The abridged history of Barking

I went on a cycle round round historic Barking on Wednesday to discover that Elizabeth Fry the prison reformer is burried next to the Sikh Temple (the Quakers sold it to the Sikh’s in 1971); and came across the pilgramage holy rood stone in the surviving curfew tower from Barking Abbey (recently renovated by a team from Danbury in Essex); or the many sites where Barking was bombed such as Blake’s Corner where Boots now stands. Indeed there was a veteran cyclist, who’d lived in Barking in the war, and had survived a V1 bomb (‘Doodlebug’) just 250 yards from him. Records show that 37 V1s and 21 V2s hit the borough.

All I had to offer as anedecotal input was, in mentioning there used to be a R White’s lemonade factory in the centre, that I once met the son of the guy who performed the famous R White’s TV commercial (note for the technically minded: Ross MacManus – father of Elvis Costello – who sang the “Secret Lemonade Drinker” song – & it was television presenter Bob Holness that composed the tune). But then again I’ve also met by chance the daughter of the guy who did the English dubbed voice for the character of Monkey in the cult TV series of that name. Funny the things who come across without trying too hard.

Why NICE is in need of a re-fit?

Just read the very timely HSJ magazine piece (‘Why NICE is in need of a re-fit’) scrutinising NICE and discussing the public criticism it’s come in for over Herceptin and new guidance. And yes, it includes scrutiny of its public health remit, following the merger with the Health Development Agency (HDA) in April 2005. Well, if that’s not enough meat to chew on here’s the text of the email I sent to NICE chief executive Andrew Dillon in response to the staff merger consultation document.

Being a positive systems-minded kind of a guy I also wanted to reproduce my notes to NICE’s Magnus Anderson at the time of the merger on the implications of the different cultures of the two organisations for the merger. The response from Magnus was welcoming, though one line now jumps out at me: “It seems to make sense to consider cultural issues in the light of the overall structure and strategy – rather than the other way round.” It’s that old ‘systems first, people second’ syndrome (aka ‘fat finger syndrome’) is it not, which can contribute to systematic failure if you’re not careful? Surely culture and structure/strategy should ideally be co-designed in tandem? Anyhow all this contributed to my own ideas on ‘social complexity’.