How to gain a credible standing with the NHS Robert Cooper and Helen Doyle

1. How to gain a credible standing with the NHSRobert Cooper andHelen Doyle

2. Workshop outline • The journey • Internal review • What do we know? • Putting it into practice • Feedback from local leaders

3. “We cannot solve our problems with the same thinking we used when we created them.”

4. What is your E-V-R? Environment Values Resources Environment-Values-Resources= Consciously Competent Service Provider E-V-R Congruence

5. The lost organisation Resource Environment Values Products, Services, Markets are out of alignment and the values inappropriate

6. The consciously incompetent Environment Values Aware of needs for success in its marketplace, appreciate the importance of satisfying customers but not achieving the desired level of service and quality. Resources

7. The unconsciously competent Values Environment Resources Enjoys strategic positioning without any real commitment, especially to improvement and change, things are working at surface level, element of luck.

8. Strategic drift Environment Values Resources Internally cohesive, simply loses touch with its environment, products less attractive than in the past.

9. Workshop activity 1 • 10 minutes to reflect on your own E-V-R. • 5 minutes to feedback. • Action?

10. How well do you know your community? No, REALLY know them…

11. Workshop activity 2 • 10 minutes, how well do you know your community? • Action?

12. How well do you know your community? No, REALLY know them… Our service users at Henshaws are: 57% female (UK Avg 52%) 74% single (UK Avg 53%) 34% aged 66+ (UK Avg 22%) 32% have a household income of <£15,000 (UK Avg 13%) 50% live in Council Tax band A (UK Avg 19%) (correct at March 2018) • Our service users have other health conditions linked to their sight loss: • Diabetes 19% • Dementia 4% • Stroke 23% • Mental health issues 42% • Falls 29% (Hospital Admission) • Learning Disability 11% • 32% overall with a other health condition.

14. Experts in our environment • User Voice • User Survey 2014 and 2016 • Feb 2015 Journal Article • Trafford Quality Mark • SROI Skillstep - Vision Conference best in category- outcome 3 • CPD - Matrix Accreditation • Support to UK Vision Strategy • GM Eye Health Network - Devolution

15. Avoiding becoming consciously incompetent Environment Values Aware of needs for success in its marketplace, appreciate the importance of satisfying customers but not achieving the desired level of service and quality. Resources

16. Unlocking the Potential of Henshaws Community Services to develop a customer outreach and triage service

18. Get a seat around the table! • GM VI Forum • LEHN • CCG Pilot • Invite to board meetings • Influence the Agenda • Conferences • Task & Finish Groups

19. Where are we now? • Unlocking our Potential; unlocking the potential of Devolution Manchester. • Devolution of powers and funds from central to local government has emerged as one of this government’s flagship policies. • Along with powers over housing, skills and transport, the 'Devo Manc' deal between the Treasury and Greater Manchester paves the way for the councils and NHS in Greater Manchester to take control of the region’s £6 billion health and social care budget.

20. On 12th May 2017 representatives of the Greater Manchester Health and Social Care Partnership formally signed a Memorandum of Understanding (MoU) with the Greater Manchester Voluntary, Community and Social Enterprise (VCSE) sector. • The MoU has been negotiated on behalf of the VCSE sector - comprising almost 15,000 organisations - by Greater Manchester Centre for Voluntary Organisation (GMCVO) and the VCSE Devolution Reference Group. • This powerful document is intended to transform the relationship between local VCSE organisations and the statutory sector, and to include all groups involved with health, social care and well-being.

21. 1st April 2016 • GM arrangements go live; 37 NHS organisations and LA are involved in the Devolution partnership. • GM VI Forum - RNIB, Guide Dogs, Henshaws, BSBP, Bury BS, Stockport, Oldham BS, and Tameside BS. • There were casualties - Oldham, BSBP, Tameside. • There are gaps - Wigan, Rochdale.

22. Workshop activity 3 • Environment (5 minutes) • What do you know about your environment? • Are you involved in shaping your environment? • Can you influence your environment? • Action?

23. Influence the agenda • Co-author of the GM Community Sight Loss Framework. • Transformational approach! Providing a real solution driven by the Third Sector. • Cost benefit analysis of: • Central Point Access • Living With Sight Loss (LWSL) course • Digital Assessment • Visual Impairment Awareness Training (VIAT)

24. Feedback from the NHS Rob Bellingham | Interim Managing Director Greater Manchester Health and Care Commissioning • Being purveyors of ideas. • Understanding the broader context. • Focussing on key messages. • Understanding local networks.

25. John Ashcroft | CEO, Manchester Royal Eye Hospital • Professionalism and business-like approach of the Henshaws team; • Regular protected time to discuss/develop our relationship. Dharmesh Patel | Local Eye Health Network Chair • Collaborative working inter-charity and with health providers. • Innovative service model offers.

26. Bradley Quinn | Lead Reform Analyst, Greater Manchester Combined Authority • “The data collection processes you’ve embedded has enabled you to quite easily demonstrate in-depth knowledge of your target user group, and to validate the impact of the work you deliver.” • “From a CBA perspective, it’s helped to articulate the added public value of your support, in particular the social value realised by reducing isolation and helping people to live independently for longer.”

27. “We cannot solve our problems with the same thinking we used when we created them.”