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NHSA Catalyst

NHS Alliance launches delivery arm

NHS Alliance provides a unique service for members, NHSA Catalyst. Building on its considerable experience and expertise in delivering project work for policy makers, and developing cutting edge thinking and analysis on the national stage, as well as for local health and social care, it is now taking this a stage further. NHS Alliance has always been about thinking, but its priority now is to help its members translate ideas into best practice on the ground. Recognising the lack of time and space to work ideas through coupled with a reluctance to bring in external consultants who may lack the practical experience of working on the front line, NHSA Catalyst will provide thinking and doing teams at an affordable price.

NHSA Catalyst will build on the Alliance’s strong local and national networks to build teams that can work with its members to develop and implement solutions that transform care for patients.  It will source bespoke clinical and managerial leaders, working both within the NHS and independently, who can deliver expertise and offer a fresh perspective on the problems they face in their own day-to-day work.

NHSA Catalyst has teamed up with a number of delivery partners to broaden its offering and enable it to scale up if necessary. Specialist health communications consultancy, Salix & Co, will provide strategic and tactical communications delivery, while an emerging strategic partnership between NHS Alliance and Capita, means Catalyst can draw upon the resources of the largest and best outsourcing and consultancy when necessary.

 

The NHSA Catalyst offering:

  • Supporting practices to work together and exploring the benefits of working at scale, from simply managing office functions in a more efficient way, through to new ways of delivering services, rising to the challenge of extended hours care, and building new relationships across an extended primary care team and the wider community.
  • Building relationships between primary care practitioners and the CCG – with a particular focus on general practice and community pharmacy. Supporting CCGs to manage their local market for care by enabling local primary care to rise to the new challenges of delivering care in better ways.
  • Building collaborations between local NHS and community-based providers of wellbeing services to reduce the demand on the NHS. In every locality there are community-based organisations such as housing providers that have an ambition to keep people healthy, promote recovery, support those with LTCs to live well in the community and reduce demand on GPs and A&E. NHS Alliance has knowledge of the types of work they’re doing and can support your efforts to collaborate with local partners to build healthy communities.
  • Ensuring that the patient’s voice is central to the way we change and develop health and social care. Our Patient Powered Improvement (PPI) Network connects a wide range of practitioners who are at the forefront of creating care where decisions between the patient and the clinician are shared, and patients are supported to identify what they need to improve their lives rather that moves way beyond a medical intervention.
  • Sourcing the best clinical experts to support local changes.  NHS Alliance is a network of clinical leaders, both experienced and emerging, who are interested in taking time out to understand key challenges and share their expertise.
  • Thinking through problems with you and highlighting the best of local practice. NHS Alliance is regularly asked to work with others to explore how primary care can change and develop as part of an evolving health and social care system – transforming care at a time of increasing demands and standstill budgets.
  • Development of strategic and tactical communications strategies. Whether to facilitate internal engagement or develop behavioural change campaigns, insight, intelligence and sound thinking will support programmes of work to help its members reach the right people with the right message at the right time through the right channel.

 

Examples of recent project work includes:

  • Creating a team of facilitators to support practices to work together across London: Eg, a team of NHS Alliance leaders with different expertise and experience are working with groups of practices and their CCGs to develop their capacity to work together as providers of extended primary care.  It is working with the Office of London CCGs to support pilot demonstration projects in a number of areas across London.
  • Supporting innovation in primary care – PM Challenge Fund bids: Eg, it worked with and supported a number of members in developing their bids for the PM’s Challenge Fund and is now a direct partner in two of the selected projects.
  • Running workshops across healthcare systems to develop primary care: Eg, it is supporting a CCG and its practices to develop a collective view about how to work together, agreeing the shape and scope for new practices to work together across local natural communities.
  • Sourcing clinical leaders to act as independent experts on tendering or procurement exercises: Eg, we identified a medical director of an out of hours organisation to support a tender exercise in another part of the Country, reviewing applications remotely over the internet as well as joining others in the local team to review tenders face to face.
  • Understanding the impact of digital exclusion: Eg, supporting NHS England to help them understand what the impact might be for the losers in the new digital world and identify areas of best practice.

 

Our Values

Please join the New NHS Alliance if you agree with these values:

  • I understand that enabling people to improve their own lives is the most important aspect of a progressive healthcare system (it is more important than ‘improving existing services’)
  • I am open to learning and prepared to innovate to find different ways of working that improve people’s lives
  • I am open to working with a range of organisations, within and outside the NHS, in pursuit of better health and wellbeing outcomes
  • I recognise that people and communities are resource-rich and can hold the solution to improving and preventing poor health behaviours. I am committed to releasing this capacity by enabling people to develop greater levels of Control, Contact and Confidence (the 3Cs of health creation)
  • I recognise the emotional labour involved in caring for others and take steps to look after both professional and informal carers
  • I believe in and practice parity of esteem between patients and professionals, between the NHS and organisations that contribute to health and wellbeing outside the NHS and between those living with physical and mental health problems

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