The document outlines a launch event for the Making Every Contact Count (MECC) initiative in the Midlands and East of England. It discusses the evidence and potential impact of MECC, which encourages healthcare staff to use brief conversations to promote healthy behaviors. Staff and patients were interviewed about MECC and generally supported it if advice was brief, from any staff type, and in the right environment. Training was seen as important for staff to feel confident providing advice. The implementation guide and toolkit for MECC was then presented, outlining an organizational process for effective implementation.

1. Making Every Contact Count
Using Every Opportunity to Deliver Brief Advice
to Improve Health and Wellbeing
Implementation Guide and Toolkit
Launch Event
18th May 2012
Leicester Marriott Hotel

2. Welcome and Introductions
Professor David Walker
Director of Public Health, NHS Midlands and East
Executive Lead for Making Every Contact Count

3. Our Ambitions
Sir Neil McKay
Chief Executive, NHS Midlands and East

4. Why Make Every Contact Count?
Dr Rashmi Shukla
Regional Director of Public Health, West Midlands
Chair of MECC Steering Group

5. Case for MECC
• Growing evidence base
• Potential scale for impact
• NHS as an exemplar for health

6. Risk Factors
80% of heart disease, stroke,
and type 2 diabetes cases and
33% of cancers could be
prevented by eliminating
tobacco and excessive alcohol,
maintaining a healthy diet,
physical activity
WHO declared these as the
main shared risk factors in the
development of Long Term
Conditions (LTCs)
WHO. 2008. 2008-2013 Action Plan for the Global Strategy for the Prevention and Control of Noncommunicable Diseases

7. Global Economic Burden of NCDs:
Lost output 2011-2025

8. Healthy Lifestyle Profile
• Smoking: 19 to 22% of population smoke
• Alcohol: 14.6 to 17.9 % drinking at increasing risk
with 4.0% to 6.1% drinking at high risk levels
• Physical activity: 61 % of men and 71% women do
not meet recommended levels
• Obesity: men 22% to 26%, women 24% to 28%
• Healthy eating: 75% of men and 71% of women do
not eat 5 pieces of fruit/veg a day

9. Life Years gained from stopping smoking
Life
years
gained
Age smoking stopped (yrs)

10. Alcohol Harm reduction
• Alcohol brief advice changes drinking behaviour of 1 in 8
people
• For a PCT of 310,000 cost = £48,000 to deliver IBA to
10,000 increasing risk drinkers
• 1,250 will change drinking behaviour
• Resulting in reduced, acute admissions and A&E
attendances
• Estimated benefits to NHS = £126,000*
• ROI = £2.60 back for every £1 spent
* Based on DH ready reckoner v5.2

11. Health Benefits of Weight Loss
of 10kg in 100kg subject
Death: 20-25% decrease in premature mortality
Diabetes: 50% decrease in risk of Type 2 DM
30-50% decrease in blood glucose
Lipids: 10% decrease in total cholesterol
30% decrease in triglycerides
Blood 10mmHg decrease in systolic BP
pressure: 20mmHg decrease in diastolic BP

12. Survival in 20,244 healthy adults
aged 45-79 by health behaviours
Health Behaviours:
Number of
• Non smoker Healthy
100
• Alcohol <14 units/wk behaviours
• Not inactive
• Blood vitamin C
90
% still alive
>50 mol/l 4
(5 servings fruit and
3
vegetables daily)
80
2
Overall impact: 1
14 year difference in 70 0
life expectancy -2 0 2 4 6 8 10 12
Year of study
Survival Function According to Number of Health Behaviours in Men and Women Aged 45–79 Years without Known
Cardiovascular Disease or Cancer, Adjusted for Age, Sex, Body Mass Index and Social Class, EPIC-Norfolk 1993–2006
Khaw et al. PLoS Med 2008 Jan 8: 5 (1): e12 (EPIC-Norfolk prospective study

13. Further Supporting Publications
• Securing Good Health for the Whole Population 2004, Sir Derek Wanless
• Fully engaged scenario
• High Quality Care for all: NHS Next Stage Review 2008, Lord Ara Darzi
• Need to put prevention first
• Fair Society, Healthy Lives: Strategic Report of Health Inequalities in
England 2010, Sir Michael Marmot
• Strengthen the role and impact of ill-health prevention
• NHS Future Forum Report
• NICE – Behaviour Change Guidance 2007
• NICE – Smoking Cessation Services Guidance
• SIPs (Institute of Psychiatry, Kings College, London) – alcohol brief advice

14. What do we mean by evidence based
practice?
“the conscientious, explicit and judicious
use of current best evidence in
making decisions about the care of
individual patients”
David Sackett et al…, BMJ 1996

15. Potential Scale of Impact across SHA Cluster
• Over 280,000 staff
• Millions of patient contacts a year in primary and
secondary care
• Very brief advice given 10 times a year by every
member of staff = 2.88 million opportunities to change
lifestyle behaviour
• Less than an hours time a year
for each member of NHS staff
• A healthier workforce

17. Who can Make Every Contact Count?
Ashok Soni
NHS Future Forum

19. What do Staff and Patients think about
Making Every Contact Count?
Dr Simon How
Project Manager for Making Every Contact Count

20. Insight was gathered from nine organisations
across the West Midlands, East Midlands and
East of England

21. Methodology 1
Gathering insight
• Researchers spent a day in each of the nine organisations interviewing 49 staff and 54
patients.
• The interviews were carried out on site to provide context to the insight gathered and
maximise the numbers of the target audience
• Cardiology
• Respiratory
• Gastroenterology
• Mental health
• General practice
• Stroke
• Community Practice
• Clinical assessment unit

22. Methodology 2
Patient interviews:
• attitudes to healthy lifestyles advice
• which staff groups
• what would aid the conversation
Staff interviews:
• attitudes to delivering lifestyle advice
• situations and settings
• confidence levels
• influence of their own lifestyle
• what would help them in initiating and delivering brief advice
Role playing scenarios:
• This provided valuable insight into the factors that will play a role in
delivering/receiving health lifestyle advice

23. Key Themes
• Time
• Clinical vs. Non clinical
• Environment
• Effectiveness
• Staff behaviour
• Training

24. Appointments take 10-15 minutes The NHS should give advice
in which to diagnose, treat and if they have time – but
refer. Offering health promotion they’re too busy. (Patient)
advice on top of that takes time
away. (Staff )
It’s a good idea but how
would it work? We don’t
have much time with
Time patients (staff)
• MECC is about delivering very brief lifestyle advice (30 seconds
to 3 minutes) when appropriate
• MECC is not about giving advice upon every encounter with a
patient/ colleague with an unhealthy lifestyle. It is about
recognising when advice is appropriate and when it will be
effective
• Prevention of illness will, in the long run, save the NHS time and
money
• Brief advice does not always have to be delivered during clinical
time.)

25. I’d give advice if patients knew
If a porter gave me advice, I’d want to expect it. They would need
a second opinion from the doctor to know – otherwise some
(patient) would say ‘what do you know?
(staff)
It would be ok if he
was a bit jokey,
like ‘you should lay
off the fags mate
Clinical and non- clinical staff (patient)
• Patients say that the relationship with a staff
member and the manner in which the advice is
delivered is equally as important as how
authoritative that staff members role is
perceived to be.
• Patients value the opinions of staff who had
been through a lifestyle change themselves.
This trumped whether they were clinical or not.

26. It would need to be Yes and we have a Gregg’s
delivered one-to-one in a onsite which doesn't do
private area, not out in the much to support us in
open (patient) promoting healthy lifestyles
(staff)
In the pharmacy, patients
will discuss anything and
have no objections – they
are open and welcoming of
Environment advice (patient)
• The training packages for MECC highlight the
importance of understanding and respecting a
patient/colleagues‟ feelings towards discussing
their lifestyle behaviours
• Staff feel that different health settings present
different challenges and opportunities
• MECC is about using opportunities as they
arise to help people make healthy lifestyle
changes, signposting or providing information
leaflets are seen as useful by patients

27. If I was already thinking It could work,
about doing or changing with the right
something, it might be a people (staff)
good final push. (patient)
Fine, give it to me. I
Effectiveness won’t necessarily take it
though (patient)
Research shows that brief advice is effective, for example:
• 1 in 8 people respond to brief advice about alcohol intake
by reducing their drinking behaviour by one level e.g.
from increasing risk to lower risk
• 1 in 20 people go on to quit smoking following brief
advice
The communications campaign supporting MECC will
promote this fact to help both staff and patients understand
the impact MECC can have

28. Staff’s own lifestyles are
Overweight people key. Enthusiastic ex-
understand –‘I’ve tried smokers have knowledge
this and that might and passion (staff)
work (patient)
Patients have said to me,
‘well you’re not exactly
thin’. But when you’re in a
Staff Behaviour healthcare setting it’s
easier to raise (staff)
• Patients are receptive to staff who have made a lifestyle change themselves
and feel they are better equipped to provide advice on these issues
• Staff feel their lifestyle does not hinder their ability to give advice, however
patients do feel that staff appearance and lifestyle are important to patients‟
receptivity to advice
• Staff lifestyle and appearance are
superseded by the development of a
relationship between patient and staff
member and their communication skills
and interpersonal skills
• MECC is also about improving staff health
and wellbeing

29. We’d all need to We know basic guidance but I’d be
have some formal worried about saying the wrong
training around thing (staff)
delivery (staff)
Manner and
Training communications
skills are crucial
(patient)
• MECC toolkit signposts to a range of training options from
e-learning modules to face to face training.
• Training will help staff members become more comfortable
with giving alcohol and weight management advice
• Prompts (e.g. a card asking about lifestyle behaviours) may MECC
help staff members to begin a conversation
• Patients expect to be asked about their lifestyle behaviours
• Effective communications help create an environment
where staff feel more comfortable giving advice

30. SUMMARY
• MECC received positively by staff and patients
• Need to create an environment in which it is
OK to ask for and give lifestyle advice
• Staff are willing, but need training to build
confidence and capability
• Communication of consistent MECC message
is key

32. How to deliver Making Every Contact Count:
The Implementation Guide and Toolkit
Dr Lola Abudu
Public Health Consultant
NHS Midlands and East
Maureen Murfin
Public Health Workforce Development Manager
NHS Derbyshire County

33. Introducing the Implementation
Guide and Toolkit

34. Background to Implementation
Guide and Toolkit
Building Blocks for „wider‟ public health workforce development
• 2005 - Health Trainer Early Adopter
• 2006 - Hosting the Regional Health Trainer Hub
• 2007 - Introduction of Health Champions, volunteers trained in health
improvement
• 2008 - Commissioned Report: Developing a Health Promoting
Workforce
• 2009 - Workforce Transformation Project partnership with DCHS
• 2011 – Behaviour Change Guidance Development & Pilot testing
• 2012 – Implementation Guide and Toolkit

35. The Power of MECC
MECC is about encouraging people to
make healthier choices to achieve
positive long-term behaviour change for
better health and wellbeing among
patients / service users and staff
themselves
MECC involves:
Systematically promoting the benefits of
healthy living across the organisation
Asking an individual about their
lifestyle and if they want to make a
change
Responding appropriately to the
lifestyle issue/s once raised
Taking the appropriate action to either
give information, signpost or refer
service users to the support they need

36. What does the Guidance Say?
• Much more than training staff
• Organisational development and
culture change
• Led by staff within the context of their
service and role
• A collective responsibility – staff and
organisation TOGETHER!
• Grown from the needs of the public and
what they need, want and expect
• A path to delivering system and scale

37. A Closer Look at The Toolkit
Contents
• Foreword
• Introduction
• Section 1: What is MECC
• Section 2: An overview of the evidence and policy for MECC
• Section 3:How organisations can achieve systematic and
sustainable change through MECC
• Section 4: Who benefits from MECC?
• Section 5:The responsibilities of strategic and operational roles
within an organisation
• Section 6: What is the implementation process for MECC
• Section 7: What tools and resources are available?
• References and supporting documentation

38. The Implementation Process
Not one size fits all but promotes key principles:
• Get Senior Managers on board and Champions in
place
• Assess the organisations current position as a health
promoting organisation (culture and structure)
• Take a systematic approach to service and workforce
development that supports and empowers service
users to improve their own health and wellbeing
• Take a team approach to implementation and training
• Have systems and processes to capture progress
• Support service users to engage with healthy lifestyle
messages
• Consider the role of staff health and wellbeing

39. Tools and Resources
• Implementation checklist
• Behaviour change pathway and competence mapping
• Example data capture forms
• Example CQUIN, NHS Midlands and East metrics
• Examples from practice
• Individual and team assessment tool
• Making the case presentation
• Links to policy drivers and initiatives
• Organisational assessment tool
• Prompt card and health benefit cards
• Orientation workshop slides
• Training options – MECC workshop slides and E learning

40. What Next?
• Supported implementation
• TEST, LEARN & ADAPT the guidance and expand the
toolkit
• Contribute to evidence base.

41. For further information contact:
Elaine.varley@derbyshirecountypct.nhs.uk
07881837059
maureen.murfin@derbyshirecountypct.nhs.uk
07785714543
http://nhs.lc/makingeverycontactcount

43. Questions?

44. Refreshment Break

46. Making Every Contact Count In Practice
Case Study Examples

47. Making Every Contact Count at
Cambridge University Hospital
NHS Foundation Trust
Barbara Brafman-Price, Smoking Cessation Clinical Lead
Val Thomas, Public Health Consultant, NHS Cambridgeshire
Mr John Latimer, Consultant and Lead Gynaecological Oncologist

48. Addenbrooke‟s

49. Background
• Cambridgeshire has a relatively healthy population,
smoking prevalence around 20%
• How to increase Stop Smoking Services throughput ?
• High level of patient throughput in Addenbrookes and
The Rosie though its size and complexity presents many
challenges
• Commissioning an evidence based model

50. Making it happen: Early Critical Factors
• Substantial organisational change is required to create a culture and
environment that is supportive of smoking messages.
• Opportunistic, Timing – Co-Creating Health – COPD – Partnership
culture
• Behavioural change methodologies were increasingly visible
• Leadership - Identified a senior champion – Operations Director, key
clinicians, Co-creating Health Co-ordinator
• Target one or a small number of areas
• Sustaining and developing - demands everyday determined,
tenacious and committed leadership
• On going commissioner support

51. Making it happen!
• Developing a workforce to deliver and support behavioural change
- Flexible, adaptable tailored training programme
- Network of “champions” created across the trust
• Developing the Infrastructure
- An easy to use electronic referral pathway
- Routine processes adapted
- On-site drop in clinic
• Creating a supportive environment
- Securing high level support and endorsement
- Lanyards
- Newsletters coverage
- Regular health promotion events

52. Training
• Flexible (delivered on the wards, mdt‟s, lunchtime
seminars, audit mornings)
• Adaptable (time negotiable to fit in to organizational
pressures)
• Tailored (What does it mean to each staff group? Why is
it important to their patients?)

53. What does it mean to be a Stop Smoking
Champion?

54. Developing the Infrastructure
• An easy to use electronic referral system (less than a
minute to place a referral)
• Assessment booklets adapted to prompt staff to make a
brief advice (changing the processes is vital)
• A drop in clinic for staff and patients
• Ongoing communication activities is paramount
• Champion network – extremely valuable

55. Referral Process

56. Creating a supportive
environment

57. Corporate support is key
Gareth Goodier and Pat Reid visit the team

58. Health Promotion events

59. What have we achieved?
• Start date January 2010 (dedicated project coordinator
June ‟10)
• 635 stop smoking referrals to date
• 1st year (2010) - 153
• 2nd year (2011) - 388
• 3r year (2012) - 94
• 300 staff trained in brief advice
• 50 Clinical champions
• Senior corporate support
• Staff and Patient stop smoking drop in clinic set up

60. Challenges
• Competing priorities within the organisation
• Need for more robust data (Out of area patients)
• Resistance among staff
• Senior management turn around
• Staff turn around
• It is a very slow process, perseverance is vital!

61. There is still work to be done

62. For further information contact:
Val Thomas, Public Health Consultant ( NHS
Cambridgeshire
Val.Thomas@cambridgeshire.nhs.uk
Barbara Brafman-Price, Smoking Cessation Clinical Lead
barbara.brafman-price@addenbrookes.nhs.uk

64. Derbyshire Community Health
Services NHS Trust (DCHS)
The Derbyshire
Health Promoting Workforce Project
Linda Saxe
Workforce Health and Wellbeing Project Manager
Tracey Allen
Chief Executive

65. The Derbyshire Health Promoting Workforce Project
• Jointly funded collaboration with NHS Derbyshire County, Public
Health and DCHS
• Motivate, train and support all DCHS frontline staff to promote
health and wellbeing

66. Over 5000 opportunities every day to do or say
something that may help to improve someone's
health and wellbeing
Ultimately not only saving lives but adding
quality to those lives saved

67. How do we start to
promote healthy lifestyle choices?
1. Getting staff to recognise those moments of engagement
2. Motivating and supporting them to do or say something

68. Project Development
• Steering Group
• Developed with staff and patient engagement
• Evaluated from the start with support from NHS
Derbyshire County, Public Health Research Team
• DCHS Board and senior management support
• Staff workshops

69. Information Gained from Workshops
• Lack of confidence, knowledge and training
• Some services reported that they were promoting health and
wellbeing
• Staff health and wellbeing
• Time and job pressures
• Right approach
• Public Health / Health Promotion
• Job descriptions /contracts
• Change
• ‘Permission’

70. Patient Public Involvement
• Seamless approach
• Consistency
• Attitude and expectation
• Proactive approach and follow up
• Carers and families fully engaged
• Staff lead by example – examples from business
• Service users at the centre
• Viewed as active members of society

71. Training
• Unique approach
• Working with two services
• Meeting with managers & team Leader
• Meet with team
• Facilitated training session for staff

72. Key outcomes
• Increased confidence and motivation
• Part of staff role
• Interest and understanding of Public Health/Health Promotion
• Staff health and wellbeing
• Referrals to local specialist healthy lifestyle services

73. The Way Forward
• Organisational vision
• Embedded into values and culture
• Users perspective
• Ongoing evaluation
• DCHS Pathfinder Project

74. For further information contact:
Linda Saxe
Workforce Health and Wellbeing Project Manager
linda.saxe@dchs.nhs.uk
07771652957

76. Public Health at BCH: Making
every Contact Count
Sarah-Jane Marsh, Chief Executive

77. Context
•Three years ago our staff told us they wanted to do
things differently
•They wanted to create the conditions where they
could deliver real changes to the lives of the children
and young people who rely on our services ‘We will be an
•One of the areas they wanted to focus on was
advocate for
advocating for children and young people – a key part children and young
of which was to develop campaigns to support
improvements in the lifestyles of our patients and people’
their families
•Our Trust Board agreed to integrate this as one of just
six key objectives going forwards

78. What did we do to prepare to
meet this objective?
Commissioned a
MBA student to
evaluate other
Engaged a range similar work and
of organisations make
who had recommendations
experience in
this area
Appointed Undertook a
Developed good health literature search
relationships promotion to identify a
with the methodology we
facilitator
community/
could adapt and
local
authority/SHA adopt
around health
promotion

79. We began to understand we’re in
a unique position to create a
virtuous circle
Children come into hospital
with conditions ranging
from a fever to a serious
heart condition
Provide big opportunities to Lifestyle issues such as diet
link lifestyle changes to and exercise often have an
fundraising for the hospital impact on children’s
– e.g. half-marathon, BRMB conditions and their ability
Walkathon to recover
Worked hard to make a Parents are keen to
broad range of staff our understand more about
advocates for improving improving lifestyle issues at
lifestyle issues this point

80. So we started a journey…
Yesterday Today Tomorrow
•We consulted with over •Staff from right across the
•We have a network of Health Promotion hospital are equipped not
1500 staff across the
Champions just with key messages
hospital, who wanted us to
advocate on behalf of about public health, but with
•We have well developed care pathways on
children and young people the resources and support to
smoking, asthma and sexual health
and wanted us to focus point patients and their
those efforts on lifestyle families to the right support
•We have increased referrals for child safety
issues
schemes and healthy start vitamins •That staff aren’t just
•We recruited a Health advocates for public health,
•We have created ‘an offer’, not just for patients
Promotion Lead in 2009; but are given the
and their families, but also for staff: including
opportunities and support to
onsite exercise classes twice a week, smoking
•We set about equipping change their own lifestyles
cessation sessions and swimming clubs
staff with the knowledge and
resources to offer public •That we evaluate the
•Still need to improve on the evaluation of our impact to achieve
health advice on a range of
programmes (but UoB are getting involved) sustainable funding
issues

81. Integrating our work with
MECC has created extra pull…
Training
•We have used MECC for our
staff training, preferring face to
face over e-learning but using
both where appropriate;
•Training has been department
based providing opportunity
for department led actions to
be discussed and developed;
•Teams are now requesting the Teams are now
training having recognised the requesting the training
value and impact. having recognised the
value and impact.

82. Conclusion
•We’ve come an enormously long way in
the three years we’ve been doing public
health campaigns at BCH
•There’s a real drive for success at every
level of the organisation
•MECC has helped take us further, and the
training support has been great
•We know from the family feedback that
we’re making a real impact on people’s
lives at a time they’re most willing to
embrace change
•But we need support in evaluation to
help make the case for acute-based public
health going forward

84. Piloting the MECC Toolkit within a Mental
Health Setting
Derbyshire Healthcare NHS Foundation Trust
Julieann Trembling
Staff Liaison Manager
Karen Wheeler
Physical Health and Wellbeing Lead for Mental Health

85. Why we Chose to become a Pilot Site
• The Mental Health Strategy “No Health without Mental
Health” (DoH, 2011), has a specific objective to improve
the physical health of people with mental health problems
and to reduce health inequalities
• The Boorman Report (2009) recognises the importance
of the healthy workforce. „It is essential that all NHS
Trusts put staff health and well-being at the heart of their
work‟

86. Killer Facts !
• People experiencing severe mental health problems
face a greater risk developing physical ill health
• 2 - 4 times greater risk of cardiovascular disease
• 2 - 4 times greater risk of respiratory disease
• 2 times greater risk of developing bowel cancer
• 5 times greater risk of diabetes
• A person with schizophrenia can expect to live for up
to 20 years less than someone without a mental
health problem

87. The Pilot - What we were asked to do
• Organisational readiness
(organisational assessment tool)
• Staff readiness
(workforce competence and resources)
• Enabling and empowering the public
(behaviour change pathway)

88. Delivering the Pilot
• The pilot ran from August -- December 2011
• Settings:
• Morton Ward (acute in patient ward, Hartington Unit,
Chesterfield)
• Audrey House (rehabilitation unit based in community,
Derby)

89. How we delivered it
2 Step team approach:
• Orientation session
• Implementation session

90. Lessons Learned
• Health Lifestyle behaviour change is a value based topic which
cannot simply be taught through a training package
• Staff health is closely related and interlinked with how the health
messages are portrayed to service users – our community is made
up of our staff and service users, staff can be our service users and
our service users can be our staff
• Whole team approach which is relevant to the setting and stage of
recovery
• Flexible approach delivered in different ways
• Ensure pathways are developed and embedded into current practice
• Service User involvement in delivering this concept is important as
peer advocacy is a powerful support

91. Recommendations for taking MECC Forwards
• Delivering the Concept
• Embedding the Concept
• Supporting the Embedding

92. Delivering the Concept
Recognise the need to tailor the MECC message to address the needs
of the team and consider the setting
• Introduce staff to concept of MECC at Trust Induction
• Coaching sessions with teams to consider and deliver the core
MECC messages dependent on stage of skill required for care
pathway, readiness to change of service users and adapt to settings
• Potential use of individual e learning in down time during mandatory
training to reinforce message and individual responsibility
• Where possible introduce and link to existing quality initiatives such
as part of “Productive teams work” (health & wellbeing module)

93. Embedding the Concept
Recognise that it is necessary to embed the principles within
current practices, using existing systems, so the philosophy runs
throughout the organisation.
Using frameworks such as:
• Core care standards, CPA Assessment forms ,Care planning
• Releasing time to care, essence of care benchmark tools
• Staff supervision - Re-enforcing the message
• Recognising the experts within settings – Identifying the
pathways

94. Supporting the Embedding
Recognise that resources will be needed & shared in
delivering and embedding the philosophy
For example:
• Signposting information, Prompt cards
• Working with community partners
• Healthy Calendar
• Links to national campaigns e.g. BHF Heart City – Derby
• Recognising this isn‟t a stand-alone project needs to link
in with other appropriate projects including Public Health

95. Supporting Drivers
• CQUIN L6b (From April 2012 - to develop an implementation
plan for MECC)
• 4E committee addressing Health Equalities & Experience,
Engagement & Enablement
• Multi-professional Philosophy promoting Health & Wellbeing
• Staff Health & Wellbeing group
• NHS Outcomes Framework
• East Midlands Health Trainer Services and Behaviour Change
Hub
• NHS Future Forum

96. Longer Term Developments
• Service user empowerment - Peer advocacy
• Developing a co-ordinated & well communicated network
for tackling health related issues
• Pursuing creative & innovative ideas
• Consider wider issues i.e. local economy sourcing local
products

97. For further information contact:
Karen.wheeler@derbyshcft.nhs.uk
Julieann.trembling@derbyshcft.nhs.uk

99. Moving Forward
Make Every Contact Count in your Organisation
Professor David Walker
Director of Public Health, NHS Midlands and East
Executive Lead for Making Every Contact Count

100. • Training and Guidance
• Implementation support coordination centre -
• E- learning module – Every Contact Counts
• Cohort of train the trainers – 30 train the trainer sessions
• Workshops for;
• Implementation leads- using the guide and toolkit
• Education providers – embedding MECC
• GPs- MECC in primary care
• MECC Innovation fund
• £5k grants to support innovative ways of capturing MECC activity and
feeding back to staff- call for proposals in June
• MECC on the web
• E- version of Guide and Toolkit plus resources and case studies
http://nhs.lc/makingeverycontactcount

101. Questions?

102. MECC Guide and Toolkit Website:
http://nhs.lc/makingeverycontactcount
Contacts:
Simon How,
MECC Project Manager
simon.how@dh.gsi.gov.uk
Sara Dunling,
MECC Project Support
sara.dunling@eoe.nhs.uk