This week’s leadership message comes from Esther Ashman and Jo Baker

Posted on: 4 October 2024

This week’s leadership message comes from Esther Ashman, Deputy Director, Strategy and Transformation and Jo Baker, Associate Director, Strategy and Transformation, NHS West Yorkshire Integrated Care Board (ICB).

In April 2024, the ICB Strategy and Transformation Team was established, following the ICB’s operational model review that brought together a number of different areas of work. These included: strategy; power of communities work; urgent and emergency care; virtual wards; urgent community response; Fuller Stocktake recommendations; and dental and system transformation. The function is an extensive, dynamic and exciting portfolio, with the overall ambition of delivering positive change for our population and tackling health inequalities.

As a team we know that to have the greatest impact and truly make a difference, we need to work closely with other functions and teams across the system at West Yorkshire, place and neighbourhood levels. For this reason, an important part of our work involves convening, connecting, enabling and facilitating - collaborating with colleagues across the system to help make things happen for the people of West Yorkshire.

The team is made up of Esther Ashman, Jo Baker, Lesley Crossland, Gemma Gamble, Tessa Hawkes, Arfan Hussain, Nicola Phillis, Hayden Ridsdale and Hannah Tibbetts. They bring together a great mix of skills and experience, perspectives and ideas. The team has a wide range of experience across the NHS, local government, public health, the voluntary, community and social enterprise sector (VCSE) and the private sector, which is a catalyst for strong partnership working.

So, what exactly do we do?

System transformation:

Specific transformation work at scale where prioritised by the Board as a key collective action from the strategy or where there is a need highlighted by the system, for example the delegation of specialised services to the ICB from NHSE.
Co-ordination and collaboration across the system through acting as convenors, connectors, enablers and facilitators.

Strategy and Joint Forward Plan:

Working across our health and care system at system and place levels to lead on the development of our statutory West Yorkshire Integrated Care Strategy and Joint Forward Plan, which sets out how we will deliver our strategy. This includes working closely with our colleagues in Planning and Performance to align to winter and operational planning.
Create the conditions for effective delivery through mechanisms such as West Yorkshire improvement sessions and place peer support groups and connecting the system to more of itself.

Power of Communities (our West Yorkshire VCSE Strategic Alliance):

Working together to strengthen the VCSE sector's role as a strategic and operational partner within the health and care system. This includes involvement in co-creating and shaping strategies, plans and services to support the improved health and wellbeing of our populations and to reduce health inequalities.
We advocate for long term joined up investment in the sector, access to ICB workforce offers (including training and development, health and well-being support, and fair work conditions), enabling sharing of data and information and the inclusion of VCSE partners in decision making.

Urgent and emergency care:

Working with partners across the ICB including provider organisations, acute trusts and the Yorkshire Ambulance Service (YAS) to deliver transformation of integrated urgent and emergency care for our patients. This also involves working with neighbouring ICBs who are part of the YAS footprint.
Leading on transformation priorities set by the Urgent and Emergency Care (UEC) Programme Board. This includes working to further develop same day emergency care (SDEC), single point of access/care co-ordination and the development of a blueprint for a future model of UEC in West Yorkshire

Virtual wards:

Working collaboratively where it makes sense to do so in West Yorkshire to optimise the development of virtual wards to support people leaving hospital or to prevent hospital admission enabling people to remain in their own homes during treatment and recovery.
Supporting place leads to strengthen evaluation and evidence to understand and communicate how virtual wards represent a viable, strategic opportunity to help people stay at home and live more independently

Fuller Stocktake:

Building on the Fuller Stocktake Report vision for integrating care, improving access, experience and outcomes for communities through the accelerated development of integrated health and care neighbourhood teams. This includes GPs, primary care networks (PCNs), wider primary care (incl. community pharmacy, dentistry and eye care services), community health services, social care, and the VCSE sector.
Developing a Neighbourhood Teams blueprint in collaboration with colleagues from across the system.

Urgent community response (UCR):

Embedding UCR into the overall ‘integrated urgent care’ blueprint for the ICB and as part of a joined-up approach to intermediate care.
Considering single access points to services and support across the system, working with places and across sectors.

Dental

Working with colleagues across the system to improve access and quality for our population and to integrate dentistry alongside other health and care services.

Building connectivity:

As a team, we collaborate closely with each other and with people from across the West Yorkshire system on all these work areas, ensuring we connect the different strands and maximise opportunities for transformation and innovation

We would welcome the opportunity to come along and talk to other teams about our work and think about how we can connect better with you, or to have a shared development session to explore opportunities for collaboration and innovation.

You can contact us on wyicb-wak.strategyandtransformation@nhs.net

Thank you for reading, and please do get in touch!

Esther and Jo

We also have a blog about National Cholesterol Month from Abi Barrowcliff, Advanced Clinical Pharmacist at Leeds Teaching Hospitals NHS Trust

Abi Barrowcliff Hello, I’m Abi, one of the Advanced Clinical Pharmacists at Leeds Teaching Hospitals NHS Trust (LTHT).

My speciality is in lipid optimisation and I am part of a team of healthcare professionals supporting people to lower their cholesterol. Our team includes cardiologists, a consultant pharmacist, pharmacists and nurses. We also have strong links with the lipidologists and their lipid team, and work closely with colleagues in primary care.

The purpose of our clinic is to use innovative approaches and treatment options to improve outcomes for people who have high cholesterol, especially those who have struggled with standard lipid lowering therapies. We also believe in research and innovation to publicise our methods to inspire other teams around the country and internationally.

Why?

High cholesterol, along with high blood pressure, diabetes, smoking, being overweight, and not being active, is a major risk factor for cardiovascular disease (CVD). Lowering your LDL (bad cholesterol) by 1 mmol/L can reduce the risk of serious heart problems by 21%, the risk of having a non-fatal heart attack by 26%, and the risk of dying from heart disease by 19%.

What can we do?

In patients who already have a diagnosis of CVD, we, as healthcare providers, should have already advised them on the importance of taking medication to lower cholesterol. The most common of these are statins but there are other medications available too including ezetimibe, bempedoic acid, inclisiran and PCSK9 inhibitors. Of these, only PCSK9 inhibitors are not available in primary care. Historically we have employed a ‘fire and forget’ approach, but we now know how vital it is to re-check lipid levels and treat to target. There is more information on targets and treatments on the National Lipid Pathway and the new NICE Guidelines 238. The European Society for Cardiology Dyslipidaemia guidelines go into the evidence base in more detail.

In those people without CVD, QRISK can be used to assess for risk factors and a discussion can then be had with them around whether they may benefit from treatment.

Be aware of the warning signs of familial hypercholesterolaemia, a condition where total cholesterol is above 7.5 mmol/L or LDL cholesterol is above 4.9 mmol/L, and there is a family history of early heart disease. This condition is common but often not diagnosed, affecting 1 in 250 people. If the patient meets the Simon Broome criteria, start treatment right away and refer them to their local lipid clinic for possible genetic testing. There is more information on the Heart UK website and the National Lipid Pathway.

Everyone should be strongly encouraged to maintain a healthy lifestyle, which includes eating a heart-healthy diet, not smoking, limiting alcohol and exercising regularly. This is important not just for lowering cholesterol but also for overall health and well-being. Make Every Contact Count!

How can we contact secondary care for advice?

Not all patients respond to, or tolerate, standard lipid lowering therapies and it can be a struggle to help them meet cholesterol targets. For these patients, you can refer to the Cardiology Innovative Medicines Lipid Clinic at LTHT. Please address any requests for advice and guidance to us but send through the usual cardiology advice and guidance route.

I really care about the work I do, and I believe in the difference it can make to the outcomes of patients. During National Cholesterol Month we should normalise talking openly about the importance of a healthy cholesterol level and how we can support patients. Small changes can make a big difference. To read more, have a look at the Heart UK National Cholesterol Month page.

Thanks for reading,

Abi

We also heard about Black History Month from Nabiha Jama, an Assistant Psychologist working in the West Yorkshire Staff Mental Health and Wellbeing Hub

Hi, my name is Nabiha Jama.

Black History Month feels like the only time of year where the contributions of Black people seem to be truly acknowledged. It makes me feel proud to be black despite the negativities and stigma we sometimes face. Working in mental health as a black person has come with its challenges – whether it’s from extended family who deny the existence of mental health or the awareness of having to work twice as hard as other colleagues.

Throughout my upbringing, I have greatly admired my mother’s resilience and tenacity. Listening to her recount the traumatic experiences of escaping her homeland due to civil conflict taught me to seize every opportunity and to be grateful for what I have. These are values instilled in me and have shaped the person I am today.

Working in my current role has enhanced my growth in my professional career. I have had to push myself out of my comfort zone in order to grow and develop my confidence. I am currently doing this by delivering racial trauma training with my colleagues – something the younger black version of me never thought was possible as race was never really something I talked about.

Being able to see strong Black women in leadership positions such as my Clinical Lead, Carlyn Boyce, although rare, has shown me that with hard work and determination, anything can be possible. It is now 2024 and there is still work to be done. It is crucial for the black community to have a space that not only acknowledges, but also celebrates our excellence.

Unfortunately, as we know, there is a high percentage of Black and Brown people who experience bullying and harassment in the workplace, and they also experience barriers in accessing support. If you’re struggling and you work in a healthcare environment, please do reach out and contact The Hub for support.

The West Yorkshire Hub is also delivering racial trauma training, and the next set of dates will be published next year. If this is something you’re interested in, please send an email over to the Hub. The Hub is completely confidential, wherever you work or volunteer, and offers free advice and support that can help with a range of issues including sleep, stress or burnout, and anxiety.

Thank you for reading.

What's been happening this week?

Rosh Hashanah

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Improving Population Health Fellowship projects

This week, we’ve published the final projects from the class of 2023 Improving Population Health Fellows. Projects cover a range of subjects each helping to build more equitable systems covering everything from trauma informed workforces and young people transitioning to adult mental health services. There are also projects around trauma informed communications, improving sustainability in paediatric care, suicide prevention and building mental health support structures. See the class of 2023 pages for more information. Find out more about the current 2024 cohort.

Black History Month #Reclaiming Narratives

NHS Confed Support Black History Month Black History Month is now underway, and is an opportunity to honour the achievements, history and culture of black people and their invaluable contribution to society and the healthcare system. This year’s theme, ‘Reclaiming Narratives’, highlights the importance of sharing stories of black history and culture while correcting historical inaccuracies of black heritage. Find out more on the NHS Confederation website.

Stoptober

This week marked the start of Stoptober – the annual mass participation quit smoking campaign. Please get involved to help encourage smokers to make a quit attempt. Remember - if they can make it to 28 days smoke-free, they’re five times more likely to quit for good. For more information, visit the NHS website.