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This week’s leadership message comes from Jo Webster, Chief Officer for NHS Wakefield Clinical Commissioning Group and Corporate Director for Adults and Health at Wakefield Council

Posted on: 4 November 2021

Photograph of Jo WebsterHello, my name is Jo

I’m very proud to work in Wakefield and to be part of a team that puts people and communities at the heart of all it does. The benefits of joined up care and team effort consistently shine through and I believe this makes a real positive difference to peoples’ health and wellbeing – which is after all what we are all about.

Working together in collaboration is well established in Wakefield. It’s in our DNA. And we have the evidence to prove the value of this through initiatives such as Mental Health, Planned Care Alliances. 

I’ve worked in healthcare for 25 years in various roles, including Chief Officer of the Clinical Commissioning Group (CCG) since it was established in 2013. A role which will forever make me feel proud.

When the position of Corporate Director for Adults and Health at Wakefield Council became vacant, a decision was made to pioneer an innovative approach which would take our partnership working to another level. Introducing a senior position spanning two different organisations, who already worked hand in glove, gave us the opportunity to test what we already know, that only by working together can we really prevent ill health, improve care and tackle health inequalities. 

I saw this fantastic opportunity as a chance to build on the firm foundations already in place. With the changes of the Health and Care Bill on the horizon, the time felt right to explore new ways of working together so we could fulfil our shared ambitions and responsibilities. And as I also wear the hat as a leader in the West Yorkshire Health and Care Partnership it seemed too good an opportunity to miss. 

Adult social care and public health is wide-ranging – there is much more to it than what many of us think. The breadth of care and support spans from preventing ill health, supporting people to live independently, right through to community outreach and safeguarding people, including those who are living with a physical or learning disability, mental illness, or age-related disability. 

To me, it is all about tackling and preventing health inequalities, supporting people to maintain, retain and increase their independence, so they can live their best life possible, every hour and every day of the year. An important element of this is embedding the value of people remaining in their own home whilst doing this. 

It also includes assessing the needs of unpaid carers for loved ones and family members. It’s never been more important to make sure they have the support they need to protect their own wellbeing, because surely, they deserve to live their best life too!

I know my NHS colleagues so well. I understand the daily challenges we face and the extraordinary dedication of the workforce. I have always appreciated the importance of good public health, the role of social care, with its many facets and its compassionate workforce. However, I don’t mind admitting that working more closely alongside my public health and social care colleagues has really opened my eyes to the complexity and challenges this brings to all involved. 

Photograph of a family with a care workerI’m now truly starting to get to grips with what is meant by population health, adult social care needs assessments, personal care budgets, home adaptations and safeguarding issues. And unlike most of the NHS, access to services is not routinely free. There are complicated eligibility thresholds to consider for publicly funded services. This includes financial assessments, affordability and who is eligible to receive certain levels of care, and how much can they afford to pay. It’s complex.

It’s important to take the time to gain an understanding of other roles. Until you do, it’s hard to imagine what it feels like to make informed decisions, with people who access care and their families, and to fully appreciate how difficult this can be. My understanding is improving.

But this approach isn’t just about my position, it is about further developing our culture and bringing together different parts of the same system to fully understand the importance of one another and to appreciate how we all fit together. 

My most immediate challenge was diary management. My calendar looked … interesting! But it quickly became apparent there were areas of commonality where meetings and processes could and should be streamlined. Not only did this save me and others time, but it also helped us to start looking at things differently. We now hold a fortnightly senior meeting across the two organisations and wider system partners where we review our performance, workforce pressures and financial challenges, to see where we can work together and identify shared solutions. Our ambition is to create a culture that values all our capacity across the system, continues to encourage collaboration, trust, positive risk taking and a strength-based approach.

We have a shared responsibility to shape a provider market that delivers high-quality services, whilst focusing also on our poorer communities. There is also the need to give people greater choice and control over how they manage their support – so they genuinely feel they are getting value for money and genuinely feel more empowered to make their life choices through an informed position. 

To do this, we are seeking the support of voluntary community social enterprise sector. Wakefield’s new provider collaborative is making progress in ensuring a coordinated approach between care providers to support service improvements. 

National Coal Mining Museum in WakefieldWorking in a dual role has helped to develop a twin perspective on several issues. For example, as we plan for a challenging winter ahead, it’s important we understand the impact on both the health and care sector, and how, if we get it right, social care can play a key role on alleviating the pressures in the NHS and elsewhere. This is about understanding the collective pressures and delivering a plan which meets all our needs and ultimately improves people’s lives, whilst supporting our well-loved workforces. We need to use our workforce and resources flexibly as a whole system approach, to be able to support the areas of greatest need. Planning for ‘Wakefield Place’ through the eyes of one workforce will help.

This winter is predicted to be very challenging. We therefore need to maximise opportunities across the health and care system to not only support our recovery programme, against the backdrop of the ongoing pressures of the pandemic and health inequalities, but to also make sure people get the care they need from the right service, in the right place and time. Together, we are thinking creatively about solutions to support our workforce and manage the impact on everyone, including importantly residents.  

Wakefield is expected to encounter a significant demographic change over the next five years, in particular a sustained growth in our older population, and this will impact on both health and social care. Don’t get me wrong, its wonderful people are living longer, we just want to help ensure they live a long happy, healthy life, where they are independent and can live life to the full. Don’t we all want that! Our place-based system is about delivery of outcomes that genuinely matter - standing in the shoes of those who need enablement and support and consistently reminding ourselves to make sure that we are looking through their lens. What would they value, how would that be best delivered and how do we track, monitor, and learn from their experiences?  

NHS nurse with vaccinationLike many other areas, we face challenges including financial and workforce resources, alongside the impact of the pandemic. Here in Wakefield, we are trying to get a tight grip on it so that we plan and make things better now, not much further down the line. An important factor in this is how we value our workforce. As I work to bring the workforce in our system together, I continue to do this through compassionate leadership. At the same time as encouraging our teams to be inquisitive, to learn from each other and understand each other, I am working with our senior leaders to build an environment and a culture where we can also support everyone with their wellbeing. Our public health colleagues are vital here. This for me is so important as we not only continue our journey of recovery, but as we also transform the way we work together.

Six months on, I like to think we are making good progress. We’re identifying opportunities, increasing our shared knowledge and insight, whilst understanding more about the importance of one another’s roles. These connections and insights have helped to aid discussion by anticipating the impact of a decision or action across the system and treating each other with the respect each deserves. 

In a development session with the Canterbury system in New Zealand, we explored the importance of trying solutions which will help us as we continue to feel the pressure that COVID presents to our system. Creating a new system takes time, we have made so much progress since the Vanguard days in Wakefield, but our journey is not complete. Deepening our approach to integration, engaging all our staff, our communities and people is at the heart of the next chapter and I remain very positive about the future.  As we continue our journey together as a fully integrated system, what I hope everyone will see are the benefits and results for Wakefield people. I will therefore end as I started – this is after all what we are all about – no matter what important role you play.

Have a lovely weekend

Jo

What else has been happening this week?

Happy Birthday Kirklees Urgent Emergency Response Service is one year old

Celebrating its first birthday, the aim of the Kirklees Urgent Community Response Service (UCR) service is to accelerate the treatment of urgent care needs closer to home and prevent avoidable hospital admissions. In the past twelve months the service has answered over 3,200 calls, delivered over 1,400 face to face visits, whilst reaching the 0-2hour target, on average, 96% of the time. This has led to 81% of people being supported by the team at home and not needing to go to the hospital’s emergency department. Seen as good practice, other areas are learning and sharing the approach being taken.

JamesThomas.jpgClinical Forum

The Clinical Forum met virtually on Tuesday. The meeting was chaired by Dr James Thomas. 

Forum members include medical directors, GPs, pharmacists, allied health professionals, lead nurses and NHS E colleagues. Members discussed winter planning, medicines, and prescribing.

Rob Webster (2).JPGSystem Leadership Executive Group

The System Leadership Executive Group meets monthly and is chaired by Rob Webster, our CEO lead. There was an update on COVID-19, including infection rates, recovery and an overview on the Autumn Budget and Spending Review 2021, finance, pressures and planning.

Cllr Tim Swift.jpgChairs and Leaders Reference Group

The Chairs and Leaders Reference Group includes council leaders and hospital trust chairs. The group meet monthly to discuss the proposed changes to integrated care system legislation and development work underway. Cllr Tim Swift, Leader of Calderdale Council and Cathy Elliott, chair of Bradford District Care NHS Foundation Trust are the co-chairs. 
At the last meeting on Friday 29 October, the group discussed the development of the draft Integrated Care Board Constitution, governance and developing our place-based partnerships.

Positive About Islam

Our Partnership is supporting Islamophobia Month in November, with a rerun of our campaign called Positive About Islam. This aims to challenge the misconceptions that many people may have about the religion. Throughout the month we will be sharing daily 'facts and figures' on social media. More information is on our website here. You can also read previous blogs here.

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Trustees’ Week - 1 to 5 November

Now in its 11th year, Trustees’ Week is a celebration of the great work Trustees do for our voluntary, community and social enterprise organisations. It is the time of year when we come together to mark the achievements of the UK’s one million trustees.  Here in West Yorkshire, we have an estimated 14,800 VCSE organisations – and most of these have a Board of Trustees who give their time and energy to support the effective governance of those organisations. These organisations play a critical role in supporting the health and well-being of our communities in West Yorkshire and we would like to thank everyone who is giving time and expertise to being a  Trustee for one of our many VCSE organisations. If you are interested in becoming a Trustee  and sharing your skills and knowledge with organisations working with local communities, please contact your local CVS or volunteering organisation. You can find details for your local organisation here. More information is here on becoming a Trustee in Kirklees is here.

Looking out for our neighbours

Let's look after our neighbours.jpgLooking for out for your neighbours’ is a fantastic way to reach out to those around you and make more meaningful connections.
With more of us living alone than ever before, having people nearby who can look out for each other is becoming increasingly important. Whether it’s looking after a parcel, a plant, a cat, or just sharing a cup of tea. Research shows that 91% of UK adults think small moments of connection can make a big difference to someone who feeling lonely. So, check in on your neighbours this winter, because small moments matter. You can find out more here.

Looking out for each other

Recently our #SpreadTheKindness ambassadors visited Todmorden to find out how kindness is spread across the town. They met the Mayor of Todmorden @TwoHootsTod whilst in the market. You can read a news article about it. You can also view video number 6 taken at The Kindness Café, Todmorden available to view here. For more information contact: Vicky.caunt@nhs.net

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