A probably misplaced aversion to Facebook has led me to the position of having a Twitter account, LinkedIn page, website and now a blogsite. Still got no idea what I’m doing but no-one is going to die if I get myself in a mess (although I agree that’s a fairly low bar to set.)
Anyhow here goes…..well 6 months into ‘not having a real job/being unemployed’ as various family members categorise my situation, and things are going ok. AMP is up and running, I’ve done some work and been paid for some of it too.
I’ve actually done some really interesting stuff, stuff that I wanted to do rather than what I had to do. Even better I’ve done my bit and then someone else has had to deal with the frustrations of implementation.
Having said that I’ve got a huge amount of sympathy for what is going on down in sunny Wiltshire where the NHS, Local Authority and the Government are all in a bit of a mess about re-designing services. Whilst working on some service redesigns recently I’ve heard the phrase ‘its not rocket science’ and although redesigning drug services and urgent care are indeed not rocket science its not difficult to get folk to agree what needs to be done. The trouble comes when you come to do it. Local politics, lack of funding, Government policy, rules/regulations/procedures, all conspire against really good people trying to do their best for people who use their services.
Its a scary thought for someone who has been in public service for 20+ years and believes in state provision but I really think the private and VCF sector have got a huge opportunity to ‘just get on with it’ in terms of providing agile and value driven services.
I was talking to an urgent care commissioner in London recently and he said if he was going to make a difference to the service experience people have, he would use the new ‘winter monies’ which have mysteriously been found to fund any of the high street pharmacy companies to open pop-up shops. I think he’s right,……I bet they could get low tech/low risk services provided from a shop unit in reasonable nick in about a week and have it providing services where/when people want them.
Last week I went to an event hosted by a CVS where they pitched a consortium business model to commissioners. It was a bit more nuanced than that but the idea seemed completely new to commissioners who were bowled over by it. Again these sorts of arrangements mean that services can be provided by small organisations supported by larger ones who are able to carry the risks associated with competitive tendering.
So whilst the mega public services are tying themselves in knots why not have a look round for some alternative approaches to redesign offered by the private and VCF sectors?