LCH knowledge Flashcards
What do you know about LCH?
3,200 staff across 3 Business Units (Adult Services, Specialist Services, Children and Families), £220m budget approximately, around 5k care contacts/day
Vision – “We provide the best possible care to every community we serve”
Three values
Open and honest and do what we say we will
Treat everyone as an individual
Continuously listening, learning and improving
Underpinned by 7 “How we work” behaviours.
Adult Business Services
13 Neighbourhood teams, Wharfdale Recovery Hub, CCBs, EoL Care, Cancer Support, Bed Bureau, Falls Service, SPUR, Tissue Viability Service + more.
Specialist Services
Neurology, Stroke, Speech and Language, Mental Wellbeing, Diabetes, Cardiac, Respiratory VW, Sexual Health, T3 Weight Management, Podiatry, Dental, MSK, Pain, Custodial, Humber Services, Homeless and Health Inclusion + more
Childen and Families
Integrated Childrens Additional Needs Hubs – ICAN – paediatrics and child development
CAMHS – MindMate, Crisis, Continuing Care and Health Short Breaks
0-19 Integrated Nursing, Eye Service, Imms etc.
CQC views on LCH
2019 rated
Good overall
Outstanding for Sexual Health
Requires Improvement - child and adolescent MH wards and specialist community MH for CYP
Trust board strategic goals
To deliver outstanding care
To ensure our workforce is able to deliver the best possible care in all of the communities that we work with
To work in partnership to deliver integrated care, care closer to home and reduce Health Inequalities
To use our resources wisely and efficiently
Interesting bits from board report.
Performance Brief – Board considers this at each meeting. Overall performance indicators inc, patient safety incidents, pressure ulcers, complaints, unexpected deaths, patient satisfaction… Workforce data inc. sickness: 4.9% long, 2.2% short term. Below average for burnout.
Hyperlocal recruitment – Published in HSJ, flyers into doors in deprived areas and 3rd sector (recruited 100 people).
Digital - Not really mentioned at all in annual report, except for in NEDs, NHSD references etc.
LCP partnerships and Enhance
(Not in board report) Mark Simpson leading from the ‘ground up’, inviting clinicians in LCH to join informal, open discussion on digital healthcare, from 2-50 people and now onto a Trust-wide digital champions’ network.
Who are the directors?
Sam Prince (interim COO)
Yasmin Ahmed - (interim FD)
Interim COO?
Ruth Burnett (CMO)
Steph Lawrence (Nursing/Quality)
Jenny Allen / Laura Smith (HR/Workforce)
Brodie Clark as chair, plus 6 other NEDs
Richard Gladman - Digital NED
Who are the key digital and change teams?
Gerraint Jones joined in Jan 2023 – CCIO. Corporate Service Teams support BUs, including:
Business Intelligence – Richard Slough (AD for BI),
Clinical Systems - Paul Ewell (Head of EPR)
Data Quality – Victoria Douglas-McTurk (Head of BI and Performance)
Workforce intelligence – Alan Sewell - Head of Workforce Systems and Intelligence
IT – Martin Harris (Head of IT)
Dan Barnett - Change Board and associated team (with digital roles)
Information Governance - Steve Creighton
What are the key pressures or priority areas for LCH?
Workforce and staff experience
Financial position (city wide and planning round)
Partnerships and partnership working (e.g. primary care, third sector - note digital disadvantage, Alliance, Liason and diversion services, Leeds MWB, Active Recovery, Child and Adolescence MH etc.
Breadth and complexity of the overall service offer - presents opportunities in core delivery vs innovation
Productivity and Quality - relieving clinicians of the admin burden
