A timely call

The Centre for Innovation in Healthcare Management has this year produced a manifesto with the wonderful title 'Giving Inspiration a Chance to Flourish' . The manifesto is a bright and colourful production. I don't think the brightness and clarity of the publication is accidental. It reflects the method and spirit of the manifesto's message.

The CIHM is a health innovation centre based at the University of Leeds. Its website describes its dynamic work well  as a 'network of doctors, public sector managers, organisational change consultants and academics, who are passionate about improving public services. We believe that CIHM is unique in that it is a ‘think and do tank’: not only do we undertake major pieces of academic research but we also work with health and social care organisations to help create the conditions in which change occurs.' The Centre is  led by Becky Malby, a deeply respected and inspirational figure in the world of innovation and health. Becky recently visited York Street Health Practice.  Becky, Catherine Hall and myself spent nearly two hours in discussion and dialogue. It was one of the most enlightening and inspiring talks I have ever had in nearly 20 years of working in the NHS.

 The manifesto is a challenging and positive road map of where we can go and what we can be. The heart of the manifesto is 'finding solutions with people that deliver and use services.' The manifesto has eight key parts.

 (1) Develop local solutions with local people.

 (2) Provide conditions that allow staff, patients and communities to adapt, innovate and improve together

 (3) Create space for communities to provide health and social care,prevent ill health and be well

 (4) Support regulation to stop unacceptable behaviour; not to improve the behaviour of the majority.

 (5) Choose co-operation as the expected and default behaviour

 (6) Understand what’s going on around here now, how things work now.

 (7) Give people the chance to talk about what matters to them and how they will act towards each other.

 (8) Create opportunities for patients, their families and carers to have a voice in all aspects of their health and social care.

 Each of these elements has a 'Why?'and 'How This Works' explanation. The important thing about this manifesto is that it is underpinned by a clearly stated set of core beliefs about us all. The manifesto terms them as 'self evidently true' ( perhaps borrowing from the US Declaration of Independance's self evident truths ). These are located in a view that we are not just individuals but part of communities, that we have great potential, possibilty and can organise ourselves and that systems should learn from each other and understand each other. It is these clear and liberating beliefs that underpin the manifesto.  

This manifesto seeks to ground itself on what is best in us and others. It offers a picture of how the NHS could develop. In the section 'What We See What Inspires Us' we find people going the extra mile, kindness and the spirit to keep asking difficult questions. The manifesto is not a theoretical construct living in the clouds neither is it a collection of practical recommendations. It is rather a call for us to link mind and heart in positive action for the future. It marries the need for clear thinking with rooted actions. It is space that starts that discussion of what the inner being and external expression of the NHS can be. I would ask all colleagues to read this manifesto and let its aspirations and power challenge us. By all means debate and question what the manifesto says but let's have that dialogue. From this discourse, great things can emerge. Without it, I am not so sure. I hope we can all commit ourselves to grow opportunities and spaces for this Manifesto and it's challenge to become living practice. 

John Walsh, York Street Practice