Humber, Coast and Vale Excellence Centre 17 th April 2018 Welcome to - - PowerPoint PPT Presentation

Humber, Coast and Vale Excellence Centre

17th April 2018

Welcome to Our Launch

Humber Coast and Vale Sustainability and Transformation Partnership Excellence Centre Launch Event

17 April 2018

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What is an STP?

• A plan
• A statutory body or organisation
• Me and Simon
• The things that all organisations are working on

together

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An STP is NOT……

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STP = PARTNERSHIP

• 6 CCGs
• 3 Acute Trusts
• 3 Mental Health

Providers

• 6 Local Authorities
• Ambulance Service

Providers

• Community Service

Providers

• General

Practitioners

• Other Stakeholder

Organisations

Humber Coast and Vale Health and Care Partnership Excellence Centre Launch Event

17 April 2018

• We want to close the 3 gaps:

– Health and wellbeing – Care and quality – Finance and efficiency

• We want everyone in our area to:

Start well, live well and age well

• We want to become a health improving system

rather than an ill health treating system

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Objectives – 2016 Submission

Our Priorities

Helping people to stay well Integrating and improving ‘out of hospital’ care Creating the best hospital care Improving services in priority areas including cancer and mental health Deploying resources effectively – workforce, IT, buildings and equipment Making the most of every penny to deliver good quality local services within the funding available

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STP Assessment – July 2017

Hospital Performance A&E waiting time performance RTT waiting time performance Providers in special measures Healthcare associated infection – MRSA Healthcare associated infection – C Diff Patient Focused Change Primary Care extended access Patient satisfaction with GP opening times IAPT recovery rate Early intervention in psychosis – 2 week waits %age of cancers diagnosed at stage 1 or 2 Cancer 62 day waiting time performance Cancer patient experience score Transformation Emergency admissions rate Total bed days rate Delayed transfers of care rate System wide leadership CCG/Trust performance vs financial control total

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A&E Waiting Time Performance (8.3%)

Somerset 94.0% Northamptonshire 84.5% Gloucestershire 93.4% Bristol, N Somerset and S Gloucs 84.4% MK, Bedfordshire and Luton 92.2% Cheshire and Merseyside 84.3% Surrey Heartlands 91.3% Lincolnshire 84.1% Durham, Darlington and Tees 90.3% North Central London 83.9% Northumberland, Tyne and Wear 89.6% The Black Country 83.0% South West London 89.5% Coventry and Warwickshire 82.9% Dorset 89.2% Bath, Swindon and Wiltshire 82.7% Derbyshire 88.6% Cornwall and the Isles of Scilly 82.7% Frimley Health 88.5% Lancashire and South Cumbria 82.7% Sussex and East Surrey 88.3% Hampshire and the Isle of Wight 81.6% Birmingham and Solihull 88.2% Greater Manchester 81.5% North West London 88.2% Nottingham 81.5% Suffolk and North East Essex 87.9% Kent and Medway 81.3% South Yorkshire and Bassetlaw 87.4% Norfolk and Waveney 81.2% South East London 87.3% Lecisestershire and Rutland 79.5% Humber, Coast and Vale 86.6% Mid and South Essex 78.8% West North and East Cumbria 86.6% Staffordshire 77.3% North East London 86.2% Hertfordshire and West Essex 76.2% Devon 86.0% Cambridge and Peterborough 75.8% West Yorkshire and Harrogate 85.6% Hereford and Worcestershire 74.3% Bucks, Oxfordshire and Berks 85.1% Shropshire and Telford 73.8%

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18 Week Waiting Time Performance (8.3%)

Northumberland, Tyne and Wear 94.5% Bristol, N Somerset and S Gloucs 90.1% Nottingham 93.7% North Central London 90.0% South Yorkshire and Bassetlaw 93.6% Gloucestershire 89.9% Derbyshire 93.3% Lancashire and South Cumbria 89.9% North East London 93.1% Dorset 89.8% Durham, Darlington and Tees 92.8% West North and East Cumbria 89.5% Frimley Health 92.8% Lincolnshire 89.3% Surrey Heartlands 92.7% Northamptonshire 88.9% Shropshire and Telford 92.5% Sussex and East Surrey 88.7% MK, Bedfordshire and Luton 92.3% Somerset 88.5% Greater Manchester 91.9% Suffolk and North East Essex 88.3% Birmingham and Solihull 91.8% North West London 87.7% Cambridge and Peterborough 91.7% Norfolk and Waveney 86.5% Lecisestershire and Rutland 91.7% Coventry and Warwickshire 86.4% South West London 91.7% Mid and South Essex 86.4% Hampshire and the Isle of Wight 91.0% Devon 85.5% West Yorkshire and Harrogate 91.0% Hereford and Worcestershire 85.1% The Black Country 90.8% South East London 84.9% Bath, Swindon and Wiltshire 90.7% Staffordshire 84.8% Hertfordshire and West Essex 90.7% Cornwall and the Isles of Scilly 84.6% Cheshire and Merseyside 90.5% Kent and Medway 84.3% Bucks, Oxfordshire and Berks 90.4% Humber, Coast and Vale 82.8%

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Cancer 62 Day Performance (2.8%)

Frimley Health 90.3% The Black Country 83.1% Norfolk and Waveney 88.3% Lancashire and South Cumbria 82.5% Cambridge and Peterborough 88.0% Nottingham 82.4% Bucks, Oxfordshire and Berks 87.1% Birmingham and Solihull 82.0% Surrey Heartlands 86.2% West North and East Cumbria 81.5% Northumberland, Tyne and Wear 86.1% North Central London 80.9% Greater Manchester 85.7% Somerset 80.9% MK, Bedfordshire and Luton 85.3% Northamptonshire 80.5% Bristol, N Somerset and S Gloucs 84.7% Lecisestershire and Rutland 80.3% Hampshire and the Isle of Wight 84.6% Devon 80.2% Dorset 84.4% Hertfordshire and West Essex 80.1% Shropshire and Telford 84.4% Sussex and East Surrey 80.1% Cheshire and Merseyside 84.3% Suffolk and North East Essex 78.8% West Yorkshire and Harrogate 84.1% Staffordshire 77.9% South Yorkshire and Bassetlaw 84.0% Derbyshire 77.0% Cornwall and the Isles of Scilly 83.9% Kent and Medway 76.8% North West London 83.8% Humber, Coast and Vale 76.5% South West London 83.8% South East London 76.4% Coventry and Warwickshire 83.7% Hereford and Worcestershire 76.3% Durham, Darlington and Tees 83.4% Mid and South Essex 74.0% North East London 83.3% Gloucestershire 73.8% Bath, Swindon and Wiltshire 83.2% Lincolnshire 70.4%

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“Requires Most Improvement”

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When the Going Gets Tough…..

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Where Next?

–Place based work –Wider collaboration –Strategic and innovative system leadership –Mutual accountability

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Leadership Summit – Key Themes

Hull North Lincs North East Lincs Scarborough York East Riding Place Based Work

• 1. Commissioning review
• 2. Acute service review

Strategic Developments System Resources Strategic Transformation

• 3. Mental health
• 2. Urgent and emergency care
• 4. Elective
• 5. Maternity
• 6. Cancer
• 1. Primary care
• 2. Digital technology and ICT
• 3. Capital and estates
• 4. Finance
• 1. Workforce
• 5. Population health management and

analytics

• 7. Diabetes
• 6. Leadership & improvement

development

Place Based and Wider Collaboration

• Shared vision and plan
• Relationships and trust
• Clinical engagement
• Committed collaboration
• Effective collaboration
• Time

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Essential Ingredients

– Aligned Incentives Contract – Provider Alliance – Integrated commissioning – Improved A&E performance – Excellence Centre – etc

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Accentuate the Positive

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Hope and Opportunity

– Clear vision and plan – Stronger relationships – Increased commitment to collaboration – More effective collaboration – Improved service quality and performance – Improved financial performance – Better assessment rating – Enhanced reputation

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Partnership Objectives for 2018/19

On behalf of the Humber Coast and Vale Health and Care Partnership: Enjoy the day and Keep Collaborating!

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And Finally……

Candace Miller Director

• Healthcare employers need skilled

and qualified staff for quality services …. and

• Support staff (clinical and

infrastructure) have a critical role to play …. but

• Accessing relevant skill

development opportunities can be difficult … when

• Funding for support staff

education and training is under pressure

Why?

‘ Our vision is of a qualified and transferable healthcare support workforce, with every individual recognised and valued for the skills they have, and encouraged and enabled to develop the skills they want and need’ Launched September 2013

• Employers leading and setting the agenda
• n skills
• Increased local access to consistently high

quality training and development provision

• Partnership working and sharing expertise

to make best use of scarce resources

• Enabling service quality and productivity

enhancement through encouraging innovation and better use of wider workforce skills

Core Principles

• Excellence Centre Network
• National services and

partnerships

Enacted through

EXCELLENCE CENTRE NETWORK

What is an Excellence Centre?

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• Local: hub/action centre for

vocational education & training

• Collaborative: sharing information

and access to resources

• Employer – led: hosted by employers

& supported by local stakeholders and quality education and training providers

• Innovative: facilitating co-

development and spread of best practices in training

Excellence Centre Network

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• City & East London
• Humber Coast and Vale
• South Tees and Cumbria
• Poole
• Southampton & Solent
• South Yorkshire Region
• West Yorkshire and

Harrogate In discussion in further potential centres across the country

Becoming an NSA Excellence Centre

• Expression of Interest
• Demonstrate commitment to the

principles

• Develop a locally relevant business

plan for success

• Evaluation by a panel that includes

the Chair of the Excellence Centre National Council

• Approval and launch
• Take up membership of the

Excellence Centre National Council

Support from the NSA core team

• External investment and business development

support

• Awareness raising, marketing and promotion of EC

and Network products and services

• Facilitation of local and national network stakeholder

engagement

• Impartial, expert advice on education and training
• Objective recognition of quality assured training

providers

• Coordination of joint initiatives and projects
• Coordinating co-development and/or sharing of EC

mandated resources

• Quality assurance support to ensure consistency and

value

Benefits for employers

• Services and staff accessing high

quality skills development

• A clear voice to drive local skills

improvements

• Best practice sharing with peers

from across a national network

• Access to consistent, expert

advice and support at not-for- profit charges

Benefits for education and training providers

• Broader/deeper insight into

employer needs

• Opportunity to deliver

programmes & learning resources that employers want and need …. at reduced development costs

• Sustainable business

relationships

Benefits for local healthcare services

• A workforce skilled in the needs
• f local services
• Locally ‘grown’ talent

management and skills pipelines

• A flexible workforce pool for the

challenges ahead

• Best use made of development

resources and expertise, freeing funds for service delivery and improvement.

NATIONAL SERVICES AND PARTNERSHIPS

National services

• Learning Capacity and

Capability building

– Staff/system development support – Resources for mentors, trainers and assessors

• Apprenticeship support

– Apprentice Management and ATA services – Apprenticeship ‘readiness’ diagnostics – Promotional work - NSAH Choose an apprenticeship video

• Learning resource

development

– F2F programmes and resources – Skills Clubs and Employability programmes – E-learning design services and hosting platform

• Championing ECN voice

– Presentations to APPG – Responses to consultations – DH NHS Apprenticeship Oversight Group

Partnership initiatives

• Promoting Excellence in Apprenticeship

delivery (HEE)

• Encouraging GP and SME engagement in

apprenticeships (HEE)

• Mentoring framework and portal (DH)
• Seeking CSR Investment to support EC activities

(commerce)

• Supporting Our Health Heroes awards

celebrating the contribution of the healthcare support workforce (SfH)

• Facilitating spread of learning about good

practice (Mencap)

• Seeking research grants (KCL and other HEIs)

Welcome

Humber Coast and Vale Excellence Centre

Humber Coast and Vale Excellence Centre Launch 17th April 2018

National Context Health

• 65% of operational NHS budgets spent on staff
• 40,000 more clinicians substantively employed than in 2012
• There are more:
• Adult general nurses (8.6%)
• Emergency consultants (37.5%)
• Physiotherapists (9.1%)
• There are less:
• District nurses (-26%)
• Learning disability nurses (-36%)
• GP’s (-1%)

• 152 unitary and upper tier LA’s responsible for adult social services.
• 9% of adults in England limited ‘a lot’ in day to day activities by illness,

disability or old age.

• 1.5 million people working in adult care
• Estimated value of informal care and support = £55 billion
• £10 billion – estimated spending on care by self-funders
• 87% of adults live in LA’s that set their eligibility threshold to meet

substantial of critical needs only.

National Context Social Services

• Care

(Day Care, Meals, Care homes, Care homes with nursing, Carers Services, Voluntary sector)

• Housing

(Supported living, Extra care housing, Sheltered living, Handyperson services, Warden Schemes)

• Leisure and Wellbeing

(Transport services, Education services, Community centres, Library centres)

• Welfare and Benefits

(Employment support, Disability benefits, Welfare rights, Citizens advice, Care advice, Advocacy, Brokerage)

National Context Social Services (it is more than ‘Care’)

So, why does it feel so difficult?

• Funding cuts (particularly to LA’s)
• Population growth 2.1m (4%)
• The population has continued to age
• Numbers of people with long term conditions has grown sharply
• Advances in medical care and treatment
• Safer staffing post Mid-Staffordshire creating increased demand for

40,000 more nurses

• Coinciding with big reductions in nurse training output
• Legacy of the junior doctors dispute
• Culture of entitlement

Local Context Workforce challenges in HCV:

• Supply and demand – RNs, therapists, junior doctors, consultants, GPs, care

workers

• Recruitment and Retention (sometimes one, sometimes both)
• Ageing workforce
• A need for new ways of delivering care
• Inconsistency of care leading to service delivery challenges (e.g. home care in

rural areas)

• Inconsistency of education and training (Scarborough vs York)
• Reductions in funding for existing staff development and training via HEE

• Recruitment and Retention
• Development and career structure
• Affordability of care – do we spend what we have wisely?
• Shared learning (health and care, public, private and voluntary sector)
• Promotion of the benefits of working in our ‘industry’
• Shared vision- culture and integration
• Change in behaviours – promote self care / management, do with

rather than for / too – rights and responsibilities

• Digital / Technology
• Apprenticeships
• Capital / Estates – co-location

Common Issues / Opportunities

• Culture- jointly forge the ideas and behaviours that promote wellbeing
• Demand reduction – but through place and asset based approaches,

not restricting supply!

• Workforce develop rewarding careers in communities supported by

integrated systems

• Future Focus- not only respond to the current level of need, but leave

individuals and their networks stronger for the future

• Changes in behaviours and attitudes (staff and population)

The Future

HCV Excellence Centre Priorities:

• Develop common purpose, reduce competition and the blame culture between
• rganisations and different parts of the system.
• Recruit, develop and retain health and social care support staff across HCV
• Link and learn through the EC Network
• Link skills for care and health
• Develop place-based delivery plans for HCV to address specific workforce issues
• Further develop and increase education provision in HCV
• Use our collective authority to demand the education we need for our staff

rather than browse what is ‘on the shelf’.

Creating an Excellence Centre in Humber, Coast and Vale

Amanda Fisher, Workforce Transformation Lead Humber, Coast and Vale

Our Vision

To enable consistently high quality care and effective services to be delivered across Humber, Coast and Vale by promoting an environment where our Health and Social care support staff feel motivated, informed, supported, empowered and equipped with the right skills to lead and deliver excellence.

Aspirations

1. Through shared ownership and collaboration develop system wide approaches - implemented across HCV and / or locally 2. Reduce duplication, capture creativity and expertise across HCV that will bring benefits to the whole system and at local level 3. Increase standards of care through consistently high quality, gold standard education and training for health and social care support staff 4. Establish a central information hub - best practice guidance, learning opportunities, career frameworks and much more 5. Identify recruitment models that can be undertaken at scale, that are fair and equitable, providing growth in areas of need 6. Create more equitable opportunities for staff development 7. Strengthen wider regional and national connectivity

The story so far…..

• Successful bid to the NSAH 2017
• Excellence centre will report into and form part of the

LWAB and STP workforce plan

• Secure funding and recruit a small team to support the

system – HCV and locally

• Health and social care steering group in place
• Launch and create opportunities to shape the centre

together

• Business plan with key performance indicators
• Link to other Excellence centres

Ongoing..

• Create and populate an information hub accessible to all
• Explore ways in which to maximise funding to develop support staff

across HCV

• Determine and increase the number of education providers in HCV

with quality kite marks

• Explore opportunities for shared projects with the LEPs to ensure

broader elements that impact on our ability to recruit, retain and develop the health and social care support staff workforce are considered and addressed through collaboration with other local businesses and organisations, where there is added value

Testing -Testing 123 “Our Beth”

Beside the seaside, beside…..

Fed and Watered

• Meet Jess
• One of our Ward Nutrition Apprentices
• In one area specifically (Orthopaedics)
• there have been noticeable increases in patient
• nutrition and hydration,
• and waste reduction on the ward.
• Programme about to expand

Excellence Centre Infrastructure

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Strategic Transformation Partnership (STP) BOARD Local Workforce Action Board (LWAB) Excellence Centre Humber Coast and Vale North and North East Lincolnshire Sub Group Hull and East Riding Sub Group York and the Coast Sub Group