A team of Channel 3 Group colleagues from Consulting, Connect and Group Services made their way to Birmingham over the course of two days to attend and present at the annual Allocate Software User Group conference.
In May 2016, unprepared CCGs may find themselves in a situation where they lack essential information to perform their legal duties so the clock is ticking…
NHS England’s approach has been to task NHS Clinical Commissioning Groups (CCGs) to develop local Digital Roadmaps, which will co-ordinate the strategic plans of NHS providers in their local area to become paper-free at the point of care delivery.
The latest results of the NHS Staff Survey show a concerning decline in response rates from 49% (2013) to 42% (2014). This is a significant reduction at a time when the future sustainability and success of the NHS has never been more important, against the backdrop of funding pressures, system change and the management of increasingly elderly patient base with complex healthcare conditions.
The NHS’ 1.3 million staff do more than 300 jobs across 1,000 different employers[iii] and as might be expected, this hugely varied workforce contains just as many varied personal expectations and aspirations, from career path and ambition, to profession and work patterns.
This workforce is of vital importance to the wellbeing of patients, but not just for the obvious excellent care they must deliver. Several years ago I was fortunate to work on the UK policy ‘Accounting for People’ which found a correlation between high performing firms and an engaged employee workforce. Now that theme is becoming prevalent across the NHS. Employee engagement within the NHS is linked to better staff health and wellbeing, better patient satisfaction and also correlates to improved clinical outcomes[iv].
A disengaged workforce is a risk no NHS organisation can afford to take lightly.
Monitor hold a similar view and believe it is key to performance and sustainable organisations. In future, it will be tracking staff engagement scores as a clear indicator of a professional, well-run organisation.
The lower response rate in this year’s NHS Staff Survey does not mean that staff are less engaged, but it is a concerning trend. It is the responsibility of senior managers to improve these scores, and really take into account the four key factors that the cross-party “Engage for Success” movement spawned from the MacLeod Review state are essential for strong employee engagement:
Why is employee engagement important in 2015?
We should all be committed to a greater focus on employee engagement. 2015 is a big year for employee engagement – with Monitor assessing trusts’ staff survey results for the first time as evidence of a sustainable organisation (as mentioned above), the Whistleblowers’ Act and the ongoing work from the Dalton Review focusing on compassionate care and the scrutiny around treatment of patients. These have been strong themes and drivers following the events in Mid-Staffs and the subsequent Francis Report.
In a world where people are living longer, with more complex health conditions and co-morbidities, the ability of employee engagement to improve both culture and employees’ happiness at work and patient outcomes is incredibly powerful and a key factor in smooth organisational transformation.
There are pockets of staff engagement singing loudly in England – not least programmes such as Listening into Action , created with the NHS in mind, show staggeringly good results of improved employee engagement and therefore clinical outcomes, when implemented.
Engagement during transformation
At a time of increased focus on nursing ratios many trusts are struggling to recruit and retain the staff they know are critical to safe care. There are areas carrying high numbers of vacancies planning recruitment campaigns in mainland Europe and beyond, to avoid any repeat of Mid -Staffs and to ensure there are enough staff to reshape care around the needs of those using the NHS.
In parts of the UK where several NHS organisations co-exist, news about culture can travel fast! Staff can vote with their feet and opt to work for a “better” employer - employers who are prepared to engage the frontline, support their leaders and managers through transformation programmes to deliver challenging messages but can provide a better, more inclusive and supportive working environment, and an open, adult conversation about the realities, benefits and risks so staff know what is happening, alleviating anxiety. This enables staff to then focus on their prime concern – their patients.
With the advent of seven-day working, new ways of working across new PACS and MCP organisational boundaries and the move to greater locality-based working, trusts that can support and engage their staff through these huge transformations will retain valued people. They will in turn reduce their reliance on expensive agency and interim staff and become known as good employers in their area.
At Channel 3 Consulting we support Monitor’s increased focus on good staff engagement as an indicator of future success.
We believe that engaging staff, empowering them to affect change themselves and evolving their own careers and local healthcare system as a result, is fundamental to NHS success.
We are working with Boards, Unions and staff to help them approach employee engagement differently. We are passionate about the NHS, we work in partnership with our NHS clients, supporting them in realising transformation that will result in improved performance for patients, the healthcare system and all those who dedicate their working lives to the NHS.
Channel 3 Consulting is to partner with Rotherham, Doncaster and South Humber NHS Foundation Trust (RDaSH) as its strategic IT partner.
Channel 3 Consulting’s initial work will focus primarily on supporting RDaSH to develop its clinical systems review to maximise the benefit of the Trust’s investment. It will also provide assistance to develop the necessary culture change and ways of working, so that RDaSH fully maximises the opportunities and benefits from extending its implementation of mobile working.
The work with RDaSH will be collaborative, using the company’s consulting methodology that is focused on working for and with clients. Channel 3 Consulting’s methodology is designed to ensure that RDaSH will be able to reap the benefits of IT, fully understand its impacts and potential, optimise its use and also minimise costs involved.
Channel 3 Consulting is the recognised leader in NHS IM&T’s Capacity, Capability and Maturity (CCM) reviews. The company has developed a structured CCM review methodology aligned and targeted to meet the specific objectives of IM&T service provision in the NHS.
Martyn Forrest, Channel 3 Consulting’s Practice Director, Informatics said; “We are really pleased to be working with RDaSH and to be their strategic partner to help deliver the IT support required to meet the Trust’s business plans. The Trust serves a wide community of users with a variety of services and is innovative in its approach. We are looking forward to working as a close team with colleagues from RDaSH.”
Richard Banks, Director of Business Assurance at RDaSH, said: “The Trust is looking forward to working with Channel 3 Consulting as our strategic IT partner. Technology moves so quickly that it is excellent to have an external partner to support us with the necessary technological changes that are ahead. This will ensure our staff have the best technology to do their jobs so that they can continue to provide first class patient care.”
For further information, or to speak to a Channel 3 Consulting colleague, please contact Lewis Jones, Head of Digital on email@example.com
We are delighted to announce that Channel 3 Group has received the accolade of a place in the 18th annual Sunday Times Virgin Fast Track 100 league table, which ranks Britain's private companies with fastest-growing sales.
Channel 3 Group has experienced exponential growth since its inception in 2009. In the past five years, the business has achieved compound growth of over 80%. It has evolved from a team of three executives with significant experience in start-ups and fast-growth businesses to a team of over 100 permanent employees and associates with a wide and varied client base across the UK and beyond.
Sir Richard Branson of Virgin the title sponsor for all 18 years, commented; “This year’s Fast Track 100 is packed full of examples of entrepreneurs taking on many different challenges head-on. Their success is based on real team spirit and it is this togetherness, above and beyond any other factor, that sets great businesses apart from also-rans. The Fast Track 100 are testament to that spirit of creativity and camaraderie.”
Rhys Hefford, Executive Chairman, said; "The recognition of our business model through a place on the Sunday Times Virgin Fast Track 100 is fantastic. We have a great team of hard-working, dedicated and ambitious people. It is a privilege to be acknowledged in this way."
Jessica Bradshaw, Chief Executive, added; “We are delighted to receive this accolade. Starting a business during the depths of the recession was a significant risk but we have created a business that has thrived, based on the entrepreneurial spirit we have tried to create from the very first day. This spirit has continued as we have built the excellent and market-leading team we have today, to whom, very many thanks.”
Channel 3 Consulting has won a place on the Elis Group Framework.
The new framework, introduced by six commissioning support units, covers 50% of England’s commissioning area. The CSUs provide services for 90 clinical commissioning groups, and are:
• NHS NEL CSU
• NHS Staffordshire & Lancashire CSU
• NHS North of England CSU
• NHS South West CSU
• NHS Cheshire& Merseyside CSU
• NHS South CSU
The framework agreement enables CSUs and other organisations within the health landscape to access services and provide support. Alongside our partners on the framework, Rubicon Health Consulting, we are now able to provide services and support via the framework in the following areas:
• Needs assessment
• Best practice advice
• Organisational development
Our place on the framework complements our work that has led us to be on the niche supplier list, G-Cloud and ConsultancyONE.
Channel 3 Group’s CEO, Jessica Bradshaw said: “We are really delighted to be on the framework. Alongside our partners Rubicon, we beat stiff competition to win a place on the framework. The framework brings a wealth of partnership opportunities and should ensure better commissioning for all.”
Channel 3 Consulting colleagues attend the Elis Group Framework Launchpad
Channel 3 Consulting’s Alison Walker, Director of Consulting – OD and Practice Director, Jane Tyacke, attended the Elis Group Framework Launchpad conference in Birmingham on 29 September.
The event was intended to officially launch the framework and to enable networking between suppliers and the commissioning support units. Over 100 delegates attended the event.
Jane Tyacke, Healthcare Practice Director said; “The event was really well-attended and informative. There was lots of good discussion about how the framework will operate. It was good to see a number of SMEs have made it onto the framework too.”
Alison Walker, Director of Consulting, OD commented: “The day was really interesting. CSUs are at the forefront of changing commissioning within the local environment, and have really developed since their inception in pilot form three years ago. We are delighted to have a place on the framework and look forward to providing our services through it.”