This week’s leadership message comes from Beverley Geary, Director of Nursing, and Laura Singleton, Head of Workforce Transformation at NHS West Yorkshire Integrated Care Board

Posted on: 13 December 2024

Beverley Geary and Laura Singleton West Yorkshire Health and Care Partnership has introduced student-supported services, a new approach designed to expand healthcare placement opportunities, enhance patient care and support workforce retention across the region.

Patients who are referred to student-supported services can be seen by a multi-professional group of students in a safe and supervised environment, with all care overseen by a registered clinical professional.

The model can be adapted to suit any clinical specialist area. It works across all professions, already successfully running in areas such as nursing, midwifery, podiatry, occupational therapy and physiotherapy.

Since the model began, patients across West Yorkshire have experienced enhanced care due to additional patient education opportunities and interventions.

As a partnership we are collectively committed to providing students with the opportunity to gain experience to develop into well-trained, competent and confident healthcare professionals. This in turn will contribute to better care, improved patient outcomes and result in higher levels of retention.

This is an opportunity to deliver excellent quality placement experiences with a focus on them being safe learning environments for not only our students, but also the patients and staff involved.

The model has given us the opportunity to explore how innovation in clinical placement design can enhance our offer to students ensuring a robust and resilient future workforce supply. This has seen us support and create exciting learning experiences in community neighbourhood teams, primary care and social care as well as in-patient wards in hospital settings.

Taking care of the wellbeing of our workforce has also been at the forefront of this model, particularly around clinical educator, supervisor and assessor roles. The feedback has been that it has provided a positive development opportunity for them without increasing the pressure on capacity that the traditional one on one placement may have. As we look to expand, we will continue to learn and engage with this part of our workforce to offer a quality, safe learning environment for all.

One of the standout features of the student-supported services model is that it focuses on addressing health inequalities across West Yorkshire and gives the learners a valuable insight as to the impact on patients within communities. We have been able to enhance services and focus on prevention, whilst also supporting delivery during difficult periods such as winter pressures.

Patients’ values, beliefs and personal circumstances can all influence their expectations and their needs for services (NICE, 2021). Learners gain experience of understanding this by supporting patients across multiple settings, allowing them to develop and adapt excellent communication skills, and become confident with a person-centred approach.

Effective leadership is integral to quality healthcare. This model creates the opportunity for learners to formulate and build upon the vital leadership skills that are most required from our clinical workforce, developing them into strong system leaders which will contribute to better system communication, enhanced productivity and successful integrated care across settings.

By working this way, learners gain an insight into what it really means to deliver quality patient care in an ever-changing environment.

For more information, visit student-supported services.

This week, our blog is a farewell message from Richard Parry, Executive Director for Adults and Health at Kirklees Council. Richard leaves Kirklees Council next week after 10 years. He has been a valued member of our partnership since the very early days and we wish him all the very best for the future.

Blink twice and 10 years passes by. I’m taking the opportunity, as I pass the baton to Michelle Cross, to reflect on some of the really great things that I have seen people do to deliver better outcomes for Kirklees residents, and to thank colleagues for their support over the years.

People talk about health and social care in the same sentence, but the reality is that successful partnerships take a lot of hard work, from building relationships to walking a mile in someone else’s shoes.

There was a time when relationships between the council and some NHS organisations were not what any of us wanted them to be, but we are now in a place where the level of mutual trust, respect and support across organisations is the envy of many places. That’s not to say that it is not hard work, day in, day out - working to ensure that residents using health care services do so for as short a period as is needed and get back home again and living the life that is important to them. That is as true in mental health and learning disability services as it is in acute hospital services. It is equally true of our relationships with primary care and with the ICB where we share a commitment to work together for local people.

Colleagues across Kirklees Council and the wider borough have embraced the work on dementia friendly design, understanding the need to design and create inclusive environments. This has been reflected in dementia friendly libraries and town centre schemes, Knowl Park House and the published work with the University of Stirling. All this is complemented by the recently published accessibility guides and reflects that commitment to a social model of disability.

The University of Huddersfield has continued to change the face of the town both through new buildings such as the Health Innovation Campus but also through investment by others in converting old buildings into student accommodation. Equally innovative but perhaps less noticed, has been the creation of the School of Nursing at Dewsbury Hospital by Mid Yorkshire Teaching NHS Trust in 2018 which also offers opportunities for our care providers to develop the skills of their staff.

The pandemic was a time that none of us would wish to repeat with the toll that it has had on individuals, families and communities. It was also a time that brought out the best in people and communities and led to some real innovation and creativity. Out of this was also born KirCA (Kirklees Care Association) which is a successful partnership between us, the ICB and local care providers who are all as committed as we are to delivering good quality care and support for our local residents. Earlier this year, KirCA organised the performance of a play about the impact of the pandemic on care homes, a performance that moved me to tears and reminded me that many of us are carrying the impact of the pandemic in different ways.

Kirklees libraries and their staff and volunteers have always been at the heart of our local communities and are so much more than just books (though I do love a good book.. paper not e-book). During the pandemic, staff in the service turned their hands to many different roles, all of which were critical to keeping people safe. More latterly, they have continued to ensure that libraries are at the heart of our communities and respond to the needs of local people using their local knowledge. As we look forward to new models of neighbourhood healthcare, libraries, as trusted neutral spaces, have much to contribute in the early intervention and prevention space.

Whilst I only had the pleasure of working with our culture and visitor economy teams for a year or so, I was struck by how much they also deliver good outcomes for many of the same residents that we support. Their ‘museum in a box’ offer to care homes for example and their wider offer that enables people to remain connected to activities in their local towns through markets and town halls as well as the museums is important.

As a social worker, I have always been impressed by the commitment of everyone (regardless of professional status or qualification) to embracing and accepting changes to the way that we work in response to the changing needs of our local communities and the wider context that they and we find ourselves in.

Whilst we have always been a modest council that doesn’t make a big song and dance about things, we have secured national recognition for the work of colleagues on areas as diverse as co-production, outcomes-based commissioning and moving and handling of people who draw on care and support. Given that we have now had the CQC notification, this is a good time to be slightly less modest and tell the story of all the great stuff being done, the strong values and ethical base in the organisation (something that new starters often reflect on when I talk to them) and the outcomes secured for local residents, as well as acknowledging the areas that we know we would want to further improve and our plans to do just that.

Although I am moving on from Kirklees Council, I am not moving on from social care but will be doing different things, often linked to what people have taught me in Kirklees. As well as some work with the Local Government Association across Yorkshire and Humber, I will be working with a national third sector organisation that supports people with a learning disability; with a not for profit organisation supporting people living with dementia through some really innovative housing and care services based on Dutch models; with Mid Yorkshire Teaching NHS Trust and with a Safeguarding Board... I think that there is a trendy term for doing this sort of thing… a ‘portfolio career’. It is a big change when you have worked for councils or the NHS most of your working life (not counting being a van driver, a milkman and working in a pub) but I am looking forward to it!

Finally, it has been an absolute privilege to work with you - thank you!

Richard

We also have a blog from Kim Shutler, VCSE lead, West Yorkshire Health and Care Partnership

Why you should never underestimate VCSE leaders

At a recent event, I heard a voluntary, community and social enterprise leader share a striking story: an NHS partner admitted he expected her to be “a hippy dancing around with crystals.” This stereotype, alongside the obvious issues, highlights a deeper issue. In system meetings, almost all of the time I feel very much valued and respected by my colleagues, but I've also been reflecting that it can feel like I am sometimes pigeon-holed into a singular area of limited contribution. This seems a shame, because VCSE leaders have more to contribute than people might imagine.

VCSE leaders, especially those running small organisations, bring an extraordinary range of skills. We’re masters at stretching small budgets and managing complex funding streams, often doubling as finance directors because there’s no one else to do it. Setting up and running services on short notice is second nature. Whether it’s launching an acute mental health service or running a training cafe, we don’t have big teams to back us up. We adapt, innovate and deliver, and contrary to the stereotypes, we also manage high-risk, complex provision with precision and care.

We also take on operational responsibilities, from managing estates to handling health and safety, IT and business continuity. From rolling up our sleeves and painting buildings to managing multi-million-pound capital builds, we have to turn our hand to many things. On top of that, we’re HR directors, creating supportive workplaces within tight budgets while often navigating complex employment issues, pensions and TUPE transfers.

Marketing and fundraising are part of the job too. Many of us have built communications strategies, written bids and secured millions in funding. Add to that our role as strategic influencers, negotiating funding, building partnerships, shaping policy and advocating for communities.

Some VCSE leaders have dedicated their entire careers to the sector, gaining unparalleled wisdom. Others, like me, bring diverse experience from other fields. My first decade was spent in public sector roles, building expertise in communications, organisational development and higher education before stepping into my role as a VCSE CEO.

Are we perfect? No. Are we better than leaders in other sectors? Also no. But low pay doesn’t mean low skill or experience. So, as we work together as a partnership to fight the growing pressures, tackle the growing health inequalities and make the difference for people, I would challenge anyone who does not already work closely with VCSE leaders to take some time to get to know us. When you understand our ‘superpowers’ you unlock some great potential. But underestimate us and you miss out on what we can bring to the party, and especially at a time like this - that would be very unwise indeed.

You can read more about the importance of the VCSE sector in this NHS Confederation blog by Sam Keighley, VCSE sector lead for Bradford District and Craven Health and Care Partnership and Chief Executive of the VCS Alliance. This blog describes the work done at place, and the challenges faced locally in ensuring that the VCSE continues to be seen as an equal partner. The piece includes recommendations for national policy makers to help foster ways of working and metrics that can demonstrate the value that VCSE organisations bring to help health and care systems in their aims of keeping their communities healthy.

What's been happening this week?

Launch of West Yorkshire 10-year health plan web portal

This week, we have launched the West Yorkshire 10 Year Plan web pages, a dedicated hub for partners, stakeholders, patients and members of the public to help shape the 10-year health plan, providing an opportunity to say what is important in West Yorkshire to inform the national plan.

Our West Yorkshire approach to involvement and engagement with the 10-year plan is twofold. Firstly, to capture the views and experiences of our partners, stakeholders and local communities across West Yorkshire, enabling us to provide a West Yorkshire view into the 10-year plan. Secondly, to provide an additional opportunity to tell us how we should further develop, enhance and improve local health and care services to further reduce health inequalities.

On the web pages, there are plenty of ways for people to get involved and share views. We want to not only hear from our people and communities directly, but if you are a partner organisation or stakeholder, or you lead a forum or group in West Yorkshire, we want to support you to capture these views to feed into the 10-year health plan conversations.

Please keep visiting the web pages in the weeks ahead as more events, local insight and additional content will continue to be added. You can also complete the West Yorkshire survey here.

Charity reaches fundraising target for Rob Burrow Centre for Motor Neurone Disease

This week, rugby legend Rob Burrow’s parents, Geoff and Irene, together with Leeds Teaching Hospitals’ MND patients, families and clinical team, and with 77 fundraisers for Leeds Hospitals Charity, came together to sign the frame of the Rob Burrow Centre for Motor Neurone Disease as it advances considerably in its build at Seacroft Hospital. This milestone comes in the week following Kevin Sinfield’s latest epic challenge with his 7in7 team which raised over £1,160,000 for MND charities.

At the event, Leeds Hospitals Charity surprised attendees, including 77 donors, when its director of fundraising, Paul Watkins announced that they have reached the £6.8 million fundraising target for the centre thanks to over 17,000 donors who have supported the appeal.

Read more on the Leeds Hospital Charity website.

Airedale NHS Foundation Trust wins funding to advance digital cancer care

Airedale NHS Foundation Trust has won funding from the West Yorkshire & Harrogate Alliance to bolster its cancer care service with digital cancer care platform, Careology.

From January, patients at the award-winning Airedale NHS Foundation Trust will be introduced to the Careology app to support them through their cancer treatment. The trust will be the first in the north to offer this pioneering new digital innovation, connecting patients to their healthcare team and empowering them throughout their own treatment.

Youth Social podcast helps people to ‘choose well’ this winter

Youth Social have produced a podcast episode to help teens and young people choose well when they need health and care service this winter. It includes discussions on using NHS 111, tips on staying well, the pharmacy first service and wider pharmacy services available, and mental health support. This is a project led by Voluntary Action Calderdale as part of this winter’s ‘Together We Can’ campaign. Listen to the podcast on YouTube, Spotify or Apple.

Holiday heroes

In the run-up to Christmas, the NHS England regional communications team is profiling NHS staff from across the region who’ll be working over the festive period to care for patients and support healthcare delivery. This week, they have profiled Cameron, a physiotherapist at Airedale Hospital, who will be helping patients regain mobility over the holidays. They have also profiled Kevin, a porter at Calderdale and Huddersfield NHS Foundation Trust who will be working over the holidays helping to transport patients around the hospital. You can find out more about our region’s holiday heroes on the NHS England website.