Drivers for Change 2023/24

We have developed a ‘One Workforce’ vision to set out how we would support and develop the current health and care workforce, and how we will shape and grow our future workforce.

We launched 180 Days of Action back in September 2022, which saw 185 people from across our system come together to contribute to defining our priorities and plans. Following this, the next phase of our workforce transformation programme, Breakthrough HNY, launched and includes 11 task and finish groups looking to build on the work that started during the 180 days.

Year Two of the Breakthrough HNY Workforce Transformation programme is drawing to a close, and as a result of the commitment and creativity of our partners, we’ve made great progress.

Two careers websites have also recently launched, aimed at inspiring individuals to explore rewarding paths in health and care within the Humber and North Yorkshire region.

HNY Careers Hub ( is a one-stop-shop for individuals of all ages and career stages, to support an understanding of education, training opportunities, vacancies, and more. This website has been launched in partnership with colleagues across our ICS.

Med Shed ( is geared towards young people aged 11 to 16, to introduce them to potential NHS careers. Developed by and hosted with Hull University Teaching Hospitals NHS Trust (HUTH),in partnership with Hull University and Humber and North Yorkshire Integrated Care Board.

We are proud of our approach to population health and prevention and, in particular, our work in relation to tobacco control and have built excellent relationships with local authority and public health colleagues.

We recently launched our inaugural Humber and North Yorkshire Equity Fellowship Programme. 32 Fellows have signed up to the programme, which will give them the skills they need to improve population health and reduce health inequalities in their own organisation and across the Humber and North Yorkshire area.

A key focus for our population health and inequalities committee has been to embed a sustainable population health management approach as part of broader work to improve population health and reduce health inequalities for example working with primary care networks. Health inequalities funding has been distributed to Place through a locally tailored approach. Each Place has adopted a co-production approach to local action plans.

HNY is one of seven pilots in the national accelerator programme. We are applying CORE20Plus5 strategies in the expansion of integrated neighbourhood teams. Our Integration Needs Assessment is due for completion in May 2024 and will make recommendations to include coastal communities.

We launched our ambitious ICP Strategic Plan and Joint Forward Plan with good engagement, building positive relationships during a challenging time. We are proud of our shared ambition particularly in relation to reducing the significant variance in healthy and real life expectancy between our most affluent and deprived communities.

A pioneering Futures group has been established with leaders across Humber and North Yorkshire from public and private sectors, academia and the VCSE. This is to consider how we can ensure our system is able to be fit for the future needs of our population and exciting work is developing in relation to changing outcomes for Children and Young People.

We have established a quality, efficiency, and productivity programme (QEP) to generate efficiencies across our system and places, and to share opportunities for maximising potential.

We have launched an Innovation Research and Improvement System (IRIS). which will be the focal point for innovation, research and improvement across Humber and North Yorkshire to coalesce around.

A new Clinical Network Leaders forum is being established to ensure the networks are aligning their work programmes to the wider ICS strategy and the needs of our population.

Clinical engagement and decision making remains key to the harmonisation of existing and introduction of new clinical policies which will ensure consistency and reduce variation in access to clinical interventions, ensuring that decisions are based on clinical evidence.

Our quality committee continues to implement a system approach to quality management which aims to embed operational quality systems.

We are committed to ensuring that decision making is based on public and patient experience.  Our ambition is to collaborate and embed genuine engagement with people at the outset of pieces of work and to make this achievable within existing system resources by working smarter together. We have launched our first Patient Engagement Network with more than 100 members of the public joining us for a virtual meeting every three months.

Our engagement with the public has been extensive with highlights including activity through Pride 2023 events, to engage with members of our LGBT+ community; inviting members of our neurodiverse community to take part in public events to share experiences and involving over 750 members of some our most underserved communities to take part in our NHS75 health census.

In September 2023, we also launched our first formal public consultation on a proposal to change the way some more complex medical, urgent and emergency care and paediatric (children’s) services are delivered at hospitals in Scunthorpe and Grimsby (Scunthorpe General Hospital and Diana Princess of Wales Hospital, Grimsby). Under the proposal, four specialist services would be brought together in Grimsby to improve care for those with the most urgent and complex needs, keeping services safe and sustainable. Urgent and emergency care for most patients – including 24/7 Emergency Departments – would continue to be provided at both hospitals. Throughout the 14-week consultation, almost 4,000 people provided feedback via the consultation questionnaire.