Thoughts on the nature of Local Hospitals

The impending abolition of Healthwatch, along with having an inflamed ankle that has kept me housebound, has prompted me to reflect on the nature of local hospitals in health and care systems. From what I can see, they are doing pretty well in the face of escalating demand and limited resources, but I decided to put my thoughts down in writing to see if the idea of a more nuanced role resonated with anyone.

Clearly local hospitals are key components of the local health and care system, including Integrated Care Systems, Integrated Care Boards, Place Partnerships and care collaboratives. It is also clear that the maintenance of the key relationships across the system, including with primary care, mental health services and social care, is of critical importance as the system matures.

In my experience, engaging constructively with key partners, including statutory partners, voluntary organisations, community organisations, and private sector bodies, can allow enhanced service delivery and, in some circumstances, leveraging additional resources. It can also, again in the right circumstances, enable the pooling of resources, expertise, and funding, which can lead to more effective and efficient service delivery.

Partnerships can help create integrated service models that address multiple needs simultaneously. As we know, effective partnerships between healthcare providers, the voluntary sector and social services have the potential to ensure that individuals receive both the clinical care and social support they need in a more integrated way.

Community and voluntary organisations in the local system often have a better understanding of community needs and dynamics. Collaborating with them can lead to more culturally sensitive and relevant services that resonate with the populations served. This does, however, raise the sensitive issue of funding for the sector. Voluntary organisations often provide amazing value for money but they do need to be properly resourced.

Beyond that, partnerships help to foster an environment where innovative solutions can be explored and developed. Organisations can share best practices and learn from each other’s successes and challenges, which can lead to improved service delivery methods.

Through collaboration, wellbeing programs can reach a broader audience. Partnering with community organisations can help identify and engage individuals who may be underserved or unaware of available services. A fundamental building block if we are serious about reducing health inequalities’

Collaborative frameworks can also create more agile systems that respond quickly to emerging needs or crises, such as public health emergencies.

Partnerships can also establish shared goals and metrics for success, promoting accountability among stakeholders. This can lead to better monitoring and evaluation of programs, improving overall effectiveness.

Overall, partnerships and collaboration can significantly enhance the welfare system’s ability to deliver effective, efficient, and inclusive services, ultimately leading to better outcomes for individuals and communities. Local Hospitals are uniquely placed to be at the heart of that drive for collaboration and partnership

Hospitals are also anchor institutions in their local economies and communities. A major employer with iconic local status and long history with the people and communities they serve.

One of the key considerations for anchor institutions is social investment: an emphasis on investing in people’s skills and capabilities to enhance their overall well-being, moving beyond simply providing care and support. Strong relationships with educational institutions, businesses and faith communities can be helpful in this.

Active labour market policies that begin to address current and projected recruitment and retention challenges can be very helpful. The implementation of programs that encourage job training, skill development, and employment support, aiming to attract potential new employees and promote workforce participation.

Hospitals can be at the forefront of striving for universal access to all of the essential community and acute services that local people need, not just health and social care. Working to ensure that all individuals, regardless of their background, receive the support they feel they need. Giving leadership to the system and support to partners in pursuit of this ambition. Helping the system to adapt to changing local and regional social and economic conditions, reflecting the dynamic nature of modern society

Supporting the Left Shift with a strong focus on early intervention and preventive measures. Addressing social issues before they escalate, aiming to improve the experiences and outcomes in population health and social integration. Working with partners to create a more holistic approach, ensuring that individuals receive comprehensive support tailored to their needs. This includes consideration of the cultural, economic and social dimensions of the services being offered.

Promoting a broader understanding of well-being that encompasses not just economic security but also health, social inclusion, and community participation. A well developed understanding of the principles of good engagement, including continuous engagement, to ensure that the voices and lived experience of those who find themselves most frequently ignored are taken fully into consideration,

I know this is a big ask of Hospitals, I know it can sound idealistic. My problem is that if Hospitals, with their position and resources cannot do these things, Who does?