The Loop

Chief Executive

JON WILKS

Welcome to our latest Loop magazine – the IHSCM’s direct connection with you and featuring articles by many of your fellow members.

If you would like to submit an article for inclusion, whatever the subject and whether you wish to be named or published anonymously, please send it to Jade Maloney, our Operations Manager, via jmaloney@ihm.org.uk.

Did you know that the IHSCM was originally founded in 1902, predating the NHS by a massive 46 years!? Back then it was founded as the Association of Hospital Administrators and stated its purpose as supporting and developing the careers of its members, something that we still aim for today.

D I T O

R I A L

Reflecting on this, I wonder what the original members would make of health and social care in 2025? Would they recognise, in any aspect, the complexity, scale, workforce and demand that health and social care faces today? My instinct is to answer with a resounding ‘no’. They would be incredulous were they time warped into an accident and emergency department, residential care home or mental health unit. Their utterance on seeing how primary care is delivered now would probably be unprintable here!

Back in 1902 the population of the UK was around 38 million and acute and general healthcare was provided by voluntary hospitals paid for, in the main, by wealthy philanthropists and staffed by doctors who treated patients for free, albeit that admission was often decreed by class rather than condition. Infectious disease treatment and prevention for conditions such as diphtheria and typhoid were the responsibility of the local council whilst the chronic and infirm relied on the workhouse. Remember that the first motor cars had only appeared in significant numbers 5 years previously so the principal means of transport for patients and clinicians was horse drawn carriage. Electronic patient records weren’t even a dream at that stage – there was no central patient record keeping at all, though there was a register of doctors and nurses that you can access via the National Archives.

How would you tell one of your IHSCM predecessors what it is like to now do what they once did? Where would you start? How could you begin to explain the metamorphosis of what their society was like and how it has evolved, requiring the attention of health and social care to tag along? Maybe we should hold a PowerHour to present a view of what it was like back then and then decide whether to rejoice or weep in response to what we are now!

Irrespective of what your views are, I hope that you would proud to say to them that you are a member of the IHSCM, that you uphold their original aims that you will fight tooth and nail to preserve the vocational worthiness of what you do.

Enjoy the magazine and thank you for your continued support.

Jon Wilks CEO

Gratitude, Burnout and Growth Mindset

“Work-based pressure can have a detrimental effect on our mental health.”

Let’s

start by talking about Burnout.

In the modern world we are working harder than ever. We are striving to reach higher and higher targets.

Work-based pressure can have a detrimental effect on our mental health. Sometimes we feel we are pushed beyond our limits. When we are at our breaking point we feel that we are burnt out. In the modern world it is important to address burnout and more importantly what we can do to prevent it. Gratitude can play a key role in coping with burnout.

Let’s start by talking about Burnout. The World health Organisation defines burnout as “burn-out is a syndrome resulting from chronic workplace stress”

Burnout can be caused by an excessive workload. We often take on more than we can handle. We are afraid of saying no, and external pressure can cause us to feel that everything is spiralling out of control and we can feel that we are not being sufficiently being rewarded for all our hard work. Burnout is dangerous and can lead to us being emotionally exhausted, depressed and just wanting to give up.

Burnout happens when we approach life with a fixed mindset. Just like a lightbulb or an engine can burnout. We feel that we have no choice we have served our usefulness and need to be replaced!

Simon Gamewell Content Producer TAP - Thank and Praise

We do have a choice though if we adapt a growth mindset. Under pressure we can perform better by developing resilience. We will learn to see every challenge as an opportunity to grow and improve. These Abilities can be devoloped with effort learning and persistence. We will be able to have the confidence to take risks and strive to do even more.

When we practice ‘deep gratitude’ we are able to expose our own vulnerabilities and support our colleagues by encouraging them through expressions of gratitude, knowing that they will do the same for us when needed.

When we create psychologically safe spaces through practicing deep gratitude it will make us realise that we are not alone, we are part of a strong and supportive team. This will help to relieve stress and build resilience. This is because it is not possible to hold positive and negative thoughts in our brain simultaneously. It won’t make the problems go away but it will help us to put them into perspective.

Gratitude keeps us grounded in a positive current moment, and helps us to strengthen workplace relationships, by connecting people and pushing the team forward.

When we practice gratitude we fire up the pro-social neural networks which is good for our physical and mental health.

Practicing gratitude helps us to develop a growth mindset and will expose burnout for the myth that it truly is.

We will learn from our mistakes and overcome the challenges, trying a little harder, achieving a little more each day. We will be able to see that success is a work in progress. Happiness doesn’t come from having no problems. It comes through the process of hard work and overcoming those problems.

By practicing deep gratitude and developing a growth mindset, we will be able to overcome burnout and build stronger, more resilient more productive teams and make the workplace a happier place to be!

IHSCM members can access practical tips and resources on Workforce Wellbeing through the IHSCM Workforce Wellbeing Special Interest Group: https://ihm.org.uk/special-interestgroups/workforce-wellbeing

Community and Connection

Beat the January blues and safeguard against the symptoms of burnout with Hapstar’s resources.

Winter is tough. The pressure you feel as health and social care professionals is at its’ peak. For those with loved ones, the expectations to be present and merry may have been high. Some of you will have spent much of the winter evenings, over the festive period and in general, alone, or working, holding out for a muchneeded rest.

January can be incredibly challenging for several reasons. The sudden shift from an exciting, busy festive season to a much quieter social calendar can feel disorienting. The financialstrain of Christmas and New Year mayalso result in a tighterbudget for the next few months, adding to your worries. As the lively evenings fade, loneliness can set in, while work remains as demanding as ever.

If you’re interested in meditation, our latest session focused on combating loneliness could make a real difference: https://platform.hapstar.app/link/ihsc m/?redirect=post%2F1471.

During challenging times like these, it’s easy to fall into a rut. But what if this year we focused on harnessing the power of community and connection? By doing so, we can put ourselves in a stronger positionto beat the January blues and safeguard against the symptoms of burnout.

Lula Goldsmith Customer Success Manager Hapstar

Your community can be whoever you want it to be, and it startswith those who truly understand your journey. For example, your coworkers and fellow members of the IHSCM are part of a community that shares a deep understanding of what it means to work in health and social care. Taking a small step, like reaching out to your colleagues or tapping into the network that IHSCM provides,can help you tackle the challenges of January.

To learn more about the power of community, watch this short video: https://platform.hapstar.app/link/ihscm/? redirect=post%2F1473.

Walking side by side is also another way to connect in a low- pressure environment, and many people are more comfortable sharing when eyecontact isn’t crucial.

Maybe you’re not struggling, but a loved one is? If someone from your inner circle is having a hard time, it can be difficult to know how to be there for them. Some people are very open, others may become distant and determined to shut questions down. Either way, the small act of consistency can be very impactful. You may not have all the answers, but your presence may justbe the comfort they’re craving.

Consider your options and figure out what’s right for you and your loved ones with this short video: https://platform.hapstar.app/link/ihsc m/?redirect=post%2F1481. How would you want to be supported during tough times?

Connecting with those around you doesn’t have to revolve around activities that cost a lot of money or require significant amounts of time. Build the people that uplift and energise you into your daily routines. If you go on a daily walk, invite loved ones or colleagues to join you.

Will Social Care Ever Move Forward?

“The sector is driven by rules, and people follow them.”

A Sector at a Crossroads

Currently, we are seeing and hearing a lot of concern and conversation about the future of many businesses in social care. For the first time, people are suggesting that there needs to be something akin to a strike, and if I’m honest, I’m glad. About time, I say. Those who know me understand that I don’t mince my words. To be honest, I’ve grown tired over recent years of the mentality within social care. To explain where I’m coming from, we need to rewind a little. Often, to move forward, we must first look back.

The Birth of Modern Social Care

Social care as we know it today was born in 1983 following the Griffiths Report. At that time, the NHS provided long-stay care for many, and I still remember some of those hospitals— Joseph Sheldon, John Connolly, and Rubery Hill, to name a few. Private businesses saw an opportunity to increase their pension pots. Care homes grew, councils started closing ‘old’ buildings, and new facilities sprang up.

My first role was as a carer in a home that used to be a squash club! Stately homes were converted, and wards were created.

Social care was effectively abandoned by the government, and since then, it has become Cinderella—waiting to be rescued by some mystical unicorn in the form of a new government or the next budget. If now isn’t the wake-up call needed to show that no rescue package is coming, I don’t know what is.

“...waiting to be rescued by some mystical unicorn in the form of a new government or the next budget.”

Lucy Buxton Director and Owner LJB Coach Consultancy

“Here’s where I want to throw a curveball.”

The Problem: A Victim Mentality

The sector is driven by rules, and people follow them. Combined with how the sector was established, this has fostered a victim mentality. On top of that, anyone can obtain a registration, which adds to the challenges. With this context, you can begin to see my frustration with a sector that doesn’t pull together as a force for good—for the good of those cared for and for those who earn a living in roles they love.

A Curveball: Claiming the Glass Slipper

Here’s where I want to throw a curveball: I believe that if the sector chooses to be brave and bold, now is the time to upgrade from being Cinderella. This is the moment it can claim the glass slipper and keep it.

We are in a time when community and connection will grow stronger. Division will diminish, and the way forward is to grasp the nettle and do the things we would never have considered before— things we’ve avoided because we follow the rules and do as we’re told.

The Talent Within the Sector

But this makes me wonder: how painful does the nail have to get for the sector to finally choose to get off it and take control of its future? The talent and knowledge across the sector are immense. If only it could grow some emotional intelligence and reflect internally, great things could happen.

The Pivotal Moment

This is a pivotal moment for social care. Don’t lose it—because if you do, the sector could disappear altogether. The question is, will we take this opportunity or let it slip through our fingers? The choice is ours.

From Psychology to Patient Safety: A Journey Through Human Factors

My name is Al Ross and I am Professor of Health Systems at the University of Staffordshire, where I am course lead for our MSc in Human Factors for Patient Safety which is a qualifying course for the Chartered Institute of Ergonomics and Human Factors.

We teach health and care professionals to specialise in patient safety, risk, and quality improvement; many students have important senior roles in the UK and Internationally in these areas. Human Factors (‘HF’, also known as Ergonomics) is the study of work systems to optimise system performance and human wellbeing. It is an endlessly fascinating subject, drawing from the engineering, behavioural and management sciences.

“I encountered safety professionals who spoke passionately about the interactions between people and technology, environment, task, and culture.”

AJ Ross Professor of Health Systems University of Staffordshire

My own background was originally in Psychology, where I studied for my PhD in a centre for sport studies led by an exercise physiology Professor, Myra Nimmo, who was an Olympic long jumper and subsequently became Chair of England Athletics.

I came to retrain in HF through a roundabout route, which is a bit of a theme for me! I was working in Occupational and Health Psychology and did some work for the World Health Organisation on alcohol in the workplace. This crossed over into workplace safety (for obvious reasons!) and I encountered safety professionals who spoke passionately about the interactions between people and technology, environment, task, and culture, which gave rise to risk and often to high-profile organisational incidents and accidents.

“This was fascinating to me, and still is.”

This was fascinating to me, and still is, and I subsequently became Chartered in Human Factors through safety-related work experience in the rail industry, civil nuclear and military fields.

My first job in Patient Safety was at King’s College, London where I also worked at St Thomas’s Hospital in a healthcare simulation centre. Simulation allows for individuals and teams to practice technical

and non-technical skills and explore care systems in a safe environment, employing human patient simulators (‘manikins’) and/or actors playing patient or staff roles. I was fascinated by the HF possibilities of allowing care to be explored and experience built up while protecting the public from risk.

The Centre for Health Innovation (CHI) at our Stafford campus has a purposebuilt simulation facility employing a wide range of immersive technologies for undergraduate and postgraduate education and training, employing a great team of dedicated simulation professionals who we as the HF team engage closely with.

In between King’s and coming to Staffordshire I worked at Glasgow Dental School, researching a range of health systems improvement efforts such as in head and neck cancer care. There I also used simulation to teach dental students about the importance of good communication in providing safe, quality care, employing agency actors who would skilfully role-play angry or anxious patients or even difficult colleagues!

At Staffordshire since April 2023, I have made myself busy! As well as running the HF course, I supervise a number of postgraduate researchers and I am conducting really interesting research led by Professor Sarahjane Jones which is examining how HF can inform the design of hospital wards for Government’s new hospital build programme.

One year on…the final Research ABC report, team reflections

The Research ABC project (20232024) initiated by Dr Ros Leslie (Chief Allied health Professional (AHP), Royal Wolverhampton NHS Trust (RWT)) and funded by the Clinical Research Network West Midlands1* enabled the Black Country integrated care system (ICS) to understand researchreadiness amongst AHP workforce, support development of research skills through training, and increase research capacity.

Project impact was essential for securing commitment to support continued collaborative working between the ICS provider organisations and promote investment of sustainable resourcing and infrastructure for ongoing AHP research.

Lead for the Research ABC project (Dr Ali Aries, AHP Research Lead, RWT), described the project as “an exciting and rewarding opportunity working with many AHPs keen to be involved in research, especially the proactive project team and the 93 Research Champions who stepped forward to help drive research”.

“AHPs have grown in confidence taking on new roles.”

Ali, one year later, is still a point of contact: “I continue to facilitate AHPs and other professions developing their research skills. The monthly REACH (Research Engagement And CHat) sessions provide a friendly forum for multidisciplinary research discussions, networking, and sharing of experiences. AHPs have grown in confidence taking on new roles e.g. Principal Investigator positions and applying for dedicated Research Masters programmes. Some AHPs published articles for the first time, starting of a new generation of AHP researchers in our area”.

Louise Wallace was seconded from The Dudley Group NHS Foundation Trust (DGFT) Musculoskeletal (MSK) Physiotherapy team to the Research ABC project. Lou is proud of the team’s achievements in just eight months, driving forward research skills

THE LOOP Authors: A.M. Aries, L. Wallace, R. Burgess, T. Hadley-Barrows, S. Evans and R. Leslie (2024).

and opportunities for AHPs. Benefitting from her own new opportunities, Lou presented at two national conferences, saying: “Without Research ABC, I would never have had the confidence or skills to rise to these challenges”.

Since returning to DGFT Lou has some protected research time, and has: “set up an AHP multi-disciplinary research champion group, an MSK Critically Appraised Topic (CAT) group and Journal Club, provided research training to the DGFT radiology team and is planning a Patient and Public Involvement group, to inform service developments”

Roanna Burgess (AHP Consultant, MSK Service lead, Sandwell and West Birmingham (SWB) NHS Trust/Senior Research Fellow, Keele University) is commencing a Senior Clinical and Practitioner Research Award funded by the National Institute for Health and Care Research to support post-doctoral clinical academics.

Ro feels the Research ABC project gave her an understanding of AHP training needs and support. She set up SWB’s first Community of Research Practice, with good uptake and feedback, and strives to increase research capabilities, opportunities, and networking within NHS settings. 020

Ro feels AHPs and non-medical professionals now have a voice in research plans, objective setting, and strategy development, supporting future AHP Research Leaders.

Ro explained: “the Research ABC project has allowed us to join forces across the Black Country System and facilitated respective NHS Trusts to work together, improving opportunities for AHPs in research”.

Tina Hadley-Barrows (MSK Consultant Physiotherapist, RWT/Knowledge Mobilisation Practitioner, Keele University Impact Accelerator Unit) holds a portfolio role bridging the gap between research and practice. Tina urged: “I would recommend that anyone interested in research looks out for these excellent career development opportunities to expand their research activity”.

Tina was thrilled to be part of the inspirational Research ABC project team and highlighted the benefits of the Keele CAT groups supporting translation of research evidence into practice, stating, “The Keele CAT in A Day training day, funded by Research ABC, was a great opportunity for AHPs to explore and resolve clinical dilemmas.”

Boost Your Care Home’s Reputation with OpenScore

With the Care Quality Commission (CQC) admitting that many of its ratings are nearly four years out of date, care providers are struggling to demonstrate their current level of care. Families are left in the dark, unable to trust outdated reviews or assessments when choosing a care home for their loved ones.

This is why the OpenScore Website

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Empowering Care Seekers

For families, choosing a care home is one of the most emotionally charged decisions they’ll ever make. With OpenScore, they can now compare care homes quickly and easily, understanding the level of care provided at a glance. No more outdated ratings or endless online searches—just a straightforward, upto-date score they can trust.

Book a demo to see how OpenScore can help demonstrate your care home’s commitment to quality care.

Visit OpenScore.org.uk

Arden University’s Industry Based

Engagement Programme (IBEP)

is designed to connect students with industry professionals to enhance their learning and career prospects. This program involves professionals from various fields mentoring students, conducting interviews, and providing real-world insights and experiences.

The IBEP aims to:

Enhance student skills: By engaging with industry experts, students gain practical knowledge and skills that are directly applicable to their future careers. Provide mentorship opportunities: Professionals mentor students, offering guidance