Allied Health Professions Strategic Delivery Plan

Transcription

1 Allied Health Professions Strategic Delivery Plan Allied Health Professionals are the only group of staff whose primary qualification is in rehabilitation and habilitation. Collectively we have the broadest spectrum of specialist skills enabling people to optimise functioning to live their lives. South Staffordshire and Shropshire Healthcare NHS Foundation Trust Allied Health Professional Leads February 2011 Developed following the AHP Best Practice Day Occupational Therapy Facebook - Physiotherapy Facebook Twitter Page 1 of 28

2 Authors (alphabetical order) Gerry Coulson, Speech and Language Therapy Lead Sally Guest, Deputy Mental Health Allied Health Professions Lead, Shropshire Kerry Langford-Rotton, Deputy Mental Health Allied Health Professions Lead, South Staffordshire Debbie Moores, Trust Allied Health Professions Lead Jackie Owen, Lead Physiotherapist, Mental Health, Shropshire Fiona Preston, Dietetics Lead Jo Probyn, AHP Lead Forensic Services Mandy Shannon, AHP Lead for Specialist and Family Directorate Helen Uttley, Allied Health Professions Lead for Specialist Learning Disabilities Review Process: Three monthly through Trust Allied Health Professions Meeting Version 3-15 th July 2015 Annual review date: March 2016 Page 2 of 28

3 Allied Health Professions Delivery Plan 2014/15 The NHS belongs to the people. It is there to improve our health and well being, supporting us to keep mentally and physically well, to get better when we are ill and, when we cannot fully recover, to stay as well as we can till the end of our lives. It works at the limits of science bringing the highest levels of human knowledge and skill to save lives and improve health. It touches our lives at times of basic human need, when care and compassion are what matter most. The NHS is founded on a set of common principles and values that bind together the communities and people it services patients and public - and the staff who work for it. NHS Constitution May 2012 The NHS remains free at the point of delivery and available to all on clinical need. An ageing population, rising costs of treatments, and a huge increase in the number of us with long term often multiple conditions are rewriting our relationship with health and care, all at a time of acute pressure on public finances. The Mandate November 2012, Department of Health Setting the Context of Allied Health Professions: Allied Health Professionals (AHP s) as a professional group, was defined nationally in 2005 and implemented by South Staffordshire and Shropshire Healthcare NHS Foundation Trust in 2007, to bring together different professions registered with the (then) Health Professions Council (HPC), now Health and Care Professions Council (HCPC) into a larger cohesive workforce, with professional leadership. South Staffordshire and Shropshire Allied Health Professions are operationally managed and clinically supervised within Clinical Divisions (Mental Health and Specialist), with professional leadership through the Trust Allied Health Profession Leads Governance Matrix (Appendix 1). Workforce plans and training needs are identified through Divisional structures, with support from Directorate Allied Health Professional Leads. Allied Health Professionals contribution to service delivery is outlined in this AHP Delivery Plan and reflects the AHP delivery of Trust Vision, Values, Aims and Behaviours and Divisional/Directorate Business Plans. The Allied Health Professions Delivery Plan for 2015/16 addresses professional issues not necessarily included in Divisional/Directorate Business Plans. This document supports the Allied Health Professions to maximise the efficiency and effectiveness of AHP s in delivering the Trust Strategy. Page 3 of 28

4 The AHP Delivery Plan is built on national, regional and local drivers: The NHS Five Year Forward View, NHS England, published The NHS Constitution for England, Department of Health, published 8 March /NHS_Constitution.pdf. The NHS Outcomes Framework 2015/16, Department of Health, published December /NHS_Outcomes_Framework.pdf. The CCG Outcomes Indicator Set 2015/16, NHS Commissioning Board, published December NICE Guidance. Locally agreed Indicators - CQUINS for 2015/16. Stakeholder feedback from SSSFT Meridian system. Trust s Strategic Objectives Vision, Values, Aims and Behaviours. Key deliverables from Trust Policies, eg Recovery, Helping Service Users Towards Employment Policy, Arts for Health Policy, Religion, Spirituality and Pastoral Care Policy. South Staffordshire and Shropshire Healthcare NHS Foundation Trust Allied Health Professions Unique Selling Points (USP): Staff are service user focussed, assessing strengths and life style preferences in order to plan effective service delivery with the service user. Staff use evidenced best practice, national drivers eg NICE Guidance and outcome measures (see Appendix 2). AHP s are recovery focussed supporting service users to live lives meaningful to them. AHP s value and implement a robust governance structure across registered and non registered staff, to support staff to deliver safe, effective, well led, services and develop clinical competencies and skills. AHP s are integrators of care, liaising across statutory and third sector organisations to ensure the service users identified needs are met by the most appropriate provider. Page 4 of 28

5 The Allied Health Professions Delivery Plan consists of 3 sections: Section1 - Allied Health Professions delivery of the Trusts Vision, Values, Aims and Behaviours. Section 2 - Allied Health Professions Governance, Assurance and Compliance structures. Section 3 - Allied Health Professions Strategic Development Plans for 2015/16. This Delivery Plan draws together the diverse range of Allied Health Professions within the Trust, into a single professional framework, to maximise the efficiency and effectiveness of Allied Health Professionals contribution to delivering the business of the Trust. This is achieved through internal and external partnership working that meets service users, carers and families identified needs, through commissioned service delivery. The plan will be monitored through the Trust AHP Leads meetings, using the AHP Key Performance Indicators Proforma (at Appendix 3) that incorporates major drivers and influences on service delivery. Which Allied Health Professions are employed within the Trust? Within SSSFT, Allied Health Professions (AHP s) cover 5 professions who carry out a wide range of roles and interventions in primary, secondary, community and social care settings across the Divisions. These professions are : Art Therapy Dietetics Occupational Therapy Physiotherapy Speech and Language Therapy A short definition of the roles of each of these professional groups can be seen at Appendix 4. The Allied Health Professions workforce is managed through Single Line Management. Section 1 - Allied Health Professions delivery of the Trusts Vision, Values, Aims and Behaviours. Figure 1 - The Allied Health Professions Delivery Plan 2015/16 is set within the context of the Trust s Vision, Values, Aims and Behaviours. Page 5 of 28

6 AHP s use appropriate skills, knowledge and experience to deliver effective services through unique, innovative and skilled approaches. People. AHP s involve service users in development, delivery and evaluation of clinical services and staff recruitment. Through an established robust governance system that supports staff engagement and ensures safe working practices. AHP s are integrators of care and work across statutory and third sector partnerships. Provide high quality services built on best practice and evaluated through service user and carer feedback and clear progress and outcome measures. AHP S will expand their portfolio through delivery of evidenced based practice and services that deliver value for money and effective use of resources. Respect. As a team based organisation, the development of and delivery of team work reflects the competencies and skills of AHP s to meet service users needs. To deliver all regulatory, financial, performance, quality and AHP professional standards and compliance indicators. Innovate. AHP s align themselves with appropriate partners in order to shape and influence existing and new service innovation to meet service user/carer needs and commissioner intent. Page 6 of 28

7 Allied Health Professionals clinical service delivery, embedded within the Clinical Divisions, delivers the Trusts Vision, Values, Aims and Behaviours, Professional Standards, National Drivers for Health and Social Care, to meet service users, carers and families assessed needs and offer choice. Allied Health Professions workforce is respected for their unique, innovative and skilled approach to needs led, service user focused care, integrating care packages across disciplines and organisations to meet identified needs. This document enables Allied Health Professionals to have a clear vision of the direction of service delivery and their contribution to effective service delivery. Section 2 - Allied Health Professions Governance, Assurance and Compliance Structures. Summary of Allied Health Professions Workforce Whole Trust FTE Discipline Art Therapist Dietician Occupational Therapist Physiotherapist Speech and Language Therapist Grand Total This table shows the movements in the Allied Health Professions staff groups over the last 3 years. Occupational Therapists, who represent the bulk of the numbers, have followed the pattern of the rest of the Trust. That is, following a decline in numbers, a recovery to almost the 2009 levels by the end of There has been an increase in Dietetics. One role in post has changed to a senior manager with a Dietetic case load. Physiotherapist skills mix is richer now with all registered staff. Speech and Language Therapist numbers mirrored the overall pattern of the organisation. Art Therapist numbers declined in 2013 and increased in The Trust s workforce development plans are based on the skills, knowledge and competencies required to meet service user s assessed needs, commissioning intent and the remit of the post. Where those skills and competencies indicate a specific professional skill set, the job description, person specification and KSF outline will reflect the profession and support posts being profession specific. Page 7 of 28

8 Where the post is open to a range of regulated professions, ie a generic post, a clear governance structure will be in place to ensure the post holder is supported and enabled to meet professional registration and regulatory requirements. Three groups of AHP staff are identified: 1. Staff employed in AHP profession specific posts, eg as an Art Therapist. 2. Staff employed in a generic post requiring a professional qualification from a range of different professions, ie not necessarily an AHP profession. For example, Specialist Practitioner posts in Child and Adolescent Mental Health Services that requires a professional background. 3. Staff with an AHP qualification employed in a post that does not require a specific clinical/professional qualification ie Clinical Risk Manager post. Governance of Supervision and Appraisal Structures All 5 clinical specialties within the Trust have an Allied Health Professions Lead post for a minimum of 0.20 sessions per week. Each Allied Health Professions Lead has a professional (and where appropriate, clinical and managerial) supervision matrix to ensure all AHP staff employed in profession specific posts, receive timely professional supervision (in line with the SSSFT Supervision Policy) to promote exemplary governance, delivery of best practice, to build and support a workforce who feels valued, informed and recognised for their essential AHP contribution to effective service delivery. Appraisals are, where required, triangulated with the clinician, professional and operational manager to ensure clarity around role and objectives. In line with the Trust Supervision Policy 2015, supervision information will contribute to the appraisal process and may be triangulated with operational managers and clinical supervisors. To ensure appropriate professional support is given, an AHP governance structure was implemented in 2012 to assure and provide evidence that staff are supported to retain professional standards and regulatory requirements. This is reviewed annually through the AHP Professional Leads Meeting Terms of Reference and Self Assessment Tool (Appendix 5). The Role of Professional Regulation All professionally registered (qualified) Allied Health Professionals employed by the Trust are registered with the statutory regulatory body - Health and Care Professions Council (HCPC). The HCPC has responsibility for protecting patients by maintaining a register of members of all health professions, setting standards of education and training and proficiency, and investigating complaints. The HCPC publishes the Standards of Conduct, Performance and Ethics that registrants and prospective registrants must keep to, and Standards of Proficiency for each professional group. The Standards of Proficiency are the professional standards which every registered Allied Health Professional must meet in order to become registered and must continue to meet in order to remain on the register. The standards of proficiency are available online at: Page 8 of 28

9 Practitioners have a personal responsibility to maintain their registration and are required to sign a declaration stating that they continue to meet the HCPC standards. A certificate of registration is received every two years - the dates certificates are issued are staged according to professional group. Registration details can be found at Processes exist across SSSFT Human Resources, SSSFT AHP governance structures and the HCPC regulatory body to ensure staff are notified 3 months before HCPC registration update is required, to ensure continuous registration with the Regulatory Body. Staff can also be registered with their specific professional body, and are notified directly by the body when profession specific registration is due. It remains the staff members personal decision and responsibility to maintain this registration. 100% of SSSFT AHP staff are registered with and regulated by the Health and Care Professions Council (HCPC). Professional group Art Therapists Professional Body Regulatory Body HCPC period of Registration British Association of Art Health and Care Therapists Professions Council Dieticians British Dietetic Association Health and Care Professions Council Occupational Therapists Physiotherapists Speech and Language Therapists British Association of Occupational Therapists The Chartered Society of Physiotherapy Royal College of Speech and Language Therapy Page 9 of 28 Health and Care Professions Council Health and Care Professions Council Health and Care Professions Council Continuing Professional Development The HCPC approved the Standards of Continuing Professional Development (CPD) required for future registration in July These were effective from November 2007 and reviewed in 2012 to reflect the changes across the HCPC. The standards require each Allied Health Professional to evidence they have undertaken CPD which demonstrates a mixture of learning activities, contributes to the quality of their practise, and benefits service users. As with any operational issue, AHP staff are required to gain line managers approval before attending professional CPD or training events. The Allied Health Professions workforce is committed to being responsive to service user/carer needs and evidencing the delivery of best practice, providing assurance of compliance with key indicators, for example:

10 o o o o o Mandatory and statutory training compliance - supporting operational managers. Managerial, Clinical and Professional Supervision structures. Evidence of contribution to Trust/Service Key Delivery/Performance Indicators, eg CQUINs, NHSLA requirements, Care Quality Commission Standards, CQC Key Lines of Enquiry. Evidence of contribution to delivery of NHS Outcomes Framework 2015/16. Evidence of contribution to delivery of Clinical Commissioning Group Outcome Indicators for 2015/16, ie reduction of readmission to mental health inpatient units, evidence of addressing service user employment, and contribution to physical healthcare pathway, falls management. Monitoring of these is through operational and/or professional governance structures (see AHP Key Performance Indicator Proforma at Appendix 3). Allied Health Professions clinical risks are managed through Divisions, Directorates and Team risk management process. Page 10 of 28

11 AHP Professional Leads identify the following top 5 professional risks for 2015/16: Risk 1. The impact of changes to Divisional structures on the AHP governance structures, access to budget for profession specific issues/resources. 2. Impact of ongoing service remodelling and potential disinvestment in AHP workforce. 3. Lack of AHP visibility in commissioning process and groups, may lead to lack of knowledge or experience of AHP contribution to service delivery. Mitigants Define, implement and evaluate robust process of professional governance across both Divisions. Evidence cross working across Divisions. Amend Terms of Reference of AHP Leads meeting to highlight professional remit of meeting. AHP input to workforce planning/development to highlight if disproportionate reduction in AHP workforce arises. Use of value based, profession specific and competency based job descriptions, person specifications, where appropriate. 100% of AHP s demonstrate use of evidence based outcomes, interventions and standardised outcome measures. Publish evidence of AHP s delivering quality improvement agenda. Highlight evidence of impact of unintended consequences of CIP and disinvestment on AHP service delivery. AHP Leads to develop strong links with Trust Commissioning Leads. SSSFT AHP Leads to attend West Midlands AHP Network events and meetings to maintain local and regional knowledge. AHP Leads ensure AHP service delivery is effective, efficient clinical delivery Page 11 of 28 Evidence attached/linked during 2015/16 See Appendix 1. See Appendix 5.

12 Risk 4. Impact of Single Line Management on workforce numbers, governance structure professional development/support. 5. AHP s not seen as Core to new business. Mitigants outcome measured and has service user feedback/patient stories. AHP influence workforce development to use range of skills and competencies in right settings at the right time. AHP s report on evidence based, outcomes, outputs, demonstrating ongoing quality improvements. Clear AHP brand and range of marketing products and updated AHP website. AHP publications, internal and external, use of AHP strap line on s. Clear AHP referral and discharge processes with documentation of outcomes. Clear process for staff to highlight and be responsive to concerns with service delivery. AHP matrix to ensure delivery of managerial, clinical and professional supervision. 100% AHP staff have triangulated appraisals AHP Lead and operational manager. Clarity of accountability and responsibility for staff. Robust governance for AHP s in generic posts, to maintain regulatory requirements. AHP input into workforce planning/development when vacancies arise and recruitment process. Training needs analysis ensures AHP staff are trained and supported to assess and provide interventions across the specialties. AHP s to Adapt or Die to deliver effective services that are responsive to service users/carers and Page 12 of 28 Evidence attached/linked during 2015/16 See Appendix 1.

13 Risk Mitigants commissioner needs. Working with Business Development and using AHP Unique Selling Points (USP) ensure considered core to new service delivery. Evidence value of AHP contribution to care pathways. Evidence the use of AHP s skills and competencies of AHP s to expand access to Sensory Integration assessment. Evidence attached/linked during 2015/16 Page 13 of 28

14 Section 3 - Allied Health Professions Strategic Development Plans for 2015/16. Strategic Development Statements Based on service user feedback, commissioning intent and national drivers, AHP s will identify opportunities for AHP service delivery to meet service users/carers assessed needs. For example, addressing service user s employment/occupational aspirations, addressing service user s physical health needs. Deliver services at times appropriate to service users, carer and family needs, eg flexible working across evenings and weekends. Ensure workforce plans are multidisciplinary and reflect the service delivery and governance needs of AHP s to deliver safe effective services that meet service user s needs. Use technology and assistive technology, including mobile working, and RiO to release AHP capacity. Allied Health Professions will adapt through identification of new/niche markets that utilise the specialist skills of AHP s for example, sleep management, sensory integration, parenting skills. Ensure equitable service delivery across the Trust. For example, access to Dietetics and Speech and Language Therapy. Lead the clinical implementation of Assistive Technology across the organisation, to promote service user autonomy, empowerment and self management of long term conditions. Page 14 of 28

15 AHP Governance Structure Appendix 1 Each AHP Lead has a detailed supervision and governance structure to ensure all staff receive appropriate professional supervision and support. Page 15 of 28

16 Appendix 2 NICE Guidance and Outcome Measures Title Published Date Alcohol-use disorders: preventing harmful drinking (PH24) PH June 2010 Antenatal and postnatal mental health: clinical management and service guidance (CG192) CG Antisocial behaviour and conduct disorders in children and young people: recognition, intervention and management (CG158) CG December 2014 March 2013 Antisocial personality disorder (CG77) CG January 2009 Attention deficit hyperactivity disorder (CG72) CG September 2008 Autism (CG170) CG August 2013 Autism diagnosis in children and young people (CG128) CG September 2011 Autism: recognition, referral, diagnosis and management of adults on the autism spectrum (CG142) CG Bipolar disorder: the assessment and management of bipolar disorder in adults, children and young people in primary and secondary care (CG185) CG June 2012 September 2014 Borderline personality disorder (CG78) CG January 2009 Challenging behaviour and learning disabilities: prevention and interventions for people with learning disabilities whose behaviour challenges (NG11) CG May 2015 Children and young people with cancer (CSGCYP) CSG August 2005 Chronic fatigue syndrome/myalgic encephalomyelitis (or encephalopathy) (CG53) CG August 2007 Common mental health disorders (CG123) CG May 2011 Delirium (CG103) CG July 2010 Dementia (CG42) CG November 2006 Depression in adults (CG90) CG October 2009 Depression in adults with a chronic physical health problem (CG91) CG October 2009 Page 16 of 28

17 Title Depression in children and young people: Identification and management in primary, community and secondary care (CG28) CG Published Date September 2005 Diabetic foot problems (CG119) CG March 2011 Eating disorders (CG9) CG January 2004 Exercise referral schemes to promote physical activity (PH54) PH Falls: assessment and prevention of falls in older people (CG161) CG Generalised anxiety disorder and panic disorder (with or without agoraphobia) in adults (CG113) CG September 2014 June 2013 January 2011 Hip fracture (CG124) CG June 2011 Hypertension (CG127) CG August 2011 Interventions to reduce substance misuse among vulnerable young people (PH4) PH March 2007 Low back pain (CG88) CG May 2009 Maintaining a healthy weight and preventing excess weight gain among adults and children (NG7) PH March 2015 Nocturnal enuresis (CG111) CG October 2010 Nutrition support in adults (CG32) CG February 2006 Obesity (CG43) CG December 2006 Obesity: identification, assessment and management of overweight and obesity in children, young people and adults (CG189) CG November 2014 Obsessive-compulsive disorder (CG31) CG November 2005 Occupational therapy and physical activity interventions to promote the mental wellbeing of older people in primary care and residential care (PH16) PH Occupational Therapy in the prevention and management of falls in adults practice guideline College of Occupational Therapists, endorsed by NICE October Page 17 of 28

18 Title Published Date Osteoporosis: assessing the risk of fragility fracture (CG146) CG August 2012 Parkinson's disease (CG35) CG June 2006 Patient experience in adult NHS services: improving the experience of care for people using adult NHS services (CG138) CG February 2012 Personality disorders: borderline and antisocial (QS88) June 2015 Physical activity and the environment (PH8) PH January 2008 Post-traumatic stress disorder (PTSD) (CG26) CG March 2005 Pregnancy and complex social factors (CG110) CG September 2010 Preventing the uptake of smoking by children and young people (PH14) PH Preventing type 2 diabetes: population and community-level interventions (PH35) PH Preventing type 2 diabetes: risk identification and interventions for individuals at high risk (PH38) PH Preventing unintentional injuries among the under-15s in the home (PH30) PH Preventing unintentional road injuries among under-15s (PH31) PH July 2008 May 2011 July 2012 November 2010 November 2010 Promoting mental wellbeing at work (PH22) PH November 2009 Promoting physical activity for children and young people (PH17) PH January 2009 Promoting physical activity in the workplace (PH13) PH May 2008 Psychosis and schizophrenia in adults: treatment and management (CG178) CG Psychosis and schizophrenia in children and young people (CG155) CG February 2014 January 2013 Psychosis with coexisting substance misuse (CG120) CG March 2011 Self-harm (CG16) CG July 2004 Self-harm: longer-term management (CG133) CG November 2011 Page 18 of 28

19 Title Service user experience in adult mental health: improving the experience of care for people using adult NHS mental health services (CG136) CG Smoking cessation in secondary care: acute, maternity and mental health services (PH48) PH Published Date December 2011 November 2013 Social and emotional wellbeing in primary education (PH12) PH March 2008 Social and emotional wellbeing in secondary education (PH20) PH September 2009 Social and emotional wellbeing: early years (PH40) PH October 2012 Social anxiety disorder: recognition, assessment and treatment (CG159) CG Spasticity in children and young people with non-progressive brain disorders (CG145) CG Strategies to prevent unintentional injuries among the under-15s (PH29) PH The epilepsies: the diagnosis and management of the epilepsies in adults and children in primary and secondary care (CG137) CG May 2013 July 2012 November 2010 January 2012 Type 1 diabetes (CG15) CG July 2004 Type 2 diabetes (CG66) CG May 2008 Type 2 diabetes (CG87) CG May 2009 Type 2 diabetes foot problems (CG10) CG January 2004 Urinary incontinence (CG171) CG September 2013 Violence and aggression: short-term management in mental health, health and community settings (NG10) CG Vitamin D: increasing supplement use among at-risk groups (PH56) PH May 2015 November 2014 Page 19 of 28

20 Allied Health Professions Monthly Report Clinical Area: Date: Services Outcome : are: 1. Safe People are protected from abuse and avoidable harm Learning from incidents Safe environment/ equipment Risk management Mandatory training rates Safeguarding procedures/vulnerable adults Child protection Whistle blowing Health and Safety, Safety alerts Care Treatment and support achieves good outcomes, promotes 2. Effective a good quality of life and is based on the best available evidence Use of clinical standards / pathways of care implementing research findings, NICE guidelines Monitoring quality of care- health records audit Use of technology- social media Multi agency/multidisciplinary working Care planning- recovery focused Trained staff/ competent Adherence to MHA and MCA Use of evidence based practice and outcome measures Service user/carer engagement 3. Caring Staff involve and treat people with compassion, kindness, dignity and respect Choice in decisions and participation in reviews effective communication/ privacy and dignity Patient stories People receive the support they need Promotion of health wellbeing and independence Service user/carer engagement Documented conversations re: consent and confidentiality with service users and carers Issues of capacity and consent addressed. Best interest used where necessary. Care plans in first person, signed by service user Evidence of meeting standards and where to find it includes: Future plans to meet standards Appendix 3 Page 20 of 28

21 4. Responsive Training Services are organized so that they meet people s needs Meeting the needs of local communities Providers working together through a period of care Learning from complaints Waiting times Patient feedback Meridian, AHP evaluations, community meeting feedback Workforce planning - correct staffing and skill mix Unmet need forms Use of evidence based practice Signposting Use of Assistive technology Use of accessible information 5. Well Led The leadership, management and governance of the organisation assures the delivery of high quality person centred care, supports learning and innovation and promotes as open fair culture AHP Governance arrangements supervision and appraisal matrix/specialist interest groups Working across and with multiple agencies Engagement with people who use our services Staff engagement involvement in projects/ change Supporting staff with change & challenges Effective leadership Reporting incidents and near misses, Audits * please complete this report within your clinical areas and send a combined (e.g. all acute AHP s send one completed report) report to your AHP Lead at the start of each month for AHP Leads to share in service areas. References: Care Quality Commission Assessment framework 2014, Anna van der Gaag s HCPC 6 challenges 2014, Closing the Gap DOH 2014, Francis report 2013, Safety Thermometer 2013/14, NHS Outcomes Framework. SG/ KLR Page 21 of 28

22 Appendix 4 Allied Health Professions Definition of Roles Art Therapists Provide psychotherapeutic assessment and intervention to clients experiencing difficulties describing and relating to complex thoughts and feelings. This is done through individual or group art therapy. The therapist s caseload may contain issues pertaining to self harm, and other risky behaviour, depression, anger/aggression, sexual abuse, emotional trauma, anxiety and social isolation. Trust Art Therapists currently work in Child and Adolescent Mental Health Teams (Cannock and Lichfield) and Adult Psychological Therapy services (Chaddeslode and Dawley). Dietician Assess, diagnose and treat diet and nutrition problems at an individual and wider public health level. Uniquely, Dieticians use the most up to date public health and scientific research on food, health and disease, which they translate into practical guidance to enable people to make appropriate lifestyle and food choices. Dieticians work in Mental Health Specialist services. Occupational Therapists Assess psychological, social and physical function and use specific purposeful occupation to reduce disability and promote social inclusion and independence. Trust Occupational Therapists work in the Children s Directorate (Paediatrics and Child and Adolescent Mental Health services), Developmental Neurosciences and Learning Disabilities, Forensic Psychiatry, Mental Health adults of working age and older age 65 plus years, and Specialist Services, eg Prison Inreach and Eating Disorders. Physiotherapists Assess function and movement to maximize the potential of patients. It uses physical approaches to promote, maintain and restore physical, psychological and social wellbeing taking into account variations in health status. Interventions include exercise, movement, massage, manipulation, electrotherapy and other therapies, eg Acupuncture and Hydrotherapy. Physiotherapists have a key role in the reduction of falls and provide a service contribution to the Staff Health and Wellbeing Service. Physiotherapists work in Mental Health, DNLD and Specialist Services. Speech and Language Therapists Provide assessment and interventions to address communication needs and eating, drinking and swallowing ability. They work directly and indirectly with individuals, groups and carers/supporters to make best use of individual skill and environment. They work in adult Developmental Neurosciences and Learning Disabilities in Shropshire. Page 22 of 28

23 Appendix 5 Allied Health Profession Leads Meeting Vital to the core business of the Trust - experts in maintaining people's essential life skills. Terms of Reference March Constitution South Staffordshire and Shropshire Healthcare NHS Foundation Trust resolves to establish an Allied Health Profession Lead Forum. 2. Role The role of this group is to be the professional lead for Allied Health Profession issues and develop strategies for service delivery/education/training across/within the Trust, partner agencies and organisations. On behalf of the Trust, this group will ensure that Allied Health Profession service delivery is driven by mutual governance, best practice, national guidance and service user feedback. The group will evidence delivery of the Trust Vision, Core Values, Aims and behaviours and business objectives. The group will provide a forum to promote, stimulate and support the delivery and development of AHP services between service users, partner agencies and other organisations. Group members will influence and evidence good practice across AHP s through clinical governance structures. Group members will respond to regional and national consultations/projects to influence the development of national drivers. The group will ensure requests for professional advice and information related to AHP issues requested or raised by AHP staff, other disciplines, agencies and organisations is relevant and up to date. The group will formulate, review and oversee the implementation of the AHP Delivery Plan, Divisional, Directorate and Trust Business Plans. Through the AHP workforce the group will deliver best practice and evidence contribution to standards and guidance for which the Trust is required to achieve, eg CQC, CQUIN, NHSLA, Equality and Diversity, Key Performance Indicators. 3. Membership Lead AHP s or delegate from each speciality, that is, Mental Health, Forensic Services, Learning Disabilities, Specialist and Family Services. Other people may be co-opted onto the group or parts of the group as and when required. Page 23 of 28

24 4. Frequency and Duration of Meetings The meetings will be held on the first Wednesday which follows Senior Leadership Forum each month for 2½ hours. Meetings will be held in Room G37, Trust Headquarters, St George s Site, Stafford, ST16 3SR between 9.30am 12.00pm on the following dates. Attendance at this meeting is an AHP Lead priority with an expectation of 9 out of 12 attendances required to fulfil the AHP Leads role. Deputies may be nominated if the Lead is unable to attend. 14 January February March April May June July August September October November December 2015 Annually the Allied Health Profession Leads will deliver an Away Day to have more opportunities to deal with issues in depth, and they will host an AHP Annual event. 5. Accountability and Authority The Chair reports directly to the Chief Executive. Divisional AHP Leads to disseminate information through their AHP governance structures. The group will undertake activities within the remit of the Terms of Reference and mutual governance. The group will link into any appropriate Trust meetings or work streams as required. Directorate specific AHP meetings will feed back to this group. 6. Distribution The minutes of this meeting will be distributed to the following people and hosted on the Public Folder under Directorates, AHP, Management Meetings, 2015 Allied Health Professions Leads: Clinical Directors Service Directors Divisional Directors Professional Leads AHP Leads AHP staff Page 24 of 28

25 Board Sub Committee Self Assessment Review Trust Allied Health Profession Leads Meeting Status Key 1 = must do 2 = should do 3 = could do STATUS ISSUE YES NO N/A EVIDENCE/COMMENTS/ACTION 1 Does the Group have written terms of reference that adequately and realistically define the Committee s role and which are clear and unambiguous? Terms of reference for AHP Leads meeting - 1 Do the terms of reference for the Group state the Group s purpose in terms of the Trust s strategic objectives and the AHP Delivery Plan? 1 Have the terms of reference been adopted by the Group? 1 Are the terms of reference reviewed annually to take into account governance developments and the remit of other committees within the organisation? 1 Are there any aspects of the terms of reference which the Committee has not discharged within the past 12 months? 3 Are there any areas where the Group feels there may be duplication with the work of other Groups? 2 Has the Group established a plan for the conduct of its own work across the year? Page 25 of 28 \\SS-STORE11\ sssftuserhome$\spejo Under the Authority section of the terms of reference, the responsibility of the committee is clearly linked to objectives 1 and 5. Terms of reference are reviewed in September of each year. There is also evidence throughout the year of changes made to the terms of reference to account for developments and changes within the organisation. Service user feedback There was some feedback the meetings were mental health focussed and operational. This was discussed by the whole group and not felt to be an accurate reflection of the group. It was recognised the largest section of Trust Business is mental health. The Group has an agenda, and an AHP Delivery Plan which are updated as required, in response to national drivers, standards

26 STATUS ISSUE YES NO N/A EVIDENCE/COMMENTS/ACTION and local issues. 1 Has the Group been provided with sufficient membership, authority and resources to perform its role effectively and independently? \\SS-STORE11\ \\SS-STORE11\ sssftuserhome$\spejo sssftuserhome$\spejo There has been poor representation from Children s Directorate (Paediatrics). This was resolved with the Service Manager. There is no representation from Specialist Directorate (Prison Inreach, Eating Disorders or Perinatal) due to the AHP structure within the Directorate. \\SS-STORE11\ sssftuserhome$\spejo 1 Are changes to the Group s current and future workload discussed and agreed within the Group? 1 Is the Group s role in the writing of and consultation of Trust guidelines, policies, strategies clearly defined? Evaluation of AHP Lead roles in Paediatrics, CAMHS and Forensics as the posts have been reduced to 0.20 sessions per week. Celebration Day/AHP Conference. Rolling CPD events for staff internally. Reduced capacity - maternity leave, part time hours and hours in AHP Lead roles. The Group contributes expertise to writing guidelines, policies and Strategies and contributes to the consultation process for local regional and national documents. Dysphagia guidelines. Spirituality Strategy - \\SS-STORE11\ sssftuserhome$\spejo Employment paper \\SS-STORE11\ sssftuserhome$\spejo Page 26 of 28

27 STATUS ISSUE YES NO N/A EVIDENCE/COMMENTS/ACTION Dietician paper. Response to HPC consultations, eg changes to profession specific standards of proficiency. 1 Does the Group meet the appropriate number of times to deal with planned matters? (If not, please indicate what frequency would be required and what additional issues or opportunities would this achieve). Dates for 2012 agreed and shared at September 2011 meeting, \\SS-STORE11\ sssftuserhome$\spejo first Wednesday following FMT. Dates cancelled are for diary management of wider AHP events eg AHP Development Day \\SS-STORE11\ \\SS-STORE11\ sssftuserhome$\spejo sssftuserhome$\spejo \\SS-STORE11\ sssftuserhome$\spejo and AHP Celebration Day 1 Are Group papers distributed in sufficient time for members to give them due consideration? 2 Is the timing of Group s meetings discussed and agreed with all the parties involved? \\SS-STORE11\ sssftuserhome$\spejo to reduce the need for AHP Leads to commit more time to AHP issues. \\SS-STORE11\ sssftuserhome$\spejo As per AHP Communication Guidance. Annually when reviewing the terms of reference. Ideally to fall after each monthly FMT meeting to cascade information swiftly. \\SS-STORE11\ sssftuserhome$\spejo 2 Has the Group considered the costs that Staff time and travel costs were discussed. Different methods of Page 27 of 28

28 STATUS ISSUE YES NO N/A EVIDENCE/COMMENTS/ACTION it incurs: and are the costs appropriate to the perceived risks and the benefits? hosting this meeting are being explored eg Skype, so a combination of methods could be offered face to face, phone conferencing and Skype. 2 Does the Group assess its own effectiveness periodically? Skype accepted by the Trust infrastructure not in place. First use of self assessment tool September 2011 Delivery of Key Performance Indicators in AHP Delivery Plan linked to Trust Strategic Objectives. Twice yearly Quality and Clinical Performance, Directorate Performance Reviews. AHP Lead Minutes and proforma CQC, CQUIN and NHSLA \\SS-STORE11\ sssftuserhome$\spejo 1 Does the AHP Annual Delivery Plan include a description of the Group's establishment and activities? 1 Has the Group defined a list of Groups which report to it? 1 Does the Group routinely receive updates/minutes and/or summary reports from the Directorate Groups which report to it? AHP Delivery Plan already attached. Within the terms of reference Accountability section the Directorate AHP groups that are directly accountable to this group. Terms of Reference for Directorate AHP meetings. Verbal updates on professional issues rather than operational issues. From October 2011, this group will aim to: At the end of the AHP Leads meeting agenda, insert a table that sets out the frequency of the Directorate AHP groups that report to the Leads Group ie Mental Health Shropshire, Mental Health South Staffordshire, Children s (Paediatric and CAMHS), Forensic, Developmental Neurosciences and Learning Disabilities. Minutes from these meetings are hosted within the Directorates and summaries of issues relevant to this group included in the minutes. Any Directorate issues relevant to this group can be discussed in the meetings. Page 28 of 28