Denis doesn’t blog, many say he should, but he does offer great leadership insights. I was lucky enough to be copied into a note he sent to his staff one Friday afternoon recently. It neatly described how the CCG had worked with our community services to respond to a family’s concerns about the care provided to their relative.
It was really well received and I asked him if he’d have any objections to me sharing it. I will let his words speak for themselves, please read below:
It's been a strange week, but I thought I'd do something I've not done before (and probably won't make a habit of), which is to share a couple of thoughts at the end of a busy week.
You've all heard my mantra on 'time to value' over the last 12 months and I know there is a healthy slice of polite acknowledgement. Here is a local patient example I’d like to share:
The family contacts me directly as they are worried and concerned about the lack of care co-ordination following the hospital discharge of a 94 year old gentleman with many co-morbidities.
The CCG team reacts. Clinical advice is sought. Community clinicians are engaged. Mistakes are corrected. Care co-ordination is put in place. The family are understandably anxious. Full assessment and care package in place within a few days.
The family contacts me again. State 'we had no idea what a CCG was, we now know, the CCG has saved my father’s life. This may be a little exaggerated, who knows. What really matters is that 'time to value' has been demonstrated, it is real, it touches people’s lives, and it works because people care about bringing a resolution to an individual's problems as quickly as possible. Time to value? Yes it is very important.
I'm not going to pick out individuals for praise, it's a team effort. Some of these problems were resolved out of standard hours. It is noted and greatly appreciated.
So you see, it's not management mumbo-jumbo, it's what our public expect from us. They want us to make good decisions, act on them, and make change happen quickly. We are getting better at it, but clearly we need to do more.”
I just thought it was a great example of how leaders can show a commitment to staying true to what the public want to see in how we lead their NHS.