I was told once by a lecturer that every organisation should have a BIG HAIRY AUDACIOUS GOAL and I think our aim to transform public health in the region from an are of social disadvantage and poor health outcomes to one of excellence. Our HIEC is one of three in London, one of 17 nationally – Our HIEC is made up of 3 principle partners UCL Partners, Anglia Ruskin’s Post Graduate Medical Institute and Queen Mary University Our region is: North East, North Central London and Essex – 5.8 million people, equating to 10% of the UK population and unsurprisingly 10% of the NHS budget. So we are: 1 Academic Health Science centre & 8 Universities 23 NHS providers including 6 mental health trusts 17 Primary care trust & local boroughs 2 Strategic Health Authorities Commercial teams from GSK, Novartis Third sector groups
HIECs have no legal status so they are umbrella structures , with no real authority. This is both good and bad as far as I can see - we wield no authority and thus will only be successful if we have great powers of persuasion and behave in a transparent way in all of our dealings with partners So we consider our main purpose is to co-ordinate, faciltate and disseminate information, while all the time evaluating the programs we run. I was speaking to some one just last week and they described the HIECs as a slippery bar of soap, and just as you think you have clutched it, it slips from your fingers! To be honest I think this is by far the best description I have heard. This way of behaving means we are nibble, we can respond to our partners needs and we can be that source of inspiration and energy that is probably helpful in the current climate. Put simply we want to become experts and getting the right people together, at the right time to have the biggest impact!
The second example brings together people from commercial sectors, clinicians, patients through Mums-net and other forums – and is aiming to deliver a patient relationship management program. The motivators are obvious: Scale is great for commercial enterprises and researchers Empowering patients is great for people! Reduced outpatient appointments is great for hospitals who are on huge efficiency drives And certainly without each of the partners the successful grant would possibly have failed!