Context and Challenges for the HESP

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Context and Challenges for the HESP

• Tim May Beth Perry
• Centre for Sustainable Urban and Regional Futures
• Thinking Allowed The Trent HESP Summit
• May 28th 2004
• Breadsall Priory Hotel and Country Club

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Overview

• Introduction
• SURFs Work
• Main Reflections
• Your Messages
• Context
• Challenges
• Capacities
• Moving Forward

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SURFs Work
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Main Reflections

• Commitment and Capability is Key
• what is to be done and by whom?
• Organisational Gaps in Health, Education and
  Social Care at Sub-Regional Level
• need for collaborative working
• Reactivity and Proactivity
• responding to national imperatives
• shaping national imperatives
• what does the HESP want to be known for?

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Context

• Why does context matter?
• Policy initiatives dont take place in a vacuum
• Desire not to duplicate what already exists or
  has been done
• Joined-up thinking, strategies, funding and
  coherence
• Partnership as the perfect response but
  partnership for what purpose?

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Geographies of Health, Social Care Education
National
East Midlands
Trent
Local Level ( Cross-County)
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Understanding Context

• Context is incredibly complicated! Only part of
  the picture-
• Inter-Organisational Connections
• Skills and Intelligence Networks
• Other Cross-Organisational Initiatives and
  Projects
• Three main trends
• Regionalisation as National Strategy
• East Midlands Regional Strategy Development
  Seeing Different Parts of Health and Education
• Devolution of Resources to Local / Sub-Regional
  Levels Uncertainty in Future Responsibilities
• Different Geographies of Action Carving Up the
  Region
• Trent is Exceptional How to Populate This

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Challenges for Trent 1

• Health on Health
• Long-Term Thinking
• Organisational Changes
• Finance
• Changes in Sectoral Landscapes
• Specific National Imperatives
• Workforce Development
• Public Health and Prevention
• Regionalisation Agenda

• Health on Education
• New Forms of Learning and Training
• Finance
• Achieving National Targets
• Client and Customer Focus
• Workforce Development
• Reducing Conflict and Increasing Collaboration
• Local Provision (Lincoln)

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Challenges for Trent 2

• Education on Health
• Developing Strategic Thinking
• Changes in Sectoral Landscape
• Specific National Imperatives
• Workforce Development
• Prioritisation
• Inter-Professional Working

• Education on Education
• Finance
• Responding to Top-down Pressures
• Needs of Communities and Practice
• Teaching, Learning and Workforce Development
• Reducing Conflict and Increasing Collaboration
• Performance in the RAE

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Looking Across

• Similarities
• Long-Term Thinking
• Meeting National Demands
• Finance
• Organisational Imperatives
• Workforce
• Meeting Client/Customer/Patient Needs
• Regionalisation Agenda
• Addressing the Needs of Lincoln

• Differences
• Cross-Sectoral Understandings Varied (less about
  sectoral dynamics or textures)
• Different Dominant Focus
• Relationship to National Agencies and
  Organisational Autonomy
• Language Differed, but fundamental similarities

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Meeting the Challenges

• Flagship Projects
• Meeting Needs of Trent
• Learning and Skills
• Workforce
• Research Agendas
• Joint Strategies
• Finance
• New Innovations

• Added Value of HESP
• Joining Up Agendas
• Meeting the Needs of Patients and the Community
• Plugging the Gaps
• Enabling Action, Response and Efficiency
• Cultural Change and Creating Shared Values
• In 2-3 Years Time
• Closer Integration H,SCE
• Improvements in Learning and Skills
• Improvements in Funding and Mechanisms
• Impact on Health and Social Care
• Responses to National Agendas
• Joint Strategies
• Improved Relationships
• Raised Standards

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Making it Work? Challenges for the HESP Summit

• Commonality of Issues Emerging Areas
• Rhetorics and Realities? Obstacles under the
  gloss
• Time, Mechanisms, Vision Leadership, Outlooks,
  Priorities, Values, Resource, Power,
  Communication, Politics Profession,
  Organisational Difference
• Superficiality Lack of Specificity Detail and
  How?
• Need More Innovation!
• Organisational Contributions Are Networks
  Enough?
• Important to talk about the hard stuff

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Comparative Lessons 1

• Context-Specificity
• Leadership, History, Organisational Development,
  Politics, Position
• External Reputation and Internal Reality
• The universal situation we do some things do
  well, others not so well
• Confidence and Image
• Non-Transferability
• Its nice to look at other people, benchmark
  yourself, and say I want to aspire to be as good
  as..whomsoever. But you have to do it for
  yourselfIts very unlikely that any existing
  model can just be picked up, placed in Trent and
  lead to a transformation in Derby, Nottingham or
  Lincoln.
• Its remarkable how everybody wants to do the all
  singing all dancing molecular biology type of
  activity. And frankly thirty medical schools
  cannot achieve that

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Comparative Lessons 2

• Opportunism and Being Poised
• You never know quite what the next opportunity is
  going to be and you have to be opportunistic.
• National Networking and Leadership
• Being Known
• Doing Key Things Well
• It is hard, but the answer is for people in Trent
  to sit down and ask what are we good at and/or
  what do we want to be good at, and then going and
  doing it. Nobody knows any clever tricks or
  alternative to that approach but it will take a
  long time.
• P.E.S.T.s and S.W.O.T.s

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Moving Forward

• Potential will depend on
• More effective coordination and communication in
  a complex environment
• Understanding the gaps between organisations
• Tackling issues of resources, leadership and
  clarity and addressing capacity
• Regionalisation, devolution and capability to act
• Changing demands at levels of scale and from
  different sectors
• Translating possibility into an imaginative and
  effective forum for Trent

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Summary

• Shared ethos in partnership
• Involvement and drivers
• Programmes of work
• Clarify difficulties and their management
• Understanding impact
• Co-ordination infrastructures