So a huge study from Norway tells us that being inactive at work and sitting at our desks for too long is as dangerous to our health as smoking and is a major cause of early death.
Hour’s activity ‘offsets sedentary day’
http://www.bbc.co.uk/news/health-36895789
Here is my response:
There are two different narratives that are shaping the debate around the NHS at present. They are different stories, but they are becoming dangerously intertwined. I want to highlight the two stories and make a clear distinction between the two.
The first story is that there are some ways in which the NHS needs to be more efficient, work more smartly, integrate its services more effectively, cut some unnecessary waste, be more collaborative and ensure that the service it provides is as affordable as possible in a manner that is safe, learning, compassionate and continually improving. Some of this involves working with communities to help us live in a way (individually and corporately) that helps us to be more healthy and well, taking some strain from the system. It also involves some restructuring and rearranging of services to enable them to deliver care in a more streamlined way. This is a true story.
There is another story that is told that sounds like it has some similarities, but it is not the same story. This is the story that tells us the NHS is unaffordable, that it is failing and that we need parts of it to be privatized for it to survive. This is based on an idea that we have to balance our books, cut our cloth, tighten our belts and ‘live within our means’. This story is not true. It is not true because no country has ever lived within its means. Countries are nothing like households. Households are very simple. The economies of nation states are not. Households do not have banks in their back gardens that print money when things go wrong. Households do not give special privileges to rich friends, making life easier for them, whilst treating poorer friends like servants, taking away things they need and telling them are lazy and need to work harder, whilst blaming their problems on other friends who have moved into the area aka immigrants. Cutting public services and seeing the gap between the rich and poor grow ever wider whilst taking away the welfare that helps families in genuine need, cutting the services available to help them (pretending these are efficiency savings and not cuts) is a choice being made by our politicians. We are told there is no other choice, but this is not a true story. The NHS could be better funded (it is currently one of the most under funded health care systems in the entire developed world) and we could choose to manage the money of the country in an altogether different way! The NHS is affordable and the first story is helping to make this more true, but it needs greater investment, not the removal of vital services. Do not confuse the two stories.
The NHS really is amazing. Today, I have been at the NHS confederation (confed2016), a conference which helps to set the pulse and rhythm of the health system over the following 12 months. I heard Dame Kelly Holmes speak movingly about her own experiences, help she received from across the NHS and how grateful she is to live in a country where there is such excellent healthcare available to everybody, no matter how rich or poor. As a double Olympic champion, she highly values her personal relationship with her GP, keeping care local and personal. She would not be where she is today had it not been for the superb care she was given when in the depths of depression only a year before she was able to achieve her dream. Had it not been for surgery, physiotherapy and nutritional expertise all from people working within this incredible system, she would never have accomplished what she has done in her career. And not only her, there was a moving tribute from her mother who has also had significant health problems over the last year.
In a time of austerity, although in the OECD countries, there have been 260,000 extra cases of missed cancer in the past year, not one of them has occurred in the UK!! The NHS is staffed by brilliant, caring, compassionate people, who are pursuing excellence in the care they provide. The NHS is able to provide some of the best health outcomes in the world and is still rated as the best health organisation in the world by the World Health Organisation, despite having one of the lowest government expenditures in the developed world.
We hear so much negativity in the press about failures, pressures, targets and financial strain that it is no wonder there is a low morale at times amongst the staff. But Kelly Holmes tells us that we must learn to celebrate our successes, because in our dark times (and there are many in the field of healthcare), it is
vital that we keep hope alive. There were many times, when the press was against her, out for a good story, many times when things did not go to plan, but the celebration of her successes along the way kept her hope alive. We are going to have days when we get it wrong. We are going to have increasingly more situations in which we feel squeezed, hard pressed and floundering, but there is so much we are doing every single day that literally transforms the lives of countless individuals. We look people in the eye and tell them our names, that we will be caring for them and that they matter to us. We compassionately communicate the best and worst of news. We use our skills to arrange appointments, clean, bathe, bandage, measure, test, diagnose, operate, teach, manage, cure, deliver new life, care for the dying and so much more. This is nothing short of amazing.
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I am so grateful for the teams I work with at Ash Trees Surgery in Carnforth, Lancashire North CCG and Better Care Together around Morecambe Bay. We are doing brilliant things together every day, as are countless teams across the UK. Part of the culture shift we need to see is for us to lift our heads, celebrate what is excellent and use it as fuel to propel us further forward into the love and good of the future. I thank God for the NHS, it is worth remembering what a treasure we hold in our hands and continue to be grateful for the privilege it is to serve people through it. If we don’t learn to celebrate our successes, we may not find the reslience we need for the path ahead. But with hearts full of gratitude and a sense of achievement, we can continue to go for gold.
Here is my latest vlog on using the 5 ways to wellbeing to help change the culture of the NHS.
Here is the 4th vlog in a mini-series, exploring the 5 ways to well-being from the New Economics Foundation to help transform the culture of the NHS.
We live in a political climate in which it appears that those in power do not listen to the voices of the ‘multitude’ (e.g. with the current protests around the NHS and education), but press ahead with their own agendas regardless. This is not only true of the current government, but a symptom of the way in which our entire political systems are set up. Here in Morecambe Bay, we need to recover the power of people movements and decide together what kind of future we want. Here is an invitation to come and be part of the emerging conversations about health, well-being and the health system around the Bay.
I’m not a great meetings person. I just generally find them tedious. I lose concentration easily, I get distracted, I end up thinking about a whole lot of things that maybe I shouldn’t be thinking about or eat far too many biscuits and then feel bloated and guilty at the same time! Meetings and me don’t really mix….but I have to go to a lot of them, in fact, I now have to chair many of them and so I’ve been on a bit of a journey about how meetings can be made better.
My main beef with them, it turns out as I’ve reflected on why I dislike them quite so much,
is not that they don’t achieve anything. Nor is it that I’m involved in conversations I don’t care about – actually I don’t go to any meetings in which I don’t deeply care about the things being discussed. So what is my problem? My problem is that meetings, and I don’t think this is unique to the NHS (but this is where most of my meetings take place), are so often devoid of any real human connection. They lack care for those attending the meetings. It’s so easy to get so focussed on the stuff, the business, the discussions, the problems, that we forget that there are other human beings in the room, each of whom arrive in the room (or virtual space) with many different emotions, stories, dreams and realities that may be really important, but we don’t know because we don’t give space to those things.
So, as I believe culture change has to start with me and the teams I work with, I am trying, somewhat awkwardly at times, to have different kinds of meetings! When I chair, I refuse to let us get on with ‘business’, until we have taken time to connect with each other. Using 
a simple technique from the ‘art of hosting’ I give space for a ‘check-in’. A check in is really simple, it’s just what it says on the tin. There are usually 2 questions and they can vary from meeting to meeting. Often, I just ask: How are you? And what do you love about your job? It is so important to know how each other is doing, so we can create teams that care for each other. People don’t have to be honest, but when they choose to be vulnerable, it opens up a space that is incredible and invites the entire team to go a bit deeper. And giving space for people to focus on the positive aspects of their work automatically changes the dynamic of any meeting from the start. Another of my favourite questions is: What do you love about working with the person on your left? (And if there’s time another round of ‘And what else do you love about working with the person on your left?). It is so healthy for a team to learn to appreciate one another but more than that, to actually tell each other that they are valued. You can get to know one another over a period of just a few weeks so much more and you end up actually caring about one another’s lives and wellbeing.
Secondly, I learnt a trick from a great friend of mine, who recently finished an MSc at the
University of East London. In the department of positive psychology there, a bell goes every 25 minutes of a lecture and everybody stands up and has a stretch. Research clearly shows, we don’t concentrate for any more than 25 minutes. And so now, in my meetings, every 25 minutes, my alarm goes off and we all stand up and stretch and get the blood flowing round our bodies. We’ve become so conditioned, like Pavlov’s dogs, that if anyone’s phone goes we all start to stand and stretch! Plus, it is great for low back pain!
The other thing, I have introduced is 2 minutes of meditation/mindfulness at the start or 
in the middle of a meeting. Using a very simple technique, I encourage everyone to find a comfortable sitting position. We then breathe in through our noses for the count of 4, deliberately breathing a sense of hope, peace, love and gratitude. We then hold this and hold our breath for the count of 8 (people count at their own pace) and then breathe out to through our mouths for the count of 8. When we breathe out, we deliberately breathe out stress, bitterness, anger, distraction, or anything that stops us being able to connect. And then we continue. The first few times I tried this, we had some giggling (mainly from me), photos being posted on twitter (!) and general weird feelings…..but we have pushed through and it’s amazing how good it feels to just stop and be and let the busyness just wash over us for a couple of minutes.
I can hardly say the above is a revolution, but I can say that I genuinely enjoy the meetings now. I know my teams better, I am more connected to those I work with and I am more able to focus. Connecting, stretching and some time to be still……it’s exactly the medicine that NHS teams need right now, and probably a whole bunch of other organisations also!
Better Care Together is the way in which health services are now being redesigned and reorganised around Morecambe Bay, so that we can provide the best care we can for the people who live here in a way that is safe, sustainable and accessible. It is an on-going process and involves the breaking down of barriers between General Practices, the Hospital Trust (UHMBT), Community Nursing and Therapies, Mental Health Services, Social Care, Allied Services – like the Police and Fire Service – and the Voluntary Sector.
Here in Carnforth, we are piloting some work around ‘self-care’ and exploring what it means to be a healthy town. This is now beginning to spread like wild fire around this area, which is exciting to watch! Part of this work is rooted in the fact that currently 1 in every 5 pounds spent in the NHS is due to our lifestyle choices. If we’re going to have a NHS in the future, then we need to try and choose to live more healthily together. We must also recognise that being healthy and well is far more than just physical health. It includes mental health, social heath and systemic (or environmental) health. A few months ago we hosted a number of conversations in Carnforth about what it might be like if Carnforth was the healthiest town in Lancashire. Some really interesting ideas emerged from the community about singing together more regularly, having less dog poo on the streets, creating safe places for the children to play, getting more exercise into our schools, encouraging healthy eating, a mental health café, help for carers and many other brilliant suggestions.
From these conversations, a ‘Self Care Tree’ has grown with four roots and three clear branches that we believe will help us grow together into a healthy and well town. The roots are straight forward –![tn_TreeRoots_resized_b-300x300[1]](http://reimagininghealth.com/wp-content/uploads/2016/03/tn_TreeRoots_resized_b-300x3001.jpg)
1) Really learning to engage with our local community instead of assuming that we know what they need and learning to do things with them instead of to them, 2) being part of an Integrated Care Community – see below, 3) Being part of Better Care Together, 4) Understanding Wellbeing – shifting our mindsets from an ‘illness model’ of health to a ‘wellness model’.
The three main branches we have developed in Carnforth are as follows: The first is that we have some ‘culture change’ to undergo, both in our medical and nursing teams and also as a wider community. Over the coming months we will see the emergence of what we are calling an Integrated Care Community – first modelled for this area in Garstang. As part of Better Care Together, we have appointed a fantastic new Care Co-ordinator, Sarah Baines, who was part of our District Nursing team. Sarah will work alongside Dr David Wrigley at Ash Trees Surgery to help co-ordinate care more effectively in the community for people with more complex health problems and provide more stream-lined care, preventing unnecessary hospital admissions and enabling faster and smoother discharges back home from hospital. Secondly, we are learning to take more of a ‘coaching’ approach to how we consult with patients, to encourage more partnership working with people, rather than telling people what to do (which isn’t actually very effective). Staff are training in ‘coaching practice’, ‘motivational interviewing’ and ‘shared decision making’. We are trying to be more proactive with information. If you look on our practice website, www.ashtrees.co.uk, you will find a tab entitled ‘self-care’. Here you will find videos (many more to come and some of which we are re-doing!) that talk about various common conditions you can treat yourself without having to go through the often difficult task of finding an appointment with one of our team. Our local pharmacists are a hugely valuable resource, who can offer excellent health advice and treatments over the counter, saving local people time and inconvenience. Also, not too far away, we hope to have a brilliant new facility called ‘e-consult’, which will allow our patients to manage their own care more efficiently ‘on-line’.
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The pressure on General Practice is huge. The government only allocates £136 per person per year to General Practice. this money accounts for all GP consultations, appointments with nurses, blood tests, investigations and referrals and indeed the payment of staff. If you want to know what this compares to, then for £136, you can buy 11 months worth of pet insurance for a rabbit or 3 months worth of coffee every day on your way to work!! No wonder the system is under strain! If we want to have a NHS that is free for everybody and still standing in the years ahead for future generations, then we do need to be careful that we don’t abuse the system and take care of ourselves better and think about whether we really need an appointment before booking one!
The second branch we have seen is the emergence of ‘community leaders’, who have seen a community need and have stood up to do something about it. We know there are already loads of ![il_340x270.575369125_lhd6[1]](http://reimagininghealth.com/wp-content/uploads/2016/03/il_340x270.575369125_lhd61.jpg)
community leaders out there doing great stuff, like sports clubs as just one example. So, we have seen the start of a mental health café, called “Serenity” every Wednesday afternoon at Hunter Street in Carnforth, 2-4pm. A carer’s café has started on the 3rd Saturday of every month 2-4pm, again at Hunter Street. Carnforth Community Choir meets at 7pm every Friday evening at the Civic Hall – singing is well known to improve our health and wellbeing! We have volunteer dog poo wardens, trying to help our streets be cleaner (it’s amazing what dog poo says about a town), and people cleaning up our parks to give the children in our community safe places to play outdoors. We have trained 22 “health champions” who will be starting with various initiatives soon, and many others have volunteered to help in lots of exciting new ways. All of this serves to break down social isolation and encourage us to take care of ourselves and one another.
The third branch is ‘clinical leadership’. Right now, Morecambe Bay has some of the worst health outcomes in the country. We have terrible heart disease rates and people die here far too young![image[1]](http://reimagininghealth.com/wp-content/uploads/2016/03/image1.jpg)
of preventable illnesses. It would be wrong of us, as clinical leaders in the community, to stand by and let these statistics continue as they are. Morecambe Bay deserves better. So, we are working with schools to encourage more exercise in the children and young people in our community. Two local schools (‘Our Lady of Lourdes, Carnforth’ and ‘Arch Bishop Hutton, Warton’, with ‘St John’s C of E, Silverdale’ soon to follow) have started running a mile a day – all children and staff! This is an amazing achievement and there are some wonderful stories emerging already of the great impact this is having on pupils and staff alike. We’re seeing huge improvements in sleep cycles, behaviour, concentration and general health. Under the banner of ‘Let’s Get Moving’ we hope that all the primary schools in the district will soon be participating in other similar initiatives. We have also started a couple of programmes of work with Carnforth High School, in line with needs they have highlighted to us. We are also going to trial a new NHS shopping list and menu to try and encourage us as a community to eat more healthily and avoid some of the unhealthy ‘bargains’ that the advertising giants try and tempt us with, cutting down on meat, alcohol, sugar and too much fat. If we don’t learn to manage our appetites and our spending habits better, we will never overcome the alarming rise in diabetes rates and heart disease. We are responsible together and really can make a change! So, not long from now, people in this area won’t even need to stress about what to cook for the week ahead, because they will be able to turn up to their local supermarket and get some really healthy and tasty ideas, all costed out and easily affordable (with huge thanks to our amazing chefs, Andy Bickle and Lee Till, from our hospital trust, working with us)! By eating more healthily and taking more exercise, we can genuinely change the health and wellbeing in this area for the next 50 years! On a different tack, our district nursing team is also beginning a leg-ulcer café for those who have been housebound. Such cafés have been proven elsewhere to break social isolation and improve healing rates for patients. All of this work is being undergirded by amazing research projects with the University of Lancaster.
As part of our on-going conversation with this community, we are hosting a further ![781-T[2]](http://reimagininghealth.com/wp-content/uploads/2016/03/781-T2.jpg)
evening, alongside our Mayor, Malcolm Watkins. It will be on Wednesday 6th April, 7pm at Carnforth Civic Hall. There will be other conversations in the next couple of months in Warton (for those living in Warton and Silverdale) and in Bolton-Le-Sands, for those in BLS, Halton and the Kellets. On Saturday 25th June 2016, we will also co-host a huge Health Mela at Carnforth High School. If you live in the area, please do come along to either of these events and talk with us about what is already going on and how we can all work together to make this town and district a truly healthy place.
Amidst the current ‘efficiency savings’, or cuts by any other name, in the NHS, the voluntary or 3rd sector, including the faith communities are an absolutely vital partner in health and social care. Here in Morecambe Bay, we are seeing incredible work done by this sector. Genuinely, the safety net created across this Bay for people with significant mental health issues, chronic physical health complaints, those at the end of life, the isolated and lonely etc is amazing. However, as the financial squeeze increases on the NHS, the 3rd sector, although phenomenally resilient and full of social entrepreneurs with good heart, is really beginning to struggle to secure funding. If the 3rd sector, (which gives far more for far less) begins to crumble, then we will see health and social care completely collapse.
I wish truth and solutions were all black and white, but there is complex grey for us to wade through, if we are to see a more resilient 3rd sector emerge for the sake of our communities. The relationship between the NHS and 3rd sector is complex but vital. I want to briefly highlight some of the main issues and then look at two possible solutions.
So, where might some solutions lie? I would like to suggest two broad possible solutions. I admit they are not perfect and they certainly won’t be the only solutions.
Firstly, here in Morecambe Bay, we are developing ICCs (Integrated Care Communities). These are built around General Practice (be that one or many practices in a geographical area) but incorporate GPs, District Nurses, Community Matrons, Long Term Condition Teams, Community Therapists, Mental Health Teams, Social Care, the City Council, the Police, the Fire Service and the Third Sector all partnering together for more effective working and therefore better care for all. One option would be for each ICC to have a capitated budget which would allow each team to decide which voluntary sector organisations would meet the need of their particular areas most effectively and fund them accordingly and fairly.
A second solution could be for the 3rd Sector to form one or several larger co-operatives. The huge advantage here is that it would then allow a more straight forward commissioning relationship and would allow the many to be become stronger and more resilient together. In a co-operative model, it would be easier to build research partnerships and accountability between members. It would also give the sector more clout as a partner round the table with the various public sector organisations.
My work has taught me how vital the Voluntary and Faith sector is to the ongoing health and social care of our communities. It needs adequate funding and support, without which it will crumble. We need to help partner together to make it more resilient, but in order for this to happen, the 3rd sector must deal with some of it’s default towards self-protectionism and find creative solutions towards a more sustainable future……
If you take the work of Steve Peters (of “The Chimp Paradox” fame) seriously, which I do, then you can see Chimps at work everywhere in the NHS right now (and I’m not taking a cheap shot at Jeremy Hunt). For those of you, who have no idea what I’m talking about, then do read the book….but a brief precis is this: each of us are two people – we are both simultaneously an emotionally driven, primal chimp and a more rational human being. When faced with difficult circumstances, our chimps all too easily take over and our behaviour is driven by our emotions, because our human also feels insecure and we lose hold of our values (the computer part of our brains) which is able to alter our chimp behaviour.
I’m not making a judgmental criticism, I see it in myself. I see the raw emotion of how I
feel about what is happening in General Practice, Community Nursing/Therapy and indeed the NHS at large and it becomes easy to function out of raw emotion, heading into ‘rant mode’ or a strong defensive posture with the rest of my pride. But I have found it brings division. It pits my practice against another or General Practice at scale against the Hospital Trust or the government or whoever. But it doesn’t actually solve anything. It stares the problem in the face and hollers at it or throws faeces at it, and other than being cathartic (which has it’s place for a while), it doesn’t engage with a creative or collaborative process about how we face the future. The facts are right in front of us, and there is some thought about how to make General Practice strong enough to survive, be that through giant mergers or the formation of federations. Here in Morecambe Bay, we are experimenting with both those options and also trying to work in Integrated Care Communities (incorporating all our community partners) according to geographical locations.
However, I’m not sure we are facing up to the realities we see creatively enough. Whether we like it or not, General Practice as we have known it is unsustainable. There simply aren’t enough doctors coming through training, there aren’t enough doctors choosing to be GPs and there certainly aren’t enough GP trainees wanting to become partners.The partnership model as we have known it, is over, and the sooner we face up to this, the more creative energy we will be able to harness to find solutions. The formation of federations or the advent of the ‘super-practice’ will go some way to stop the gap, but it is the structuring of them that deserves some attention. Integrated working with community teams, be that district nursing, mental health, community therapies or social services calls for a wider and deeper system change. But here is the very difficult thing for GPs to let go of: the idea of the autonomous self, being in charge.
If we are going to find solutions to the needs of the people we serve and develop together (no matter what is being shaped from the centre) a future healthcare model that works, GPs may need to let go of our power, as we have known it and embrace a different way of being. I think a possible solution lies with the co-operative movement as this would allow a truly integrative model to develop that benefits all our workers, no matter what their role, giving us the cultural environment in which innovation, excellence, learning, creativity and compassion could really flourish. Due to the nature of co-operatives and the principles at their core, a powerful force could be released which provides alternative solutions for a more equitable society.
What would a co-operative model be like? Well, there are different options and different 
styles, from John Lewis to Mondragon, or the model adopted by Jos de Blok in the Netherlands. But the reason I like it so much, is that it takes power from the few and shares it with the many. It allows for a different style of leadership and a different mode of making decisions. Collaborative conversations and compassionate care of one another in providing care to the wider community becomes the order of the day with leadership that is both clinical and managerial but modeled on financial benefits for everybody and cooperation of wider teams of people.
There are draw backs and co-operatives are not perfect, but they are a solution that should be seriously considered as General Practice tries to navigate itself into the future. They can be complex to set up, but I would argue that complexity is worth it when it offers a solution that lasts longer than a more straight forward quick-fix that may not make it past a decade or two. Are we brave enough to explore solutions that dis-empower us for the sake of a better future for everyone?
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