happy healthy at home
TRANSCRIPT
Happy Healthy at Home
Skills for Care
Integration Event
23rd May 2019
James Drury v1
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Hello
2Happy Healthy & at Home
07970 479491
@jddrury
A sense of place
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A proud history
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Looking to the future
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Modern, connected and outward facing with a proud history and
heritage – significant untapped potential
• Entrepreneurial culture: Young, creative clusters
• Advanced manufacturing and Digital innovation: 25,000
manufacturing jobs; 4,000 digital.
• Pioneering traditions in industry and science, politics and social
reform.
Leading edge technology University; Born in Bradford – delivering global
benefits; DHEZ
• World famous literary, arts and cultural offer: Memorable landscapes,
countryside and heritage buildings; Curry Capital; first UNESCO City of
Film
• 1,500 community groups; 100,000 active citizens- ordinary people doing
extraordinary things
Our Economy
• A £10bn economy: Ninth largest in Britain with circa18,000 businesses
• Productive: Bradford’s productivity per worker is the highest in the Northern
Powerhouse at £49,900, but average wages are low; £476 compared to £550
• Challenged by skill base: 14% working age residents have no qualifications
compared to 8.3% across England. 42% working age people qualified to level 3
compared to 57% nationally
• Employment rate: 67% compared to 74% nationally. We are working to get
20,000 more people into work to reach the national average. BME women make
up 75% of our employment gap.
• Job density is low: 690 jobs per 1,000 working age people, compared to 840
nationally
• Economic Strategy: raise GVA by 4bn, get 20,000 more people into work, and
get 48,000 more people with NVQ level 3 skills (to match UK average against all
measures)
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Economic impact of Health and Care
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• 60,000 informal carers: saves state expenditure but also limits output of
carers and impacts on their wellbeing
• Significant economic contribution: Social care sector contributed
£390m to the £10bn Bradford economy in 2016/17. This represents
growth of 13% since 2011. Health and Care combined = £1bn GVA p.a.
• Provides work for many: 13,600 jobs in social care sector. Health and
Care combined = over 27,000 jobs, and growing.
• Low Pay: Care workers paid at / close to minimum wage – contributing to
high turnover (30%), and high vacancy rates (9%).
• Recruitment and retention: local NHS trusts turnover rates between
13.5% and 15.5%. In social care turnover rates between 21% and 30%
• https://www.skillsforcare.org.uk/NMDS-SC-intelligence/Workforce-
intelligence/publications/Local-authority-area-summary-reports.aspx
Happy Healthy at Home
Our People
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• Young: 29% population aged 19 or younger
(21.6% in Craven) www.bbc.co.uk/wearebradford
• Diverse: Ethnic minorities make up 36% of
the population in Bradford. In Craven 27%
aged 65+ compared to 14.6% in Bradford
• Entrepreneurial: 32,500 people self
employed, and the number of businesses
has increased by 20% over the last three
years – faster rate of growth than the UK.
Named by Barclays as best place for
business start ups
• Challenging future demography: By 2030
33% growth in over 65s but 3.4% growth in
the working age population.
• Health inequalities: 45% of people in
Bradford live in areas of high deprivation
(England average 20%). Happy Healthy at Home
Our Health
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• Child health: In Year 6, 38.6%
children are overweight, but this
ranges from 17.3% to 43%.
• Adult health: Smoking prevalence
has improved - now 18.9%, but
England average is 14.9%. Physical
activity rates are also improving.
• Health inequalities: Life
expectancy is improving – but there
is a gap between the best and worst
off - 7.4 years for men and 6.8
years for women.
• Healthy life expectancy: people
are spending more years living with
poor health – 22.6 years for women,
and 17.3 years for men
Our VisionVisionPeople will be happier, healthier and have access to high quality
care that is clinically, operationally and financially stable.
People will take action, and be supported to stay healthy, well and independent through their whole life and will be supported by their
families and communities through prevention and earlyintervention with a greater focus on healthy lifestyle choices and
self-care.
When people need access to care and support it will be available to them through a proactive and joined up health, social care and wellbeing service designed around their needs and as close to
where they live as possible.
Happy Healthy at Home
Focus on the wider determinants
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• Most of what helps us to have
good health and wellbeing
lies outside the healthcare
system
• Healthcare = 15%
• Health behaviour patterns 40%
• Social circumstances and
environmental exposure 45%
• Mc Ginnis et al the case for
more active policy attention to
health promotion
Happy Healthy at Home
Machine
or
Ecosystem
Heroic Leadership versus….
the Wicked Problem
Systems Leadership requires• Listening
• Questioning
• Perspectives
• Openness
• Improvement orientation
Our approach to partnership
• Organic approach - relationships before structures
• Strong history of commitment to working for the place and the
people who live here
• A broad and holistic view – aim for our partnerships to include
a wide range of voices
• 13 community partnerships – people & workers together –
integration and collaboration in action – teams know each
other and work with people as partners
• Supported by health and care partnerships – senior leaders of
local organisations sharing responsibility for delivery.
• Underpinned by Strategic Partnering Agreement – collective
decision making.
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Values and Behaviours
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Our Health and Care Plan
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• Happy Healthy at Home: Our mission ‘lived’ by the whole system –
Based on achievement of the Triple Aim
• Community Partnerships: Integrated workforce. Joined up community
and clinical leadership. ‘enabling’ not ‘doing to’. Strengths based
• Collaborative decision making: Through two Health and Care
Partnership Boards, and ICB where we need one ‘whole system’ view.
• Enabling networks: collective change supported by enabling networks
combining all relevant resources across organisational boundaries.
Bradford Health and Care Partnership
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Airedale,
Wharfedale &
Craven Health and
Care Partnership
North Locality Central Locality
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Cra
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South Locality
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AWC Locality
Our Health and Care Workforce
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• 100,000 citizens active in
community organisations
• Care workers = over 1/3 of
total workforce
• Nursing, midwifery and
health visiting = next biggest
group 16%
• 68% community roles. 32%
work in acute care.
Population
Informal carers
Health and care workers
• 592,000
• 60,000
• 27,000
• Workforce demographics – significant proportion over 55 in both health
and care sectors – knowledge and experience is critical
• The needs of informal carers are critical – The Work Foundation report
‘Who Cares? 2018’
Happy Healthy at Home
Workforce strategy - local
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Growing our Own
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Achievements to date Now and next
• Health & Care Industrial Centre of
Excellence: work with 11-18 year
olds to build understanding of health
and care careers, work experience/
shadowing, inspirational speakers,
pathways
• Skills House: bespoke job
readiness support for job seekers
and liaison with care homes
• Ambassadors: recruited 71
volunteers from health and care
sector – visit schools, engage
young people. Share their stories.
• Home Care: contracted on locality
basis to link staff into Community
Partnerships
• Health & Care ICE: Grow from 8 to 13
schools – doubling no. participants
• Summer School: University hosted
partnership with ICE 50 young people
two week immersive experience. First
one Summer 2019
• Skills House: Community Engagement
Workers to develop relationships
between target communities and the
sector
• Ambassadors: Grow to 80
ambassadors covering 75% schools
• Apprenticeship enrichment
programme: integrated system focus
Developing our workforce together
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Achievements to date Now and next
• Conversations for Change: 10%
workforce trained in Making Every
Contact Count / Conversations for
Change
• System L&D events: twice yearly,
themed events to share and build
connectivity.
• Heat Map: system wide workforce
profile – identifies risks and
priorities.
• One Workforce Programme:
£1.15m – will support 1,000 local
citizens into work, increase skills of
workforce, and develop One
Workforce Academy
• One Workforce Academy: Will be
formally established this year.
• Shared training and development:
Building on the passporting approach
between WYAAT trusts, mutually
recognise mandatory training and open
up development opportunities system
wide.
• System leadership: Establish a
shared system leadership development
programme and network
• Cross sector mentoring: Launch
programme of cross system mentoring
using My E Coach platform
Retaining Talent in the System
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Achievements to date Now and next
• System Staff Benefits: Extend
common staff benefits to care sector
and VCS where possible.
• System awards/ celebration: Reward
collaborative innovation and values led
behaviour with shared team awards.
• Return and Coach: Explore return and
coach scheme for experienced staff
planning retirement
• Carer Friendly: Commit as a system
to shared carer friendly policies –
flexibility, leave, support
• Support secondments: cross sector
scheme building on mentoring
• Preventing Burnout : Workshops
focused on primary care and wider
system
• Mental Health First Aiders: system
approach to train, support and
embed.
• Engagement and
Communications: Establishment of
network, use of crowdicity for input
to strategies
Shared Culture & System Working
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Achievements to date Now and next
• Shared Mission and Values:
Developed together, shared with
pride
• Care providers as Strategic
Partners: following CQC
• Work as One Week: system
approach to ED improvement
initiative – strengthened mutual
understanding
• Community Partnership
Development Programme:
Support for multi agency teams to
form, build understanding and
community connectivity - ABCD
• Core competencies and behaviours:
Building upon shared mission and
values.
• Work as One: Repeat in care home
setting.
• System Induction: Develop shared
system induction approach modelled
on ‘Be Wigan’
• Movement for change: Co-produce
with citizens and workers a ‘system
narrative’
• System QI approach: a common
approach to help multi agency teams
collaborate and improve
Thanks for listening
24Happy Healthy & at Home
07970 479491
@jddrury