Paul Thomas, in collaboration with the Journal of Holistic Healthcare & Primary Care Commissioning.
In their article ‘Developing neighbourhood health through trust, mentorship and collaborative learning’ David Colin-Thome and James Kingsland write “Perhaps the greatest lesson emerging so far is that successful neighbourhood health is fundamentally relational rather than structural”. This article considers learning from PCC’s leadership and coaching programmes summarising top tips for developing effective collaboration.
This article by PCC chair Professor David Colin-Thomé, chair of PCC, and Professor James Kingsland considers the conditions to develop neighbourhood health, based on their experience working in the North East region.
This article by William Greenwood, PCC governing body member and chief executive of Cheshire LMC, reviews recent NHS England documents, considers the potential future for single neighbourhood providers, multi-neighbourhood providers and recommends that practices start to develop collaborative arrangements now to ensure they are ready and able to grasp future opportunities enabling general practice to get in the driving seat for future transformation of care in communities.
PCC has just published new case studies.
In this edition of PCC Insight there is a strong theme – collaborate. Health Boards and clusters, including all of primary care need to work with others, not just to support the Healthier Wales agenda but to survive. This is a major cultural, and mindset, shift and is an area on which we are working with clients.
As neighbourhoods and multi-neighbourhoods develop there are five crucial questions that should be answered before new organisations or governance structures are created. Leaders should consider purpose, leadership and accountability. This article, authored jointly by PCC and GGi, suggests that the organisations most likely to succeed will not necessarily be those with the most sophisticated legal structures. They will be those that develop the capability to work together effectively.
The Department of Health and Social Care has just launched the new NHS Leadership and Management Framework, which sets clear expectations for all NHS leaders and managers, including line managers. It’s a national framework describing what excellent leadership and management looks like across every setting, profession and level of responsibility.
This case study by South Sefton PCN managing director Rachel Stead, outlines their inspiring Adverse Childhood Experiences (ACEs) Recovery Programme. Rachel reflects on how the conditions were created for something different to develop.
Visit our news page to read articles, blogs and top tips.
This article explores the leadership and culture shift needed for true collaboration and offers tips on getting there. While structural changes and integrated systems are important, lasting collaboration ultimately depends on a series of fundamental cultural shifts and it’s not just organisations that need to collaborate, involve communities too, to co-produce and deliver services. When working in this way services and neighbourhoods can become agents for change, supporting people closer to home – getting needs met in real terms, reducing the need for A&E attendances/unplanned admissions and supporting earlier hospital discharge.
