The Experts below are selected from a list of 39 Experts worldwide ranked by ideXlab platform
Linda Loft - One of the best experts on this subject based on the ideXlab platform.
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Primary Care Groups: A Social Services Perspective
Journal of Integrated Care, 1999Co-Authors: David Behan, Linda LoftAbstract:This article is written jointly by the Director of Social Services and the Joint Commissioning Manager from the London Borough of Greenwich. It represents their personal views on the development of primary care groups, setting out the local picture, highlighting specific issues from the social service perspective and looking at the challenges and opportunities which lie ahead.The Government's proposals for modernising the National Health Service, and in particular its proposals for the development of primary care groups, are broadly welcome. However, they do raise a number of issues not only for social services departments, but also for local authorities in general. This article is a personal perspective on what these developments might mean for social services and the challenges and opportunities which are likely to arise.
Anna Coleman - One of the best experts on this subject based on the ideXlab platform.
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‘Animateurs’ and Animation: What Makes a Good Commissioning Manager?:
Journal of Health Services Research & Policy, 2011Co-Authors: Kath Checkland, Stephanie J Snow, Imelda Mcdermott, Stephen Harrison, Anna ColemanAbstract:OBJECTIVES To examine the Managerial behaviours adopted by Commissioning Managers in English primary care trusts (PCTs), and to explore the impact of these behaviours. METHODS Qualitative case studies were undertaken in four PCTs, focusing on staff engaged in the Commissioning of hospital services. Both formal and informal observation were undertaken (150 hours), and 41 in-depth interviews conducted with Managers and general practitioners (GPs). RESULTS Managers adopted many Managerial behaviours familiar from the literature, including sharing information, and networking inside and outside the organization. Multiple organizational layers and unclear decision-making processes hindered this activity. In addition, some Managers with responsibility for facilitating practice-based Commissioning (PbC) adopted a Managerial mode that we have called being an 'animateur'. This approach involved the active management of disparate groups of people over whom the Manager had no authority, and appeared to be a factor in determining success. It was facilitated by Managerial autonomy and was more prevalent where Managers were seen to have legitimacy. Some organizational practices appeared to inhibit its development. CONCLUSIONS From 2012/13 it is planned that GPs will be taking more responsibility for Commissioning in the English NHS. This research suggests that Managers of the new Commissioning organizations will require a deep and contextualized understanding of the NHS and that it is important that organizational processes do not inhibit Managerial behaviour. Legitimacy may be an issue in contexts were Managers are automatically transferred from their existing appointments.
Matt Egan - One of the best experts on this subject based on the ideXlab platform.
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PP43 Reducing ‘problem drinking’ by removing a ‘problem drink’: a qualitative study of a local alcohol availability intervention
Journal of Epidemiology and Community Health, 2015Co-Authors: Elizabeth Mcgill, C Sumpter, D Marks, Matt EganAbstract:Background Strategies to reduce alcohol-related health and social harms may include restrictions on alcohol availability. ‘Reducing the Strength’ (RtS) is a local-level intervention whereby off-licence stores voluntarily stop selling inexpensive ‘super-strength’ (≥6.5% alcohol by volume) beers and ciders. The intervention aims to reduce alcohol consumption, crime and disorder, notably amongst homeless and street drinkers. As part of a broader evaluation, we explored the mechanisms by which RtS may affect these populations in one urban English local authority. Methods We conducted one large focus group with alcohol treatment professionals (N = 11) and semi-structured interviews with professionals working in homeless hostels (N = 6), alcohol services (N = 2) and street outreach teams (N = 2). Service providers were recruited following introductions from a local authority hostel Commissioning Manager and a public health strategist. After undertaking interviews with hostel staff, interviews were conducted with residents (N = 9) at two hostels. Data were analysed thematically utilising NVivo 10 for data management. Results Professionals and drinkers generally concurred that street drinkers and homeless drinkers were distinct, but intersecting subgroups and many, but not all, consume super-strength products. Some questioned whether availability could be substantially reduced by a voluntary scheme in a small, densely-populated area. Many highlighted the often reciprocal relationships between drinkers and shopkeepers, which may impact shops’ willingness to comply with the initiative. In the intervention area there was some evidence that super-strength drinkers might consume less alcohol by using their limited income to purchase (still available) weaker beer. However, other drinkers talked about finding shops that still sold the product within or, given the small scale of the intervention, outside the intervention area. They also described increasing begging, switching to drinks with even higher alcohol contents or using illegal substances. Many professionals and drinkers participants argued street drinking was already being tackled directly through enforcement-related initiatives. The majority of professionals believed that intervention effectiveness depends on clear linkages to services that address the complex underlying reasons for excessive alcohol consumption. Conclusion This study underscores the challenges faced when intervening in a complex social system. The feasibility of local initiatives to reduce alcohol-related harms is affected by the ability to identify the target population and the products they consume, intervention scale, compliance and linking of services. There may also be unintended, and potentially harmful, responses to the removal of specific products amongst a target population characterised by multiple risk behaviours.
Martin Killcross - One of the best experts on this subject based on the ideXlab platform.
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Commissioning Phase Two – Implement
Chemical and Process Plant Commissioning Handbook, 2012Co-Authors: Martin KillcrossAbstract:Publisher Summary This chapter deals with the implementation phase of the Commissioning process in plants. The stages are presented in the normal flow in which they are executed; however, many separate activities across all aspects runs concurrently. Some of them are: factory acceptance testing and modular construction, check construction and quality of build, tracking progress and system status, cleaning procedures and drying, pre-Commissioning procedures, vessel check sheets, and instrument loop, electrical, and control system testing. The first stage—factory acceptance testing—the final check performed on vessels and major equipment prior to delivery to the job site. Here the emphasis for the Commissioning team is not on the design and fabrication of the unit, but more on its cleanliness, the test installation of major components, and suitability of the equipment to travel. Sending Commissioning team personnel to factory acceptance tests can fall foul of project budgets, but this strategy must be challenged by the Commissioning Manager. checking construction and quality of build, , as construction activities commence, start to be installed and major piping runs established, it is advisable for the Commissioning team to start making regular site visits to closely monitor and follow the build progress. It is always easier, quicker, and cheaper to correct any installation issues at early stage rather than rectifying it later. The other stages of the implementation phase in Commissioning plants are also discussed in this chapter in detail.
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Commissioning Phase One – Prepare
Chemical and Process Plant Commissioning Handbook, 2012Co-Authors: Martin KillcrossAbstract:This chapter presents a list, in chronological order, of certain steps that should be considered during the preparation phase of process plant Commissioning; they are consistent with the required flow of activities during the initial phase. Some of them are: appointing the Commissioning Manager, Commissioning scope and contracts, budget estimation, prioritized asset systemization, support design, and developing an initial Commissioning plan or philosophy. In the first step, which is appointing the Commissioning Manager, one is selected to a position of significant responsibility, charged with the organization and delivery of the Commissioning aspect of a processing asset. The guidance provided in it highlights the general attributes required of the person a project Manager or head of operations may wish to consider in the appointment of a Commissioning Manager for a project. For the second step—Commissioning scope and contracts—is the responsibility of the Commissioning Manager to undertake and agree with the client operations, project and construction management, which is a detailed scope of the Commissioning aspect of the project. There are typically two perspectives from which to view the Commissioning scope: that of the client Commissioning Manager and that of the contracting Commissioning Manager. This chapter also discusses in detail the other steps that need to be taken care of during the initial phase.
Richard Woolrych - One of the best experts on this subject based on the ideXlab platform.
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Quality of social life and value for money
Housing Care and Support, 1998Co-Authors: Richard WoolrychAbstract:THE AUTHOR, UNTIL RECENTLY Commissioning Manager — Supported Housing with Hertfordshire Social Services, describes findings from recent research. The paper examines the potential for ‘move on’ in learning disability services, and argues that the focus should shift to one of ‘fixing’ the community rather than the individual.