Place Category: Health & Social Care
For over 20 years, the Birmingham and District General Practitioner Emergency Room group (Badger) has been delivering high quality, out-of-hours primary healthcare to local patients.
Badger was established in 1996 by GPs who joined together to provide an improved out-of-hours service to their patients. Since then, Badger’s trusted service has grown substantially and is now the leading out-of-hours service in Birmingham employing nearly 500 clinical and operational personnel, servicing contracted CCGs and 278 general practitioners with a patient base of circa 1.5 million.
Renowned for its extensive experience and quality care, Badger has built up a prestigious reputation which is well respected throughout Birmingham and South Staffordshire and known across the nation.
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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 January 2018
1) What social differences and changes have you aimed to create (or supported)?
- Under employment in local people in area of urban deprivation
- Promotion of employment, training and self-improvement; buying and sourcing locally when possible; adoption of living wage ahead of requirement to do so; offering pay increases to lower paid workers at a time of NHS pay freeze
- Enhanced employability and engagement of local people; enhanced well being of workers
- Promoting the value of participation in education and training, entering professional training especially healthcare; improving recruitment into healthcare and professional training to benefit not only the individual but the NHS and its patients
2) What actions have you taken to address the above social aims?
- Entry level recruitment; robust in-house training; support and opportunities for training including distance learning; study leave opportunities; flexible working; active encouragement of multi-skilling and to progress from entry level to more skilled work
- Set up one of the first third-sector Cavendish Courses for healthcare support workers, entirely without funding from the NHS or elsewhere; offering of interest-free loans to workers to enable them to undertake prescribing and other courses leading to widely recognised qualifications; providing supervision for workers undertaking external qualifications; flexible approach to proposals from workers for support.
3) What has changed and what benefits have been realised as a result of your actions?
- Individuals have acquired transferable skills, self worth and maintained regular employment with career progression and better income
- The community has benefitted from employment opportunities and support for training and education, and also from the presence of skilled healthcare workers providing NHS services
- The NHS and its users have benefitted from the presence of skilled workers providing healthcare services with greater efficiency and at less cost than would have been otherwise
4) How do you and other people know your aims are being achieved? Or how will you know?
- Staff surveys, annual training report; evaluation of training sessions; annual awards and honours celebration; feedback from service users on quality of care from specific work groups
- Ongoing monitoring of standards of care and user feedback; annual training report; number of entrants progressing to more skilled posts; number of workers leaving for whole time professional training and careers
- Annual training report; annual awards and honours celebration; user compliments and feedback; periodic reports to board of directors and to NHS commissioners of service
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?
- Approximately 100,000 service users annually
- Approx 250 employees and approx 200 self employed healthcare professional contractors
- Five locations; local communities in the wider area of and surrounding Birmingham and Solihull / NHS users across Birmingham and Solihull
- Groups of people: NHS patients and their families, individual workers and their families, supplier organisations (we have a policy of buying locally)
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?
Badger is a primary healthcare service, providing out of hours and urgent care. As such we do not have a long-term relationship with our service users but assist them with an immediate problem.
Typically a caller rings direct, or is referred to us by NHS 111; their problem is assessed by phone by a clinician and they receive self-management advice, a prescription or are referred to one of our primary care centres or another NHS service. If attending one of our centres they will be received by a receptionist, met and checked by a healthcare support worker and have a consultation with a qualified and experienced clinician (usually a GP or advanced nurse practitioner) before being treated, referred or discharged home.
Patients are given information including written information on how the service works, what to expect and what to expect after they have seen us as well as what to do if problems persist or worsen. We carry out on-the-spot as well as postal user feedback surveys.
7) What additional social benefits have you been able to deliver within your core services that distinguish you from other “for shareholder profit” providers?
- Personal support for individuals at times of difficulty
- Support for individual training and educational development
- Financial support for training and education
- All resources are recycled into the service
- Senior management staff work often work beyond contracted hours in the interests of the organisation.
- Collaborating with commercial competitors for the greater good of the local population
- Providing an at-cost response to NHS urgent requests for additional uncontracted services
- There is an ethos of “putting the patient first”
8) What other social benefits have you contributed that go beyond your core delivery activities (ones that are completely unrelated to your main services)?
- Nominated charity with fund raising organised by workers
- Support for periodic specific charitable events
- Supporting staff absent on volunteering activities (eg accompanying pilgrimage; voluntary work abroad)
9) What social and environmental benefits have you created from internal operational policies and actions?
- All paper and other recyclable waste is recycled; water is filtered and we do not buy bottled water
- Employee benefits other than training and support: cycle to work scheme
- Unable to determine financial investment