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The FRANKFURT SCHOOL AND COMMON PURPOSE THE ENEMY WITHIN

 
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thomas davison
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PostPosted: Mon Feb 05, 2018 5:04 pm    Post subject: The FRANKFURT SCHOOL AND COMMON PURPOSE THE ENEMY WITHIN Reply with quote

Cultural Marxism's "Long March Through The Institutions" of Western Civilisation

"I saw the revolutionary destruction of Society as the one and only solution.
A worldwide overturning of values cannot take place without the annihilation of the old values and the creation of new ones by the revolutionaries"
[George Lukacs, The Frankfurt School]

"We will make the West so corrupt that it stinks" [Willi Munzenberg, The Frankfurt School]


The Frankfurt School

"The Frankfurt School believed that as long as an individual had the belief - or even the hope of belief - that his divine gift of reason could solve the problems facing society, then that society would never reach the state of hopelessness and alienation that they considered necessary to provoke socialist revolution.

Their task, therefore, was as swiftly as possible to undermine the Judaeo-Christian legacy. To do this they called for the most negative destructive criticism possible of every sphere of life which would be designed to de-stabilize society and bring down what they saw as the 'oppressive' order. Their policies, they hoped, would spread like a virus - 'continuing the work of Western Marxists by other means' as one of their members noted.

To further the advance of their 'quiet' cultural revolution ... the [Frankfurt] School recommended (among other things):

(1) the creation of racism offences,
(2) continual change to create confusion,
(3) the teaching of sex and homosexuality to children,
(4) the undermining of schools' and teachers' authority,
(5) huge immigration to destroy identity,
(6) the promotion of excessive drinking,
(7) emptying of churches,
(8) an unreliable legal system with bias against victims of crime,
(9) dependency on the state or state benefits,
(10) control and dumbing down of media,
(11) encouraging the breakdown of the family.

One of the main ideas of the Frankfurt School was to exploit Freud's idea of 'pansexualism' - the search for pleasure, the exploitation of the differences between the sexes, the overthrowing of traditional relationships between men and women. To further their aims they would:

(a) attack the authority of the father, deny the specific roles of father and mother, and wrest away from families their rights as primary educators of their children,
(b) abolish differences in the education of boys and girls,
(c) abolish all forms of male dominance - hence the presence of women in the armed forces,
(d) declare women to be an 'oppressed class' and men as 'oppressors'."


"Woe unto them that call evil good, and good evil;
that put darkness for light, and light for darkness; that put bitter for sweet, and sweet for bitter!
Woe unto them that are wise in their own eyes, and prudent in their own sight!"
(Isaiah 5:20-21)

You are seeing now everything that this undercover agenda has been working to do in our country and who is behind it all , Corbynski and Co

COMMON PURPOSE-------

Common Purpose is a political charity using Behavioural Modification
Common Purpose (CP) is a Charity, based in Great Britain, which creates ‘Future Leaders’ of society. CP selects individuals and ‘trains’ them to learn how society works, who 'pulls the levers of power' and how CP ‘graduates’ can use this knowledge to lead 'Outside Authority’.

Children, teenagers and adults have their prejudices removed. Graduates are ‘empowered’ to become ‘Leaders’ and work in ‘partnership’ with other CP graduates. CP claims to have trained some 30,000 adult graduates in UK and changed the lives of some 80,000 people, including schoolchildren and young people.

But evidence shows that Common Purpose is rather more than a Charity ‘empowering' people and communities’. In fact, CP is an elitest pro-EU political organisation helping to replace democracy in UK, and worldwide, with CP chosen ‘elite’ leaders. In truth, their hidden networks and political objectives are undermining and destroying our democratic society and are threatening ‘free will’ in adults, teenagers and children. Their work is funded by public money and big business, including international banks.

It is important for researchers on this site to realise that the majority of Common Purpose 'graduates' are victims, who have little if any understanding of the wider role of Common Purpose within UK society, nor of its connections to higher government and the European Union. Drawn into CP training by a flattering invitation, or selected by their company or organisation, this recruitment is normally carried out by a previously trained CP person - now recruiting for the cause. Candidates are screened and selected (or rejected) by CP Advisory Board members in their area.

Both candidates and 'trained graduates' will have no real understanding of Common Purpose's wider role to help achieve a political and social paradigm shift in the UK. The real objective, would appear to be to replace our traditional UK democracy with the new regime of the EU superstate.

By blurring the boundaries between people, professions, public and private sectors, responsibility and accountability, CP encourages graduates to believe that as new selected leaders, CP graduates can work together, outside of the established political and social structures, to achieve this paradigm shift or CHANGE. The so called "Leading Outside Authority". In doing so, the allegiance of the individual becomes 're-framed' on CP colleagues and their NETWORK.

Using behavioural and experiential learning techniques, the views of graduates can be remoulded to conform to the new Common Purpose. Most will not be aware this has happened, but we are given immediate clues in descriptions by graduates that Common Purpose training is 'life changing', 'disturbing, or 'unsettling'. Trained and operating under the Chatham House rules of secrecy (details of discussion, those present and location are not disclosed), CP graduates come to operate in 'their world' of Common Purpose. Please go to Document Library .......Category.........Mind Control Background on this site for historical information regarding manipulation of people's free will and behaviour.

The term 'GRADUATE' is used deliberately so as to prevent disclosure of involvement with Common Purpose. As 'MEMBERS' of CP, which is more appropriate, individuals in the public sector would have to declare their interests. So strong is the Common Purpose bond, that some individuals will lie to hide information and documents considered 'dangerous' to the CP cause. People challenging CP colleagues have been victimised and forced out of their positions.

Common Purpose is linked to a host of other suspect trusts, foundations, think-tanks, quangos and so called charities. DEMOS is a key example. These organisations funnel political and social CHANGE policy through CP, to re-frame graduates. Examples range from promotion of Diversity in every company and organisation, to Curfews for young people.

Common Purpose promotes the 'empowerment of individuals', except where individuals challenge the activities of CP, and public spending on CP. These people are branded vexatious, extremist, right wing or mentally unsound. Mrs Julia Middleton, the Chief Executive of Common Purpose, praises the work of German bankers. Deutsche Bank is, of course, a major power behind Common Purpose. Mrs Middleton, earning circa £80,000 p.a. from her charity, is also very happy to promote the term 'USEFUL IDIOTS' in her book 'Beyond Authority'. Are we the General Public the USEFUL IDIOTS, or are the Elitest Common Purpose Graduates? You must decide.



David Cameron\'s Behavioural Insight Team - Dangerous Mind Manipulation - a la Common Purpose?
On 3rd jan 2011 the Independent newspaper reported on the Tory Cabinet Office Behavioural Insight Team. This secretive little group has been set up to devise psychological initiatives to manipulate people\'s behaviour - also known as reframing. Interesting that this little vipers nest should be uncovered after The UKColumn recently exposed that Francis Maude MP and Julia Middleton CEO Common Purpose had been scheming to set up behaviour change in the Top 200 civil servants using the Common Purpose \'model\'. Behavioural Change is commonly linked to NLP or neuro linguistic programming. What they don\'t tell you is that all NLP carries a risk of mental illness from implanted suggestions that \'fail to take properly\' or which conflict with existing beliefs and norms. The risk may be circa 3% of people who undergo NLP training of some form. Sounds small but when 10,000 people are receiving NLP or 100,000 school children we can expect to see numerous instances of mental illness or other mental disturbances - suicides? - such as the cluster of 39 at Bridgend in Wales.
Of course where children and adults are given NLP without their consent (it is hidden or buried in so called leadership training or self development or motivational courses) these individuals are, in reality, being assaulted. As such they have the right to claim compensation for such assault and ill effects arising as a result.
Are you happy to be \'reframed\' by unknown people for unknown political objectives? Do we not have the right to control our own behaviour? These are dangerous psycho political experiments on the general public and children ...surely they need to be stopped?
Read on for an excerpt of the Independent article. \"Shame, vanity, laziness and the desire to fit in are all to be used as tools of Government policy by ministers acting on the advice of a new psychology unit in Whitehall.
The first glimpse into the confidential work of the Cabinet Office\'s Behavioural Insight Team came on Tuesday when ministers suggested members of the public should be able to make small charitable donations when using cashpoints and their credit cards.
On Friday, the Cabinet Office again followed the unit\'s advice in proposing that learner drivers be opted in to an organ donation scheme when they apply for a licence, and also floated the idea of creating a lottery to encourage people to take tests to prove they have quit smoking.
These initiatives are examples of the application of mental techniques which, while seemingly paradoxical to the Coalition\'s goal of a smaller state, are likely to become a common feature of Government policy.
The public will have \"social norms\" heavily emphasised to them in an attempt to increase healthy eating, voluntary work and tax gathering. Appeals will be made to \"egotism\" in a bid to foster individual support for the Big Society, while much greater use will be made of default options to select benevolent outcomes for passive citizens – exemplified by the organ donation scheme.
A clue to the new approach came early in the life of the Coalition Government, in a sentence from its May agreement: \"Our Government will be a much smarter one, shunning the bureaucratic levers of the past and finding intelligent ways to encourage, support and enable people to make better choices for themselves,\" it read.

Children [1]



The Rotherham ComCommon Purpose caught in nuclear fallout after attack on press freedom
For those still harbouring doubts as to the real agenda of Common Purpose, the Daily Mail exposure on Friday 16 November 2012 caught Common Purpose in the fallout of a nuclear blast. This was a mega explosion that Sir David Bell and Julia Middleton CP had originally helped to plan and trigger in order to destroy the free press and media in Britain. Luckily for freedom, on the Mail front page and eleven pages in total, Editor Paul Dacre's team clinically exposed the dangerous Common Purpose network that had set out to ensnare the mainstream British press and media in government legislation and control, by means of the Leveson Inquiry into press and media standards. The smug arrogance and vested interest with which Bell had been sitting as an 'independent and unbiased' assessor, on the very Leveson panel which he lobbied to create, did not escape the Mail. Other mainstream papers also picked up on the story - the Telegraph, The Sunday Times, and the Sun. The Guardian lamely tried to get in on the act with a few cautionary words, but they forgot to mention that the Scott Trust, their parent organisation, had been funding Bell and Middleton's Media Standard Trust. As to be expected, the BBC, a nest of undeclared Common Purpose 'graduates' led by Common Purpose Chair of Trustees and Tory Chris Patten, remained silent. Their only comment was second-hand, through Private Eye Editor Ian Hislop on the TV show 'Have I got news for you', who went out of his way to rubbish the Mail story and try to dismiss criticism of Common Purpose as nonsense. Private Eye later printed a few derisory paragraphs also designed at undermining the evidence presented by the Mail and other papers.



What did the exposure of Common Purpose include? In simplest terms the exposure of a hidden web of personal and political connections, together with vested interest and conflict of interest, demonstrating a common purpose in its true sense - namely, to create a press and media crisis, giving rise to the need for a Leveson style 'investigation'. The final object appearing to be government control of Britain's press and media.

Key to the scandal has been the role of Levson's David Bell and Julia Middleton and their Media Standards Trust in generating a massive network pressing for press and media regulation. The subsequent Hacked Off campaign, which quickly formed the front end of the anti-media campaign was itself spawned by MST. Financial backers to this scam included Esmee Fairbairn, Gatsby Charitable Trust (Lord Sainsbury), Joseph Rowntree, Eranda Foundation (Evelyn de Rothschild), MacArthur Foundation, Night Foundation, Nuffield Foundation, Pearson Foundation, Cohen Foundation, Samuel Story Charitable Trust, and finally, Scott Trust - owner's of the Guardian - the very same newspaper that started the road to Leveson via its exclusive of the Millie Dowler phone hacking scandal. Scott Trust also has links to N M Rothschilds.

In and around MST and Hacked Off was spun a Common Purpose network of activists and useful idiots, such as Chris Bryant MP, Lord Blair (ex Met police), Cressida Dick (appointed Deputy Assistant Commissioner Sue Akers to head the phone hacking probe), Lord Currie First Chairman of Ofcom, and Paul Scott-Lee (ex Chief Constable West Midlands), Hugh Grant, Steve Coogan and Evan Harris. Hugh Grant is now one of the full time Directors of hacked off. Expert Common Purpose idiot was David Bell, caught with his trousers down when the Bureau of Investigative Journalism, with which he is involved, falsely smeared Lord McAlpine on Newsnight. It should be noted the Guardian is also involved with BIJ as is the BBC. Perhaps not surprisingly Sir David Bell resigned from Common Purpose UK a few days after the Mail's article.

Since the Common Purpose-Leveson exposure, Britains political circles have been buzzing with infighting, retribution and smear. Common Purpose and Leveson guru Shami Chakrabati has slammed Labour and Leader Ed Milliband for pressing for Leveson's legislative control, whilst also declaring Leveson's plans as illegal and backing Tory Cameron. Labour has retaliated by declaring it will table a bill in parliament calling for statutory underpinning of a new press complaints body.

Hacked Off has now set itself up to continue the vociforous campaign for gagging of Britains press and media full time, and is using such intellectual powerhouses as J K Rowling, Hugh Grant, Stephen Fry and Harry Potter girl Emma Watson to front it. Meanwhile papers now maintain that the bulk of Levesons recommendations have come direct from the 'wise words' of gory orgy guru Max Mosley.

Few in the Common Purpose camp can have expected, that having conspired and collaborated unseen to lay a small nuclear bomb under the British Press and Media, they would be caught not just in the blinding light of the blast, but drenched in the political and public fallout. What a fine example of the reason we need proper free press and investigative journalism, even if they did use a great deal of UK Column material.

A charity called Common Purpose to help individuals and our society? No. This is a fifth column to collapse Britain as a Nation State, subverting and disrupting from the inside. Cpexposed.com has been warning for years of the real plans of this dangerous political organisation. If they achieve state control of our press and media we are in a perilous situation. Thankfully they are still shaken and disorientated by the blast. We have been warned. We now need to seize the moment, sweep up the mess and Common Purpose with it. Other nations suffering Common Purpose take note.mon Purpose Effect
by
Martin Edwards
| Wednesday, 4th February 2015
By blurring the boundaries between people, professions, public and private sectors, responsibility and
accountability, Common Purpose encourages “graduates” to believe that as new selected leaders, they can
work together, outside of the established political and social structures, to achieve a paradigm shift or
CHANGE - so called “Leading Beyond Authority”. In doing so, the allegiance of the individual becomes ‘re-
framed’ on CP colleagues and their NETWORK. Is it any wonder the local authority is "not fit for purpose" in
the latest official report?
In the May 2013 edition of the UK Column, we published an in depth article discussing the report which
resulted from the 31 month Public Inquiry into unnecessary deaths at the Mid Staffordshire NHS Trust (The
NHS Common Purpose: Towards a Million Change Agents).
When presenting his findings Robert Francis QC told his audience:
This is a story of appalling and unnecessary suffering of hundreds of people. They were failed by a
system which ignored the warning signs, and put corporate self-interest and cost control ahead of
patients and their safety.
Francis claimed there was a lack of care, compassion, humanity and that the most basic standards of care
and fundamental rights to patient dignity had not been respected. He also claimed that there was a lack of
leadership. Amongst the report’s recommendations were that an NHS leadership college should be set up
so that managers can share best practice.
One of the four inquiry assessors was Sir Cyril Chantler. Chantler is also on the Board of the Media
Standards Trust where he has been sitting alongside Sir David Bell (Common Purpose and an assessor at
the Leveson enquiry) and Julia Middleton CEO, Common Purpose.
Chantler was Chairman of the Kings Fund London from 2004 until 2010. According to the Kings Fund
website they have been ‘developing confident, able and imaginative leaders within the NHS for more than 30
years. Now, more than ever, the NHS needs the right leaders at all levels, who are prepared to drive
improvements and inspire change at a time of enormous financial challenge’.
2/5/2018 The Rotherham Common Purpose Effect
https://www.ukcolumn.org/print/article/rotherham-common-purpose-effect 2/4
Common Purpose NHS leadership training wasn’t mentioned even once in the three volume Francis report.
UK Column researchers uncovered the fact that East Midlands Leadership Academy, delivered in
partnership with Common Purpose and the Kings Fund, had been delivering training to many NHS
personnel.
We also uncovered many examples of external executive coaching organisations providing NHS training via
specialists in Neurolinguistic programming. This included direct evidence of involvement by the organisation
NLP life. This organisation includes amongst its trainers Dr. Richard Bandler and stage hypnotist Paul
McKenna. Bandler is the Co-Founder of the field of Neuro-Linguistic Programming.
The Francis report highlighted the ‘appalling and unnecessary suffering of hundreds of people’. Despite this
we have heard of no criminal prosecutions or other sanctions against those responsible and shortly after the
scandal was publicised it was reported that Mid Staffordshire NHS Trust was to be dissolved. Would we be
cynical to assume that this move is designed to frustrate any civil claims for damages due to negligence, we
wonder?


The Rotherham Common Purpose Effect
The ongoing scandal concerning the industrial scale of abuse of young children in Rotherham provided us
with an opportunity to bring into sharp public focus any networks of Common Purpose operatives found
within the strategic partnerships made up of various public sector organisations in Rotherham and the wider
geographical area.
The 159 page Jay report ‘Independent Inquiry into Child Sexual Exploitation in Rotherham 1997 – 2013’
makes more than uncomfortable reading. A flavour can be obtained from the following extracts from the
Executive Summary of that report:
Our conservative estimate is that approximately 1400 children were sexually exploited over the full
Inquiry period, from 1997 to 2013.
They were raped by multiple perpetrators, trafficked to other towns and cities in the north of England,
abducted, beaten, and intimidated. There were examples of children who had been doused in petrol
and threatened with being set alight, threatened with guns, made to witness brutally violent rapes and
threatened they would be next if they told anyone. Girls as young as 11 were raped by large numbers of
male perpetrators.
Over the first twelve years covered by this Inquiry, the collective failures of political and officer
leadership were blatant.
The Police gave no priority to CSE, regarding many child victims with contempt and failing to act on
their abuse as a crime. Further stark evidence came in 2002, 2003 and 2006 with three reports known
to the Police and the Council, which could not have been clearer in their description of the situation in
Rotherham. The first of these reports was effectively suppressed and the others were ignored and no
action was taken to deal with the issues that were identified in them.
Seminars for elected members and senior officers in 2004-05 presented the abuse in the most explicit
terms.
The remainder of the Jay report is equally damning. For 16 years, not only did the police and social services
turn a blind eye, sometimes the police even harassed those who were whistleblowers.
Is there a provable behind the scenes connection between those leading South Yorkshire Police and
Rotherham MBC Officers?
David “more concerned with reputation than catching abusers” Compton: Chief Constable, South
Yorkshire Police (2012–Present). Whilst Assistant Chief Constable, West Yorkshire Police, Compton
Graduated as a Common Purpose Matrix Graduate (1994).
Robert Dyson QPM: Temporary Chief Constable prior to the appointment of David Compton. Deputy Chief
Constable, South Yorkshire Police (2007 -2012). Is currently the Independent Chair of Barnsley
Safeguarding Children Board. Dyson became a Common Purpose Matrix Graduate in 2002 and is a
member of Common Purpose Sheffield City Region Group.
Martin “no council officers will face disciplinary action” Kimber: Chief Executive, Rotherham MBC
(2009 - present). Kimber recently declared to MPs that child sex abuse files were “missing from the council
archive”. Whilst Head of Service, Barnsley Metropolitan Borough Council in 1992 Kimber became a
Common Purpose Matrix Graduate.
2/5/2018 The Rotherham Common Purpose Effect
https://www.ukcolumn.org/print/article/rotherham-common-purpose-effect 3/4
Is there evidence of CP involvement with strategic partnerships?
Carole Haywood: Manager for the Rotherham Local Strategic Partnership (December 2008 – Present) and
Policy lead for Rotherham Council. Working collaboratively with Rotherham’s Strategic partners to look for
locally led solutions to issues that impact on Rotherham’s people and communities. Haywood is also a
member of Common Purpose Sheffield City Region Group.
Joyce Thacker: former strategic director of children and young people’s services at Rotherham MBC. She
was a project advisor for a pilot programme run by Common Purpose that was concerned with community
cohesion and diversity issues in West Yorkshire. Thacker was until recently a member of the Health &
Wellbeing Board where she sat alongside Martin Kimber, COE Rotherham MBC (Common Purpose), Janet
Wheatley, CEO Voluntary Action Rotherham (Common Purpose) and Carol Stubley, Director of Finance,
South Yorkshire & Bassetlaw Area Team, NHS England (Common Purpose).
In the Health & Wellbeing Board Register of Members interests, dated 15th May 2013, Joyce Thacker failed
to declare any interests with Common Purpose.
Zaidah Ahmed: Community Cohesion Manager. According to LinkEdin Zaidah’s current role is to “provide
strategic leadership across the School Effectiveness Service (SES) and within Children & Young People’s
Services (CYPS) of the programmes to develop community cohesion in the school system”. According to the
website of the Yorkshire and Humber Improvement and Efficiency Partnership ‘Common Purpose had been
commissioned to deliver the Get Connected Leadership Programme. Included is Zaidah Ahmed who
describes herself as “managing a multi agency team comprising of social workers, educationalist and Health
professionals to deliver a fully integrated service for children, young people and families. She is also a
qualified Teacher, Counsellor, Youth Worker, Careers and connexions Advisor ... Zaidah qualified as a
Magistrate (JP) in 2007. She is also a Common Purpose graduate.
Councillor Mahroof Hussain: a Labour councillor in Rotherham, South Yorkshire since 2002. He is
currently Cabinet Member for Cohesion. Mahroof was appointed as a Magistrate to the Rotherham Bench in
2001. He is a graduate of the IDeA Leadership Academy, Common Purpose Programme and the next
Generation of Leaders in Local Government programme run by the Westminster Leadership Academy.
Hussain is a member of the Rotherham Partnership Board and the Local Government Yorkshire and the
Humber – Local Authority Commission on Asylum and Migration (Migration Yorkshire).
With two Common Purpose graduates involved with Community Cohesion in Rotherham would we be
cynical to believe that the ‘race card’ has been deliberately deployed in order to deflect attention from the
true systemic problem which appears to revolve around the Common Purpose controlled local networks?
Common Purpose Paedophiles
What would the following historical cases of Frank Sheenan, James Rennie and Mathew Byrne suggest to
the hypothetical reasonable man on the Clapham Omnibus?
Frank Sheenan: In 2008 Chief Fire Officer for West Midlands Fire Service resigned from his post with
immediate effect. He had been arrested on suspicion of making indecent images of children. In 2009 Frank
Sheenan received a formal caution and was placed on the Sex Offenders’ Register for two years after the
Crown Prosecution Service deemed it was ‘not in the public interest’ to charge him. Frank Sheehan was a
Common Purpose 20:20 graduate 1998
James Rennie was the successful chief executive of LGBT Youth Scotland, an organisation dedicated to
helping young gay people. A former secondary school teacher, he regularly spoke out in public on gay
issues, particularly how they affected young people. But the High Court in Edinburgh heard he was “polluted
by deviant compulsion”. He was charged and ultimately convicted of molesting a child over a number of
years, starting at the age of three months. Rennie was a Common Purpose Matrix Graduate 2003.
Mathew Byrne, a Children’s charity boss, admitted a string of sadistic sex attacks on prostitutes in a ‘torture
chamber bedroom’ in 2010. He made his victims dress up as young schoolgirls before carrying out horrific
sex assaults on them at his Wirral home. Byrne also admitted four charges of making indecent images of
children. In 2008 the charity boss featured in Liverpool: Sung & Unsung - a collection of idiot
featuring “individuals that best represent the city” and “make decisions which affect the whole city”. He was
one of 86 leading lights in the book and appeared alongside then Merseyside Police chief constable Bernard
Hogan Howe, comedian Ken Dodd and Archbishop Patrick Kelly. Byrne was a Common Purpose Advisory
Group member and helped select other individuals as suitable for Common Purpose training.
2/5/2018 The Rotherham Common Purpose Effect
https://www.ukcolumn.org/print/article/rotherham-common-purpose-effect 4/4
In the adjoining Greater Manchester area, Chief Constable Sir Peter Fahy and two detectives have recently
been served with criminal and gross misconduct notices by the Independent Police Complaints Commission
(IPCC). The claims against Fahy relate to his alleged support to an allegedly poorly-handled investigation
into a suspected sex offender. A detective superintendent and a detective chief inspector have also been
served with criminal and gross misconduct notices for their roles in the investigation. Assistant Chief
Constable Terry Sweeney, has been served with a gross misconduct notice over allegations GMP secretly
disposed of the human remains of Harold Shipman’s victims.
It is no surprise to learn that Peter Fahy has appeared in a Common Purpose promotional video “What
makes for successful collaboration?” He is also a member of UNCIVPOL- United Nations Civilian Police.
Can the involvement of Common Purpose Graduates in the Mid Staffordshire NHS Trust case, the Leveson
Inquiry and their presence in the networked strategic partnerships which failed to protect vulnerable children
in Rotherham be simply explained as coincidental?
Further revelations of our investigation will be revealed in the Issue 1/2015 edition of the UK Column
newspaper.
Help the UK Column by becoming a member:
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The NHS Common Purpose: Towards A Million Change Agents
by MARTIN EDWARDS | Friday, 24th May 2013
For change to work, the discontent with the present must be greater than the tolerance of it – Robert Rowland Smith, philosopher Isn't this the perception we are being fed about the state of parts of our NHS? Might this not suggest that it is being deliberately sabotaged from within?
The most damaging failings were illustrated following the 31 month Public Inquiry into unnecessary deaths at the Mid Staffordshire NHS Trust between 2005 and 2009, failings in which elderly and vulnerable patients were left unwashed, unfed and without fluids. When presenting his findings Robert Francis QC told his audience, “This is a story of appalling and unnecessary suffering of hundreds of people. They were failed by a system which ignored the warning signs, and put corporate self-interest and cost control ahead of patients and their safety.”

The report contains 290 recommendations for change across the whole of the NHS. Francis claimed there was a lack of care, compassion, humanity and that the most basic standards of care and fundamental rights to patient dignity had not been respected. He also claimed that there was a lack of leadership. Amongst the report’s recommendations were that an NHS leadership college should be set up so that managers can share best practice.

Potential Conflicts Of Interest?
According to the Public Inquiry website, “on 15 October 2010, the Chairman appointed four assessors, specifically chosen for their experience and knowledge in key areas of interest for the Inquiry, both within the NHS and other fields.”

One of these assessors was Sir Cyril Chantler. Chantler is also on the Board of the Media Standards Trust, where he has been sitting alongside Sir David Bell (Common Purpose and an assessor at the Leveson enquiry) and Julia Middleton CEO, Common Purpose. The Leveson enquiry website indicated that its assessors “were appointed by the Prime Minister for their expertise in the range of issues being considered by the Inquiry, as well as their complete independence from any interested parties.” We all know how false that claim has turned out to be.

It wasn’t difficult to establish that Sir Cyril Chantler was Chairman of the Kings Fund London from 2004 until 2010. According to the Kings Fund website they have been “developing confident, able and imaginative leaders within the NHS for more than 30 years. Now, more than ever, the NHS needs the right leaders at all levels, who are prepared to drive improvements and inspire change at a time of enormous financial challenge.”

On the page dedicated to him on the Public Enquiry website Chantler has omitted this past connection.







NHS Leadership and Common Purpose
Common Purpose NHS leadership training hasn’t once been mentioned in the three volume Francis report. Despite this there is considerable evidence that many NHS staff have received such training. For example, The Health Service Journal peddled it sometime ago in their article Unlocking Leadership Potential in the NHS, published on 20th May, 2008. Here are a few typical quotes:

“An innovative leadership development programme is helping managers connect with people they would not ordinarily meet by bringing together diverse groups of people from the private, public and non-profit sectors for unique learning experiences ...”

“The aim of the programmes, run by training organisation Common Purpose, is to give leaders the skills, the connections and the vision they need to lead more effectively, and to push them to extend their influence beyond their own organisation, locality and culture ...”

“Chris Simmonds is general manager of the Medical Practice in Doncaster. Chris attended a Common Purpose programme five years ago, which inspired him to develop the practice in innovative ways.”

The East Midlands Leadership Academy, Common Purpose and the Kings Fund
The East Midlands Leadership Academy advertised an emerging leaders programme 2010-2011. This 9 month programme was delivered in partnership with Common Purpose and the Kings Fund. 47 delegates and their sponsors attended an inspiring day with key note speaker – Dr Gerry McSorley, CEO Northampton General Hospital NHS Trust, along with inspiring presentations and stories from Professor Rachel Munton – Director of East Midlands Leadership Academy and Martin Kalungu Banda of Common Purpose.

The Emerging Leaders programme delivery team included: Anne Benson, Belinda Weir and Kemi Togun of The King’s Fund and Caroline Duckworth, Saragh Gale and Martin Kalungu Banda of Common Purpose.

Further evidence of the involvement of Common Purpose in the provision of NHS Leadership training is provided by reference to the Doncaster NHS Leadership & Talent Management Strategy 2009 - 2011. For example, on page 9, it described the building of Strategic Alliances via Common Purpose programmes: Focus, Profile, Navigator and 20:20. On Pages 26 & 27 it tells readers that Focus is for Directors and Assistant Directors, Profile is pitched at Director level and above, Navigator being for Clinicians and GP’s and 20:20 being aimed at Chief Executives and Deputy Chief Executives.

Interrogation of the database of names published by cpexposed.com reveals that Common Purpose graduates have, for many years, been occupying positions within the Department for Health, Strategic Health Authorities and at Board and senior management level at Primary Care Trusts and NHS Foundation Trusts.

Four examples of Common Purpose linked personnel operating at NHS Director level are:

- Dr. Mahmood Adil, Deputy Director of Public Health for the North-West. He is a Common Purpose 20:20 graduate, Fellow of the Royal College of Physicians and Associate of the Nuffield Trust.

- Jacky Chambers, Director of Public Health Birmingham Teaching PCT & Member of the Management Board of Common Purpose.

- Richard Mendelson, Director of Health Improvement, Eastern Birmingham Primary Care Trust and Common Purpose Graduate.

- Salma Ali, Director of Nursing, Heart of Birmingham Teaching Primary Care Trust and Common Purpose Graduate.

Despite the lack of recognition of Common Purpose training by the Francis report one has to ask what values has this and other leadership training instilled into the minds of NHS managers and staff?









NHS Leadership Training Using NLP
Amongst the trainers within the Kings Fund we discovered Paul England and Janet Wilson. Paul England, Leadership associate, holds an MA in change management and is an NLP practitioner. Janet Wilson is an executive and leadership coach and consultant. She qualified as a coach in 2003 and then completed further training as an NLP coach in 2004.

In addition to Common Purpose & Kings Fund courses many other leadership courses are being offered to NHS staff.

For example, Coaching Innovations claim to have extensive experience (across the range of NHS organisations including Foundation Trusts, Primary Care Trusts, (PCT), Mental Health and Acute sectors), working as directors of Human Resoruces and Organisational Development in the public sector, over a number of years. They also claim to be executive coaches and NLP practitioners. Amongst their clients they list the Welsh Assembly, NHS Employers, Heart of Birmingham Teaching PCT, Portsmouth Hospitals NHS Trust and Stafford Hospitals NHS Trust.

Innov8 NHS Commissioned and Funded an Accelerate Leadership Programme commencing in November 2012. The Yorkshire & Humber NHS accelerate flyer provides the following detail:

“Held on a monthly basis, the course leads to the award of Certified Practitioner of NLP by INLPTA, the International NLP Trainers Association. The course comprises 9 x 2 day modules, designed to provide you with insights and understanding as well as techniques and skills to help you work even more effectively as a manager and leader. The course will be delivered by Dave Thornton and Chris Grimsley.

“Dave works as a successful and sought after Executive Coach and ‘top team’ developer for a range of organisations across the UK. He is a qualified NLP Master Practitioner, Executive Coach; MBTI facilitator and has a whole host of other experiences under his belt. He is a member of the ‘Windsor Leadership Trust’, is an Associate of the ‘Kings Fund’, works with a number of Royal Colleges and is on the NHS Institute of Innovation and Improvements Senior Team/Board coach register.

“Chris Grimsley is an INLPTA Certified NLP Trainer and Master Practitioner, with a passion for bringing NLP into public services at organisational / managerial levels, and to service delivery. He is founder and principal trainer of the Institute of NLP for Public Service, and is acclaimed for making NLP training accessible, and practically useful. He has trained and developed with some of the leading lights from the world of NLP and contributed to its practical adoption throughout many public services.”

NLP life includes amongst its trainers Dr. Richard Bandler and stage hypnotist Paul McKenna. Bandler is the co-founder of the technique of Neuro-Linguistic Programming.

Also featured is Dr Natheera Indrasenan. She is the UK’s only licensed NLP Master Trainer approved by Dr Bandler and the Society of NLP who is also a practising doctor with nearly 20 years experience. For the last 3 years she has trained over 3000 doctors all over the UK. She is founder of AcuityDoctor which is “a unique organisation bringing NLP to all healthcare professionals in the UK. Acuity Doctor consists of Natheera and a team of Trainers who are GPs and psychiatrists by profession.”

According to Natheera “[p]atients need motivating in areas like weight reduction or smoking cessation. By using NLP language and rapport building techniques the doctor and patients are on the same wavelength opening up the way to creating the changes. The Meta model questioning techniques are particularly useful to nudge patients forward when they get “stuck” in their lives and are being taught increasingly to doctors to add them to their toolkit of communication skills.”

The Centre for Sustainable Healthcare
The Centre for Sustainable Healthcare (formerly known as the Campaign for Greener Healthcare) claims to be inspiring people to realise the vital importance of the overlap between their wellbeing and environmental sustainability, particularly in the field of healthcare.

The Centre for Sustainable Healthcare works closely with partners both within and outside the NHS. Its partners include: The Climate and Health Council, The Carbon Trust, 10:10 Campaign, The Sustainable Development Commission and the NHS Sustainable Development Unit.

According to their website, “[t]he NHS Forest is an exciting national project coordinated by the Centre for Sustainable Healthcare. One of this project’s central aims is Greening the NHS Estates and planting 1 tree per employee amounting to 1.3 million trees within the next 5 years.”

The NHS Sustainable Development Unit
This national unit is based in Cambridge. It aims to help the NHS fulfil its potential as a leading sustainable and low carbon healthcare service. It claims that it does this by developing organisations, people, tools, policy and research which will enable the NHS to promote sustainable development and mitigate climate change. The NHS Sustainable Development Unit took part in the Rio+20 global UN Conference on Sustainable Development via a pre-recorded film, presented by Dr David Pencheon.

There are a number of priority areas that NHS organisations are targeting to reduce carbon, improve efficiency and save money. For example, engaging staff and the public in sustainability [my emphasis].

According to the NHS Sustainability Boards Leadership programme summary report (2010):

“Delivering a sustainable health system provides a positive vision for engaging with staff, organisations and the public to deliver transformational change ...

“Trusts need to take long term actions that benefit communities and patients and which fit with short-term performance targets, otherwise the shift to preventative care will not happen.”

The video NHS, Cutting carbon and improving health (a short presentation for all staff who work for the NHS) evidences that the Sustainable Development Unit has calculated the carbon footprint of the whole NHS. Whilst buildings and transport contribute 40%, procurement is responsible for 60% of carbon emission. Nearly two thirds of that total comprising drugs, medical supplies and surgical equipment.



The Foundation Trust Network
The Foundation Trust Network (FTN) is the membership organisation for NHS public provider trusts. FTN is a member owned charity working “to promote a vibrant and sustainable NHS public provider sector”. At the time of the horrifying events at Mid Staffordshire Foundation Trust Sue Slipman was CEO of the Foundation Trust Network.

Slipman has a colourful career history. She served as a member of the executive committee of the Communist Party before joining the Social Democrat Party as a founder member in 1981. As Director of the National Council for One Parent Families (1986 – 95) she rallied support for the discredited Child Support Agency. Slipman left her post at Foundation Trust Network in July 2012. She is now a non executive director at Kings College Hospital Foundation Trust and is described on LinkedIn as a Policy Strategist and Change Leader.

NHS Institute for Innovation and Improvement and its influence
Helen Bevan is Chief of Service Transformation at the NHS Institute for Innovation and Improvement. She co-authored a research document entitled Towards a million change agents, a review of the social movements literature: implications for large scale change in the NHS. Within this document comparisons were made between a project management approach to change and a social movements approach where “people change themselves and each other – peer to peer”.

Bevan refers to the following definitions of a social movement:

“A group of people who consciously attempt to build a radically new social order; involves people of a broad range of social backgrounds; and deploys politically confrontational and socially disruptive tactics.” Zirakzadeh 1997

“Collective challenges, based on common purposes and social solidarities, in sustained interaction with elites, opponents, and authorities” Tarrow 1994

Isn’t this precisely what we are witnessing in relation to the major transformation now taking place within the NHS?

Other documents attributed to Bevan include the 46 page How to build unstoppable change and The power of one, the power of many-bringing social movement thinking to healthcare improvement.

The Health & Social Care Act 2013, The NHS Leadership Academy, Clinical Commissioning Groups, and the Leadership Development Support Framework

Since the Francis report the Government has published new regulations under Section 75 of the Health & Social Care Act 2013 (SI 257 - The National Health Service (Procurement, Patient Choice and Competition) Regulations 2013). These regulations create requirements for virtually all commissioning done by the National Commissioning Board and Clinical Commissioning Groups to be carried out through competitive markets, forcing through privatisation. They contain legal powers for the new NHS regulator, Monitor, to enforce the privatisation spontaneously or at the request of private companies which lost bids. According to the Royal College of Physicians “these regulations go much further towards privatising the NHS than ministers implied when the legislation was going through Parliament.”

A total of 211 CCGs will, from 1 April 2013, be responsible for £65 billion of the £95 billion NHS commissioning budget.

The NHS Leadership Academy have commissioned Ashridge Business School to provide a series of short courses specifically to support potential CCG leaders. The Ashridge Centre for Business and Sustainability is Ashridge’s in-house think tank on sustainable development and the implications for leadership, strategy and change in organisations. Established in 1996, the centre leads influential research and thought leadership in collaboration with external partners, and works collaboratively across Ashridge to support Ashridge’s education and consulting work around leadership and change for sustainability.

The NHS Leadership Academy has also established a National Framework of CCG Leadership Development Support. CCGs or groups of individuals or CCG leaders can use the framework to secure quality leadership development support. The framework is made up of four lots: Setting up and leading a high performing CCG; Working collaboratively and across boundaries – promoting partnership working; Managing and influencing local and national politics, and, Engaging and leading colleagues in general practice through distributed leadership – ensuring that the organisation is clinically led.

If the above seems like reading Common Purpose speak you would be perfectly correct. Amongst the approved providers we discovered the PwC National Clinical Commissioning Group Development Alliance. This alliance includes: Price Waterhouse Coopers, The Kings Fund, Common Purpose, Practive, Cumberledge Connections and Wragge and Co Solicitors.

Consultation on the ‘Sustainable Development Strategy for the Health, Public Health & Social Care system’
Between January and May 2013 there is a Consultation on the Sustainable Development Strategy for the Health, Public Health & Social Care system. Ex communist Sir David Nicholson, CEO NHS Commissioning Board and Duncan (‘don’t rely on the NHS, look after yourself’) Selbie, CEO Health England claim that “[w]e have a clear responsibility to take a leading role in tackling climate change and have a genuine opportunity to influence change for our patients, service users and the public.”

There is also a Youtube video where Sir David Nicholson speaks at the launch of this consultation. This video has attracted one cutting comment on the Youtube page - “Question. Sir David Nicholson, will the patients who suffered at Mid Staffs be involved in the Sustainable Development Strategy? No they wont Sir David as they are no longer with us. This video offended me from beginning to end.”

If you thought that the primary role of the NHS was to provide curative health care for those suffering illness or injury the evidence we have uncovered suggests otherwise. The transformation is already towards preventative healthcare, privatisation of services and the ‘nudging’ of patients towards sustainable lifestyle choices. In some areas, if nudging doesn’t produce the desired effects the NHS resorts to bullying. It now becomes obvious that the NHS is acting as a change agent for the common purpose.
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