HERTFORDSHIRE COUNTY COUNCIL
ADULT CARE AND HEALTH CABINET PANEL
WEDNESDAY 7 MAY 2014 AT 2.00PM
Agenda Item
No.
3
THE PURPLE STAR STRATEGY
Report of the Director Health and Community Services
Author: Alison Fitzgerald, Health Liaison Team
[Tel: 07770701545]
Executive Member: Collette Wyatt-Lowe
1. Purpose of report
To provide information to Cabinet Members regarding the development and implementation of the Purple Star Strategy in Hertfordshire and secure Members approval and support.
2. Summary
2.1 The Purple Star Strategy is a unique innovation developed by the
Health Liaison Team part of the Community Learning Disability Service in partnership with key stakeholders. It aims to provide quantifiable improvements to health and wellbeing service provision for adults with a learning disability across Hertfordshire.
2.2 The strategy promotes the provision of “reasonable adjustments” – alterations to service provision to more ably meet individual needs and is driven by the values and principles of the NHS Constitution (2013) and equality legislation (Equality Act, 2010).
2.3
The Purple Star branding functions as a “kite mark”. Award of the
Purple Star denotes the health provider as having agreed to open their service for review, education and adjustment aimed at improving the quality of equitable service provision for people with a learning disability.
2.4 It is envisaged that broader health gain will be achieved by other vulnerable groups benefiting from the service changes impelled by the
Strategy
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3. Recommendation
The Panel are invited to support the ongoing development and implementation of the Purple Star Strategy, acknowledging the benefits and associated risks.
4. Background
4.1 The Purple Star Strategy is a brand and social marketing campaign that has been developed by the Health Liaison Team (HLT) in partnership with service users, carers, University of Hertfordshire and other stakeholders.
4.2 The primary aim is to improve mainstream health and social care services for adults with learning disabilities.
4.3
The vision is that like a “kite mark”, the Purple Star branding will be aligned to high quality reasonably adjusted services for adults with learning disabilities (LD) and will be recognised across Herts. The brand is being used to raise awareness of needs and influence change in practice. It represents defined standards and excellence in service delivery.
4.4 The Purple Star brand represents services;
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Where staff have undertaken competency based training;
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Have been through a quality improvement programme to meet a set of standards outlined in the “Purple Star Promise”;
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Signed up and are fully engaged in an evaluation, monitoring and review process;
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Offer an equitable reasonably adjusted service to people with learning disabilities;
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Have an identified Learning Disability Champion and links with the local Community Learning Disability Teams;
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Are alert to safeguarding concerns and reporting them.
4.5 The Purple Star is awarded for a year. A robust quality assurance process administered in partnership with Herts Help has been developed to monitor and regulate compliance with the agreed standards associated with the brand. Measures include a programme of announced and unannounced visits, secret shopper and customer satisfaction programmes
4.6 The strategy is fully supported by Health and Community Services
(HCS) Board Members, Learning Disability Partnership Board (LDPB),
Joint Strategic Commissioners and other stakeholder groups including service users and carers. Additionally, there is national interest in the strategy.
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4.7 The plan is for Health Care Services, i.e. Pharmacists, Dentists,
Opticians in Hertfordshire, to be offering high quality reasonable adjusted services to people with learning disabilities in Hertfordshire, identified by displaying the Purple Star brand.
4.8 The first pharmacy MedicX, Apsley who supported the developmental stage was launched on 23 rd August 2013 and it is proving be successful for the local community and the pharmacy. In testament to the reasonable adjustments they make on an individual basis for customers with learning disabilities, over 30 people with learning disabilities have transferred their prescription collection service to this pharmacy . Examples of comments from services users/carers are detailed below:
“Purple Strategy in the pharmacy has helped a lot with the service. The team know me and I have had no problems.” Comment from a Service User in Nov 2013
“Now that the purple folder is recognized in the pharmacy it makes things a lot easier. The dossettes and MAR sheets given from the pharmacy, with my patient’s requirements has made administration of medication easier and recording easier. I have no problems and the medication is always on time. The staff understand my needs.” Comment from a carer – Nov 2013
4.9 There has already been engagement and ownership of the brand by people with learning disabilities, their carers and other stakeholders established via various methods, for example; The Purple Arts Fest held during Learning Disability Awareness Week 2013.
5. Rationale
5.1 The report ‘Death by Indifference’ (MENCAP 2007) put the spotlight on the tragic consequences of health care inequalities experienced by people with learning disabilities, and the follow up report 74 deaths and counting (MENCAP 2012), demonstrated that although health inequalities are now well understood, many of the requirements to make improvements have not been acted on and continue to lead to premature deaths (CIPLOD, 2013).
5.2 Significantly for Hertfordshire, one of the 74 deaths highlighted in the report was a Mr Alan MacDonald who died in the Lister Hospital in
December 2009. His family stated that the hostile attitude of hospital staff and a lack of “respect, care and understanding” contributed to his death, (MENCAP, 2012).
5.3 The Health Liaison Team (HLT) was established to tackle the factors that contribute to inequitable health care. They do this by providing comprehensive programmes of health education promotion and by providing expert help and advice to others including health providers
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throughout Hertfordshire. The HLT have established various systems and tools to offer support to adults with a learning disability in
Hertfordshire promoting access to equitable health care. It is proposed that the Purple Star Strategy will underpin future health promotional work within the community learning disability service and throughout the county.
5.4 The HLT are currently working with Acute Hospitals, Specialist Mental
Health Services, Dentists, Podiatrists and other Pharmacists to evolve the strategy, developing ongoing work to improve access to equitable mainstream health care.
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The objectives are detailed as follows:
 Raise awareness of the health and social care needs of people with
 learning disabilities
Promote equitable health care for adults with learning disabilities with subsequent positive health outcomes
 Improve experiences of the individual accessing health and social care services
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Provide training that equips health and social care workforce to make reasonable adjustments and offer high quality service
Increase personalisation and personal choice for service users
Maintain an individuals well being in the community
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Build a network of local peer support as a resource for service users/carers
De velop a network of community volunteers “passionate practitioners”
Work with local communities and service users to facilitate the development and ownership of the strategy.
6. Policy Context and Legal Framework
6.1 The Purple Star Strategy has the potential of improving the health and wellbeing of vulnerable groups in Hertfordshire. It is in line with the organisations principles and values and the wider political context of localism and community responsibility. It is an innovative project that continues to position Hertfordshire as a leading authority in this field and requires further investment to progress to:
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Reduce health inequalities and tackle the causes of ill-health
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Promote and protect vulnerable adults and develop safer communities

Partnership working. The main stakeholders include: Service Users,
Carers, LDPB, Carers in Herts; HPFT, Community Learning
Disability Services, primary, secondary and tertiary Health Care services, and Paramedics. All stakeholders have a strong commitment to the project and recognise and reiterate the need for this project.
 Fits in with the ‘Big Society’ context
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6.2 Discussions with HCS legal partners, Insurers and Risk Managers have been held. An application for the Purple Star brand to be a registered trademark has been made. Associated risks are to the reputation of the organisation having awarded a Purple Star to a service that subsequently fails to comply with agreed standards. Risk will be minimised though robust governance measures and removal of the brand should the service fail to meet defined standards.
7. Financial Context
7.1 The Health Liaison Team is funded by the JCT and small amount of capital funding to support the initial roll out of the project was allocated by JCT in 2013. This supported the purchase of marketing materials and some events. It is anticipated this arrangement will continue.
7.2 The HLT and remaining local Community Learning Disability service will
continue to support the roll out as part of their operational remit and will
be best placed to provide the expertise.
7.3 A business case to develop the project seeking funding for additional
personnel including a project manager from Public Health and JCT is
being made. This would support the effective and efficient management
of the strategy and will reduce the need for the Strategic Lead Nurse
and senior nurses in the HLT to execute the project. The
implementation of the strategy in a timely and efficient way requires a
dedicated lead for the project as there are a number of strands that
require a level of time and energy that is not feasible for the nursing
team to continue to undertake given other operational tasks and
priorities.
7.4 Outcomes and key performance indicators need to be agreed and established as part of the project plan evidencing cost efficiency savings. It is anticipated that improved outcomes for the individuals health will reduce hospital admissions, readmissions and reduce the incidence of premature deaths.
7.5 The overarching vision is for the project to be owned by generic
services and facilities rather than be driven by small specialist teams
and services in the future.
8. Equality Implications
There are no equality implications.
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