IMPACT January 2024 Issue 12
Partnering Ambitious Caring Trusted
Countdown to CareFlow
Boosting our Nursing Workforce
How Research is Improving Care
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Welcome to your latest edition of Impact. The last 12 months have seen our improvement work continue at pace, driven by you and your determination to bring about real and positive change. Throughout 2023, we made tangible progress on improving the quality of care we provide and the working environment for all of you throughout 2023, despite the pressures we have experienced.
to pages 4-7 to find out how you can make sure that you and your team are ready.
A digital transformation of this scale only happens a few times in our careers, and we cannot underestimate the amount of It is fantastic to see the ideas and work involved. We are so reliant on our digital systems now, that energy you have all shown to bring about long-term sustainable it can be hard to imagine what it will be like without them. During improvements. You should all feel incredibly proud of what you the transition weekend we must be ready to be working without have achieved together. these systems. It is vital teams complete their training as early This year we will be pushing as possible. We have to get this ahead with our exciting change programmes focusing on quality, right to protect our patients. culture, digital and of course As well as our digital systems, our Hospitals Transformation our estates infrastructure is also Programme (HTP). undergoing major change, which will enable us to develop two In this edition we shine thriving hospitals providing high the spotlight on our digital quality care to our communities. transformation, as the next few weeks and months will be absolutely vital for the first phase The first phase of enabling works for the Hospitals Transformation of our Electronic Patient Record (EPR) programme. EPR is a critical Programme has started at RSH, following the approval of project which will significantly planning permission and the improve our working practices Outline Business Case. These are and will underpin quality and significant milestones, and it is safety of patient care. Therefore, fantastic to see the engagement it is essential that everybody is and enthusiasm gathering prepared and engaged in this momentum. change. With only 73 days left until we switch off our systems on Friday 19 April, and prepare to launch CareFlow on Sunday 21 April, we really need your support to successfully implement this major step change for our organisation. The countdown is on. Please turn 2
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We are now entering the final step of the national approval process, development of the Full Business Case. Thank you to everyone who has been contributing to the detailed clinical designs through the divisional workshops. Please
continue to share your questions, ideas and suggestions by joining our regular focus groups or contacting the HTP programme team. We have also moved to the planning stage for a new modular building at the front of RSH, which will house the RSH Rehabilitation and Recovery Unit currently on Ward 18. There are units on both sites, which are being run by our partners at Shropshire Community Health NHS Trust. These units provide a new model of care for our patients, something we have never had before. They play a key role in helping our patients who no longer need an acute hospital bed, to get the care they need to facilitate recovery. Finally, I wanted to say a huge well done and thank you to our orthopaedic teams at both RSH and PRH who have both been named by the National Joint Registry (NJR) as gold Quality Data Providers. The NJR monitors the performance of hip, knee, ankle, elbow and shoulder joint replacement procedures to improve clinical outcomes for the benefit of patients. To achieve certification by the NJR is fantastic and acknowledges the team’s ongoing drive and commitment to high quality patient care. Thank you.
MESSAGE
Dear colleague,
Mary Aubrey Getting to Good Programme Director
We are still experiencing seasonal pressures, but with your support we are continuing to make really good progress on our Getting to Good improvement journey. It is brilliant to see the ongoing commitment of teams across the organisation to drive forward improvements in their areas. In the last month – and during one of our busiest times of the year - we have seen some great results, all of which are making a positive difference to our patients. Highlights this month include: •
•
•
Through our Emergency Care Transformation Programme, a ‘Perfect Week’ was held at PRH to improve times to initial assessment in November, as featured in last month’s Impact. It is fantastic that the improvements made during the week were sustained throughout December 2023. To date, there is an average compliance of 61.2% across both hospital sites against the 15-minute standard. The regional average is 53.3%. As part of our quality and safety programme, the national Patient Safety Incident Response Framework (PSIRF) was successfully launched and well received. This will provide us with an opportunity to improve long-term care and support patients and families compassionately and transparently. The Learning from Deaths project is almost complete and continues to exceed the national target of 15% of deaths having a Structured Judgement Review. This will help us learn
what has gone well, and also identify areas of improvement and learning so we can enhance the quality of care we provide. Turn to page 12 to read about our Medical Examiner Service. •
As part of our Workforce Transformation Programme, new rotas for Medicine and Ear, Nose and Throat (ENT) went live in December. This has enabled the provision of both additional cover at night on the medicine rota to improve patient flow, and greater teaching opportunities for junior doctors within ENT.
A huge thank you to all the teams involved in this really important quality improvement work. Finally, let me bring you up to date on how the programme is progressing. As you will be aware, there are eight Getting to Good programmes, detailed in the wheel pictured above, all with different projects within them. The overall programme status to date is: • • • •
58% - Not yet delivered 18% - Delivered, evidenced and assured 15% - Delivered not yet evidenced 9% - Descoped
Thank you for your continued support. Impact Magazine - Issue 12
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OUR GETTING TO GOOD IMPROVEMENT JOURNEY Ambitious
COUNTDOWN TO CAREFLOW It is one of our most critical priorities which long-term will completely transform the way we work and provide care for our patients. There are just 12 weeks left to go until we launch CareFlow, the first phase of our Electronic Patient Record (EPR). We will need everyone’s support to make this a success and minimise the impact for patients.
Modernising our core digital infrastructure will support provision of high quality of care to our patients in the future. The move to the CareFlow Patient Administration System (PAS) is the first phase of our digital transformation. This will replace SemaHelix, Wardvision and ED Whiteboard providing enhanced functionality for emergency department, inpatient and outpatient activity. It paves the way for more exciting upgrades that will support a fully integrated and paperless future. Clinicians will have the information they need at their fingertips, improving clinical decisionmaking. It is a massive, and exciting step change for our organisation, however we cannot underestimate the 4
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size of this transition. It has been more than 20 years since we changed our patient administration system, and many colleagues will not have experienced an IT transition of this scale:
• Transferring over one million patient records • Training over 5,000 colleagues on the new system We have worked with other organisations to learn lessons, as it is imperative we get this right for our patients and colleagues. It is essential we are all prepared for the switchover and everyone understands their role in maintaining continuity of care for our patients.
Joshua Pagden, Chief Nursing Information Officer, said: “Training, training, training. It cannot be stressed strongly enough the importance of ensuring everyone has completed their training in readiness for the CareFlow Go-Live weekend. “The sooner you complete the training, the more prepared you and your teams will be for the changes that are coming. This is a new system, and we know that it will take time for everyone to get accustomed to the changes. To minimise the disruption for patients, we need everyone to get trained now. “We are here to fully support all colleagues through this big changeover, so please let us know if you have any concerns so that we can address them.”
OUR GETTING TO GOOD IMPROVEMENT JOURNEY Ambitious
Anyone who uses SemaHelix, PSAG or contributes to paper records in our Emergency Departments will be affected. Our fantastic colleagues in the EPR team are currently ensuring that the thousands of
colleagues who will be using CareFlow are trained and confident in the system prior to the switchover in April.
Friday 19 April - SemaHelix will switch off Sunday 21 April - CareFlow will be switched on Listening to feedback from our divisions, we are trying to make the training as easy as possible.
and the way they work – as well as the huge benefits the new system will bring.
Learning modules are available via Learning Management System (LMS) and it will take between one to two hours to complete. We are also running specific training sessions for teams, and if your team needs help with training, please contact sath. ittrainingteam@nhs.net.
Joshua said: “Please do not delay your training until the last minute as the training is only the starting point. This is fundamentally a new way of working and it is important you ask questions now, so that you can continue to deliver safe care for our patients.
Not only will this help colleagues to feel fully prepared for the go live, it will help teams to understand how the changeover will affect them
“The e-learning will also be supplemented by further sessions and opportunities to interact with the new system. Please get involved now.”
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LEADING CHANGE More than 100 Change Agents have successfully completed in-depth training and are ready to help to answer your questions. To find your local Change Agent visit our website.
Change Agents will be supporting colleagues in the run-up to, and during, the switchover. They are local experts with a detailed understanding of the way the new system will be used and why. They are playing a significant part in the implementation of the new system and providing invaluable support to colleagues. Thank you to all of our Change Agents - we will be promoting their
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stories through our EPR newsletter over the next 12 weeks. In preparation for the go-live date, it is also vital your team updates its Business Continuity Plans (BCPs). These will ensure the smooth running of our departments over this critical period as we will lose access to many of our digital systems. It is critical that everyone fully understands the plans within their individual areas during the changeover phase. If you need help, please speak to the Emergency Preparedness Resilience and Response (EPRR) or digital teams.
OUR GETTING TO GOOD IMPROVEMENT JOURNEY Ambitious
ARE YOU READY? FRIDAY 19 APRIL
The clock is ticking and we need your help. • Complete your training during February • Prepare for the clinic freeze from Friday 8 March – only essential changes will be implemented • Ensure all patient records are up to date – a system is only as good as the information we put in • Ensure your team’s business continuity plan is up to date and tested in readiness for working without our digital systems • Work with your Change Agent to test your readiness • Help with timely discharges ahead of the go-live weekend. If you have any questions, queries or suggestions, please don’t hesitate to contact the Digital Team, your Change Agent or visit digital.sath.nhs.uk.
“Once fully operational, the digital transformation will facilitate the delivery of excellent patient care. “It will enable patients to manage their own health and wellbeing; become partners in their own care and they won’t have to repeat themselves throughout their patient journey, as clinicians throughout the system will understand their care needs through access to consistent, high-quality and reliable information.”
Rebecca Gallimore, Director of Digital Transformation Impact Magazine - Issue 12
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OUR GETTING TO GOOD IMPROVEMENT JOURNEY Caring
BOOSTING OUR NURSING WORKFORCE Ensuring we are continually investing in developing and growing our nursing workforce is key to ensuring the care we provide is of high quality, safe and effective. Our nursing colleagues are at the heart of delivering the care and support we provide to our patients. Over the last six months, we have made great strides in reducing the number of nursing vacancies in our organisation. This mirrors the national picture with NHS England data showing that there are now more nurses and midwives working in the NHS than ever before. Our focus remains on the retention and professional development of the colleagues we currently employ as well investment in different routes into nursing and midwifery and expanding international recruitment. We are supporting our healthcare support workers to take the next steps into nursing, with many becoming nursing associates, and then Registered Nurses. Effective workforce planning ensures we have the right levels of staffing to deliver high quality care to our patients and their families, and that we are proactively planning for the future.
Rachel Armstrong, Head of Non-Medical Education, said: “As a Trust we have worked really hard to ensure our next generation of healthcare professionals can access training in a way which suits them and allows them to study and work simultaneously rather than accruing large university debt. “We know we have challenges in recruiting because of our rural location, so ensuring we support people from our local communities to reach their goals and aspirations is really important. Providing a variety of routes into nursing and midwifery means we have something to suit everyone, regardless of age and academic background. “The work we are doing has helped to bust the myth that it may be difficult to get into the NHS, and has allowed us to retain staff who can follow a clearly defined career path with us rather than having to look elsewhere for their future opportunities.”
There are many diverse routes into nursing and midwifery at all levels and further opportunities for career progression – see diagram.
In August last year we were short of 95.87 whole time equivalent (WTE) nurses. In December it had reduced with further reductions expected in the future.
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OUR GETTING TO GOOD IMPROVEMENT JOURNEY Caring
HCSW Academy
Registered Nurse Degree Top Up
The Healthcare Support Workers Academy has helped
This is available annually, giving Nursing Associates (NAs) the opportunity to progress to Registered Nurse (RN).
and gives enhanced induction to those entering this role.
Professional Development Allocation
We are proactively supporting our existing employees to pursue their career aspirations by supporting them, with non-medical prescribing, Masters modules, professional nurse and midwifery advocate courses and teaching.
Advanced Clinical Practitioners
Volunteer to Career
Shortened Midwifery Apprenticeships
This is a programme which provides a direct route into work in the healthcare sector, including nursing and midwifery.
A limited number of shortened mideifery apprenticeships are also available
We are increasing the number of Advanced Clinical Practitioners, allowing our experienced nurses, midwives and Allied Health Professionals (AHPs) to extend their roles and become experts
“Providing high quality, safe and effective patient care is our absolute priority. In order to have the nursing workforce we need, and reduce reliance on agency care, we have been expanding the routes to become a nurse or a midwife in our organisation. This includes developing our own colleagues as well as the recruitment of internationally educated colleagues who bring a wealth of skills and knowledge to our Trust. Nursing and midwifery are fantastic and rewarding careers with so many opportunities to develop and broaden skills. It is brilliant that we are starting to see more and more people wanting to join the NHS so we can continue to build this really important workforce for the benefit of our patients.”
Hayley Flavell, Director of Nursing Impact Magazine - Issue 12
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OUR GETTING TO GOOD IMPROVEMENT JOURNEY Caring
MUM AND DAUGHTER NURSING SUCCESS It is never too late to pursue your career aspirations. Kelly Beaman was working as a Healthcare Assistant for the Trust when she attended an open day with her daughter Grace who wanted to become a nurse. Kelly also had ambitions to be a nurse and at the event she found out that she herself held the relevant qualifications and practical experience. Grace applied and was accepted for children’s nursing. Whilst apprehensive at first, with her daughter’s encouragement Kelly applied for adult nursing and was also successful. The three years were not without their challenges for both of them but the ability to share their experiences and sometimes modules, spurred them both on. After they completed various placements
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within the Trust, Kelly received a Golden Ticket for a role as Staff Nurse in Endoscopy (RSH), and Grace has secured a position in Paediatrics, PRH. Kelly said: “Graduating and standing with my daughter, watching her whilst she graduated, was overwhelming and I beamed with pride. It has been one of the best experiences of my life, especially considering all the obstacles we overcame to get where we are now.” Grace added: “Whilst starting university was daunting, being able to begin my journey with my mum by my side made it much easier. We were each other’s personal cheerleaders. I’m proud to say my mum and I are now qualified nurses doing what we love, but I am even more proud of my mum for fulfilling her dream 27 years later.”
OUR GETTING TO GOOD IMPROVEMENT JOURNEY Caring
TEN INTERNATIONALLY-TRAINED MIDWIVES JOIN THE TRUST We have recently recruited 10 internationallytrained midwives to the organisation, with a commitment to recruit a further two midwives from overseas each year to diversify our workforce. Each midwife has been through an extensive induction and training period to equip them for practice in the UK. Judith Nchukwa said: “I came to Telford six months ago after working as a midwife in my home country of Zambia. I’m currently working on the Delivery Suite but will rotate through other areas including antenatal and postnatal care.
“I wanted to work in the UK to learn new skills and I’ve met so many lovely people and learnt so much. Colleagues are ready to support you at any time and they’re so knowledgeable and I’ve really been given the opportunity to showcase my experience. “My favourite area of practice is community midwifery. You spend a lot of time with women, you see them throughout their pregnancy and there is often the opportunity to follow up with them in the days afterwards. “The best thing about working at SaTH is the leadership. If you are worried about anything you feel that you can approach anyone. Managers make sure you are happy and they give you opportunities to learn.”
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OUR GETTING TO GOOD IMPROVEMENT JOURNEY Caring
PROVIDING COMPASSIONATE CARE Developing and sustaining a culture of continuous learning is a key part of our improvement journey to ensure we are providing effective, high quality care to our patients and their loved ones. An important part of our Getting to Good journey has been improving how we review and learn from deaths. It enables us to provide compassionate support to bereaved families. It gives them the opportunity to discuss the care of their loved one and for us to understand if there are any lessons that can be learned. In Autumn 2018 the Bereavement Service Lead, Lindsay Barker, along with Dr Cerys Burrows (who has since retired) set about laying the foundations for the Trust to develop an independent Medical Examiner (ME) Service. The ME Service was created following national recommendations that all deaths should have a review by an independent clinician. This is so bereaved relatives are given the opportunity to discuss the care of their relative with someone who had not been directly involved in the delivery of care. The service, provided by Medical Examiners and Medical Examiner Officers, launched in April 2019 at the Royal Shrewsbury Hospital. By August 2020 the service was expanded to the Princess Royal Hospital. The ME service continued to develop throughout the pandemic and had to adapt to changing emergency legislation, which affected death
certification and registration. Despite the challenges, the service continued to review all adult deaths supporting the coroner referral process to ensure timely, robust, and accurate referrals. It also enabled the bereaved to ask questions or raise any concerns. Lindsay said: “Since the inception of the ME service, it has reviewed almost 8,000 deaths and so the impact of those reviews has been far reaching in respect of identifying learning, sharing good practice, and providing support to many bereaved families.” In the summer of 2022, the Department of Health and Social Care (DHSC) said acute organisations with an established ME service would become the host site for the wider community. This means that our ME service will grow and take in Shropshire and Telford and Wrekin. This will see the service expanding from reviewing approximately 2,000 deaths a year to more than 5,000. This work is part of our Getting to Good programme. Dr Suresh Ramadoss, Lead Medical Examiner, said: “The Medical Examiner Service helps to address any questions or concerns that a bereaved family may have. It is really important that we listen to families about the experience they and their loved ones had in hospital and explain to them what happened and answer any questions they may have.”
“It is essential that the families and loved ones of those who have died are given compassionate support and the opportunity to ask questions. The Bereavement and Medical Examiner service is at the heart of this, and I would like to thank them for all their hard work. It is crucial that we, as an organisation, are always reviewing and learning from what we did well so that we can share good practice, and where we can further improve so we can provide the highest quality care.”
Dr John Jones, Executive Medical Director 12
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OUR GETTING TO GOOD IMPROVEMENT JOURNEY Caring
“The work of the Medical Examiners and Medical Examiner Officers cannot be underestimated in ensuring learning is identified and appropriate support to bereaved families are readily available.”
SPOTLIGHT ON THEATRES
Lindsay Barker, Bereavement & Medical Examiner Service Manager, Lead MEO
The ME service will work with 51 GP practices, Shropshire Community Health NHS Trust, Robert Jones and Agnes Hunt Orthopaedic Hospital (RJAH), the Redwoods Centre (MPFT), the Severn Hospice and Hope House Hospice under the new statutory system, which will come into place from April 2024.
last year, the ME service started a pilot working with community partners to review deaths in the community. This has become business as usual with a number of partners now regularly referring deaths into the service, with 74 out of hospital deaths being reviewed so far.
Recruitment of additional Medical Examiners and Medical Examiner Officers has been key to ensure the service has adequate capacity in place to deal with the additional workload.
The Statutory Service will be in place from April 2024 which will mean that:
A review and re-structure of the Trust’s Bereavement Service has also taken place to help clearly define the two services. Since April
• •
All deaths that are not taken for investigation by a coroner will be reviewed by an independent medical examiner There will also be changes to death certification, including a new Medical Certificate of Cause of Death (MCCD)
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OUR GETTING TO GOOD IMPROVEMENT JOURNEY Ambitious
A STEP CLOSER FOR HOSPITALS TRANSFORMATION We are moving closer to realising our ambition to deliver two thriving hospitals and improve care for our communities in Shropshire, Telford and Wrekin and mid Wales. The recent approval of the Outline Business Case (OBC) is a fantastic achievement and a significant and exciting step forward for our Hospitals Transformation Programme (HTP). We have also welcomed the Independent Reconfiguration Panel (IRP) report and the overall conclusion that:
“Subject to the recommendations in the report the HTP (as described in the NHS Trust’s Outline Business Case) is the best way forward to improve acute hospital services for the whole population served in Shropshire, Telford and Wrekin, and mid Wales.” We are currently reviewing the full report and the recommendations which will feed into our next steps as we move forward with the HTP. We have formally announced the appointment of Integrated Health Projects (IHP) as our design and construction partner. We have also been granted full planning permission for the new building at RSH, and enabling works have commenced.
Making this a reality… We are now closer than ever to transforming our acute hospital services as part of our ambition of delivering high quality care, in the right place, at the right time. We have an urgent need to change how we deliver acute hospital services at our Shrewsbury and Telford sites as our current clinical model does not meet the needs of our patients. The proposed clinical service reconfiguration will deliver a range of benefits across all of our communities, including: •
Dedicated Emergency Department with immediate access to medical and surgical specialities
•
Ring-fenced planned care capacity supporting the needs of our population
•
A much better environment for patients, families and staff
•
Integrated services for local people
We are making tangible progress with HTP. Thank you for your involvement and input so far. I would encourage and welcome all colleagues to come and find out more about the programme at one of our monthly drop-in sessions. “This transformation of services brings new opportunities, a better working environment and greater resilience of our workforce. This will improve recruitment and retention by reducing pressures on our services. It will also allow us to use our skills and expertise to full potential to improve patient care.”
Rachel Webster, HTP Nursing, Midwifery and AHP Lead 14
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Your involvement so far… Design development: Throughout the HTP our clinical teams to design the space requirements for the RSH build. Each of these sessions has included colleagues across the Trust as well as System-Wide colleagues. Thank you to everyone who has supported these sessions. Colleague sessions: Since November 2023, we have been holding drop-in sessions for colleagues across both our hospital sites. These sessions have provided an opportunity to hear general updates from the programme team and develop an understanding of the proposed changes and how this will deliver improved care and reduce pressures. These sessions are continuing throughout 2024 here.
Dr Ed Rysdale, Consultant in Emergency Care and Clinical Lead for the Hospitals Transformation Programme “We are really starting to build momentum as we get closer to realising our ambitious plans to improve patient care for our communities. “Our ambitious HTP plans will reduce the time it takes to get patients to the right clinician and team to provide the best care.” Impact Magazine - Issue 12
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OUR GETTING TO GOOD IMPROVEMENT JOURNEY Partnering
A NEW MODEL OF CARE Two new rehabilitation and recovery units have opened on both hospital sites and will help to enhance patient care and experience. The units are a fantastic example of how we are working with our system health and care partners to support our communities to receive the care they need, in the right place. The units offer a new model of care, helping to enhance patient experience and recovery, and reduce length of stay in a hospital. They are providing general rehabilitation for people who are frail and elderly, or require specialist rehabilitation, patients who have had a stroke, or suffered a broken hip. The purpose of the units is to bridge the gap between hospital and home, providing appropriate care for people who need support to recover from illness or injury after a stay in hospital before they can go home. The two 20-bed rehabilitation and recovery units opened on Ward 36 at PRH and on Ward 18 at RSH as part of our system winter resilience plans earlier this month. Care is being delivered by our partners at Shropshire Community Health NHS Trust. It is early days, but the feedback from patients and their families has been extremely positive and resulted in reduction in length of stay for some patients. 16
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Plans are now progressing for a new modular building at the front of RSH, pictured. This development will see the RSH unit relocate from its current home on Ward 18 into the new build providing 32 beds in total – providing increased capacity of 12 beds. The additional capacity should help to alleviate pressure on both hospitals. It will also reduce delays for patients waiting for planned care. Patient care in these units is being delivered by a multidisciplinary team of nursing, pharmacists, occupational therapists, physiotherapists, speech and language therapists, dietitians and doctors working together in a seamless way to provide the best possible care. Should a patient’s condition deteriorate, there is rapid access back to the acute hospital facilities.
OUR GETTING TO GOOD IMPROVEMENT JOURNEY Partnering
“The new rehabilitation and recovery units will support the recovery of patients who need additional support before they are able to go home, but no longer need a hospital bed. As well as helping to support patients get their care in the right place and improve their experience, they will also help to improve flow through our hospital sites. “A huge thank you to all our colleagues, operational, clinical, financial and in estates, who have worked together with our partners to open these new units.”
Sara Biffen, Acting Chief Operating Officer Impact Magazine - Issue 12
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OUR GETTING TO GOOD IMPROVEMENT JOURNEY Ambitious
IMPROVING QUALITY OF CARE Our ambition is to make research and innovation a fundamental component of patient care. This is being driven by our fantastic colleagues in the Research and Innovation team who are focused on putting research and innovation at the forefront of everything we do. Patients can benefit enormously from research and innovation as it helps us to provide robust, evidence-based care. It can help prevent ill health, and lead to earlier diagnosis, less invasive treatments, better outcomes and faster recoveries.
“Our vision is to provide excellent care for the communities we serve, and creating a successful research environment will help us to build a positive relationship between research and patient outcomes and ensure we are a continuously learning organisation. “Research and innovation at SaTH continues to contribute to advances in care locally for our community and nationally across the NHS. The Trust punches well above its weight.”
Will Parry-Smith, Clinical Lead for Research and Innovation 18
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The multi-disciplinary research and innovation team sets up and delivers clinical trials in all specialities, The team includes colleagues from Women and Children’s and Cancer and Haematology. They are currently involved in 85 open and recruiting studies, with another 100 studies being followed up. A research and innovation strategy has now been drafted to build on the Trust’s progress so far which supports our ambition of becoming a university hospital trust.
OUR GETTING TO GOOD IMPROVEMENT JOURNEY Ambitious
Disability Research Network Pilot
syndrome (PCOS) who are trying to conceive, took part in a clinical trial called LOCI. LOCI is investigating the effectiveness of two different drugs on fertility, pregnancy and successful births. Both drugs aim to induce or ‘switch on’ ovulation, which is often disrupted in women with PCOS.
The aim of this project is to develop a community research network working with those experiencing disability.
Nine of the 40 participants have since become pregnant, and two babies have been delivered already.
This project is working with community organisations to identify the needs and priorities within the region around disability, to develop educational tools such as co-produced videos, to increase engagement and the accessibility of research. A mapping exercise has taken place and we have agreed to pilot an engagement event across Shropshire, and Telford and Wrekin this year.
TRACC
The majority of research studies are hosted by the Trust and are a mix of commercial and noncommercial studies. R&I studies we have been or are currently involved in include:
LOCI Trial More than 40 women with polycystic ovary
TRACC is an important study looking at reducing cancer treatment. The study is looking at testing to detect fragments of circulating cell free tumour derived DNA (ctDNA) after surgery. It aims to assess the risk of recurrence on an individual basis to avoid unnecessary chemotherapy in some patients. The trial is already making a difference and has resulted in some patients avoiding unnecessary treatment.
If you have a research idea or would like to get involved, drop-in sessions are being held at SERII at RSH (Fellows Room) between 1-2pm, or contact sath.research@nhs.net or contact Ext 2379. • • •
Monday 5 February Monday 19 February Monday 26 February Impact Magazine - Issue 12
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We have also developed five Research Fellow posts across our organisation. Blossom Lake, Speciality Doctor Surgical Breast Cancer, is one of the Fellows. Blossom recently secured a £150,000 National Institute for Health Research grant for her work to improve breast cancer outcomes, and enhance lifestyle support for patients. This work links in with Birmingham and Keele Universities and will allow for national surveys to be undertaken in collaboration with the charity Breast Cancer Now. The aim is to understand what lifestyle and behaviour change support is offered to and taken up by breast cancer survivors, and to learn what
works well and what improvement could be made. The study will aim to provide key information for NHS services on how best to offer and provide lifestyle behaviour change support to people who have had breast cancer. In addition to this, Blossom has built up a seldom heard voices community with voluntary partners to address issues around stigma linked to breast cancer diagnosis, treatment and survival. She has worked hard over the last 18 months to engage with different communities to provide education and to help identify gaps in services. This work has been supported by a £15,000 Macmillan grant.
“I am passionate about ensuring the best outcomes for our patients following a breast cancer diagnosis. There is a growing body of evidence that lifestyle behaviour change support may be key to improving those outcomes. “Research is crucial. The grant will help us to find out and learn what works well and what can be improved for breast cancer patients and services. This will help us learn how to provide individualised lifestyle behaviour change support. 20
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“I also want to ensure equal access to treatment and identify barriers that can contribute to less favourable outcomes after breast cancer diagnoses. My work with the Seldom Heard Voices Forum has helped to understand stigma surrounding cancer diagnosis and raise breast cancer awareness within minority ethnic groups in Shropshire, and Telford and Wrekin.”
Blossom Lake, Speciality Doctor Surgical Breast Cancer
In our next edition
we will be focusing on: • GIRFT (Getting it right first time) • Improving cancer care • Transforming maternity care • Education and training
G Partnering Ambitious Caring Trusted
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