Leadership and Innovation Awards

Transcription

1 Kent, Surrey and Sussex Leadership Collaborative Kent Surrey Sussex Leadership and Innovation Awards 2017 Wednesday 1 March 2017 Programme #KSSAwards2017 Contents Welcome Agenda Today s speakers Award nominees The judges Your hosts

2 Welcome Agenda I can t believe another year has gone by and it s that time again to celebrate the excellent examples of leadership across KSS. It s a testament to the hard working healthcare professionals across the region that we have received so many nominations for the awards this year. Every year my expectations for the finalists are surpassed. The stories we read about were truly motivating; the passion and commitment to making our healthcare system the best it possibly can be is truly inspiring. I m delighted that together we continue to share, learn and grow pushing ourselves to be the best we can for the communities we serve. It is no secret that our healthcare system has its challenges and that system transformation is not a nicety, but a necessity. Everyone nominated for an award is bringing about positive change, and whether these individuals are established leadership figures or our Congratulations future leaders in the making, every single one of them is fully deserving of their nomination. I would like to offer special thanks to everyone involved in the design and delivery of this event, to the NHS Leadership Academy for funding our regional awards, the finalists, nominators, judges, presenters, our partners and the organisers within my team for making this, what I am sure is going to be, a day to remember. Well done to all the finalists and thank you for the inspiration you give us. Amanda Grindall Director, NHS KSS Leadership Collaborative 10:00 10:30 Registration in the West Stand Reception Refreshments served in the Overline Room 10:30 10:45 Welcome, Overline Room David Clayton-Smith, Chair, NHS KSS AHSN Richard Tyler, Chair, NHS KSS Leadership Collaborative 10:45 11:00 KSS AHSN & KSS Leadership Collaborative Joint working, Overline Room Amanda Grindall, Director, NHS KSS Leadership Collaborative Guy Boersma, Managing Director, KSS AHSN Stephen Hart, Director of Leadership Development, Health Education England 11:00 12:30 Communities of Practice session, Overline Room Myron Rogers 12:30 12:45 Comfort break Head to the Mayo Wynne Baxter for the Awards Ceremony 12:45 15:45 Awards Ceremony & Lunch, Mayo Wynne Baxter suite Leading and Developing People On behalf of KSS AHSN and all our members I would like to offer huge congratulations to everyone who was nominated and shortlisted for this year s Leadership and Innovation Awards. The collaboration we have witnessed and the innovations this region has supported will go a long way to facilitating change across whole health and social care economies. Together we will spread innovation at pace and scale improving health for NHS patients and generating economic growth. The Five Year Forward View argues for a more engaged relationship with patients, carers and citizens so that we can promote wellbeing and prevent ill-health. It represents the shared view of the NHS national leadership, and reflects an emerging consensus amongst patient groups, clinicians, local communities and frontline NHS leaders. our NHS needs. I look forward to hearing about them all in the not too distant future and working alongside them to guide our region towards excellence in health, care and innovation. Best of luck to everyone today, you all deserve to be here. Guy Boersma Managing Director, Kent Surrey Sussex Academic Health Science Network Inspirational Leader Emerging Leader Inclusive Leader Lay Engagement Excellence in Patient Experience Excellence in Out of Hospital Care Team Outstanding Achievement Business Professionals Team Outstanding Achievement Clinical Professionals Excellence in Quality and Safety Enhancing Innovation through Collaboration Leading Systems Transformation Leading for Service Improvement & Innovation Starter Main Dessert This year s finalists are both established NHS leaders and aspiring future leaders who I have every confidence will bring about the positive change Wrap up & close Coffee Drinks Reception Mayo Wynne Baxter suite 2 3

3 Today s speakers David Clayton-Smith Chairman, Kent Surrey Sussex Academic Health Science Network David is Chairman of Kent Surrey Sussex Academic Health Science Network responsible for pulling together commercial and academic partners to work with the National Health Service to develop and spread innovation in health and social care whilst supporting wealth creation in the UK. Guy Boersma Managing Director, Kent Surrey Sussex Academic Health Science Network Guy works to build social value and relishes the challenges of working effectively across organisational boundaries. He is an experienced leader of change, with a track record of delivering in year whilst growing organisations capacity and capability. Having led private and public sector teams in central government as well as operational delivery frontline, he is a trusted collaborative leader relishing the role of catalysing effective delivery of goals shared across organisations. Amanda Grindall Director, NHS Kent, Surrey and Sussex Leadership Collaborative Amanda is an accredited OD practitioner, coach and change manager with an MA in Change Management (2009). She began her NHS career in learning and development in the acute sector, following a period in the engineering consultancy sector as Operations Manager for a series of overseas development projects. She has held a variety of roles in the NHS health informatics sector focused on system implementation and change agency. She moved to the SE Coast Strategic Health Authority in 2010 leading the service improvement and leadership development team before moving to her current role. Stephen Hart Director for Leadership Development, Health Education England Stephen is the Director for Leadership Development for Health Education England which involves responsibility of leading the NHS Leadership Academy. He has more than 20 years experience of leadership and management in the Military and has worked in a number of different positions throughout his career, with the most recent being the Head of Command Leadership and Management training for the Army Division at the Defence Academy. Richard Tyler Chair of KSS Leadership Collaborative Richard is the Chief Executive of Horder Healthcare, a leading provider of orthopaedic care based in East Sussex. Richard moved to Horder Healthcare in November 2016 after over twenty years in the NHS, the last eight as a Chief Executive. Prior to joining the Horder Richard was Chief Executive at the Queen Victoria NHS Foundation Trust in East Grinstead. In a wide-ranging career he has led both community and acute organisations as well as holding senior roles in both commissioner and provider organisations. Richard is the current chair of the Sussex & East Surrey Local Workforce Action Board (LWAB) and the Kent, Surrey & Sussex Leadership Collaborative. Myron Rogers Author, speaker and consultant Myron is an author, speaker and consultant with a practice in large-scale organization change and leadership development. As a skilled translator of living system theory, Myron has been engaged in the leadership, design and delivery of large-scale strategic change efforts in the private and public sectors throughout the world; from leadership development for NHS England to global strategy for Unysis. His clients have included leaders and leading firms in the technology, energy, manufacturing and health care sectors, as well as expansive work in the non-profit and governmental sectors. Whether in the global corporate or local community environment, Myron s work is high-involvement, broad-participation, whole systems engagement. The East Sussex Better Together transformation programme identified a need to raise the profile of practice nursing and support the development of student nurse placements in order to support GPs in improving care to local people. Dee has been inspirational in her approach to her role to encourage people to join/rejoin nursing and in developing a mentoring programme to support on-going development opportunities for nurses working in primary care. Dee focuses on two fundamental workstreams to prepare GP practices to host pre-registration nurse placements and to grow the number of nurse mentors. She has facilitated and mentored 32 student nurse placements since the initiative began in October All the student evaluations completed following their placements highlight that nurses had a really positive learning experience. One nurse said: I have enjoyed every moment and aspect of my placement, I appreciate the way I was taught, led and explained issues I was concerned about as well as allowing me to perform practical procedures which were building up my confidence and helping achieve new skills. Leading and Developing People Presented by Ms Jo Spear, MiP National Officer for London South and the South East Coast, Managers in Partnership (MiP). Dee Kellett Primary Care Workforce Tutor, NHS Eastbourne, Hailsham & Seaford CCG and NHS Hastings & Rother CCG As a direct result of Dee s work, students are now requesting management placements in general practice. These are students that have already experienced a placement and who are now keen to pursue a career path in practice nursing. They have already had a valuable insight into a practice and some knowledge and skills gained from previous placements. In terms of nurse mentors, there are now over 60 working across both CCGs and 25 GP practices able to facilitate student nurse placements, which is impressive given the relatively short timescale involved. Dee continues to work closely with nurse mentors, the placement team and practice liaison team and is passionate about supporting the development of management placements. She also works collaboratively with East Sussex Better Together to develop a Community Education Provider Network footprint. With Dee s committed approach, nurses from Continuing Healthcare (CHC) within the two CCGs are now also keen to assist in supporting student nurse placements in primary care and have offered bespoke visits. This will be invaluable in terms of providing students with an overview of the patient s journey, particularly as these people are generally the complex patients with co-morbidities. If you would like to find out more information about Dee s work, contact her on: dkellett@nhs.net 4 5

4 Dr Claire Fuller Clinical Chair, NHS Surrey Downs CCG Leading and Developing People Presented by Ms Jo Spear, MiP National Officer for London South and the South East Coast, Managers in Partnership (MiP). Leading and Developing People Lorna Hart Deputy Director of Urgent Care and Integration, NHS Surrey Downs CCG Presented by Ms Jo Spear, MiP National Officer for London South and the South East Coast, Managers in Partnership (MiP). Over the last year, Claire has been instrumental in embedding clinical leadership within the CCG so that we not only seek clinical feedback, but actively encourage clinicians to develop their skills and become confident to step forward as leaders of the future. This has not only enhanced the CCG s clinical focus, but has also facilitated closer working right across the organisation at all levels. Claire has championed a positive working culture, ensuring that staff and stakeholders can participate in all areas of work. This has included raising morale and providing excellent leadership during challenging times and times of significant change (including being issued with directions and a change of senior leadership). Launching an annual staff recognition awards scheme, where staff nominate individuals to recognise and reward staff at all levels of the organisation. Hosting a yearly Surrey Rounders Challenge, which sees Surrey Health and Social Care organisations coming together for an evening; helping to break down barriers and encourage team working. Recent examples of Claire s work include: Developing a GP future leaders programme (now on its third cohort) which identifies future clinical leaders and provides them with the skills and knowledge to help them reach their true potential. It s been recognised as best practice and is being rolled out in other areas. Working with the CCG s executive team and practices to re-design its governance structure and develop a new Clinical Cabinet; giving GPs greater input into clinical priorities and plans. Promoting continued support and development, by providing every Governing Body and Clinical Cabinet member with regular 1:1s, objective setting and appraisals with herself, as Clinical Chair. Encouraging local GPs to become clinical leads for individual service redesign projects or clinical pathways, by providing the appropriate training and mentorship to have the confidence and skills to fulfil these roles. As Clinical Chair of the CCG, and a GP at a member practice, Claire has a great passion for improving health outcomes, for example, supporting and pioneering new developments, such as community hubs and the Epsom Health and Care programme, which has increased health outcomes for the elderly, and those living with long-term conditions. Lorna prioritises staff engagement at every level. She has employed the same methodology which was reflected by 100% staff satisfaction in terms of relationships with the higher management team during her time as Head of Continuing Healthcare Surrey (Internal Staff Satisfaction Survey, 2016). Since changing roles to lead the Urgent Care and Integration team, collaborative decision making and openness has remained a primary consideration irrespective of the complexity or magnitude of the decision in question. This is epitomised by the prioritisation of weekly team meetings in which all team members, irrespective of seniority, are required to share project updates and all are involved in decision making. Additionally, Lorna places a level of trust in her team members which the organisation has never previously experienced. Whilst creating an open environment in which her expertise can be accessed freely, she places little emphasis on performance monitoring but instead allows the evidence to demonstrate the impact of her team. With this level of trust the relatively small Urgent Care and Integration team (three full time staff; one part time staff member; one Clinical Director) now commission and monitor in excess of 17 projects which are successfully improving quality of care; morbidity; and mortality in the >65 year old population across Surrey Downs, with evidence accumulating on positive impacts on A&E attendance, non-elective admissions, as well as other qualitative measures. Encouraging collaborative working is undoubtedly one of Lorna s key strengths. This is not only epitomised by the aforementioned methods of working internally, but is also demonstrated by her collaborative innovative ongoing programmes. Currently Lorna is designing an Integration model which has had input from providers; NHS acute trusts; social care; charitable organisations; Continuing Healthcare; and numerous NHS Clinical Commissioning Groups. This programme is iterative and has been adapted based on the input of all staff, irrespective of seniority or organisation. The development of such an innovative programme is also being used as a means by which individuals are able to realise their potential which may have otherwise gone untapped. All Integration team members lead their own work steams relating to operational planning, financial forecasting, or impact modelling. If you would like to find out more about Claire s work, contact her on: claire.fuller@surreydownsccg.nhs.uk If you would like to find out more about Lorna s work, contact her on: lornahart@nhs.net 6 7

5 Inspirational Leader Presented by Dr George Umoh, Consultant Psychiatrist, Kent and Medway NHS and Social Care Partnership Trust Sue Turner Interim Associate Director for Operations Carehome Plus & Learning Disabilities, Sussex Partnership NHS Foundation Trust Jonathan Sly Head of Integrated Care, NHS Surrey Heath CCG Inspirational Leader Presented by Dr George Umoh, Consultant Psychiatrist, Kent and Medway NHS and Social Care Partnership Trust Sue was tasked to commission and pilot the first Sussex Partnership NHS Foundation Trust owned and managed care home this in itself was an innovative and courageous challenge due to the out of the box criteria within a mental health service. Sue s vision is to offer holistic, relationship-centred care; meeting the growing demand for care for people with increasingly complex health and dementia presentations and co-morbidities. It has taken courage and fortitude to develop the care home, growing the service from 25 to 71 beds and growing the staff from approximately. 50 to our current 120 over the past 3 years. Sue will always go above and beyond her remit to ensure that people working within the Trust and external partners understand the square peg, round hole that is Lindridge. Extolling its virtues at every given opportunity to anyone that will listen she is passionate about her home, her residents and her staff. Her title of Associate Operations Director does not stop her rolling up her sleeves and supporting her staff bathing and feeding residents if needed. She is fearless when talking about or promoting the home and the Trust, she will leave no stone unturned and no conference unattended if it offers her the opportunity to talk about her passion that is Lindridge. If you would like to talk to Sue, you can contact her on: sue.turner@sussexpartnership.nhs.uk Jonathan is a visionary leader with an infectious, passionate approach inspiring improvements in patient care and safety. His unique skills, experience and bright personality has led to the improved quality and efficiency of care services in Surrey Heath. Jonathan is the driving force behind the pioneering integrated care service, bringing together social care, mental health, community and voluntary services in response to peoples request to tell their story once ; easier and increased access to services and support. Bringing staff from three separate organisations with different cultures and working practices together has been no mean feat. He s created a happy and successful team making a tangible difference to patient care. The successful implementation has hugely benefited from his belief and dedication to do the right thing and achieve the best possible outcomes for local people and job satisfaction for staff. A major milestone was the implementation of the Single Point of Access (SPA) one team of health and social care colleagues, co-located in a central GP practice set up to receive, prioritise and allocate calls and electronic referrals, through one number and address. The SPA is open from 8am 8pm matching the extended hours of GP practices and support for the community. Weekly, multi-disciplinary team meetings, developed and initially facilitated by Jonathan, has led others to be confident and skilled at leading the meetings, with a marked reduction in people with complex needs requiring hospital admission. If you would like to talk to Jonathan, you can contact him on: jonathansly@nhs.net 8 9

6 Inspirational Leader Presented by Dr George Umoh, Consultant Psychiatrist, Kent and Medway NHS and Social Care Partnership Trust William (Bill) Dunsmuir Consultant Urologist, Ashford and St Peter s Hospitals NHS Foundation Trust Emerging Leader Presented by Stephen Hart, Director for Leadership Development, Health Education England Dr Emma Costello Clinical Lead for Dementia, NHS High Weald, Lewes and Havens CCG Bill Dunsmuir is a truly inspirational leader. With regards to his care as a consultant urologist, there are an infinite number of patients who sing his praises following his consultations. He always gives patients enough time in clinic even if this means his clinic overruns, and their understanding is always complete by the time they leave his clinic room. Indeed his letters are a testament to the attention to detail he gives his patients due to the level of detail and the understanding of applying a holistic approach to practising medicine. Bill has changed the way in which Urology is practised at Ashford and St Peter s over the last 5 years. His decision making has been courageous, bold and measured. The key huge changes were creating a consultant delivered service (both inpatient and outpatient) a massive undertaking, and secondly the gigantic task of centralising all urological services to St Peters Hospital and delivering on the birth of the Urology Centre! Emergency in-patients have greatly benefited from having a consultant urologist see them every day on the now routine daily consultant ward round as part of the On-Call Urology Consultant of the Week introduced by Bill in This has impacted the service greatly by having senior clinicians managing patients earlier allowing for timely discharges and interventions and drastically reducing delays. In fact one of Bill s most recognisable mantras is placing your most senior wisest neurones at the front door. Dr Costello exhibits a professional style and human characteristics, which encourage people to engage listening, reflection, genuine enquiry and openness. Central to her approach and ethos is acting in the best interests of the patient and families involved in their care. She is a positive role model and inspires others to perform at their highest capabilities, bringing a tenacity and willingness to roll her sleeves up, to achieve intended outcomes. Dr Costello is committed to personal development having enrolled with Brighton Medical School and completing the Dementia Fellowship. More recently, Dr Costello has embarked upon an MSc in Dementia and has successfully achieved a Leadership Scholarship with the Florence Nightingale Foundation, set up to advance excellence in practice. She is the first GP to be awarded the scholarship and will use this for her own continued development and to share that learning with Clinical colleagues, stakeholders involved in the new model of care she s developed and staff within the CCG. Dr Costello has also demonstrated a commitment to sharing learning and dissemination of ideas by previously attending sharing best practice event with KSS AHSN and more recently, with the Health Foundation, talking about the transformation of dementia services to Innovators from across the UK. In addition, Dr Costello has encouraged and supported a number of individuals in their own personal development, namely; myself as a Senior Programme Manager to apply and successfully attend the Dementia Fellowship. She has also mentored a Paramedic to be able to run a Dementia Clinic in Primary Care and has worked with the secondary care provider to inspire a new way of working in a Memory Assessment and Management MDT. Notably, Dr Costello has worked with the Voluntary Sector to transform the way that they work with GPs, specifically, as equal partners in the treatment and care model. If you would like to get in touch with Bill, he can be contacted on: bill.dunsmuir@asph.nhs.uk If you would like to get in touch with Emma, her is: emma.costello@mac.com 10 11

7 Emerging Leader Presented by Stephen Hart, Director for Leadership Development, Health Education England Faye Hopkins-Thorpe Audiology Service Lead, First Community Health and Care CIC Emerging Leader Presented by Stephen Hart, Director for Leadership Development, Health Education England Natalie Blunt Deputy Managing Director, Sussex MSK Partnership and Director of Business Development for Here Faye was an experienced and well respected senior clinician when she accepted a secondment to the post of audiology service manager based at Crawley Hospital. After a successful year as a secondee, she was appointed to the post and has made a real success as a dynamic and authentic manager and leader. Faye manages a small team and has developed each individual to play an important part in the running of the department. Faye has supported the administration lead responsible for ensuring our data meets the KPI requirements for the range of contracts we hold to develop her IT skills. With a senior clinician, Faye helped develop the clinician s skills to introduce a dementia friendly service and working with another clinician, Faye has delivered value for money improvements by ensuring the hearing aid supplies are the most efficient and cost effective available. As a key member of the Direct Access Therapies leadership group, Faye is an exemplar in sharing learning, volunteering to lead on initiatives and is happy and confident to represent the other therapy services at organisational meetings. Faye has a personal commitment to driving through change to benefit patients. Faye can be contacted on: faye.hopkins@firstcommunitysurrey-cic.nhs.uk Natalie commenced her working life within the NHS as a ward clerk at 17 years old, building knowledge of patient needs through a range of roles including as a Health Care Assistant, PCT service improvement and Integrated Care Manager. 13 years later in her current role as Deputy Managing Director of Sussex MSK Partnership she is responsible for over 150 clinical and non-clinical staff delivery both community services and commissioning 40m worth of secondary care activity. Her drive for patient safety and ensuring service delivery is what matters most to patients, is clear in all she does; from instilling a sense of purpose in administration teams so that every team member is clear about the impact on people s lives they have with every phone call, every contact or each letter that is typed, through to working alongside clinical leaders to constantly improve services based on patient feedback or as a result of adverse incidents. From early in her career she has sought opportunities to learn more about the health and social care system, unbounded by the limitations of the particular role she might have been in at the time. Seeking to understand from colleagues, service users or inspirational leaders. She has always sought to have a mentor to support and guide her and is constantly seeking feedback for those around her. More recently, in the last year, she was accepted onto and successfully completed the King s Fund Top Leaders programme actively bringing her learning to the service and sharing tools and insights with colleagues with intention of developing them. Others who have learnt from her (in her role as a line manager, team leader or mentor) have described her as inspirational, purposeful and insightful. If you would like to get in touch with Natalie, she can be reached on: natalie.blunt@nhs.net 12 13

8 Inclusive leader Presented by Simon Anjoyeb & Barbara Harris, Equality Project Manager & Head of EDHR, Brighton and Sussex University Hospitals NHS Trust East Sussex Healthcare NHS Trust Inclusive leader Presented by Simon Anjoyeb & Barbara Harris, Equality Project Manager & Head of EDHR, Brighton and Sussex University Hospitals NHS Trust Georgina Foulds Associate Director for Crisis Care Working Age Adults, Surrey and Borders Partnership NHS Foundation Trust Over the past 12 months and beyond, the whole Trust works as a team to ensure there are no barriers for staff, patients and visitors. They work extremely hard, involving one another and other stakeholders, to ensure evaluations of all protected characteristics (and other groups that are not considered protected under the Equality Act 2010) are considered for all services that are commissioned, designed, procured and delivered. The E&D department developed a new equality impact assessment process 18 months ago which ensures all 9 protected characteristics are considered at every step of the way when developing any procedural document and staff have been very keen to ensure that these assessments are carried out effectively and ensure equal access to all services. Compliance is expected to be %. The 1st audit of the patient policies ratification group is 100% compliance, meaning no document was ratified in the last 12 months without an impact assessment. The E&D department have developed staff networks for BME, LGBT and Disability and other networks are currently being developed. Managers have supported their staff to attend these sessions. Each staff network is chaired by a member of the Trust Board to ensure that leadership and inclusion is as visible and supported as much as possible. The networks provide a place to meet other staff members with a shared interest, share experiences of the Trust, raise profiles and promote and celebrate equality & diversity. The networks share training and development opportunities and identify and remove barriers. The E&D department is currently seeking ways to ensure religious and cultural festivities are celebrated at the Trust. This is in its planning stages. Staff are proactive in their roles to ensure E&D is at the forefront, with managers setting great examples of making compassionate adjustments to accommodate staff and patient needs. The biggest thing for staff to be proud of is that they often do things without a second thought because it is integral to them and their roles and never expect to be recognised for their efforts. They do it because they care. Georgina is playing a key role in the transformation of crisis mental health care in Surrey and NE Hampshire and has overseen the success of our innovative mental health Safe Havens which have achieved national recognition winning a 2016 HSJ Value in Healthcare Award. She was part of the team which set up the first Safe Haven in Aldershot in 2014 which was developed from feedback from people who use mental health services about where they would like to go out of hours as an alternative to A&E. The success of this service led to the establishment of five further drop-in services across Surrey for people who are struggling with mental ill-health. Georgina has been involved in delivering this every step of the way working in partnership with 20 different public and voluntary sector organisations. Under Georgina s leadership, the Safe Haven services continue to generate excellent feedback from people who access them, and from GPs. One local GP wrote to their CEO stating: I am losing count of the number of people I have referred from Walton down to Woking, and every single one has come back with ravingly positive reviews of their experiences at the Safe Haven The Prime Minister visited the service in January 2017 as part of a national announcement to transform mental healthcare across the country. In Prime Minister s Questions on 11th January she praised the service, saying: When I was in Aldershot on Monday I spoke to service users with mental health problems who said they didn t want to go to accident and emergency. The provision of alternative services has meant that the A&E locally has seen their numbers stablilising rather than going up. It s about the appropriate care for the individual. We want to see that good practice spread across the whole country. If you would like to talk with Georgina, her contact details are: georgina.foulds@sabp.nhs.uk You can contact the Trust s CEO, Adrian Bull on: adrianbull@nhs.net 14 15

9 Inclusive leader Elspeth Elkins MILK! Infant Feeding Lead, Sussex Community NHS Foundation Trust Presented by Simon Anjoyeb & Barbara Harris, Equality Project Manager & Head of EDHR, Brighton and Sussex University Hospitals NHS Trust Lay Member Engagement Presented by David Hamilton MBE & Priscilla Chandro, PPE representatives, South Coast Clinical Networks Suzi Shettle Head of Communications and Engagement, NHS Surrey Downs CCG Community Hospital Services Review Ellie is an inspirational leader who has developed the MILK! Infant Feeding Team who focuses on inclusivity and reducing health inequalities. The team is working towards full UNICEF Baby Friendly accreditation and supports mothers from all backgrounds in West Sussex to breastfeed their babies. For those who choose not to breastfeed the team promotes safe and responsive bottle feeding. All mothers are helped to develop the essential early relationships with their baby, which will help with early bonding and baby brain development. She has trained 96% of all Health Visitors to provide a high standard of breastfeeding support and care for pregnant women, mothers, and babies, in addition to the training of Infant Feeding Advisors in every Health Visiting (HV) team to run the team breastfeeding support drop ins, allowing her specialist team to work with those with the greatest need. The recent UNICEF Baby Friendly Stage 2 assessment (November 2016) interviewed 36 members of HV staff. The assessors scored staff at 97% an outstanding result. UNICEF commented that it was a privilege to work alongside our services, our staff are some of the kindest and compassionate they have ever met, staff have excellent communication skills and that this was one of the most positive assessments they have undertaken. She is great at inspiring and training a large team of Peer Supporters made up of local mothers who have breastfed their own children, who have often overcome a number of common breastfeeding issues, and want to support other Mum s in the community. This peer-to-peer approach is designed to be particularly effective in communities which are often excluded. Elspeth can be contacted on: elspeth.elkins@nhs.net In December 2014, our provider of inpatient rehabilitation services contacted us to relocate beds from four community hospital sites to three due to a number of issues, including staffing. On review, the CCG felt that there were wider considerations regarding the rehabilitation inpatient model and the services delivered from all community hospitals in our area. Therefore, we decided to conduct a comprehensive review into the services provided across all five hospitals. We wanted to engage with lay members throughout the process, from the initial planning, reviewing current service models, development of future options, consultation, and possible new model delivery. Project engagement of this scale is rare and not normally conducted at such a local level. However, we were determined that at least 1% of our 300,000 population would be directly engaged. This included a vast target audience, as services included rehabilitation (mainly over 65s), sexual health, wheelchair and x-ray. It also impacted on staff, voluntary organisations and protected characteristic groups. We also had to consider: patient and stakeholder preference, travel and parking, estate and service suitability and costs, clinical requirements and staffing. The review launched in March 2015, and ran until July, with an initial options paper presented publicly in September A comprehensive consultation process then followed for 14 weeks, from January until May 2016, with a final outcomes paper presented publicly on 29 July The project team are now continuing work internally, and with lay members on the project outcomes. The project launched with negative public opinion. Concern about the potential closure of local hospitals created a consensus that decisions had already been made. It ended with lay members championing improvements and providing thanks for the project team s dedication, inclusivity and robustness. Many individuals now continue to work with us on the outcomes, and in other projects. You can get in touch with Surrey Downs CCG via their inbox: contactus.surreydownsccg@nhs.net 16 17

10 Lay Member Engagement Presented by David Hamilton MBE & Priscilla Chandro, PPE representatives, South Coast Clinical Networks David Gilbert Patient Director, Sussex Musculoskeletal Partnership (Central) for the Patient and Carer Partners Network Lay Member Engagement Presented by David Hamilton MBE & Priscilla Chandro, PPE representatives, South Coast Clinical Networks Frances O Donnell East Sussex Better Together, Public Reference Forum Representative, NHS Eastbourne, Hailsham and Seaford CCG and NHS Hastings and Rother CCG The Patient and Carer Partners Network (established in late 2015) is a co-ordinated and powerful network comprising a tier of valued, paid, supported, trained patient/carer leaders people with a MSK condition across Brighton and Hove, Mid-Sussex and Horsham and Crawley aiming to influence change via building trusted relationships with professionals. These partners work across improvement/governance roles; we also have 200 patient volunteers to be supported into involvement opportunities (the seedbed also for next wave of partners); and wider work connecting health economywide engagement. The work is uniquely embedded into systems, culture and processes of decision making via a Patient Director (the first such role in the NHS) who oversees work to improve patients experiences, supported self-management, information provision and shared-decision making. The PD role combined with the Network means real value given to patient partnerships; transformed engagement mechanisms (people are more than feedback fodder; more than their stories or reps ); meaningful opportunities for dialogue (redesign work, CQUIN projects, governance); building of capacity and, ultimately changes in policy and practice, improved services, experiences and outcomes. The work has been supported from the off by three CCGs who had the vision and foresight to establish an accountable lead provider model across the musculoskeletal pathway (that stressed a focus on what matters and patients in control and that included self-management, shared decision making, etc as requirements for the successful provider); also a unique Partnership (comprising two NHS organisations, a charity and a social enterprise*) that ensured patient-centred work was central to the implementation and transformation model by taking the innovative step of developing the Patient Director role an executive position on a par with the Clinical and Managing Director (as well as other steps, such as a appointing a self-management lead). In June 2015, the East Sussex Better Together (ESBT) programme commissioned its Public Reference Forum (PRF) to increase ways for local people to inform the development of local services by joining together with clinicians and professionals in co-designing health and social care services. Building on our existing work to increase public involvement in the ESBT transformation programme, the forum is provided by East Sussex Community Voice (ESCV), which is also the provider of Healthwatch East Sussex. We believe that involving local people should be at the heart of how we make decisions. We already ensure that people s experiences inform our thinking and enable local people to be involved in co-designing their future health and care services. We knew that we could do more to improve how we involve people and increase the numbers of people we involve more proactively. The ESBT PRF representative, Frances O Donnell, actively seeks out people as they go about their day to day business, across the ESBT patch. Frances is free to go wherever she feels is most effective, and the diversity of locations means that she talks, faceto-face with people in a friendly and practical way, gaining more insight into people s experiences and understanding what is important to them. Frances engages with a variety of audiences including the public, volunteers, carers, health and social care staff, community and voluntary groups and people who use health and social care services. ESBT is committed to reaching local people who may not otherwise have been contacted through existing membership groups and networks, so ESBT PRF has been able to provide a much richer picture of what really matters to local people. ESBT PRF s work is essential to the success of all ESBT projects and its work will continue to provide crucial feedback to ESBT teams. You can find out more about the Patient and Carer Partners network from: david.gilbert3@nhs.net Fiona Streeter can provide more information about ESBT and their Public Reference Forum: fiona.streeter@nhs.net 18 19

11 Excellence in Patient Experience Presented by Pauline Smith, Senior Improvement Manager, KSS AHSN The Joint Community Rehabilitation Service team NHS Eastbourne, Hailsham and Seaford and NHS Hastings and Rother CCGs, High Weald Lewes Havens CCG, East Sussex County Council, East Sussex Healthcare NHS Trust Excellence in Patient Experience Presented by Pauline Smith, Senior Improvement Manager, KSS AHSN Hellingly Centre Management Team Sussex Partnership NHS Foundation Trust The Joint Community Rehabilitation (JCR) Service was created by integrating of a number of different NHS rehabilitation and adult social care reablement teams across East Sussex, including the East Sussex Better Together area, with the aim of reducing duplication and improving outcomes and coordination of care for clients. Occupational therapists from both health and social care backgrounds work alongside other Allied Health Professionals, nurses, managers and support workers to provide a whole spectrum of personal and domestic activities of daily living, medication and mobility assistance in combination with therapeutic input to enable people to remain or return to their own home following an episode of illness or crisis. Through the provision of time limited support, JCR aims to enable each person to reach their optimum level of physical function and maintain their independence. The Joint Community Rehabilitation Service team can be contacted via: samantha.tullett@eastsussex.gov.uk The Hellingly Centre Management Team looks for ways to involve service users in their care, at the medium secure unit, at both an individual and a team level. In response to requests from service users not to have to fill in another service user experience feedback form, the leadership team worked with a local mental health charity to develop a more engaging way to receive regular feedback. Peer run service user experience focus groups have taken place every month for the last two years. In addition to the service receiving feedback the events have become a discussion forum where current in-patients ask peers questions about the system and community life. The responses from the focus groups are anonymised and given to the ward managers. Since the focus groups have started patient feedback has led to a range of improvements from the acquisition of a Playstation on one ward, to giving service users more time to understand the care plan process fully so that they can participate. On an individual level the CQC (2016) noted that Staff gave patients one to one time and listened to and acted upon patients concerns. The care plan process paperwork was redesigned in 2013 by members of the leadership team to ensure that service user views and priorities are central to their care. Since then the leadership team have worked with service users and staff to ensure all understand the CPA process and utilise the forms in the way they were designed. This work was recognised by the CQC who noted that: Patients participated in their care planning and care plans were holistic, personalised and recovery focused (2016). The Royal College of Psychiatrist s Quality Network observed it was good to witness primary nurses spending time to develop collaborative care plans with patients (2016). The Hellingly Centre Leadership Team can be contacted on: nick.clark@sussexpartnership.nhs.uk 20 21

12 Excellence in Patient Experience Presented by Pauline Smith, Senior Improvement Manager, KSS AHSN The Peer Support Worker Team Surrey and Borders Partnership NHS Foundation Trust Excellence in Out of Hospital Care Presented by Colm Donaghy, Chief Executive, Sussex Partnership NHS FT Dr Sanjay Suman Proactive Assessment Clinic for Elderly (PACE): A community based initiative, Consultant Geriatrician, Medway NHS Foundation Trust The original Peer Support Worker Team is a group of three people who have lived experience of mental health crisis and are now in recovery who were selected to take on new roles in the Trust to provide 1:1 support to people who have been recently discharged from the Trust s Home Treatment Team (HTT) as part of a pilot project called CORE (Crisis Resolution team Optimisation and Relapse Prevention). The HTTs provide intensive mental health support to people in their homes as an alternative to hospital admission or to facilitate an early discharge. When people are recovering from a mental health crisis, their care and treatment is handed back to the community team. Due to the drop in the intensity of support provided, this has traditionally been a time when people can be at risk of relapse. Over 10 weekly visits the peer support worker and the person using the service shared coping strategies and ways to deal with mental ill health. They also worked through a booklet designed to educate them, their friends and families on what their condition is, symptoms, and ways to avoid and manage reoccurrences. There is evidence that this kind of peer mentoring, as it is known, can help people recover from a period of acute illness, help reduce the chance of relapse and be mutually therapeutic for both the mentor and mentee. Since then their work has expanded into other areas and the Trust is recruiting other paid peer mentors to provide support in other areas of its work including new educational programmes. In March 2016, the team won the Surrey and Borders Partnership NHS Foundation Trust s CARE Award 2015 for Team of the Year. Chief Executive Fiona Edwards said at the event: (Members of) the Peer Support Worker Team have each been very brave, willing to share their own personal stories with others to aid people s recovery. In June 2016, Medway CCG commissioned a community based Proactive Assessment Clinic for the Elderly (PACE Clinic) which was led by a consultant geriatrician; a Medway general practice was chosen as the pilot site. Individuals aged over 65 registered with the practice were identified as frail using Electronic Frailty Index (efi), a validated tool for identifying frailty. In addition to this index, the lead GP and the practice manager s personal knowledge of the patients was used to select participants. A pathway coordinator was recruited to book selected individuals in the PACE clinic for assessment. The objective of the initiative was to provide a clinical assessment with the aim of picking up new diagnoses, carry out medication reviews and any necessary investigations or referrals. Alongside the consultant geriatrician, a care navigator employed by Medway Council reviewed and gave personalised advice on self- management, social, housing, financial and other benefits available to the elderly. Each PACE clinic was allocated 45 minutes to review 4 new patients and 15 minutes for 1 follow up. A time slot of 30 minutes for the care navigator was allocated. It was envisaged that a senior clinician review along with care navigator s input would identify and manage a wide range of health and social care needs. The first PACE clinic was held on 15th June 2016 and the first 100 frail elderly patients were seen by 7th December The outcome data for these were presented to the Frailty Steering Group on 19th January Based on the impressive outcome data it was decided to continue the current service and expand the PACE clinic model to 6 other community centres in Medway. Funding is now available for expanding consultant geriatrician s sessions and to recruit and train, up-to 6 GPs with interest in Frailty to run these PACE clinics. The Peer Support Worker Team can be contacted via: colette.lane@sabp.nhs.uk If you would like to get in touch with Sanjay, his is: sanjay.suman@nhs.net 22 23

13 Excellence in Out of Hospital Care Presented by Colm Donaghy, Chief Executive, Sussex Partnership NHS FT Dr David Hill Multidisciplinary Care Homes Project, Clinical Director for Urgent Care (incl. Care Homes), East Surrey CCG Carole Burrow Team Lead, OneCall Coastal West Sussex, Sussex Community NHS Foundation Trust Excellence in Out of Hospital Care Presented by Colm Donaghy, Chief Executive, Sussex Partnership NHS FT The genesis of this project to improve the care of patients in care homes began at a King s Fund workshop in 2011 on the care of frail elderly patients. National data showed that 61% of GPs felt that the medical care of patients in care homes was unsatisfactory and the lack of support and resources brought into question the safety of the service. This was reflected locally and the Geriatrician s view was that 40% of medical support for care homes was below average or poor in particular the management of depression or dementia and End of Life Care was not optimally managed. As a CCG, we recognised that significant numbers of patients from care homes were dying inappropriately in hospital within 24 hours of admission and wanted to change this. By working in an integrated way with other stakeholders and staff groups and most importantly the patient and relatives, the CCG saw that the quality of care for this group of patients could be markedly improved and the number of unplanned admissions to hospital reduced while also providing better value for the public pound. Throughout the project, an important objective was to provide consistency in terms of care and care givers. The regular involvement of a named GP and a Care Home Matron was vital. There was also a consistent approach to the care of individual patients by way of a shared personalised care plan. This was fundamental to the success of the project because it is uploaded onto an electronic portal in primary care and then streamed to the South East Coast Ambulance Service and the local out-of-hours provider. It is also visible to Community Services. The work began in a few practices in early 2015 and is on-going; now all 18 practices are actively engaged in the work. OneCall in Coastal West Sussex aims to support patients to remain independent in their own homes, ensuring they are safe and that they have access to the appropriate health and care services available to them, first time. Our local demographic is very elderly and we work with them, GPs and health and the care service to avoid unnecessary hospital admissions which can have a detrimental effect on a patients health and wellbeing. Many patients often return home less mobile or less independent than before an admission, and the longer they stay in hospital, the more difficulties they may face before getting back home. Most people would prefer to be cared for in their own home, even if they are acutely unwell, surrounded by their loved ones and familiar things, than to go into hospital. With this in mind, OneCall aims to keep the patient at home. We undertake a holistic triage of the patient s needs and liaise with all the relevant services. We are a 24/7 service that patients, GPs and other services can access for advice, help and to make a referral. Patients and their family/carer in particular find it valuable to be able to speak with a nurse overnight if they are having a problem, for example blocked or bypassing catheters, and carers of end of life patients will often call because they are scared or anxious and need the reassurance of speaking with someone. We triage via the telephone to gain the information we need to enable us to identify the right service to meet the patient s needs. This may involve upgrading to a more urgent responsive service if we feel that is the safest thing to do for the patient. OneCall is a single point of access for urgent care referrals. Calls are handled by nurses/ experienced staff. If you would like to get in touch with David, you can contact him via: julia.frampton@nhs.net If you would like to get in touch with Carole, her is: carole.barrow1@nhs.net 24 25

14 Team Outstanding Achievement Business Professionals Presented by Helen Greatorex, Chief Executive, Kent and Medway NHS and Social Care Partnership Trust Staff Engagement and Wellbeing team East Sussex Healthcare NHS Trust Team Outstanding Achievement Business Professionals Presented by Helen Greatorex, Chief Executive, Kent and Medway NHS and Social Care Partnership Trust East Sussex Better Together s Healthy Hastings and Rother team NHS Hastings and Rother CCG Staff Engagement & Wellbeing team contributed to positive changes and improvements across the organisation with a real passion to see staff develop and the positive impact performance can have on patient outcomes. As advocates of Trust values, they work with colleagues to embed them across the organisation in the You Said We did Project. This project focuses on 3 key areas: staff engagement, celebrating success and health and wellbeing and has succeeded because of the inclusive and collaborative leadership that each member of the team brings and the desire to improve patient and staff experience. The team demonstrates ability to horizon scan for new opportunities and to use their combined skills, expertise and knowledge as leverage to turn the vision of highly engaged and well supported staff into reality. The Head of Staff engagement bring transformational leadership skills to inspire confidence in others to collaborate and integrate the teams under one vision. The Programme Lead effectively designs and collaborates with staff from across all disciplines to deliver a range of staff engagement initiatives and projects while evaluating the impact. They also help lead the BME network and sit on race equality steering committee as this supports the Trust in developing a more inclusive place to work and highlights any focus areas for the team to address. The Lead for Occupational Health and Wellbeing is working continuously to ensure that all staff are equally supported regardless of their background or discipline. Family care team work tirelessly to support and advise colleagues to enhance their working lives. The team has a medical photographer and designer who is able to present their ideas and campaigns in a visually appealing way and advises on the best way to capture audience using visually appealing materials. The team inspire by helping colleagues; for example the porters and their mangers wanted to improve communication within the team and to contribute towards work changes, the team facilitated listening conversations and supported the team in jointly developing a new rota system and making changes based on staff feedback. The team s leadership approach, to encourage all those health and social care professionals who have contact with the public to use these opportunities to talk about health and wellbeing, has been used to direct the achievements of East Sussex Healthcare NHS Trust s (ESHT) Making Every Contact Count (MECC) project. MECC has been funded and developed in conjunction with ESCC Public Health and ESHT. It encourages health, social care and wider public health workforce staff and volunteers to use opportunities arising during routine interactions with people to have brief conversations on how they might make positive changes to their health or wellbeing, such as stopping smoking, eating more healthily or exercising more. ESBT HHR established a project team in 2015 (including the HHR Programme Manager, ESHT and ESCC Public Health) to pilot the project at the Conquest Hospital, Hastings; agreed a business plan, and developed and commissioned bespoke MECC training. The successful pilot is now being rolled out to Eastbourne District General Hospital and 1000 staff will have completed MECC training across nine specialities in 2016/2017. Feedback from participants has been overwhelmingly positive with 98% reporting they felt better equipped to have healthy lifestyle conversations. MECC will be incorporated as a component of ESHT s Health Promoting Hospitals model, which in 2017/18 will change the environment that shapes staff and patient decisions. In addition, MECC will be provided to organisations such as housing associations and voluntary and community sector staff. During 2016, the project was shared as an example of good practice at Public Health England s 2016 Annual Conference and was published in the Healthcare Public Health newsletter and NHS RightCare Commissioning for Value pack for Long Term Conditions. For more information, contact Lorraine Mason on: lorraine.mason1@nhs.net The ESBT team can be reached via: richard.watson6@nhs.net 26 27

15 Team Outstanding Achievement Business Professionals Presented by Helen Greatorex, Chief Executive, Kent and Medway NHS and Social Care Partnership Trust HR&OD and Communications Team at Medway NHS Foundation Trust Team Outstanding Achievement Clinical Professionals Presented by Dave Hearn, Deputy Head of Transformation, Health Education England s Kent, Surrey and Sussex Team Diabetes Care for You Sussex Community NHS Foundation Trust In 2016 the HR&OD team identified the need to a build foundation that met future challenges to change the culture of the organisation: to ensure that they supported staff, so that they could provide the best care to patients. In addition, they needed to provide development opportunities for managers and leaders whose development programmes had been dismantled four years before. This resulted in the HR&OD team developing the Trust s Vision, Values and more importantly the behaviours (VVB) required from staff to ensure that the best care possible is provided to patients and staff. These were developed with 600+ staff members, governors, patients and the Board. The VVBs were embraced by their Chief Executive, Lesley Dwyer who passionately spoke to new and existing staff about the importance and value of VVB s and how they would provide the framework to build a better organisation. The VVBs provided a foundation to; recruit, select, develop, retain, and grow staff. They included using VVBs in; recruitment and selection, Corporate Welcome for all staff Inc. medical staff, leadership & management development, reducing bullying and harassment, achievement reviews (appraisal), individual and team development, managing conflict and poor behaviours, and reviewing the on-boarding experience for all new starters including students, volunteers and temporary staff. This has been achieved by buddying with Guy s and St Thomas NHS Hospitals. The HR&OD team can be reached via: james.devine3@nhs.net The Diabetes Care for You multidisciplinary team launched a completely new community based Diabetes service in Brighton and Hove and the High Weald, Lewes and Havens areas of East Sussex in 2016, working across three different CCG territories. This new approach was needed following a number of years of poor performance and National Diabetes Audit data demonstrating marked variations in the delivery of care standards and outcomes across the area. The team has been able to demonstrate a reduction in mean baseline HbA1c (long-term glycaemic marker) in patients, reduced waiting times, greater flexibility of appointments and locations (for Consultant, DSN, Dietetics, Podiatry and Psychology) and have improved access to structured education. Positive patient feedback is demonstrated through the Friend and Family Test both patient satisfaction scores and qualitative comments, as well as high satisfaction from the primary care liaison programme. In the first three months of recording data (Oct to Dec 2016), 97% of patients would recommend the service to their friends and family. A Diabetes stakeholder group has been set up, following Diabetes UK guidance, to allow greater discussion about the delivery of care locally. The response to this has been brilliant, especially in terms of ongoing service user consultation. The service works with Paediatric teams to ensure joint working and smooth handover of young adult patients, employing a dedicated transition Diabetes nurse specialist. Costs reduced by moving from a Payment-By-Results model to a fixed financial envelope. Service identified high levels of historic poor care, due to inappropriate follow ups, and managed to safely discharge 15% of the patient population back to primary care, relieving system pressures. The Diabetes Care for You team can be reached via: ps.grant@nhs.net 28 29

16 Team Outstanding Achievement Clinical Professionals Presented by Dave Hearn, Deputy Head of Transformation, Health Education England s Kent, Surrey and Sussex Team Adult Social Care Occupational Therapy team East Sussex County Council, NHS Eastbourne, Hailsham and Seaford CCG & NHS Hastings and Rother CCG East Sussex County Council s Adult Social Care Occupational Therapy team have developed and implemented a new service delivery model. This was in response to mounting service pressures in 2015, with over 900 people across the County waiting up to 4 months to be seen by the service, and low staff morale including retention/recruitment issues. The clinic model was implemented using existing service funding, and projects efficiencies of up to 900,000 in the first year. A preventative approach is undertaken in clinics, meaning the Service is also open to residents who do not meet Care Act eligibility criteria, focusing on wellbeing outcomes. Between April and December 2016 clinics across the County delivered the following impact: 1167 clients have been referred and 937 (80%) attended their initial appointment. 65% of clients had their needs fully meet, and those who did not were referred into health and social care teams for any outstanding needs. Over 1650 interventions have been delivered; including over 900 items of equipment and prescribed and advice and information given to clients and carers on over 600 occasions. The number of people waiting to be seen by the service has dropped by 72%, from 903 people waiting in May to 250 people in November Virtual Fracture Clinic team at Brighton and Sussex University Hospitals NHS Trust The Virtual Fracture Clinic team has re-designed the fracture clinic based around the patient s needs. It launched in September 2013 and has since won 3 national awards in 2016 for its innovation and ability to be shared as best practice within the NHS. The model has already been adopted by 4 other trusts with many more following suit. Since 2013 they have treated over 10,000 patients with 37% of those patients ever having to return to hospital for an appointment for something to be done. Team Outstanding Achievement Clinical Professionals Presented by Dave Hearn, Deputy Head of Transformation, Health Education England s Kent, Surrey and Sussex Team All other patients are managed on a self-directed rehabilitation program which is facilitated by the use of online videos and feedback systems. If a patient does need to come back to hospital they come to see the correct specialist at the correct time for something to be done. In January, they launched their new patient portal that allows patients to go on, get their specific rehab plans and record PROMS and patient satisfaction data automatically. The website can be seen on This service has saved commissioners and the NHS over 750,000 so far as a virtual appointment and is half the price of a face to face one. For more information, please contact: Lucy.Cassidy@bsuh.nhs.uk For more information, contact: Michelle.Crouch@eastsussex.gov.uk 30 31

17 Excellence in Quality and Safety Presented by Peter Carpenter, Director of Improvement & Tony Kelly, Director of Patient Safety Collaborative, KSS AHSN Dr Iain Wilkinson Improving Hip Fracture Care, Consultant Orthogeriatrican, Surrey and Sussex Healthcare NHS Trust Excellence in Quality and Safety Presented by Peter Carpenter, Director of Improvement & Tony Kelly, Director of Patient Safety Collaborative, KSS AHSN Dr Radcliffe Lisk OPSSU and Acute Therapy, Consultant Orthogeriatrican, Ashford & St. Peter s NHS Foundation Trust As part of the KSS AHSN hip fracture enhancing quality programme and the Surrey and Sussex Healthcare NHS Trust (SaSH) collaboration with the Virginia Mason Institute (termed SASH+) the hip fracture unit at SaSH has been undergoing a continuous process of quality improvement. Using recognised quality improvement methodology the unit has demonstrated benefits to patients with an improvement in Best Practice Tariff achieved (an accepted metric for good quality in hip fracture), an increased assessment of patients pain following surgery, significant improvements in the formal assessment for delirium and sepsis reduction in this patient cohort. Currently the unit are continuing the quality improvement process and are now focusing on delirium management, the development of a dementia specific environment and an improved comprehensive geriatric assessment for all patients. In addition the team are developing more frequent, shorter MDT huddles in the near future to try to enhance patient flow through the system. More information can be found via Dr Iain Wilkinson: iain.wilkinson@sash.nhs.uk The needs of the older person from acute care differ from the general younger population, and the care of the older person is in itself a specialism which is often not fully recognised. The older person will most often present with multiple comorbidities spanning across the physical and mental health spectrum, often with the added complexity of their social needs. The combination of these aspects of care present significant challenges to the healthcare teams caring for the patient. It is recognised that the older person, once admitted to hospital, frequently have a longer length of stay, occupy more bed days than any other patient group, and are more likely to be re-admitted. This model of care consumes a lot of resources, increases the risk of institutionalisation and may lead to hospital related harm. The introduction of Older People Assessment & Liaison Service (OPAL) in October 2013 based in MAU improved the quality of care provided in hospital for over 75, frail elderly patients with complex conditions with limited success in reducing length of stay (LOS) as patients got moved on quickly to the wards due to the AE 4 hr target pressures. This prevented the team following up on their patients they had completed a Comprehensive Geriatrics Assessment (CGA). Therefore, in Dec 2015 we developed the 7 day frailty unit. The OPAL team joined up with the therapy team working together in A&E, MAU and the frailty unit assessing over 75s presenting as an emergency. You can contact Dr Lisk Radcliffe for more information: radcliffe.lisk@asph.nhs.uk 32 33

18 Excellence in Quality and Safety Presented by Peter Carpenter, Director of Improvement & Tony Kelly, Director of Patient Safety Collaborative, KSS AHSN Dr Ghada Ramadan Patient Safety Improvement, Consultant Neonatologist, Associate Medical Director (Quality and Safety), Medway Hospital NHS Foundation Trust Excellence in Quality and Safety Presented by Peter Carpenter, Director of Improvement & Tony Kelly, Director of Patient Safety Collaborative, KSS AHSN Dr Kamal Patel Acute Paediatric Non-Invasive Ventilation, Consultant Paediatrician, The Royal Alexandra Children s Hospital, Brighton and Sussex University Hospitals NHS Trust Medway NHS Foundation Trust s vision of Better Care Together is to deliver continuous improvements in patient safety, outcomes and experience. The trust is committed to bringing its patients healthcare services in line with some of the best in the country. It aspires to become a centre of effective, modern healthcare delivery for the growing communities it serves and to be recognised as a high-performing provider of core and specialist health services, with a distinctive, patient-centred and responsive service philosophy. The Trust was one of fourteen hospital trusts highlighted by the Keogh Review in (2013) as an outlier in both published mortality indicators, the Hospital Standardised Mortality Ratio (HSMR) and the Summary Hospital-level Mortality Indicator (SHMI). As a result of the review findings, the Trust was placed in special measures. In the three years following the review we focused our attention on improving the Trust s position within these indicators and set-out to explore the reasons behind this variation. This meant a root and branch analysis utilising a mortality review methodology which was new to the Trust. The range of clinical conditions displaying both a large volume of deaths and high mortality ratio at Medway were given particular focus. We identified that the majority of harm at the trust were observed during emergency admissions primarily through acute deterioration. In addition, elderly and frail patients who had a prolonged hospital stay were at a higher risk of harm whilst under our care. The interventions which were put in place addressed a number of clinical conditions and pathways of care including; Sepsis and Acute Kidney Injury, stroke, COPD, Heart failure, Hospital Acquired Pneumonia, falls management, pressure area care, emergency laparotomy, fracture neck of femur pathway, critical medicine safety including safe sedation, acute medical model, frailty pathway, deteriorating patient programme and theatre safety. Bronchiolitis is the most common condition worldwide requiring Paediatric Intensive Care (PICU) admission. Paediatric Acute Non-Invasive Ventilation (NIV) in the UK is traditionally associated with unacceptably high failure rates with the combination of a large number, and many types of, obstacles making it too difficult in children. We saw the opportunity to reduce intubation and PICU transfer in infants less than two years old with severe bronchiolitis (2012). The team created the UK s first comprehensive clinical care pathway (Oct 2014 & v2 Oct 2015) and a new sedation clinical score (Sept 2014) for this group. We have taken Acute NIV in Paediatrics in the UK, outside of PICU, in our HDU to a new level, since Jan We have achieved world-leading low intubation rate 6-8% ( ) reducing to 4% (2015/16) compared to 20% in UK with NIV & 50-60% on standard oxygen. We treated 424 infants. This prevented 60 bronchiolitis admissions to PICU in 4 years, saving 180 PICU bed days, bucking the national trend of UK PICU admissions for bronchiolitis increasing by 600. The median total hospital LOS is 3.5 days saving a further 90 bed days. The introduction of 3l/kg/min High Flow Nasal Cannula (HFNC) has substituted nasal CPAP, with no complications, suitable for replication elsewhere. Clinically, we pushed the boundaries in 16 areas of practice:- elevated High Flow Nasal Cannula (HFNC) flow rate; high Continuous Positive Airway Pressure (CPAP) pressures; earlier NG feeding; optimum airway mucous clearance; physiotherapy; optimal body positioning; assessing and managing sedation (rarely done outside of PICU we also created our own clinical score tool); introducing new nebulising equipment; new NIV interfaces; new ventilators (charity funded); refining ventilator strategies to optimise patient synchrony; predicting NIV failure early to avoid delayed intubation and worse outcomes; creating weaning strategies; antibiotic guide & evidence based early discharge. Dr Ghada Ramadan can answer any of your questions via: Ghada.Ramadan@medway.nhs.uk Dr Kamal Patel can be reached via: kamal.patel@bsuh.nhs.uk 34 35

19 Enhancing Innovation through Collaboration Presented by Des Holden, Medical Director, KSS AHSN Dr Iain Wilkinson The SETS Course: Using in-situ Simulation in Care Homes, Consultant Orthogeriatrican, East Surrey Hospital, Surrey and Sussex Healthcare NHS Trust Lucy Frost Dementia Care, Dementia Lead, Sussex Community NHS Foundation Trust Enhancing Innovation through Collaboration Presented by Des Holden, Medical Director, KSS AHSN The SETS (SBAR Education through Technology and Simulation) course aims to embed the use of the SBAR (Situation, Background, Assessment, Recommendation) communication model in care homes. The communication technique can be used by care home staff when contacting services for residents, with the aim of by getting the right information to the right person, and helping to avoid unplanned hospital admissions. The course is for all carers and nursing staff working in care homes, and comprises an e-learning module, a half-day practical simulation course, and a series of podcasts. For the simulation course, a portable simulation lab was taken to the care home setting and in situ sessions were run, after participants had completed the SBAR e-learning course. Two rooms are used: a large room for discussion and observation, and a separate smaller room for simulation. 4 scenarios (with 4 common clinical situations) were developed using an actor and run with care home staff. Each scenario ends with a piece of SBAR communication, and is relayed by live video loop to the other room so that the scenario can be observed by the rest of the group. Following the scenario a structured feedback session (using the teamgains model) is facilitated by the faculty (exploring the simulation situation in detail and also the SBAR communication options. The first course was run in January 2015, and so far 251 staff from 39 care homes in Surrey and West Sussex have been trained. Currently plans are in place to roll out training to another 200 homes across larger area including East Sussex, over the next year. There are three key developments in dementia care at Sussex Community NHS Foundation Trust (SCFT) in the past 12 months, all utilising innovative ways of working and collaborations with an array of external partners. Admiral Nurses: SCFT provide an Admiral Nurse Service, in partnership with Dementia UK, embedded into primary care in Brighton and Hove. The nurses work closely with families affected by dementia. Nationally they tend to work with secondary care services, however, working with primary care has meant they can respond to needs before a family enters a crisis. After only six months, they are supporting more than 70 families. The nurses demonstrate superb leadership qualities and have formed key relationships with organisations across the city to shape the service and improve outcomes. Music interventions for people with dementia: SCFT s dementia lead, Lucy Frost, has continued to support the Alive Inside Project, founded in Brighton. The documentary film demonstrates how music can be used to enhance care. The project has now extended to music interventions being delivered by the Wishing Well programme into SCFT s 11 community hospitals. In January 2017, a study has commenced looking at the impact of these interventions following a successful pilot. The research is supported by the National Institute of Health Research and accepted onto the national portfolio. Connect with Dementia: this is a new innovation, led by SCFT s volunteer s team, to link young people from sixth form colleges to people with dementia being cared for in community hospitals.the project started formally in the autumn and 20 young people are working with patients at Crawley Hospital and Zachary Merton. The students have been trained to use the My Life Improvement system a digital software platform that can be used to play games, reminisce, and to engage in activities to stimulate and reduce boredom. For more information on the SETS Course, get in touch with: iain.wilkinson@sash.nhs.uk For more information on Dementia Care, contact lucy.frost1@nhs.net 36 37

20 Enhancing Innovation through Collaboration Presented by Des Holden, Medical Director, KSS AHSN Naomi Kellett Service Development Manager, A New Model for Pressure Damage Prevention, Virgin Care Leading Systems Transformation Jane Fagan Lead for Rapid Response and Rehab Services, Virgin Care Limited Presented by Richard Tyler, Chief Executive of Horder Healthcare and Chair of NHS KSS Leadership Collaborative Virgin Care s community inpatient service at Farnham Community Hospital in Surrey collaborated with Bruin Biometrics to help prevent incidence of pressure damage using new non-invasive sensing technology that promotes early detection of pressure ulcers. In November 2015 staff working on two wards at the hospital started trialling the technology, a SEM (Sub-epidermal moisture) Scanner, and Farnham Hospital was the first community hospital in the UK to use the new technology. By introducing the SEM Scanner we aimed to detect early signs of skin damage before it is visible to the naked eye and prevent acquired pressure ulcers developing, increase awareness of pressure ulcers and improve patient outcomes and reduce cost of care by keeping skin intact and shortening recovery time. Our target audience was broken into two. Firstly patients, to deliver high quality care and prevent pressure damage, and secondly staff to help the availability of additional information to inform and support clinical decision making. After a successful six month pilot, we extended the project for 12 months. During the second phase a new Pressure Damage Prevention Bundle (based on the SKINN care bundle) was developed collaboratively by Virgin Care colleagues and Matrons, Nurses, and HCAs. The bundle combines elements of traditional risk assessments and the SEM Scanner to create a streamlined tool to guide colleagues in the assessment, documentation and action planning for their patients. The bundle includes a matrix for stratifying patients into categories of clinical intervention based on a combination of Waterlow Risk Assessment, SEM Scanner deviation and clinical judgement. Jane is a leader not a manager and she leads with charisma and without ego. She focuses on building and understanding relationships which are essential for system leadership and transformation. In meetings she explains the need for change, for example integration of teams and the rationale for doing this. The meetings have not always been easy and have required patience, tact and the ability to deal with challenges professionally and effectively. Jane does this almost effortlessly, her approachable, open and honest style inspires trust to work collaboratively with partners across organisations and systems. Jane has led on the Discharge to Assess project in NHS Guildford and Waverley CCG and has faced numerous challenges to change culture and working practices to achieve the success of the project to date. It has required on going energy and commitment to work across organisations to get colleagues on board. Jane recognised the investment needed in effective communication and engagement as an essential foundation to the project success. Consequently she implemented a robust engagement plan which included all main stakeholders and she led a schedule of presentations with Q&A sessions to ensure clarity and understanding of the project aims and objectives and this was one of the essential criteria s of success of the project. Jane continually fosters strong relationships and connectivity within her teams and across organisations. Following an in-depth evaluation of the project and detailed business case the SEM Scanners are now part of standard practice at Farnham Hospital, and have been used on the wards for 18 months. In February 2016, the scanners were also adopted by the staff working on the inpatient wards at Woking Community Hospital. To get in touch with Jane, contact: jane.fagan@virgincare.co.uk For more information on pressure damage prevention, contact naomi.kellett@virgincare.co.uk 38 39

21 Leading Systems Transformation Presented by Richard Tyler, Chief Executive of Horder Healthcare and Chair of NHS KSS Leadership Collaborative Andy Erskine Director of Mental Health and Social Care, Surrey and Borders Partnership NHS Foundation Trust Leading Systems Transformation Presented by Richard Tyler, Chief Executive of Horder Healthcare and Chair of NHS KSS Leadership Collaborative Open Dialogue Service Team Kent and Medway NHS and Social Care Partnership Trust Andy is a highly committed senior leader who consistently goes the extra mile to connect with and include others from all settings to build and transform stronger systems. A major strength is his ability to establish genuine, authentic relationships. Our Associate Medical Director states In particular his strong sense of values leads him to recognise the contribution of all in a fair and honest way that builds trust between those working in the system. He is skilled at summarising and communicating the complex nature of issues in the system and does this in a way that enables others to contribute to changes. An example is his work on the local Crisis Care Concordat which is a multi-faceted programme involving senior leadership in a complex system across a number of agencies. Impact of his role has included the implementation of Safe Havens across the Trust and the strengthening of a more collaborative relationship with police. This reduces the number of individuals brought by police to hospital places of safety. He leads the implementation of a Single Point of Access for Crisis Care in Surrey which has required ongoing work with a number of agencies in crisis care. Our Senior Manager Mental Health and Carers Lead comments he has a strong value based approach as a leader which is evidenced in how he works with colleagues, people who use our services and their families. It is evident when dealing with conflict and complaints as he is fair and inclusive. In our Recovery College, difficulties emerged with a partner organisation. Andy talked to everyone, gained understanding and was respectful of everyone. He clarified issues and commissioning arrangements. He addressed competition, a sense of threat due to diminishing resources but provided reassurance of the value of third sector organisations so providing resolution. Yasmin and Dr Catherine Kinane began looking into the Open Dialogue initiative more than a year ago. This is a way of working that has been developed in Finland that has transformed their statistics of those presenting with a first episode of psychosis to recovery. Open Dialogue, pioneered by Professor Jaakko Seikkula, is already embedded in parts of Finland, Northern Europe and parts of America, and KMPT is leading the way, with three other organisations in the UK to be adapting the model for widespread use in the NHS. The basis of peer-supported Open Dialogue (POD) involves consistent family and social network meetings where members of the patient s family or peer group meet with a team of mental health professionals in their own home to talk and listen. Catherine and Yasmin have led the team and the Trust in putting Open Dialogue on the forefront of mental health transformation in the UK. The dedication they have put into this initiative, having seen the positive outcomes, has been substantial both professionally and personally. A great deal of work has been carried out and now the team has been awarded a sum of money to help with the research needed to finally make Open Dialogue the way forward. The team has been selected by the Health Foundation, an independent health care charity, to be part of its 1.5 million innovation programme, Innovating for Improvement. The OD team includes a multi-disciplinary approach and each member of the team is vital in bringing their professional and personal attributes to progressing the initiative. The training for this has had a significant impact on all those involved and therefore those leading the team have had to ensure that care and help is available to all. Andy can be reached via: andy.erskine@sabp.nhs.uk To get in touch with Yasmin, Yasmin.ishaq@kmpt.nhs.uk 40 41

22 Service Improvement and Innovation Tina Burton Lead Nurse, Wound Medicine Centre, Kent Community Health NHS Foundation Trust (Joint award between KSS AHSN and KSS Leadership Collaborative). Presented by Amanda Grindall, Director, KSS Leadership Collaborative & Guy Boersma, Managing Director, KSS AHSN Service Improvement and Innovation (Joint award between KSS AHSN and KSS Leadership Collaborative). Presented by Amanda Grindall, Director, KSS Leadership Collaborative & Guy Boersma, Managing Director, KSS AHSN Care Of The Elderly Department Leadership Team Brighton and Sussex University Hospitals NHS Trust Tina Burton has played a fundamental role in the launch of the wound centre model in Kent. She has shown exemplary leadership skills and worked tirelessly to ensure the model has become the success it has. Tina worked closely with Estates to design the clinic space actively participating in the selection and ordering of equipment and stock, decoration, lighting and IT installation. She continues to play a key part at the Wound Medicine Project Group meetings where standardised protocols and service developments are agreed. Tina has always had a passion for tissue viability and she has been tenacious in her approach to educating and information sharing. She has worked with local health professionals including general practitioners, practice nurses and community nursing teams developing a shared care approach to ensure patients receive the highest quality care. Tina is the lead practitioner in a team of three, soon to be joined by an apprentice. Wound management accounts for approximately 60% of community nursing activity. Variations in practice across our organisation identified the need to standardise our approach to wound care to ensure equity of care and value for money. Implementing the nurse led wound medicine model in the community has enabled us to review current wound management pathways to explore ways of delivering care more efficiently and increase quality of service provision, patient experience and satisfaction. To get in touch with Tina, please contact Tina.Burton@kentcht.nhs.uk NHS discourse has often focused on leaders as heroes for example turnaround chief executives. This stance, as illuminated by The King s Fund, is slowly giving way to one which values leadership as a fluid, malleable process that is distributed. In October 2015, the BSUH Care of the Elderly department reached crisis point, with burnout and resignation of joint leads and dangerously low consultant levels per workload. This crisis created an opportunity for a thoughtful re-imagining of leadership; emphasising the role of multiple actors, actively collaborating within a shared leadership system. The aim was for leadership to move away from being a noun and become an active process, a verb. To fulfil shared leadership, the Care of the Elderly consultants designed a weekly meeting to discuss all leadership issues. They spent time together establishing core values, summarised by their central ethos: maintain our humanity by caring for patients and looking after each other. This is an innovative and pioneering scheme, where no one member of the group is lead. All matters pertaining to care of the elderly are placed on an agenda and discussed within the minuted meeting, with clear time scales and allocations for actions. Each member has their own specialist area (e.g. governance, the acute floor), but critically all matters are discussed by the group to a consensus position This, in turn, has allowed for the young consultant body to all gain leadership experience and has led to reduction of stress and risk of burnout. Shared leadership has not only, in the short-term, allowed the group to remain efficient within a period of fast-moving frailty care change but also be innovative and forward-thinking for the benefit of patients. For more information, contact saam.idelji-tehrani@bsuh.nhs.uk 42 43

23 Service Improvement and Innovation Since 2016, Dr Asim Nayeem has been leading a quality improvement initiative in the Emergency Department (ED) to improve safety, patient experience and staff experience. Dr Nayeem created the ED Assembly, a simple method of bringing staff together to facilitate improvement and better team working. It is a platform for effective communication, in which there is no hierarchy and everyone is encouraged to contribute. The ED Assembly facilitates time and space for the whole team (Doctors, nurses, porters, reception staff and managers, junior and senior staff) to come together. Every other Wednesday at 11:00am the team come together for just half an hour. The agenda is set by the team in advance and everyone is encouraged to contribute their ideas. (Joint award between KSS AHSN and KSS Leadership Collaborative). Presented by Amanda Grindall, Director, KSS Leadership Collaborative & Guy Boersma, Managing Director, KSS AHSN Dr Asim Nayeem Lead Emergency Department & Urgent Care Centre, Ashford and St Peter s Hospitals NHS Foundation Trust The ED Assembly started as a small gathering of staff, keen to identify and solve problems within the department, and has subsequently grown to become a vital part of how the department runs. This is all as a result of the open, inclusive, creative and compassionate leadership style of Dr Nayeem. He took personal reasonability for encouraging and engaging with clinical and non-clinical staff at all levels in the department, ensuring that they were able to attend, contribute and learn from the ED Assembly. The impact of the improved communication and ways of working in the department in the last year has been significant and the success of the ED Assembly has meant that this approach has spread throughout the organisation. Teams from across Ashford and St Peter s Hospitals (ASPH) have started to run their own assembly-style meetings and Dr Nayeem has been instrumental in creating this culture change. Dr Nayeem has gone on to coach and mentor other clinical leaders in the organisation and has become an advocate for inclusive leadership in ASPH and KSS. For more information on Ashford and St Peter s Emergency Department, contact asim.nayeem@asph.nhs.uk The judging panels for the awards Service Improvement and Innovation (joint award between KSS AHSN and NHS KSS Leadership Collaborative) Peter Carpenter, Director of Improvement, KSS AHSN Sarah Leng, Programme Improvement Manager, KSS AHSN Breda Flaherty, Course Leader M.Sc. Healthcare Leadership and Commissioning, Leading for Quality Programme Director, BSMS, University of Brighton Jane Butler, Head of Clinical Education Health Education England working across Kent, Surrey and Sussex Leading and Developing People Steve Pamphilon, Head of Learning and Development, Royal Surrey County Hospital NHS Foundation Trust James Devine, Executive Director of HR & OD, Medway NHS Foundation Trust Denise Harris, Organisational Development Manager, Sussex Community NHS Foundation Trust Inspirational Leader Ursula Clarke, Senior Programme Manager, KSS AHSN Kay Abbs, Associate Director of Workforce Development & OD, Medway NHS Foundation Trust Sarah Thomas, Head of Organisational Development, Sussex Community NHS Foundation Trust Leading Systems Transformation Amanda Grindall, Director, NHS Kent, Surrey and Sussex Leadership Collaborative Philippa Spicer, Local Director, Health Education England working across Kent, Surrey and Sussex Richard Tyler CEO of Horder Healthcare & Chair of NHS Kent, Surrey and Sussex Leadership Collaborative Team Outstanding Achievement Business Professionals Mark Preston, Director of Organisational Development & People, Surrey & Sussex Healthcare NHS Foundation Trust Helen Greatorex, Chief Executive, Kent & Medway NHS and Social Care Partnership Trust Denise Harris, Organisational Development Manager, Sussex Community NHS Foundation Trust Team Outstanding Achievement Clinical Professionals Donna Poole, Deputy Head of Clinical Education, Health Education England working across Kent, Surrey and Sussex Dr Chris Carey, Consultant Anaesthetist & Lead for Neuroanaesthesia, Brighton and Sussex University Hospitals NHS Trust, Associate Postgraduate Dean, Health Education England working across Kent, Surrey and Sussex Denise Harris, Organisational Development Manager, Sussex Community NHS Foundation Trust Excellence in Patient Experience Fiona Edwards, Chief Executive, Surrey and Borders Partnership NHS Foundation Trust Pauline Smith, Senior Improvement Manager, KSS AHSN Jane Butler, Head of Clinical Education, Health Education England working across Kent, Surrey and Sussex 44 45

24 The judging panels for the awards All about your hosts Emerging Leader Mr Varadarajan Kalidasan, Consultant Paediatric Surgeon and Urologist, Royal Alexandra Children s Hospital, Director of Medical Education, Brighton and Sussex University Hospitals NHS Trust Fiona Edwards, Chief Executive, Surrey and Borders Partnership NHS Foundation Trust Ursula Clarke, Senior Programme Manager, KSS AHSN James Devine, Executive Director of HR&OD, Medway NHS Foundation Trust Inclusive Leader Jane Hubble, Leadership Programme Manager Coaching and Mentoring, Organisation Development, Inclusion, NHS Kent, Surrey and Sussex Leadership Collaborative Mark Preston, Director of Organisational Development and People, Surrey and Sussex Healthcare NHS Trust Sarah Thomas, Head of Organisational Development, Sussex Community NHS Foundation Trust Excellence in Quality and Safety Peter Carpenter, Director of Improvement, KSS AHSN Pauline Smith, Senior Improvement Manager, KSS AHSN Nial Quiney, Consultant in Anaesthetics and Intensive Care Medicine, Royal Surrey County Hospital NHS Foundation Trust Excellence in Out of Hospital Care Tracey Faraday-Drake, Director of Living Well For Longer, KSS AHSN Colin Brown, UK Director Independent Living Crisis Response, British Red Cross Colm Donaghy, Chief Executive, Sussex Partnership NHS Foundation Trust Natalie Broomhead, Consultant Geriatrician, Surrey and Sussex Healthcare NHS Trust Enhancing Innovation through Collaboration Tracey Faraday-Drake, Director of Living Well For Longer, KSS AHSN Rob Berry, Head of Innovation, KSS AHSN Gill Potts, Senior Programme Manager, KSS AHSN Lay Member Engagement David Hamilton, MBE Patient and Public Engagement Representative, South East Clinical Networks Maudie Van de Bergh, Patient and Public Engagement Representative, South East Clinical Networks Carolyn Morris, Patient and Public Engagement Representative, South East Clinical Networks Priscilla Chandro, Patient and Public Engagement Representative, South East Clinical Networks The KSS Leadership and Innovation Awards 2017 are a partnership between Kent Surrey Sussex Academic Health Science Network Our vision is to spread healthcare innovation faster in Kent, Surrey and Sussex. This means bringing together organisations and individuals to save lives, increase the number of people getting the best healthcare, and contribute to a vibrant local economy. To find out more visit: NHS KSS Leadership Collaborative We work in partnership with our local stakeholders to put leadership at the heart of quality care. We are one of ten local leadership academies operating as a network with the national NHS Leadership Academy. Together we help to develop outstanding leaders who positively inspire others to do everything that they can to improve people s health, care, treatment and experiences of the NHS. To find out more visit: Managers in Partnership Managers in Partnership helps healthcare managers do the job they are passionate about: deliver dignified and effective healthcare to patients. MiP is the UK s only trade union organisation specifically for managers in health services. To find out more visit: South East Clinical Networks The South East Clinical Networks support the delivery of the Five Year Forward View linked to the key clinical priority programmes of NHS England, namely mental health, cancer, diabetes, maternity and the cardiovascular component of urgent & emergency care. We bring patients, carers, clinicians, commissioners and organisations together across Kent, Surrey & Sussex centred on these core priority programmes to enable the delivery of significant strategic quality improvements. To find out more visit:

25 Thank you Today s a chance to thank everyone who inspires colleagues and makes a difference for patients. Please use the postcards provided on your tables and write a thank you to anyone you know who goes the extra mile. Kent, Surrey and Sussex Leadership Collaborative THANK YOU #KSSAwards2017 CELEBRATING SUCCESS IN HEALTH AND SOCIAL CARE. 48