An interview with Gemma McIver, Deputy Director of Operations at ShropCom and Susanne Crossley, Deputy Chief Operating Officer at SaTH on the collaboration and partnership working ahead of winter
Gemma:
This winter, we have implemented a robust and coordinated plan to enhance patient care and system resilience. Building on last year ' s successes our amazing acute and community teams have worked in partnership to expand urgent community services
Recognising the pressures each organisation faces has helped us target support where it matters most This collaborative approach is vital for our local communities, underpinning sustainable neighbourhood care and ensuring that those who are most unwell can access acute care when needed
The most significant change this year has been our proactive focus on prevention and readiness Clinical teams have engaged in forward planning, aligned strategies, and scenario stress-testing together This has meant open, challenging conversations, fostering a culture of transparency and unity in our shared aim to improve patient care and staff experience
We recognise that winter is always difficult and that reacting to problems in the moment can be tough. We therefore hope that using the past seven months to prepare will make a real difference. This early action has strengthened relationships through daily communication, building trust, and healthy professional challenge at various levels, ensuring we are better placed to support each other and our patients this winter
Susanne:
A number of areas have been identified for service expansion to develop community pathways, following established models and previous winter schemes These include:
Urgent Community Response (two-hour response)
Enhancing the Care Transfer Hub to improve discharge pathways; care transfer hubs will facilitate efficient referrals, discharges, and better alignment with community and social care resources so that patients receive appropriate care in a timely manner
Front door coordination and redirection to community pathways
Two-hour domiciliary care response and bridging service
As part of our winter preparedness, a system-wide plan has been implemented to expand the services mentioned above and phase out the Rehab and Recovery Units This strategic shift aims to support reinvestment and reduce reliance on bedded capacity – particularly for frail and vulnerable patients By strengthening Urgent Community Response teams and enhancing the Care Transfer Hub, we ’ re enabling better avoidance of unnecessary admissions and facilitating faster, more coordinated discharges This ensures patients receive care in the most appropriate setting, aligned with the “ care closer to home” model
Gemma:
We understand that the closure of the Rehab and Recovery Units (RRUs) has been a sad milestone for many. It is therefore important to pause and recognise the immense talent and dedication of all the staff who worked within those units Their commitment and expertise have left an indelible mark, enabling us to learn and innovate the design of urgent care services
It is particularly heartening that, with the expansion of community-based urgent and emergency care (UEC) services, we have been able to retain our valued RRU staff within the organisation and also offer some great opportunities across SatH and ShropCom
“Recognising the pressures each organisation faces has helped us target support where it matters most.”
Susanne:
It is an exciting time as we build on our relationship with Health Hero (Europe’s largest digital clinic) who are the new provider of Care Co-ordination and GP Out of Hours. Health Hero has also been supporting SaTH with some of the lower acuity ambulance demand in our emergency departments rather than conveying patients to hospital, ensuring they get the right care at the right time Over winter we will continue to review all of our clinical pathways to ensure they are the most efficient and effective that they can be for our patients
Gemma:
Working together to prepare for Winter has been really exciting and shows the art of the possible through shared ideas and autonomy to work through a problem collectively This has not only made our winter planning stronger but also demonstrates the hugely exciting potential of a Group model to deliver even greater benefits for our patients and communities as we more closely align.
Having personally worked for both SaTH and SCHT, I feel truly privileged to have loved my time in each organisation Both have distinct approaches and philosophies, offering unique perspectives and plenty of opportunities to learn from one another Yet, the real strength of both organisations lies in their extraordinary people I have witnessed genuine compassion and kindness in both, which continues to inspire me and sets a shining example for how care should be delivered
“What feels different this year is the strength of our partnership working. There’s a real sense of shared ownership and mutual support across our organisations, which is already making a tangible difference.”
Reflecting on my own journey, I felt a wave of emotion as I said farewell to SaTH five years ago, holding on to hope at the time that I might one day find my way back Now, with equal loyalty and passion for ShropCom, I feel incredibly fortunate that the Group model genuinely offers the best of both worlds – allowing me to contribute and work closely with two fantastic organisations whose combined strengths will undoubtedly drive innovation and excellence in local healthcare.
Susanne:
What feels different this year is the strength of our partnership working There’s a real sense of shared ownership and mutual support across our organisations, which is already making a tangible difference. Our collaboration with Shropshire Community Trust has deepened significantly –particularly around urgent care pathways, discharge planning, and community-based support Looking ahead, we ’ re exploring further integration to ensure seamless care across settings
Ultimately, all of this is about improving patient experience – making sure people get the right care, in the right place, at the right time And as we move toward the Group model, I’m optimistic about the opportunities it brings: greater consistency, shared learning, and a more unified voice for our system but most importantly bringing a collaborative approach to the care that we provide for the patients that we serve