Integrated Care 24 Ltd is a ‘not for profit’ social enterprise committed to providing our patients and our commissioners with a variety of health and care services to around 6 million patients across a large geographical area. Like all health care providers we are registered with the Care Quality Commission.
Social Impact Declaration: Social-Impact-Declaration_IC24-1.pdf
Social Impact Statements:
Social Impact Statements
The Social Enterprise Mark criteria includes a requirement that the applicant can demonstrate that social and/or environmental objectives are being achieved.
In support of this, new applicants and renewing Mark holders are asked to respond to a set of social impact questions, which are designed to help them think about the social impact they create, and to articulate this clearly and succinctly.
Updated August 2018
1) What social differences and changes have you aimed to create (or supported)?
We provide urgent primary care services on a 24/7 basis, ensuring that no matter what time of the day or night, patients can access help when they need it. We do this on a not for profit basis, and having no shareholders ensures that we have the best interests of our patients at heart as we provide these services, and not those who seek to profit from the provision of healthcare. Any surplus we make is directed back into service provision.
We form allegiances with charities to ensure a mutually beneficial arrangement; we ensure that we raise money for those charities, support and sponsor our staff to take part in charitable events, but also align ourselves with charities whose work is relevant to the services we provide and whose expertise we can utilise to educate our staff and provide a safer service. We also seek to develop our staff and give them skills that will not only benefit themselves, but also the wider healthcare economy.
2) What actions have you taken to address the above social aims?
We provide NHS 111 and out of hours GP led services to a geography of 7.2 million patients. We are actively involved in not just the provision of the service but its development too, acting as a beta-testing site for NHS England, and developing new and innovative ways to deliver our service.
We have also formed partnerships with other health authorities and in October 2017 for the first time held a flu vaccination clinic for the homeless population within Eastbourne. The homeless community form a large section of our patient base at our walk in centre in Eastbourne so this initiative served a dual purpose of most importantly supporting a vulnerable group in society, but also reducing demand on our services.
To help develop staff and aspiring healthcare professionals, we have a number of schemes in place. We operate apprenticeship and bursary schemes for our existing staff, but we also aspire to develop and support the wider health economies in the areas we serve. An example of how we do this includes hosting medical students on placements from local universities so they can shadow our staff and get an understanding of how 111 and out of hours primary care fits into the wider health provisions.
3) What has changed and what benefits have been realised as a result of your actions?
- Vulnerable people are able to access our services, even without a registered address
- Members of staff are supported financially to develop and gain qualifications
- Students getting their first job already have a good understanding of the broader health service, meaning that other organisations get a better and more knowledgeably candidate
- Charities have earned vital funds and also had publicity from their collaborations with IC24
- In the heavy snowfall of early 2018 we used our 4x4 vehicles in Norfolk to not only pick up our own staff and deliver them safely to work to continue service provision, but also supported medical staff from other organisations to get them to work to support the rest of the health providers in the county
4) How do you and other people know your aims are being achieved? Or how will you know?
- We proactively seek patient feedback, and have a ‘working group’ to develop the way in which we seek this to ensure we are using modern/effective methods to get feedback
- Our IT Director developed a mobile app to monitor live time performance and ensure that managers have a suite of information at their fingertips and can identify performance/patient satisfaction issues straight away and ensure that they are dealt with
- Internally, we run an annual staff survey to encourage staff to have their say on how the organisation is run. Each locality is provided with their results and hold workshops to identify change that can be made in the workplace in response to the feedback that has been given
The below questions are not mandatory, but Mark holders are encouraged to answer them where possible, to provide a fuller account of their social outcomes and the social value they create.
5) How many people have benefitted from your actions?
We provide our services to a geographic population of 7.2 million people across six counties.
Many patients provide us with positive feedback about our services. Recurring trends in the feedback include the reassurance that the service is available, and the compassion with which our staff treat patients.
The apprenticeship scheme we have introduced has offered new opportunities for our people to develop. The first person to complete their apprenticeship commented that they thought they would fail, and hadn’t done well at school, but the experience of completing the apprenticeship encouraged her to enrol on a university course.
Groups that benefit from our services range from those who benefit directly – such as homeless populations who can access GP provision via our walk in centres – to those who benefit indirectly such as A&E departments, whose attendance figures can reduce by patients contacting 111 first for advice, rather than seeing A&E as the first port of call.
6) What examples can you provide of a typical service user experience, that helps illustrate the benefits they have experienced as a result of your actions?
The typical service user experience of our service is that they will call us when they need medical support, and we will direct them to the most appropriate service. This might be as simple as advising someone to go to their local pharmacy, but it might be inviting them into one of our out of hours bases or having a home visit from one of our clinicians.
During the month of June 2018 we supported 54,200 people through our out of hours service, and 75,834 used our NHS 111 service. These patients will have had any number of outcomes, ranging from the issuing of prescriptions, to having their cases escalated to specialists.
Through the development of our clinical assessment service we aim to further improve the patient experience by completing their call at the earliest opportunity. Through the use of senior GPs within the virtual service, we will be able to support more patients over the telephone, reducing the need for them to travel to see us face to face. We will also be able to book patients appointments at local urgent treatment centres.
7) What additional social benefits have you been able to deliver within your core services that distinguish you from other “for shareholder profit” providers?
In 2017 we worked with the local public health body to provide flu jabs to the homeless community within Eastbourne, where we have a walk in centre. This was the first time that we had provided this service, but will look to do this again. We received no payment for taking part, but Public Health England provided the vaccinations, and IC24 provided two nurses to administer the vaccines.
8) What other social benefits have you contributed that go beyond your core delivery activities (ones that are completely unrelated to your main services)?
Each year we identify a charity of the year to support through our charitable activities. That charity’s work will have a direct link to our services to ensure there is benefit to staff too.
Last year we raised funds for the UK Sepsis Trust. This partnership was formed to both help raise public awareness of sepsis, but to also inform our clinicians’ awareness, and reduce the risk of cases of sepsis being missed.
This year we are working with the mental health charity SANE. Our NHS 111 contact centres receive a lot of calls from people suffering mental ill health. Equally, the stress that our contact centre staff are put under and the nature of the calls that they deal with can leave them susceptible to suffering mental ill health. These factors make SANE a logical choice to work with. We aim to raise £15,000 in the coming year for SANE.
We also support a local homeless charity (One Big Family), in a partnership formed through one of our clinical staff volunteering with the group. We have provided food, water, and medical supplies to the charity. The homeless community is one that can struggle to get access to such basic sanitations
9) What social and environmental benefits have you created from internal operational policies and actions?
We have funded a running club at head office to support colleagues to get active. The club follows the ‘couch to 5k’ training programme, and having taken part in it one of our colleagues successfully completed the a 10k run in support of Cancer Research UK.
We have recently invested in a benefits platform called Perkbox. The platform gives our people access to a variety of ‘perks’, ranging from a free coffee to discounts on cinema tickets, mobile phone insurance etc. The platform is free to sign up too, and was introduced following a review of our previous benefits platform, as it offers our staff significantly more.
To play our part in supporting environmental efforts we have installed LED lighting in our NHS 111 contact centre in Ashford. Due to its 24/7 nature the contact centre uses a significant amount of lighting so using more energy efficient bulbs reduces cost, makes us more energy efficient, and we are currently reviewing option at our other contact centres to do similar, subject to tenancy arrangements.
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