1. The Five Year Forward View (NE Essex) Collaborative:
Prashant Arora
Lynne Gordon
Archie Kaul-Mead
Judith Livesley
Roisin-Aine Reade
Victoria Sawtell
Graham Seward
@eoeleadership #eoeleadimp

2. Five Year Forward View: - North East Essex
15th June 2016

4. Introduction & Background
The Five Year Forward View collaborative in North East Essex is formed of members from North East Essex CCG, Essex County Council, Colchester Hospital University NHS Foundation Trust, Anglian Community Enterprise and Health Education East of England.
The collaborative was originally formed to bring together health and local government partners to develop strong leaders in each of the organisations to progress the development of the Five Year Forward View model for integrated working and care delivery.
Graham

5. The project focus What did we want to achieve?
Reduce duplication of work and address lack of shared purpose across providers and commissioners.
The North East Essex collaborative agreed at the outset that it wanted to change this and create small but sustainable changes that would complement the system working already in place
Vic
It was recognised that within the health and social care system locally there can be duplication of work and a lack of shared purpose across providers and commissioners. The North East Essex collaborative agreed at the outset that it wanted to change this and create small but sustainable changes that would complement the system working already in place

6. What did we want to change?
Remove barriers to joint working
Reduce silo working
Avoid duplication
Improve outcomes for staff, organisations and service users
Vic

8. What could we do to change things?
We identified what the barriers to joint/ cross organisational working were
We established the principles for good joint working, including shared values and mutually beneficial outcomes
Fundamental approach of the North East Essex collaborative has been to be open and non-judgmental about each other’s organisation and to act with the joint purpose of wanting to improve the care of service users in North East Essex.
Vic
Working together seeking out the causes and solutions to joint working

9. Our approach Its been an evolutionary process…..
working together collaboratively and removing barriers
initial ideas for collaborative programme changed from the original brief.
core product from the collaborative has been the development of a collaborative framework tool
A longer term approach- the outcomes and delivery will extend beyond the end of the formal leadership collaborative
Archie
the core aim of working together better has remained central. We wanted to work together collaboratively and remove barriers to working together that can be created by organisational boundaries.
Consideration of jointly accountable project boards; involvement in more focussed projects such as transforming care for frail patients by reducing the complexity of care pathways.
for other groups to use, based on the learning from this collaborative

10. The collaborative framework
Core Domains to assess/ test collaboration levels:-
Group work
Individual learning
Leadership
Relationships
Resilience
Making changes happen
Staff resources
Financial resources
Framework has been used as a tool to benchmark the current North East Essex system leadership
The aim is for systems to use the tool/ framework to assess where they are in terms of collaboration and help identify what needs to be improved.
Archie

11. Personal/Group Resilience
How it works
Personal/Group Resilience 1 2 3 4 5
No ability to manage change
No ability to plan change
Group members reluctant to take on additional work
Group unable to focus on task at hand
High sickness levels
Little or no commitment to group
Low morale
Unable to set achievable objectives
No sense of purpose
Group member prioritises time for self over work commitments
No real network of colleagues outside of group
Group disinterested in each other, not looking out for each other
Limited ability to manage change
Group members will only take on minimal amounts of work- quick wins
Little commitment to group
Disagreements about objectives to be set
Unclear sense of purpose
Some ability to manage change
Easily diverted from task at hand
Unreliable commitment to group
Does not achieve objectives
Group members rarely take time for self due to work commitments
No network of colleagues outside of group
Group reluctant to look out for each other
Ability to manage change
Some ability to plan change
Group members take on too much work, unable to set boundaries
Moderate sickness levels
Regular commitment to group
Variable morale
Working towards agreed objectives
Sense of purpose
Very small network of contacts limited to direct colleagues
Group beginning to look out for each other and build relationships
Able to manage change
Able to plan change
Some workload shared but not all
Group focused on task at hand
Low sickness levels
Good morale
Achieving some objectives
Group members occasionally take time for self over work commitments
Starting to build network of contacts
Highly able to manage change
Highly able to plan change
Sharing workload
Low sickness
High morale
Achieves objectives
Strong sense of purpose
Group members take time for self and balance this with work commitments
Broad networks of contacts
Group looks after each other
Archie

12. Challenges and how we overcame them
Not wanting to replicate other projects
Changes to the membership of the group
Rushing to find a solution in the form of a single project
Responding to external pressures
Solutions….
Adapting to changes
Accepting that there didn’t have to be one ‘product’ from the collaborative
Learning resilience as a group
Lynne

13. Outcomes and impact to date
Rotational posts being developed, internally and externally across organisations, improving the development of front line staff and increased the attractiveness of community posts within North East Essex.
Team development models have been utilised by team members back within their own organisations to develop staff
Lynne
Rotational posts being developed, internally and externally across organisations in the collaborative, including within the community teams following the discussion commenced by the collaborative, which has improved the development of front line staff and increased the attractiveness of community posts within North East Essex.

14. Graham

15. The future
Develop managers as well as clinical posts- have fully integrated managers who have the skills and knowledge to work across health and social care organisations.
Reduced spend on interim consultancy posts by having managers with transferable skills
Collaborative to continue active working as a working group to test ideas and remove barriers to joint working
Roll out of the framework to help support other systems- acting as a barometer for new STP footprints and joint working.
Lynne

16. Thank you