Wigan is the 9th largest unitary council in England supporting 345K residents. A politically stable Council, it is part of the combined authority in Manchester, who has an elected mayor.A key challenge for the Council is how to switch resources to provide preventative support. 70% of expenditure is on children and adult social care - the aspiration is ensure that residents can live well, support neighbourhood health developments, uses holistic support to residents and is co-designed by them. The Council has two missions -to ensures neighbourhood thrive and support improved fairness and reduce inequality.Manchester “places” are coterminous with Boroughs/unitary government and led by local Government chief executives. Integrated care board staff are aligned to the ‘places’ and leaders of health and care have spent time developing relationships and trust. In the Council, compassionate leadership is vital and expected of all staff. Important that staff are psychological safe, able to challenge and have different views. Alison has 20 years of experience in the civil service and organisational development and passionate about asset based working - see the person; ensure everything is person centred in design; understand individual preferences and listen deeply.
Matthew Winn, podcast host and an experienced leader in healthcare in the UK.
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41:21
Reform and statutory responsibilities with Rachael Shimmin
Buckinghamshire council is the 5th largest unitary authority in England and led by Rachel as chief executive. With responsibility for 1,300 separate statutory responsibilities Rachel describes the challenges a of meeting demand for statutory functions, balancing the budget and prioritising the legislative mandate of the Members. The authority has seen a rise of 70% in demand for eduction, health care plans; spends 60-70% of its income on adult and children social care responsibilities and has to deliver an annual break even position to fulfill the requirements on the Council.Partnership with the NHS works best when people are invested in each other; have mutual respect and trust between each other and understand each others’ perspective and issues. NHS organisations are key anchor institutions and contribute to the local economy.The challenges looking ahead include 1) creating a shared common delivery approach with the NHS 2) how to fund a preventative approach, rather than waiting for people to decline our become unwell 3) making changes together without the Government respirating to structural solutions. Final reflections on her personal impact, Rachel described - never stop and give up; be creative and work out how to do things differently.
Matthew Winn, podcast host and an experienced leader in healthcare in the UK.
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40:15
Local Government and the NHS
Brief introduction to series 4 where we will be discussing leadership and culture with CEOs of local government organisations- county councils; unitary councils; city councils; district councils.
Matthew Winn, podcast host and an experienced leader in healthcare in the UK.
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10:59
The independent healthcare sector with David Hare
Discussion based on the three episodes in the series with CEOs of independent health care providers.David Hare discussed what the sector does, the similarities in culture with NHS providers, the future developments that are likely to happen and how the sector can work hand in glove with the NHS to deliver local healthcare.
Matthew Winn, podcast host and an experienced leader in healthcare in the UK.
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40:57
Delivering solutions for the NHS with Nick Costa
Formed 60 yeasts ago, Ramsay Health care work across many health care sectors and within many continents of the world. In the UK they operate 37 hospital units after entering the UK healthcare market 15 years ago.Nick Costa has worked in healthcare for 17 years and previous had roles in the logistics, retail and manufacturing sectors. His approach and interest is in providing a great customer focus and making a difference. The company works as a partner with the local NHS organisations - UK wide it is responsibility for 3% of NHS elective activity.Ramsay bases itself on clinical excellence; focus on logistics and ensuring it support to staff well. In the recruitment phase clarity on roles and expectations is important; recruit for behaviours and values base and include into the team environment within the recruitment process to ensure a great “fit”. Operating across so many units and a large geography, maintaining a good culture in the organisation needs: 1) team events to bring people together. 2) ensure customer feedback is provided to each operating unit. 3) support local leadership teams to lead with clear expectations. 4) ensure the executive team are visible and out and about. 5) cluster units together to provide leadership and operational support 6) ensure everyone is aligned through the strategic intent, down to units and personal objectives 7) great communication 8) keep hierarchy flatNick describes his leadership approach, what has supported him and what helps him keep a healthy balance to sustain himself.Looking ahead, Nick describes how we need to break down the barriers between the NHS and the independent sector. The independent sector must and wants to, train more and provide the space and activity to ensure that happens. The IS world can do more to share great practice and extend what is does on behalf of the NHS.Finally Nick describes how accountability and responsibility in our organisations and the NHS needs to be strengthened.Website:https://www.ramsayhealth.co.uk/](https://www.ramsayhealth.co.ukLinkedin:https://www.linkedin.com/in/nick-costa-22b85a20?utm\_source=share&utm\_campaign=share\_via&utm\_content=profile&utm\_medium=ios\_app](https://www.linkedin.com/in/nick-costa-22b85a20?utm_source=share&utm_campaign=share_via&utm_content=profile&utm_medium=ios_app)
Matthew Winn, podcast host and an experienced leader in healthcare in the UK.
Ireland