to be done and, however complex and challenging, the Governing Body discussed, debated and agreed a set of measures to improve our year end position. So not a highlight in terms of length or the activity, but was purposeful and important.
Highlights of the Week 2: Meeting with @SteveWaite_PCH from @PlymouthHealth - exciting times and lots of energy for the path ahead
We don't manage to catch up as often as I would like, but it was good to sit down with Steve Waite, Chief Executive at Plymouth Community Healthcare CIC this week and talk about the range of issues that we are both working on. Keeping a senior dialogue is clearly important; often it is the unwritten tone behind emails that is helpful or the briefing on connected issues that will make the difference.
Plymouth Community Healthcare CIC have just been announced as our preferred provider for community services in Plymouth and South Hams & West Devon and their work on the integration of services with the local authority in Plymouth is a key component of our strategy.
No earth shattering decisions, no deals of any magnitude, but a clarity on our joint expectations that will help to guide future discussions.
Highlights of the Week 3: A copy of Strengths Focused Leadership arrives - a book with lots of ideas and a clear philosophy
Kathy Toogood and Mike Roarty's new book Strengths Focused Leadership arrived in the post this week and it looks fantastic. I have read a draft copy as the work we have done in the Western Locality of the CCG with Strengths over the last 18 months forms a short case study, so I know that the content is great, but it is always good when the cover looks enticing.
I am a complete convert to strengths focussed leadership and couldn't recommend it highly enough. It isn't about pretending all the world is rosy, but in solving the problems we have, isn't it better to try and use the strengths we have, rather than worrying about the skills we lack or the things we are weaker at?
I'm no salesman, but if you ever fancy an understanding of Strengths with a clear account of how to implement in day-to-day practice, you could follow the link.....Amazon - Strengths Focussed Leadership
Highlights of the Week 4: Catching up with @JanSobieraj about all things leadership and the state of the NHS
I have met Jan fleetingly a couple of times over the years in our roles in Yorkshire, but I have never sat down face-to-face and chewed the cud about the state of the NHS and Leadership. So Jan's trip to the South West this week were an opportunity to share views of the NHS from very different perspectives.
It was really enjoyable to hear about Jan's work on Leadership at the NHS Leadership Academy - we explored how their work impacts at a CCG level on a day-to-day basis, equally Jan was keen to hear my perspective on how working in a CCG feels and the bits of NHS policy that help or hinder our work.
We both recognised some of the shortfalls in system design and how we are working to overcome different issues. Although we are in very different roles, it was encouraging that are perspectives and indeed some of our ideas about solutions were not a million miles apart.
Highlights of the Week 5: Plymouth Health and Wellbeing Board Solution Shop on mental health. Feels like a positive H&WB mode
The Health and Wellbeing Board in Plymouth should really be pleased with some of the processes and mechanisms that it has put in place to discharge its responsibility. It has a much wider membership than most with only a few local councillors and an overwhelming majority of partners and stakeholders. Other than meeting formally in the Council building, it couldn't do much to feel less like a Council Committee.
Solution shops are another defining feature - Health and Wellbeing Board members meeting with a range of interested people and groups around a particular issue with the disucssion led by non Board members. This week's discussion was on mental health and was interesting and valuable. I found myself discussing how (fictitious) Bob might experience issues in his life within Plymouth and when he would need support from an informal network and when from statutory services.
The discussions were engaged and drew on the experiences of users and particularly those who work in charities and community organisations supporting people with mental health issues. We did spend some time talking about the importance of talking about mental wellness as well as mental health issues.
We recognised that improvements would be because of a range of actions and that NHS services alone were not the answer, but when needed, they do need to be responsive and of the right quality.
You can read other blogs related to the work of the Western Locality of NEW Devon CCG
About our workplan: Western Locality Workplan
About our Locality business: Western Locality Business
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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