ADPH Sector-Led-Improvement (SLI) Annual report template

Transcription

1 ADPH Sector-Led-Improvement (SLI) Annual report template Annual report NB: All completed reports will be circulated among the network SLI leads as sharing good practice. Network Cheshire and Merseyside Network SLI Lead Helen Cartwright Date 11/04/18 Progress made over last year 2017/18 1. What was the main focus of the SLI programme in your network (long-term objective) last year. Led by the Cheshire and Merseyside Public Health Collaborative, our intention is to establish a shared strategic vision that reinforces Sector Led Improvement (SLI) as a vehicle for improving performance and that drives improvements in outcomes. The development of a mutual understanding of the core principles underpinned by strategic leadership will enable an effective, efficient and intelligence led SLI programme. Our strategic delivery plan is currently being developed and will be shared in due course. The aim of the Sector Led Improvement in Cheshire and Merseyside is to enable a cultural change towards self - assessment/awareness, peer support and peer accountability using the fundamental principles of an effective SLI model to support and accelerate improvements both in quality and outcomes (in line with the priorities of the Public Health Collaborative). Objectives Undertake a review of the latest available evidence and/or guidance. Benchmark performance (including cost where available and appropriate) against nearby and statistically similar areas. Provide opportunities for peer challenge and support utilising local system/ colleagues and/or external experts as required. Share best practice of what works Participate in a cross-c&m learning network, designed to disseminate local, national, and international research and expertise.

2 Sector Led improvement is core to all the work we undertake as a Public Health Collaborative supporting implementation of the strategic business plan and associated plans 2. Please provide an update on progress made against your key objectives over last year. Public Health England (PHE) has developed a Dashboard to evaluate progress of the NO MORE Strategy Suicide Safer Communities report drafted for submission to Living Works Education. Each of the 10 Pillars has received contributions from the NHS, public health, community and voluntary sectors and reflects the range of activity across organisations to sustain suicide safer communities across the sub-region. Suicide Prevention. Accelerate the rate of improvement in local Suicide- Safer Communities accreditation Yes Suicide Surveillance Group (SSG) established with the aim of preventing further suicides through gathering and sharing learning & intelligence from multi-agency partners. CM Suicide Audit completed will provide more up to date intelligence on the factors affecting suicide in CM Sue Forster Pat Nicholl Real time surveillance system established to alert local PH Intelligence and PH Leads of potential suicide clusters and contagion so enabling local areas to put in place interventions/systems to prevent further suicides. Production of a film of a beneficiary of the Amparo service telling her personal story and how the suicide liaison service supported her. The video will be available on the Champs TV section of our the website.

3 Working with the National Suicide Prevention Alliance (NSPA) to amplify the Take a minute, change a life campaign. They key message for CM Thunderclap was to Take a minute to reach out to someone who may be struggling. Social reach was 750,000 people. Next Steps SLI programme against 9 LA Suicide Plans Continued implementation of the NO MORE strategy and action plan Consolidating and continued delivery of strategy Five Year Forward View (FYFV) the BP FYFV action plan endorsed by all 3 CM LDS for local implementation. Audits have been developed and completed to benchmark against action plan and will inform co production of an operational framework. Hypertension. Support implementation of the CM Cross Sector High Blood Pressure Strategy Development of BP operational framework with a focus on Community Pharmacy and Primary Care quality improvement. C&M Community Pharmacy BP Oversight and Implementation Groups have been refreshed to better reflect and deliver Health and Care Partnerships priorities and the BP strategy Continuation of implementation of BHF project A C&M BP Quality Improvement (BP QI) package has been developed to address challenges in implementing best (NICEcompliant) BP care in general practice. BP QI also supports the quality improvement elements of the C&M General Practice

4 Nursing Collaborative Ten Point Plan. The BP QI package has been included on the NICE Shared Learning Collection and has been entered into the NICE Shared Learning Awards. NICE will co-present the work with C&M partners at the Guidelines International Conference. Around 10 early adopting practices of the BP QI package have been (or are being) set up across C&M, with an aim of at least one in each CCG. BP UK is working with the Champs Support Team to improve resource packs and data capture for KYN Communication and Knowledge Transfer. - Implementation of a comprehensive CPD Programme that enables cross sector learning Strategic Intelligence and Partnerships A total of 800 delegates attended CPD events during with 94% rating events as good or very good and 81% agreeing they would change their current practice as a result of attending. A comprehensive CPD programme has been developed for 2018/19 and can be found here Fiona Reynolds/Tracey Lambert Commissioning - to improve quality, efficiency and cost effectiveness of commissioned public health services. Sexual Health Co Commissioning Feasibility Study in collaboration with PHE is in progress. The study will identify the opportunities for co-commissioning sexual health services, future proofing, quality assuring and optimising sexual health service pathways, potentially realising system efficiencies 2 collaborative commissioned services. Contracts being awarded Controlled Drugs Local Intelligence Network briefing compiled outlining statutory roles and responsibilities for Local Authorities.

5 CDLIN currently being tested to go live Comprehensive review of collectively commissioned services undertaken and contracts awarded to go live 1 st April Review of the support offered by local areas to those smoking during pregnancy completed. Report will be presented to CM DsPH Executive Board march 2018 CM DsPH and Cheshire and Merseyside Directors of Children s Services (DCS) agreed to take forward a joint programme on selfharm following prioritisation event in March 2017 Report completed that a) describes the scale of the problem b) benchmarks local and national data c) describe findings from an evidence review and d) outlines a set of recommendations and conclusions Improving emotional wellbeing and resilience in children and young people A joint event with DCS/DsPH was held November 2017 to disseminate findings Self- harm task and finish group made up of strategic leaders established to drive forward recommendations to accelerate improvements across the system Report and recommendations agreed and next steps agreed. Benchmarking exercise being undertaken to understand current landscape and identify gaps in respect of report recommendations. Next Steps Self Harm agreement of focus of work

6 Evidence and mapping exercise was conducted across C&M around ACEs, following which it was recommended that ACEs should be incorporated into routine practice. Facilitated two discussion groups at the PHE Prevention Concordat for Better Mental Health event on the Youth Connect 5 (YC5) programme and the impact this has on good mental health for families, children & young people with interest in the programme being expressed from other areas of the country. Draft evaluation of YC5 programme shows parents had improved knowledge, confidence, resilience and mental wellbeing, had benefited greatly from peer support and had also learnt new techniques for positive parenting approaches Outcomes from the YC5 programme include a Train the Trainer Manual, tools and resources and a competent, trained workforce across multiple partners. YC5 poster displayed at the HEE Population Health Prevention event Next Steps Accreditation to the Royal Society of Public Health and potential national roll out To enable reductions in harm to health through alcohol reduction Enforcement of Current Law (Drink Less, Enjoy More campaign delivered at scale): Commitment to extend Liverpool City Council s Drink Less, Enjoy More campaign to the wider C&M region was gained from all LAs. The campaign aimed to promote greater awareness of the 2003 Licensing Act, specifically around the supply of alcohol to a person who is obviously drunk and the

7 possible consequences, in year olds. Two events, held in May and June 2017, engaged and recruited relevant (over 50) colleagues from each LA in C&M. The campaign went ahead in all areas between October to December 2017 via outdoor advertising, radio advertising, social media and a website presence. A central evaluation conducted by Liverpool John Moores University is due in May 2018 and will provide local assessment of the impact of the campaign. Early indications are that significant Local Voluntary Agreements Reducing the Strength - CM event delivered(may) to provide interested partners with guidance/key actions, tips and best practice to introduce similar agreement in local areas Baseline assessment of current training for Licensing committees members conducted. An event specifically aimed at elected members that will provide subject expertise as well as expert legal opinion and an opportunity to discuss and debate the subject is being developed for October and will include new links made with local Police and Crime Commissioners Public Health Evidence Licensing Objectives. Specific resource has been developed outlining data sources available against licensing objectives providing brief guidance Minimum Unit Pricing. The Collaborative is helping to co-ordinate stakeholder engagement in Sheffield University s NIHR funded project around Minimum Unit Pricing. The title of the project is

8 Appraising the effect of implementing local Minimum Unit Pricing under the Sustainable Communities Act on alcohol consumption and health in the North West of England. Project due for completion June 2018 and the results will be disseminated at a final stakeholder meeting in July. Health and Care Partnership STP Alcohol and Prevention An audit of alcohol care took place in January and February of 2018 and has revealed 5 potential areas for Collaborative work within the wider prevention efforts. The areas are still being scoped and updates will be provided during the next year: o All acute trusts to engage with CQUIN indicators 9d and 9e (alcohol IBA); o Design a common Cheshire and Merseyside Alcohol Care Pathway ; o Creation of a C+M alcohol harm reduction dashboard; o Establish a common competency and staff training programme for alcohol harm reduction across Cheshire and Merseyside o Promote adequate funding for the acute trust alcohol prevention service that is proportionate to local need by designing and agreeing a common service specification Strategic Intelligence and Partnerships Completion of the CM Suicide Audit Establishment of the Real Time Surveillance system Smoking at Time of Delivery analysis Development of performance dashboard for High Blood Pressure Strategy Self-Harm evidence report/report Resilient Communities reports supporting local areas to think on place based approaches to health, care and wellbeing

9 Health Protection MECC Fire and Rescue Safe and Well Checks Evaluation currently in progress Review of Adverse Childhood Experiences (ACE) evaluating available evidence based interventions on prevention of ACEs Joint working across the sub-region with NHS England and Local Pharmaceutical Committee representatives to produce a Pharmaceutical Needs Assessment. Air Quality CPD Event A Task and Finish Group is to be established to look at the issue of poor air quality across the Liverpool City Region. C&M Health and Care Partnership AMR Board established. Priority areas for 18/19 agreed Flu in Care Homes, Screening anf Imms, Air Quality and AMR Scoping exercise to establish the baseline of MECC activity pan Cheshire & Merseyside. Systems Leadership engagement workshop held to co-create a strategic framework. Priority will be informed by scoping exercise and leadership workshop MECC programme board to be established 3. Please note any lessons learnt throughout the process. Keep the focus on delivering on a small number of key priorities. 4. Which techniques did you use within your network for providing feedback and challenge? Within all activities, space and protected time is given to allow positive and constructive feedback and challenges within all programmes and as a Board. The Cheshire and Merseyside Directors of Public Health have 2 strategic planning and development sessions per year to review and

10 strategically plan/challenge. In addition to this The Champs Public Health Collaborative has a robust communications strategy in place to enable delivery of the business plan. 5. What partners have you worked with and how? The Champs Public Health Collaborative model is underpinned by cross sector partnership approach from a Board level (with NHS England and Public Health England) and across all priority programmes and therefore we collaborative with a significant number of partners across Cheshire and Merseyside, regionally, nationally and internationally. The role of the Collaborative is to energise the whole system and influence strategic partnerships to focus on prevention and use the best data and evidence. The Collaborative includes members of local teams and works with strategic partners facilitated by a small Support Team. Plans for the coming year 2018/19 6. Main focus of your SLI programme for the coming year 2018/19. (You may duplicate this page if more than one focus) a. Please specify what focus you have chosen for SLI work in the coming year and why Our SLI approach for 2018/19 will continue to be focused on our key priorities as agreed by the Cheshire and Merseyside Executive Board (chaired by Sandra Davies DsPH Liverpool City Council ) and will assist to deliver the champs Public Health Collaborative strategic delivery plan The key priorities will include preventing Suicide, improving Mental Health and Wellbeing with a focus of Children and Young People, tackling High Blood Pressure, Alcohol, Making Every Contact Count. It also supports key strategic partnerships including Devolution and the Health and Care Partnership ( STP) and maintain a safe and resilient system. These priorities have been agreed by the Cheshire and Merseyside Directors of Public Health in partnership with Public Health England and NHS England Cheshire & Merseyside. The priorities were identified through a detailed prioritisation exercise as the most suitable for collective action and common to all nine Cheshire & Merseyside local authorities. b. Please provide a brief context including the work done in this area so far As above c. Please specify how ADPH might support you in achieving your objectives

11 The Cheshire and Merseyside Directors of Public Health would welcome the ADPH support in sharing best practise and learning from other areas on our key priority areas. 7. Please list key objectives for the year ahead. The strategic delivery plan for the Public Health Collaborative is currently being developed and will be shared in due course. Aims Milestones/Outcomes How is this activity going to lead to improvement Target date 8. What challenges do you expect to face next year? We anticipate further challenge of reduced budgets/teams and a complex turbulent public sector landscape.