Presentation on theme: "Healthy FE Governor Resource Pack"— Presentation transcript:
1Healthy FE Governor Resource Pack This pack has been put together for use by FE providers who are introducing Healthy FE to their governors
2Viewing instructionsTo view the accompanying notes pages, click on View from your MS PowerPoint toolbar and select Notes Page.Printing instructionsTo print the slides and notes pages together, go to the Print settings screen from your main toolbar, select Notes Pages from the Print what: dropdown menu.This pack has been put together for use by FE providers who are introducing Healthy FE and want to work strategically with their partners.
3Why use the Healthy FE framework? OverviewContextBackgroundWhat is Healthy FE?BenefitsWhy is it needed?What is the impact?Why use the Healthy FE framework?ApproachTools
4Background: What is Healthy FE? PeopleHealthy FE is a programme focused on addressing the health and wellbeing needs of staff and students.ServicesHealthy FE builds on current health and wellbeing-related activities by adopting an organisation-wide approach.PartnershipPartnership on both strategic and local level is required: Health Commissioners and Local Authority plus other health organisations in the community."The Healthy Education Framework is an aspirational model aimed at creating a future where FE and skills sector providers have strong relationships with community partners to create a learning environment where positive wellbeing is the expectation for all, producing students and staff who are confident, healthy, safe, emotionally resilient and personally fulfilled." (Healthy FE Steering Group, December 2008)This is a sector-led framework that is developed by and for FE and skills sector providers:It is for you to identify what is wanted by your staff and students, and what can be delivered by them (in collaboration with community partners) as part of their mainstream business.It should not seek to create new infrastructure and processes, but should make use of and develop your existing arrangements wherever possible (hence providers want us to focus on health in the broader context of 'wellbeing').
5Communication and information Personal and social development Embedding HFE into our collegeGovernanceCorporate Strategic objectiveCross-college strategyStrategic partnershipsEvidence baseParticipationStudentsStaffHealth ServiceHealth servicesOnsite servicesReferralsFacilitiesEnvironmentCateringRecreationalCommunication and informationCommunicationInformationPersonal and social developmentTutorialsEnrichmentLearner programmesStaff CPDNB: These are the key areas that the Self-Review Tool delves into in order to help the college to assess its current situation, highlight areas for improvement and contribute to action plans. The tool will also aid in the monitoring of performance in these areas over time, with corresponding evidence gathered to establish distance travelled.
6What is driving the impact? Health outcomesImproving health outcomesReducing inequalitiesLocal needsJoint Strategic Needs AssessmentLocal Authority and PCTCollege activityStaff and studentsOrganisationalPerformance and financialHealth outcomes operate on both a national level, across various segments of the population, and at a more local level.You can expect to see improvements in your own organisation’s measurable outcomes within the first year. These outcomes impact on the college in terms of performance, productivity, financial benefits etc. They will influence wider health outcomes, which are measured at a national and regional level across the whole population.You will have a record of your improvement over time if you use the tools available and monitor the indicators and outcomes that are most relevant to your Healthy FE programme.
7Internally focused benefits Realised financial savingsHealthy FEManaging costsMotivation and retentionImproving performanceValuing students and staffLower rates of sickness absence and temporary staff costsMore cost-effective services across the collegeHigher rates of retentionBetter levels of attention from students and staffKey benefits expanded:Better recruitment, retention and attendance rates plus evidence that students enjoy their education, remain engaged, complete courses and reach their attainment goals.Provides capability to make informed and prioritised decisions for the college around wellness activity and spending.Ease of access to health services for the college population; effectively addressing local health needs and improving health services for young people.Improved responses by students and staff in health and wellbeing/satisfaction surveys.Strengthening of the FE sector as a healthy setting in which to work and learn.Observable enhancements of institution and partner services through stronger infrastructure, needs led policies and increased participation in health initiatives, leading to improved staff and student wellbeing.Growth in participationImproved staff and student wellbeingIncreased levels of productivity and motivationAchieving Recognition statusIncreased success rates leading to more funding £££
8External-facing benefits Improved performanceOfsted and ECM outcomesRecognition statusRecruitment, retention & attendance (college/ employer of choice)Improved wellbeingHealthier workforce for the future (student)Healthier workforce now (staff)Better access to health servicesEnhanced partnership workingStronger infrastructureInformed health commissioningParticipation in health initiativesKey benefits expanded:Improved scores in Ofsted assessment and a number of the Every Child Matters outcomes.Ease of access to health services for the college population; addressing local health needs effectively and improving health services for young people.Working in partnership focuses health commissioning activity and builds on the relationships within the community, including with the Local Authority and other health partner organisations, leading to stronger and demonstrably more effective FE organisation-health/community partnerships.Enables positioning of the college, with health commissioners and providers, particularly in terms of the capacity to understand and target the actual health needs of staff and students.Contributes to strengthening the FE sector as a healthy setting in which to work and learn. This includes observable enhancements of the college and its partner services through stronger infrastructure, needs-led policies and increased participation in health initiatives.
9What financial (ROI) benefits have others seen? “From a staff perspective, healthy college has contributed significantly to reducing staff absenteeism to just over 3%, a saving for Bradford College against any national public sector benchmark of at least £390k.Financial Director, Bradford College”“From a student perspective improved diets and eating patterns have helped keep students alert which in turn has contributed to improved success rates, this impact has resulted in a £700k increase in our funding contract.Jane Marshall, Healthy College Manager, Bradford College”
10What partnership benefits have others seen? “The Healthy FE process, through promotion from Dudley PCT has assisted the college in developing its health agenda and move it on from an ad-hoc approach to establishing a college-wide health and wellbeing support structure. One of the key changes that has arisen from participating in Healthy FE has been the development of very strong and supportive relationships with the local community PCT and the local health agencies in the Dudley area.Jane Langford, Dudley College”“The sharing of best practice and innovative ideas with other colleges is supported by taking on the role of regional coordinator and the collaborative relationships that have been formed. These relationships are not only local in the community but across other counties and colleges.Hartpury College”
11What performance benefits have others seen? “The purpose of increasing physical activity levels in the FE setting was not to focus on increasing physical activity from a sports aspect, instead to look at it from a holistic view, with physical activity incorporating a wide range of activities that boost fitness levels, self-esteem and the confidence levels of individuals involved.Wayne Dyble, Grantham College”Student attendance rates increased year on yearStudent gym usage increased by 15% and staff usage by 8%Physical activity in students across the board increased by 33%
12What are the key impact areas? Financial ImpactPartnershipsLocal servicesInterventions and policyThis slide represents the Healthy FE journey from identifying issues and areas for concern eg financial and staff/student health related, through to looking at partnership arrangements and how the college operates internally, at a local level and also as part of regional and national initiative.The HFE Framework will increase impact and help measure the outcomesBig College Health CheckSelf-Review ToolImpact Measures ToolCase studiesRegional networks
13How does Healthy FE work in practice? GovernanceCoordinated task groupsTargeted interventionsRegional networksPartnership workingBig College Health CheckSelf-Review ToolRecognitionMeasured impactWays other colleges have approached Healthy FE:Set up Healthy FE programme structure.Coordinated task groups.Target specific audiences for intervention using behavioural change models (social marketing).Participated in the regional networks.Worked with strategic and local partners.Completed the Big College Health Check and used the Self-Review Tool.Measured impacts.….Gained Healthy FE Recognition!
14What are we currently doing? StrategySMT lead agreedAction Group kick-off meetingPlans to apply for Recognition status Q3 2011EvidenceCompleting Self-Review ToolBig College Health CheckMeasuring staff sickness absence costsPartnershipsMeeting with Public Health DirectorAttend regional networkStudentsPeer mentoring schemeCanteen focus groupsStaffReview of health related CPDNB: Add your own bullets points describing your current position and plans for activity in the key areas highlighted above.
15Sample programme structure College governorsHealthy College/ Wellbeing Group(SMT led)Cross-organisationTask groupsDelivery Group ADelivery Group BHealth partners(commissioners/providers)NB: modify the organisational chart to reflect the structure you will/have put in place for Healthy FE
16Self-Review ToolAssesses the degree to which health and wellbeing is embedded across the college.Informs strategic action-planning for improvement.Measures the distance travelled by colleges in terms of Healthy FE.
17Big College Health Check The Big College Health Check helps colleges to understand local health needs and improve provision.Results from the survey will give us the evidence to target resources where they will have the most impact.
18Impact Measures ToolMeasures the impact on your institution (both internal and external).Monitors progression and focuses attention .Compares the college against benchmarks and aspirational targets.
19What impacts are we going to measure? FinancialReduced staff sickness absenceKPI = % reduction in over-all direct cost of sickness absencePartnershipsHealth screening servicesStrategic engagementInterventionsAttendance at tutorialsHFE eventsStudent performanceStudent achievementStudent retention and satisfaction levelsStaff performanceStaff retentionStaff satisfaction survey resultsNB: Add your own bullets points on what you propose to measure the impact of in the key areas above, including any relevant KPIs
20Health promotion and interventions Eliminate choiceGreater levels of interventionRestrict choiceGuide choice through disincentivesGuide choice through changing the defaultSexual healthTobaccoAlcoholIllegal drugsHealthy eatingPhysical activityEmotional healthNB: Reference the ‘Nuffield Ladder of Interventions’ from the Public Heath white paper ‘Healthy Lives, Healthy People: Our strategy for public health in England’. This demonstrates one of the policy drivers behind targeting your interventions for greatest impactAlso note the key health theme areas discussed in the white paper (see pie diagram) + Behaviour change andIdentify the most at-risk groups with the highest willingness to change.Implement targeted promotion activities and interventions.Design your Healthy FE activity and programme with specific outcomes in mind, where impact will be greatest.Make the most of your limited resources!Enable choiceProvide informationDo nothing or monitor the current situationNuffield Ladder of Interventions
21High prevalence or risk Social marketing and behaviour changeHigh prevalence or riskDesire to changeKey segments to targetBarriersMotivationsCostsEffectivenessNB: This diagram shows aspects of the high level theory behind targeted interventionsIdentify the most at-risk groups with the highest willingness to change for targeted promotion and interventions