Community investment. Strategy and action plan 2015/16

Transcription

1 Community Strategy and action plan 2015/16

2 Date: 22 June 2015 Version number: v2 Owner: David Jukes Approval route: NHSBSA Leadership Team Approval status: Approved

3 Introduction and links to our broader strategy Our Community Investment Strategy and Action Plan is part of the NHSBSA s broader approach to Corporate Responsibility, and our Good Business approach. For more details, read our Good Business Corporate Responsibility Strategy. What is? Community is more than just charitable giving. It s about supporting those communities most in need, with time, skills, money and expertise. Why is important to us NHS Choices lists a host of health and wellbeing benefits linked to doing work, such as volunteering. Other benefits for our people, teams and the business include: staff development opportunities team building opportunities attraction of new talented people to the business engagement and integration with our local communities and customers. As well as specific staff and business benefits, the NHS Five Year Forward Plan makes it clear that health service pressures are building and patient needs are changing. It makes the case that solutions lie, in part, in: better partnering with voluntary organisations and local communities a radical upgrade in prevention and public health activity. Likewise the Social action health and well-being: building co-operative communities - Department of Health strategic vision for volunteering states: Our vision is of a society in which social action and reciprocity are the norm and where volunteering is encouraged, promoted and supported because it has the power to enhance quality, reduce inequality or improve outcomes in health, public health and social care. It is clear that, including local partnership working and volunteering, is seen as a key element of delivering health and care moving forward.

4 Our vision We recognise that has positive benefits for individuals, organisations and communities. It also plays in important part in ensuring the health and wellbeing of our society. We are committed to: having a positive impact on the communities in which we work enabling and supporting our people to engage in improving health and wellbeing through continually improving our performance by setting relevant objectives and targets. We will achieve this by: establishing structures to embed organisational leadership, transparency and a strategic approach to putting policies and processes in place to enable engagement in high-quality activities engaging with our staff and wider stakeholders on, communicating benefits and sharing best practice collating and analysing data to help us understand our impact, gaining insight to informing continuous improvement. Where we should focus our efforts Our key social issues It is important to consider current and future social issues that are relevant to the NHSBSA as a member of the health and care family, to ensure that we have the greatest possible impact. We have identified a number of key socio-economic trends that will impact upon the NHSBSA and wider health and care system, and the communities in which we operate (figure 1).

5 Population to grow by 8m to 61m birth rate to level off at 700,000 Number of older people with care needs +61% Male life expectancy from 79 to 83 Female life expectancy from 83 to 87 40% of households to be single occupier Death rate to grow by 13% 3.5m net migration within 61m total By 2019 an extra 2.9m with long term conditions social media to become ever more mainstream Number of unpaid carers needed up by 40% 40% increase in number of year olds 15% of English population of ethnic origin Number of 85 year olds will more than double Everyone has web access Figure 1: Socio-demographic trends to 2031/2032 Source: Kings Fund Think Differently Future Trends Health issues Analysis undertaken by the King s Fund summarises the key trends that will affect and influence the future delivery of health and social care within the UK and issues arising from these trends. We have reviewed these trends and identified 10 key areas that are relevant to health and care delivery where potential links can be made in the. Projected trends influencing UK health and social care delivery Ageing population Current projections suggest that a high proportion of older people in the future will be living on their own and are therefore likely to require formal care. The number of older people with care needs is expected to rise by more than 60 percent in the next 20 years. Although not strictly a health concern, a demographic shift of this nature will place an increasing burden on the NHS due to the relationship between age, disease and disability. Unhealthy behaviours Current lifestyles present a serious threat to population health, particularly for more disadvantaged groups. Although current trends in unhealthy behaviours show an overall improvement, noticeable socioeconomic inequalities prevail. Although all negative health

6 behaviours remain a concern for the NHS, those mentioned below should be considered a priority. Obesity and diet both adult and childhood obesity are expected to rise, with the greatest threat in lower income households. Alcohol - Alcohol-related illness is placing an increasing burden on the NHS. In the past 10 years there has been a sharp rise in the number of hospital admissions related to alcohol. Disease and disability Dementia - Over the next 30 years, the number of people suffering from dementia is expected to more than double to 1.4 million. Dementia is becoming a critically important issue, in terms of both the high personal and social costs related to the disease, and the wider impact on other parts of the health and care system. Mental health - Physical health problems significantly increase the risk of poor mental health, and vice versa. Around 30 percent of all people with a long-term physical health condition also have a mental health problem, most commonly depression/anxiety. Musculoskeletal conditions (osteoarthritis, back pain and osteoporosis) - Cases are expected to rise significantly between now and 2030 as a result of the ageing population, increasing rates of obesity and low rates of physical activity. The number of people with arthritis in the UK is expected to rise from 8.5 million to 17 million, causing an increased demand for joint replacement. Chronic Obstructive Pulmonary Disease (COPD) - The prevalence of COPD is expected to rise from 1.6 million in England in 2010 (including undiagnosed cases) to 1.8 million in 2020.The most important risk factor for COPD is smoking and the higher prevalence of smoking in more deprived areas may lead to greater inequality in the prevalence of COPD. Heart and circulatory disease - The major diseases of the heart and circulatory system coronary heart disease and stroke are the biggest causes of death in the UK. The prevalence of coronary heart disease increases with age, and lifestyle factors such as diet, physical inactivity, obesity, high blood pressure, smoking and alcohol significantly increase the risk, with smoking the most significant risk factor. Diabetes - Type 2 diabetes has a strong association with obesity, and the prevalence of obesity is increasing in the adult population in England (from 20 percent in 1993 to 26 percent in 2010, with an estimated 37 percent of men and 34 percent of women likely to be obese by 2020). Cancer - Around 300,000 people are diagnosed with cancer in the UK each year and around 130,000 people in England die from cancer. While the incidence of cancer is relatively stable, the number of cases is rising. Cancer, a once fatal disease, is becoming a

7 chronic disease with a burden of long-term ill health associated with it. This is contributing to the UK care burden. Sexually transmitted disease - Incidence of sexually transmitted infections is high and has been increasing in England for the past 20 years. Delivering our objectives To enable the delivery of our objectives, we create an annual action plan (Appendix 1). This gives details of the actions we will take during 2015/16 linked to each objective. We have also set some measurable metrics to help us monitor the success of our actions. For 2015/16 these are: Number of volunteer days taken by our staff Number of staff signed up to payroll donation schemes. It should also be recognised that many benefits gained via are difficult to measure directly, e.g. the development of skills and knowledge by our staff, reputational benefits or benefits gained by the organisation, although our CR questions in our annual staff survey also gives a good indication of our performance in this area. Responsibilities and governance Table 1 gives a summary of the key responsibilities for management and monitoring. Responsibilities Chief Executive Overall senior responsibility for (Leadership delegated to Corporate Secretary). Corporate Secretary Delegated Responsible Senior Officer for. Sets budget and oversees resource for delivery. Risk and Assurance Team - Head of Risk and Assurance - Safety, Health and Environment (SHE) Manager Creation and delivery of Community Investment Strategy and Action Plan. Subject matter experts. Management of actions/ activities. Coaching and support of individuals/ teams. Collation and analysis of monitoring data.

8 - Corporate Responsibility Manager - SHE Advisors Managers Support staff/ teams in activities, following and promoting corporate policies, campaigns etc. Supply data to the Corporate Responsibility Manager on as requested. Positive Action Champions Act as focus point in specific business areas for activity. Staff Ensure familiarity with policies and procedures, and engagement in agenda. Table 1: Community responsibilities Reporting and monitoring our progress internally Progress is monitored by the Corporate Responsibility Manager, collating data from relevant functions as required. Reporting is undertaken as follows: Board Corporate governance paper (at each meeting) and SHE Annual Report Leadership Team Quarterly SHE Update Report and SHE Annual Report Staff Quarterly SHE Update Report, Loop articles and SHE Annual Report. Reporting progress to our external stakeholders We publish specific details on our performance in the NHSBSA Annual Report and Accounts and also the specific SHE Annual Report. This contains detailed data related to our performance and progress, with commentary.

9 Appendix 1 Community action plan 2015/16 Objective Team Action owner LT owner Action Outcome Target deadline Leadership and governance Embed organisational leadership, a strategic approach to and transparency David Jukes Include commentary in the NHSBSA Annual Report and Accounts 2014/15, and broader SHE Annual Report 2014/15 Information included in Annual Report, ensuring transparency and sharing approach with stakeholders 10/06/2015 David Jukes Update Community strategy and action plan for 2015/16, reviewed and approved by NHSBSA Leadership Team Agreed plan and monitoring arrangements 29/06/2015 Include data in Leadership Team Quarterly Reports Information included in LT Reports, ensuring scrutiny and accountability 31/03/2016 Policies and processes Ensure policies and processes are in place to enable Update current policy and guidance to reflect best practice User-friendly guidance for staff/ teams to enable local 31/08/2015

10 engagement in high-quality activities Engagement and communication Engage with our staff and wider stakeholders on, communicating benefits and sharing best practice. Measuring, monitoring and insight Collate and analyse data to help us understand our Review staff donation schemes, to ensure valuefor-money and maximum benefit for charities Develop and roll-out a communication plan to promote, including a year-long Volunteering for Health campaign, celebrating and promoting achievements Engage with teams via Positive Action Groups and Staff Diversity Network, to promote and embed linked to relevant health and care issues Collate quarterly data on volunteering activity to enable actions Value-formoney staff donation schemes High-profile promotional campaign across NHSBSA, promoting the link with health and care High-quality engagement activities carried out linked to broader health and care issues Insight into activity impact 31/12/ /03/ /03/ /03/2016

11 impact, gaining insight to informing continuous improvement. measurement and monitoring of activities. Collate quarterly data on payroll giving/ Pennies from Heaven to enable measurement and monitoring of activities. Insight into activity impact. 31/03/2016