Page 51 - WCEN Dr Rochelle Burgess evaluation report\ Baloon
P. 51

Recommendations


        Findings from this evaluation highlight a series of significant changes established through WCENs
        work on coproduction. More importantly, they highlight a strong foundation from which to build and
        expand and an opportunity to enable community organisations to take more truly active roles in the
        health economy, in ways that avoid typical challenges created by volunteerism (Burgess 2014) and
        the use of communities as ‘handmaidens’ of health services (Campbell 2003; Campbell & Burgess,
        2012).


        However, in order for these positive changes to be maintained and new opportunities to be capitalised
        on,  in  ways  that  are  successful  we  present  a  series  of  recommendations  to  be  considered.  As
        suggested in figure 5 below, recommendations for future practice are geared towards establishing
        sustainability, not only within WCEN itself, but also across the community organisation sites. Through
        this proposed line of work, it is hoped that communities and organisations like WCEN can be become
        less reliant on external funding priorities, and more protected from the constant shifts in wider health
        agendas.

        Current priorities in health systems management and financing highlighted in the NHS five-year forward
        view  highlight  an  approach  to  community  participation  through  the  development  of  Multispecialty
        community providers (NHS, 2014). Such entities seek to expand definitions of leadership in primary
        care to include a wider range of practitioners, of which ‘community based professionals’ are considered.
        Over the past few years, WCEN has begun the work to establish certain individuals within the network
        to be positioned at such levels – in particular, this is seen in projects on family therapy and IAPT.
        However, due to the uneven nature of the network, not all sites have the capacity to participate to the
        level required to capitalise on this opportunities, particularly in areas of bidding and management of
        contracts, delivery of care, and more importantly monitoring and evaluation of services, which is a
        particular gap in the current work of the network.















































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