how Is Dr. Jon Rouse Chief Officer at GMHSC speaking At Health & Care Summit?

Health and Care Services previously John was Director General for social care at the local government and Care Partnership at the Department of Health are other previous roles including chief Executive in the London borough of Croydon chief executive of the housing cooperation and chief executive of the Commission for architecture and the built environments Johnny's going to talk to us about the journey ahead following on from Andy's comments, please join me in welcoming John rouse please the health and care devolution Ashley is how counter cultural how paradigm-shifting how mind-bending what we're actually doing the audacity of a city region, and it could only have been this City Region to say after 70 years actually it's time to bring our NHS and local democracy together and actually to bridge that divide that has existed since the post-war settlement there actually we've had enough of 20 years of trying to turn our NHS into some version of a marketplace, and actually we now want to emphasize collaboration more than we want to talk about the competition we want to change the decades of hierarchical decision-making that starts from Whitehall and remember I've been there, so I know and Cascade decisions down about people's lives which actually those people in Whitehall can't possibly understand or interpret or know about and to say actually, we want to take those decisions ourselves not just actually us but actually the people who experience those services to actually genuinely embrace the doctrine of subsidiarity in the way that we design and operate our system big changes from an emphasis on competition to collaboration from a shimmer of patient the choice to something which is about personal control to change from segregation of organizations to integration of care in the way that people experience it to avoid prescription and move to a much more a creative approach that is holistic which is about the whole person which is about medical social emotional etc. and which is about an invitation to all the workforce across the health and social care landscape but actually beyond as well deep into our voluntary and community sector and also deep into the public services and to invite them to actually connect with what we're doing for each of them to be able to be leaders in their own right to be researchers in their own right innovators in the way that they go about their work that's why I stuck up that film clip to start with because I think is one analogy, and I'm going to use several in this speech but that idea of jazz that it's always on the edge the creativity of it the way that we bring all of our individual skills and our organizational capabilities and capacities to bear, and we combine them and that there is a tension in that, but it can be a really positive creative tension in the way that we go about our work and if all of that wasn't audacious enough we're trying to do this in the fiercest of headwinds a financial headwind the next two or three years at a time _{of workforce shortages in critical areas in key areas that are not going to be easily resolved and are going to need a huge amount of creativity as we work our the way through those realities an alleged backdrop which lets be honest is not helpful to us in terms of the paradigm that we are trying to create and the type of system that we want to operate in Greater Manchester so in our 18 months into this journey, and we have some notches on our belt, but we also have some scars from that the process as well we're learning as we go we're making mistakes we're learning from them, we should be proud of our first-year performance there are many out there who probably thought that we would fall over without all that staffed Ding of the National hierarchical systems through it fall outperformed the national picture we did so financially in a big way and indeed ended up bailing out the rest of the country in terms of his financial position, but we also maintained a lot of other critical areas of performance as well, and we even took areas where we're starting from a very low place mental health base very good case in point, and we started to make progress, and we started to meet targets and improve our performance not pretend for a moment that we haven't got a long way to go and not pretend for a moment that it isn't going to get harder this year and in subsequent years but nevertheless we proved that a system of mutual support mutual challenge mutual accountability can work at least as well if not better than a top-down the hierarchical system I think we also have begun to mark our territory we'd be it started to use the freedoms differently in Greater Manchester we made different choices some of that work was already underway I don't want to pretend for a moment that everything started at the moment that devolution arrived at the first Apr}