Posted on: 15 September 2023
Hello my name is Len.
Last time I had the pleasure of writing this blog I had been in my post at Mid Yorkshire for seven months. Now I’m almost two years into the role and I’m really pleased to say that I now work for Mid Yorkshire Teaching NHS Trust.
Achieving teaching status was a proud moment for me. It recognises our track record in the provision of high-quality teaching and education, and I truly believe it will enable us to enhance it further, not to mention provide us with a fantastic platform to grow our research capability. I hope that this will then have the effect of further improving the recruitment and retention of first-rate staff across all professions at the Trust.
As a teaching trust we are able to provide many more benefits and opportunities for people within our local populations who want to pursue a career with us, all of which will ultimately result in a positive impact on the quality of care we offer, improving services and outcomes for patients.
Of course, we work as part of a whole healthcare system, and since my last blog we have come on leaps and bounds in this regard. I believe that the NHS can save time, improve outcomes, and improve the experience for patients by thinking and working as a system and most importantly making changes to patient pathways.
A great example of this is the joined-up approach that our integrated care team has taken in working with Wakefield Council’s Reablement service. By using operational data in an exploratory data analysis model, we have been able to pinpoint a more refined population group than can be achieved by standard risk algorithms. Specifically, we've targeted a cohort we refer to as high-risk adults. Although they comprise only 1% of the total population, they occupy 60% of inpatient beds.
The approaches that have been applied centre around identification of this cohort that live in our hospital systems and an agile application of resources, time, and tools to support people to stay at or get home.
The over-riding drive is one of ‘Home-First’. To facilitate this the community health and social care capacity is being refocused and expanded and new models of step up and step-down care have been piloted in Wakefield. This has included a strong rehabilitative approach and proactive planning which is strongly supported by the Wakefield approach to Connected Care and neighbourhood models. We’ve redesigned the referral, triage and assessment process which aims to prevent duplication, streamline access points and pathways, and maximise the teams’ joint capacity.
High risk adults as an identifiable population have created a catalyst and a focus for integration which provides early and identifiable benefits supporting engagement and expansion into new models of care.
In just three months, we've reduced the number of occupied beds by 35 and have early indications of a decline in long-term residential care use in Wakefield. When comparing Wakefield to Kirklees, both served by the Trust, the differing results underline the effectiveness of our integrated health and social care model. We are now working with our colleagues in Kirklees and Calderdale and Huddersfield NHS Foundation Trust to expand the approach.
The use of real time data is key to this. Data is the blood that flows through the veins of an integrated system. Without joined up, real-time data, system leaders do not know what’s going on, and are unable to make informed decisions about everything from resource allocation to breaking down system barriers and improving safety.
Data should be joined up across hospitals, community services, primary care, ambulance services and social care to understand how local people experience our services. We can then use this informed intelligence to drive the change. With comprehensive data, clinical teams, boards and managers can make decisions to drive improvements in productivity, safety and service experience.
The example of focussing on high-risk adults is a first step in a journey to supporting people to live longer in good health. By focusing on this subset of the population, we see immediate benefits, freeing resources for early detection and prevention for others. It's crucial we maintain this integrated approach, ensuring efficient resource use and better outcomes for all.
The ability of the Trust to work as part of the West Yorkshire Health and Care Partnership is aided by the roles some of our Executive leaders take within the system. Jo Webster, is the Accountable Officer for Wakefield District Health and Care Partnership, and also the Director of Adult Social Services at Wakefield Council and Director of Adult Community Services at the Trust. These are services experienced by people in communities across the Wakefield District every day, and Jo’s unique position means that she can have a bird’s eye view of what we need to do across the local health and care system to prevent ill health, improve people’s life chances and improve care experience. This is an innovative role, and it can only be done because of the commitment of the organisations to work together, and a really good support team blurring the boundaries between health and social care in the best interests of the population that we serve.
Our Chief Finance Officer Amy Whitaker is also the finance lead for Wakefield Place and our Director of Workforce and Organisational Development Phillip Marshall is the joint workforce lead for Wakefield Place. Having key members of the Trust’s team play integral roles at Place level enables us to have a more holistic view of the system. We can bring together our collective thinking and knowledge to improve the patient pathways and drive that system change.
There is no doubt that we have come a long way in the last two years and can see the benefits this is having for our patients. I’m excited about the future and the further change we can drive from the data we can harness that will enable us to realise even more benefits.
Thank you for reading and have a good weekend,
Len
“Leadership isn’t confined to titles”
Calderdale and Huddersfield NHS Foundation Trust’s Rob Birkett talks about shaping the future of digital together.
Hello, my name is Rob Birkett, and I’m the Chief Digital and Information Officer at Calderdale and Huddersfield NHS Foundation Trust (CHFT), Managing Director of The Health Informatics Service (THIS), and Digital Lead for Calderdale Place.
I joined CHFT after leaving the Armed Forces and found an organisation that had a similar approach to continually delivering, overcoming barriers and doing the right thing for the people of Calderdale and Kirklees. I think that is something that can be said of all partners within the system, as we continue to move forward together into this new chapter.
My NHS journey began as a technician, supporting digital networks across hospitals, community services and primary care. I’ve now spent more than two decades working in digital healthcare, witnessing the ever-evolving landscape of the NHS in West Yorkshire and the profound impact of digital innovation on patient care.
I firmly believe that leadership isn't confined to titles; it's a role every colleague across the healthcare system can embrace. My own growth came from tackling challenges and exploring new approaches, from the Electronic Patient Record (EPR) go-live, to pursuing advanced education like an Master of Business Administration (MBA) and structured leadership programmes.
However, spending time working with amazing colleagues across the system and listening to different perspectives is what I have enjoyed the most, and has probably shaped my leadership more than anything else.
Throughout this journey, The Health Informatics Service (THIS) has continued to provide vital digital support services across the region, adapting to changing structures and partnerships. The significance of digital and data science has never been more apparent than in today's healthcare landscape, where it drives change, efficiencies, and novel approaches to care delivery, breaking traditional organisational boundaries.
For CHFT, the step change came with the implementation of an EPR in 2017. The joint EPR go-live with Bradford Teaching Hospitals Foundation Trust brought a leap forward in terms of digital maturity. These digital advancements continued post-pandemic, elevating patient care through projects such as Point of Care Testing, Nursing Documentation, and the Electronic Controlled Drug Register (ECDR), setting the stage for nationwide improvements.
These developments have improved the quality care for patients and driven efficiencies for clinicians, reduced risk and errors as well as improving the availability and quality of our data.
The future holds even greater potential, with data science, machine learning, and AI poised to be game changers over the next few years. We've made strides in addressing health inequalities for people with learning disabilities, waitlist validation, and frailty through data science. Collaborating with colleagues across Kirklees and Calderdale, we aim to enhance patient care coordination and reduce length of stay, opening doors to comprehensive healthcare pathway remodelling across neighbourhood, place and system.
To realise this vision, a digital workforce is crucial. Recruitment remains a challenge, but we're committed to developing talent through partnerships with local colleges and universities, offering opportunities for T-level students and pioneering Digital Nursing Placement programmes.
Times of challenge drive innovation, and the future of healthcare is incredibly exciting. With technology advancements, AI, and data at our disposal, together, we can shape a healthcare system that's modern, efficient, and patient-centric. These are truly exciting times for digital and data-driven healthcare.
Thank you for reading and have a good weekend.
This blog from Charlotte Goulding, Palliative and End of Life Care Programme Manager at West Yorkshire Health and Care Partnership, has been written alongside partners from Overgate Hospice and is all about Calderdale hospices.
Hello everyone
Overgate Hospice provides expert care, advice and information for people living with life-limiting illnesses in Calderdale. This includes symptom management, end-of-life care, and support in dealing with daily life for people, their families and carers.
Calderdale has a population of nearly 210,000, with approximately 21,000 of those who identify as Asian/British Asian. While 10% of the Calderdale population are of Asian ethnicity, this is not reflected in the demographics of the people who access the care and support Overgate provide. For this reason, Overgate has made it their mission to reach out to their local communities, to build trust and showcase the benefits of hospice care for all.
Widening hospice reach across calderdale
The Hospice’s Community Engagement Lead, Nikki Scholey, works with local charities representing marginalised people, such as people who are homeless and refugees. Nikki said, “We know there are people who could be receiving our care whom, for different reasons, do not currently access it. I work across all areas of Calderdale, collaborating with community leaders and groups to spread the word about Overgate and the support available to help people with life-limiting illnesses”.
In 2021 and 2022, Overgate worked with Healthwatch to conduct a three-yearly stakeholder survey. A stark observation was that people from Muslim communities were not reflected in the respondents adding to the knowledge the community is underrepresented in hospice care and much work is needed to reach out and build trust. In response, Nikki has joined a local working party of health and social care professionals to engage with people from South Asian communities.
Previously, Overgate has delivered successful engagement events at Madni Mosque which were attended by over 200 people. Similar events are scheduled to be repeated this September.
One of the attendees sent a letter to the Hospice after the session expressing their gratitude for what they’d learned, “I attended the seminar with the aim of gaining knowledge of how to care for a family member at the end of their life, and the practicalities around making arrangements for a funeral. The team did an amazing job of meeting these expectations and I left with an overwhelming respect for all professionals in this field. I never imagined at the time of the seminar how soon I would be utilising the knowledge gained, but it was invaluable when a close family member died suddenly and unexpectedly”.
Overgate Hubs
The Hospice has six hubs located throughout Calderdale, bringing hospice care closer to the homes of local residents. People living with a progressive, life-limiting illness are invited to attend with their carer, family member or friend, to gain support, advice, education, and signposting.
Each Hub is run by at least two members of staff from Overgate and several volunteers. It is a safe, understanding, and caring environment where people can share their stories, ask any questions about theirs or a loved one’s care, or take part in activities such as music or crafts to take their minds off their circumstances.
Geoff Storr has used Overgate’s services at the Hospice and now continues to access their care through the Overgate Hubs. He said, “There is always such a lovely, relaxed atmosphere in the Hub and the people who attend have really built a little community. We get to ask the Overgate team any questions we have, and each month we get to hear from a specialist in various subjects. But the focus is not on our illness, it’s simply about meeting others who share similar experiences and enjoying the activities on offer.”
Overgate hospice education programme
Overgate Education Team has four experienced nurses and educators in palliative and end-of-life care. One of their biggest and ongoing projects is study days for Advance Care Planning, especially for health and care staff working in care homes, where this knowledge is vital. The team also deliver palliative and end-of-life education to district nurses, GPs, care home staff caring for individuals with a learning disability, and domiciliary care staff. A new project for the team involves the use of technology to deliver virtual training for people who are deaf.
One of the care staff at Fernside Hall Care Home commented, “After Mandy’s [a member of Overgate’s Education Team] session I feel confident that I understand what an Advance Care Plan (ACP) is; and I feel I can discuss advance care planning with our residents and their families, and with others who I feel could benefit from knowing more about advance care planning.
A final note
This is just a small snapshot of the work that Overgate Hospice is doing to reach out to their community and share their exceptional care with their local healthcare community and service users. Overgate has made great steps in making their care accessible for all. We hope you will follow their journey as they continue to expand their reach to ensure all who need their care can access it.
If you have any suggestions as to how Nikki and the team at Overgate could reach others about the services provide at the Hospice please get in touch at Nikki.
Thank you so much for reading and have a good weekend.
What else has been happening this week?
Project Hope
We are pleased to launch the Project Hope application form for young people.
Please share this across your teams as appropriate and help us to spread the word of Project Hope with any care experienced young people you may work with.
The Project Hope scheme will provide support for young people leaving care to find employment, and help them develop the skills and experience they need for careers in the health and care sector. It will be jointly developed with partner organisations across West Yorkshire, and young people themselves to make sure it meets their needs.
The project is one of only 10 integrated care board pathfinder schemes announced by NHS England, as part of its commitment to the Care Leaver Covenant. This is a national scheme to help care leavers age 16 to 25 to live independently by supporting them with independent living; education, employment and training; safety and security; mental and physical health; and finance.
The Care Leaver Covenant is a national inclusion programme that supports care leavers aged 16 to 25 to live independently. Working with organisations from the private, public and voluntary sectors, it creates meaningful opportunities for care leavers in five key areas (independent living; education, employment and training; safety and security; mental and physical health; finance) and supports care leavers to access those opportunities.
Completed application forms to be submitted to wyicb-wak.
I Spy Sepsis - World Sepsis Day on 13 September
Liz Grogan from Leeds Community Healthcare NHS Trust tells us all about this important week.
Did you know the 13 September 2023 is World Sepsis Day? Every year in the UK an average of 48,000 people die from sepsis. In the last 10 years that figure has increased by 11,000 cases, now is the time to care together on how we can reduce this figure across West Yorkshire.
Sepsis is a life-threatening condition which can occur when the body’s immune system – which normally helps us fight infection – overreacts, causing damage to tissues and organs. Sepsis can lead to shock, multiple organ failure and death especially if not recognised early and treated promptly.
The Leeds Community Healthcare NHS Trust (LCH) Infection Prevention and Control (IPC) Team have been working on a branded approach to improving awareness of deteriorating patients and sepsis in the community setting, particularly with hard-to-reach communities. We have developed a range of tools including logos, leaflets for patients and staff, a collaborative ‘padlet’ that can be accessed by patients and highlights essential information on sepsis, IPC and antimicrobial prescribing.
The LCH Sepsis Nurse has been working in the Leeds office of the NHS West Yorkshire Integrated Care Board on training staff in care homes on how to detect soft signs of deterioration and sepsis with the use of RESTORE2, which is a physical deterioration and escalation tool. The aim of the programme is to improve knowledge for healthcare workers and improve patient outcomes around deterioration.
I have a lived experience of sepsis, where my father died from it last year, after having influenza and severe pneumonia. This has significantly altered my practice as an IPC Nurse Specialist, as sadly being on the receiving of losing a loved one from this dreadful diagnosis is one of the worst things I have experienced. We can work together across our system to improve healthcare workers, patients and the general public’s understanding of sepsis and improve outcomes of care.
If you would like to hear more about what we have been doing please email infectioncontrolleeds
Winter vaccination programme
This week saw the launch of COVID vaccines for people who are housebound or in care homes. Next week, the programme will open to other eligible cohorts (including over-65s, immunosuppressed and people who live with others in these high-risk groups).
Appointments will be available via the National Booking Service from 19 September. As in previous years, eligible cohorts will be invited to book appointments in priority order over the coming weeks, starting with severely immunosuppressed people. From 2 October, the National Bokking Service will open for both flu and Covid-19 vaccination appointments.
The NHS winter flu and Covid-19 vaccination programme provides vital protection to those eligible and their families over winter, keeping people from developing serious illnesses, and helping to minimise hospitalisations during busy winter months.