Heartbeat May 2022

May 2022

Sandwell and West Birmingham NHS Trust

The pulse of community health, Leasowes, Rowley Regis, City Hospital, Sandwell General and the Midland Metropolitan University Hospital

Issue 153

Senior colleagues pledge to support our staff networks Page 3

Senior colleagues from across the Trust pledged their support to listen, empower networks, assess their bias, respond to challenges and nurture network leaders

Trialling innovative chronic pain treatment

Resisting violence against women

Launching our new strategy

Jobs fair sees bumper crop of candidates

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Page 10

Page 13 - 16

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FROM THE CHAIR HELLO Welcome to the May edition of Heartbeat.

This month we celebrate our staff networks which were relaunched earlier in the month. Do take time to find out more about the networks and how you can get involved.

As you know our Strategy 2022 – 2027 was formally approved by the Board in February this year. In this issue we share more information about the 3Ps – Patients, People and Population and how you fit in. There will be opportunities for you to find out more at events being hosted in June.

Enjoy 

Contact us Communications Team

 Ext 5303  swbh.comms@nhs.net  C ommunications Department Ground Floor, Trinity House Sandwell Hospital

Published by Communications Team Sandwell and West Birmingham Hospitals NHS Trust

Designed by Medical Illustration, Graphics Team Sandwell and West Birmingham Hospitals NHS Trust

Submit an idea If you’d like to submit an idea for an article, contact the communications team

 Ext 5303  swbh.comms@nhs.net Stay updated We send out a Communications Bulletin via email every day and you can now read Heartbeat articles throughout the month on Connect.

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Sir David talks about…Patients, People and Population This month’s Heartbeat features a pull-out section for you to take about that summarises the key elements of the Trust’s new, approved five year strategy that takes us up to 2027.

This period will be a crucial time for our organisation. We will open our new hospital, we will forge closer partnerships with health and care organisations both locally, and across our system and we will build back from the very real challenges of the COVID-19 pandemic.

The new strategy has been discussed and shared in many formats and meetings across our organisation. During these next two months we are sharing the strategy with our partner organisations and our regulators.

This is so that we can seek their support in delivery of our objectives and so that they have clear understanding of the priorities that we are focusing on. We know that there are a myriad of external priorities and initiatives that will come and land on us throughout the next five years. What we must all commit to do, is to hold our three strategic objectives as being central to all we do. When faced with decisions about priorities, we must make sure that we can answer the key question: Does this work contribute to our Trust achieving its three strategic objectives?

Because we can’t repeat this often enough, our strategic objectives are: •

Patients: To be good or outstanding at everything we do

•

People: To cultivate and sustain happy, engaged and productive staff

•

Population: To work seamlessly with partners to improve lives

The Trust Board spent some time earlier this month on the development of our new Trust values. Thank you to everyone who has contributed to our programme to develop these standards that will be published shortly. Our values will describe the “how”…how we should be going about our business, how we should be treating our patients, their loved ones and our colleagues. The values will be accompanied by a behavioural framework so that we can jointly hold each other to account.

Please use the pull-out centre spread in this edition as a reference guide so that you are clear on what we are trying to achieve and to help you think through how you are your teams are contributing to the achievement of our strategic objectives. And please hold me and your Board to account for delivery of our objectives. If you think we aren’t progressing in the right way, speak up! I am always willing to hear from you and learn how I can best support you all.

The best organisations are those that know where they are going and are relentless in pursuing their priorities. Our patients, people and population deserve this.

Sir David Nicholson KCB CBE, Chair

Relaunching our staff networks The month of May saw the relaunch of our staff networks, reinforcing the crucial role they play in supporting colleagues and our organisation.

mechanism which can be used to truly hear the voices of our staff and can be used in our plans for improving the quality of our staff experience in the organisations.

CORPORATE AND GENERAL NEWS

The relaunch celebration was hosted on Tuesday 11 May and coincided with National Networks Day 2022.

“The networks also highlight areas where we are needing to provide more focus, support resources and attention as ultimately we want this to be a great place to work and a great place to receive care.”

“We have a few objectives we hope to achieve which are to show women you can achieve anything and be in any role you want to be, to introduce more role models to show you can be in these positions and lead and to encourage networking as this is really important as it allows us to open doors for each other, to lift each other as we climb and create a safe space for each other to talk about any concerns, issues or challenges we face.”

Clinical and non-clinical colleagues from across the Trust attended throughout the day with a whole host of teams and networks available for colleagues both new and old to join, including the BME Staff Network, LGBTQA+ Staff Network, Disability and Long Term Conditions Staff Network, Women’s Clinician Network, Women’s Network, Muslim Liaison Group, Chaplaincy team and the Equality, Diversity and Inclusion team.

“We aim to support all of our network members and all departments, managers and individuals across the Trust who require help and advice with any LGBTQA+ issues and concerns they may have,” said Andrew Churm, Matron – Community Nursing Services and Vice Chair of the LGBTQA+ Network.

“This year as part of our COVID recovery we would like to scope out SWB’s offer to LGBTQA+ members of staff and see how we can make improvements.”

Richard Beeken, Chief Executive is a real advocate of the staff networks across SWB and believes they are a vital part of the Trust.

He said: “Staff networks are important to us at Sandwell and West Birmingham because the staff opinion survey results clearly show that if you are a colleague with a disability or have different sexual orientation or come a from an ethic minority group, the lived experience you have of working in our organisation is not always as positive as it is for many. Therefore, it is vitally important that we get peoples views on how that lived experience can be improved.

Frieza Mahmood, Chief People Officer echoes these thoughts and said, “Our staff networks are exceptionally important to us as they are a

Khalil Miller, Equality, Diversity & Inclusion Manager believes the event was a huge success and is hopeful it will increase engagement and future participation in network events and activities.

He said: “The event went well from my observation and from positive feedback I've received from attendees. The positives were that the event was face to face and interactive, this allowed our colleagues to meet and greet the various members of the equality and diversity team and the staff network leads. It also was a good opportunity for staff to sign up to the mailing lists for notifications of meetings and events held through the year.

“I would like to thank the organisers of the event and the network attendees that came and contributed to making the day a success.

A big thank you to the executive leads for their sponsorship and support, and especially Sir David Nicholson and Richard Beeken for their attendance and offering encouraging advice to those whom they spoke to.”

He added: “The inclusive events held in our organisation are for all staff members to attend, to meet and greet each other, learn something and gain freebies and literature, share food and drink together and celebrate our diversity.”

Following on from the event, Dr Sarb Clare, AMU Consultant, Deputy Medical Director and lead for the Women’s Clinician Network has big plans for her network.

She said: “Our network was born out empowering women to be the best versions of themselves.

When asked about the Disability and Long Term Conditions Staff Network, Richard Burnell, Organisational and People Development Specialist and Chair of the network said the network welcomes all colleagues.

He said: “We are a staff network that exists for everyone within the organisation with a disability or long term health condition and we also welcome people to join us from any background who would like to be allies of the network.

“Our priorities for the next 12 months are to ideally get a reasonable adjustment budget bringing in by the Trust that will ensure we don’t have people being refused reasonable adjustments on the unfortunate grounds of cost by induvial tams or departments.

“In addition to this we would like to see an equal opportunities policy within the organisation to try and make sure all of our rules and procedures in regards to equal opportunities are captured in one place so everybody can be treated fairly as well as increase staff participation across the network.”

Colleagues from across the Trust came together to pledge their support to staff networks

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The key to Midland Met is community engagement Thriving communities play a vital role in providing a sense of belonging. A connected community can often help to facilitate positive change, help people respect and understand the diversity and passion that exists in our communities and learn from different experiences and attitudes.

Luckily for us, we benefit from being part of two distinct communities that are both culturally diverse and beginning to engage with the work we are doing to bring Midland Met to life.

Over the past few months, Jayne SalterScott, Head of Public and Community Engagement, has engaged with local community-based organisations to ensure our new hospital is considered a community asset. Jayne is keen that

residents understand it will offer community regeneration initiatives, an arts and culture programme, and that it stands to boost the economy and provide job opportunities.

Sandwell and West Birmingham

Street Surgery Patient Participation Group.

“Speaking to and actively engaging with people we serve is crucial. I’m pleased to have the opportunity, along with other colleagues, to get out and meet people to talk about the work of SWB and listen to what our communities have to say.”

Jayne explained: “Since joining the Trust, I have been reconnecting with our residents and the communities around Midland Met. We need an ongoing conversation to ensure Jayne added: “The purpose of holding these that everyone understands our plans for the sessions is to raise awareness about Midland new hospital and what this means for how Met and to start two-way conversations they access care. about the changes that are coming ahead “We’ve engaged with local councillors and of opening, such as the proposed changes held public wayfinding meetings, both to day-case surgery. Recently we released online and in person, to make sure that we a survey which quickly gained over 4,700 listen to people's views. We have talked to returns, however many of the respondents local people about our proposed changes indicated that more was needed to ensure to day-case surgery. We've also visited that the community was fully aware of the local community-based organisations and wide ranging changes that Midland Met will groups, such as the Chinese Community bring, and we will be working to change Centre, Sandwell Cardiac Club and New that.”

Members of the community joined us at an engagement event at the CAP centre in Smethwick

If anyone within the organisation is part of a community group and would like to arrange a visit to discuss our plans, please email swbh.engagement@nhs.net.

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NHS Trust

We’ve also recently launched our exciting new membership scheme to seek the views of local people. It allows residents from across Sandwell and West Birmingham to have their say on how we run and develop our services for the future. If you live locally and would like to get involved, call 0121 507 2671 or email swbh.engagement@nhs.net to find out more.

Join us at a Shine a Light Festival 2022 is an exciting year for our region. In just a few weeks, the Commonwealth Games will commence, and to celebrate, the Shine a Light Festival will be shining a spotlight on Sandwell and everything it has to offer.

Events will run until September 2022 and will ‘Shine a Light’ on Sandwell’s rich, diverse culture and showcase the best of arts, sports and culture from all ages, backgrounds, and parts of the community.

A programme of events and activities will take place over six weekends – in Sandwell’s six towns. First up was Oldbury, followed by Smethwick. Residents had the opportunity to speak to colleagues about what good care looks like for them and enjoy some good old fashioned family fun.

Jayne Salter-Scott, Head of Public and Community Engagement, explained: “We are looking forward to participating in these festivals. It’s a great opportunity to speak to residents about Midland Met, our Get Involved membership scheme, the Fundamentals of Care, and Your Trust Charity, to name but a few things. Lots of colleagues will be supporting these events,

Community engagement is key to Midland Met

including members of our executive team.”

Chris Spencer, Admin Support Officer for Your Trust Charity, added: “So far, I’ve attended two Shine a Light Festivals.

It’s been great to get out and speak to residents about our charity and the work it does to support our people and our wider communities. Plus, we’ve had some people eager to discover news about the new hospital, what it means for the care they’ll

Sharing our plans with the public

receive once Midland Met opens and how they can help shape our healthcare plans.”

You too can join us at one of the following festivals: •

West Bromwich – 11/12 June

•

Rowley Regis – 25/26 June

•

Tipton – 16/17 July

•

Sandwell Valley – 25 July – 8 August.

Nurse associate educators looking to ‘up your professional game’ Stacey Clarke and Aaron Bertram-Miller make up the nurse associate educator team established in February this year.

Stacey and Aaron completed the nurse associate apprentice (NAA) course last year and their positions were created by the nursing and midwifery clinical education team to help with the case load of NAAs. Nurse associate educators play a role in supporting NAAs, by working alongside them in clinical areas such as wards.

They also put on support/training sessions to enhance the NAAs knowledge and skills.

This varied role often sees Stacey and Aaron travelling to different locations across our workplace to meet NAAs and ensure they have the support they require to be successful in their positions. They also make sure they are easy to contact via email or telephone. Stacey and Aaron are ambassadors to the University of Wolverhampton and have a close relationship with Birmingham City University. This enables The nurse associate educator team them to work closely with both universities programme for new and existing nurse associates while being employed by the trust. which aims to enhance knowledge and get them The team have designed a six-month ready for when they qualify.

To contact the team email: swbh.nursingassociates@nhs.net

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Searching for the next generation of digital champions CORPORATE AND GENERAL NEWS Six years ago, Dr Ash Sharma took up the post of Chief Clinical Information Officer. As he steps down from the role, we catch up with the clinician to reflect on his role.

What does the role involve?

The role involves encouraging, promoting and advising clinicians on how to change the way they record clinical information in an electronic patient record. This is essential to move away from paper-based records (which have been archived) and is the cornerstone of any further digital enhancements such as virtual clinics, electronic integration with monitoring devices, e-referrals to colleagues, shared care records and digitally capturing patient's consent.

These are just some of the various developments that are at various stages of implementation in our digital journey.

Ongoing work continues to optimise our use of the patient EPR to record clinical information in a structured way and ensure all patients results are endorsed in a timely manner. All this helps the accuracy of the record and improves patient safety.

What have been your most memorable achievements in this role?

Getting Unity launched and off the ground in a safe manner in 2019 without any major incident was the biggest achievement I saw.

It was only three months later that the COVID pandemic broke and we implemented further changes to Unity to flag up various infection risks for COVID patients that previously were unknown. The benefits of these electronic changes and alerts were realised early on in the pandemic and continue to provide a safe route to manage our COVID patients today. Getting theatres and anaesthesia to record their notes in Unity and helping our coding department improve the accuracy of coding has been a major achievement.

What challenges have you faced?

Some of the biggest challenges have been encouraging staff to change the way clinical findings are recorded and to enter data in a structured format such that the information can be used to populate other areas of the clinical record. This makes the record more consistent and saves time when colleagues need to find certain items of information quickly. Another challenge has been encouraging extra discipline when checking the record, completing safety assessments and endorsing results - all of which add to the workload when seeing patients but

Dr Ash Sharma is stepping down as Chief Clinical Information Officer

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enhance the overall safety of our patient management.

What piece of advice would you offer your successor?

The most important piece of advice is to think of digital records as a complete re-structure in how we record findings for our own benefit and for the benefit of others. It is not simply a process of ‘digitising’ the paper versions of previous documents.

What steps should we be making now in terms of digital progression?

We need to encourage and promote the next generation of digital champions within the organisation who are prepared to utilise the existing EPR and digital systems to their maximum potential but at the same time look for enhancements to digital workflows that fall outside the realm of simple recordkeeping such as image management, photographic records and sharing records with the community.

Congratulating Ash for his service as Chief Clinical Information Officer, Executive Director of IT and Digital Martin Sadler said, "Working with Ash has been a delight, his clinical insight and dedication to introduce digital patient records has set some strong foundations for our digital journey. Thank you for everything you have done Ash."

Trust amongst first in the world to conduct research trial in chronic pain Research is a significant part of medicine as the world pushes forward to understand medical conditions, find answers for why they develop and ultimately discover new treatments to help patients. In this our Trust has always ensured research is a key part of what we do, and in some areas, notably cardiology, we have often led the way.

CORPORATE AND GENERAL NEWS

However, amongst all the research that has been done and is ongoing, one area has been less explored, which is the reason pain management specialists Dr Arasu Rayen and Dr Beth Fitzmaurice chose to run a feasibility trial within their chronic pain population to see if whole-body photo biomodulation therapy can be used effectively in treating chronic pain.

Photo biomodulation is a method of treating patients with specific wavelengths from the light spectrum.

A team of 14 colleagues including clinicians and data experts are involved in the trial, which sees patients rest for sessions of up to 20 minutes at a time (approximately three times a week) on a bed of ‘lights’ – similar to a sunbed. The trial is for patients with chronic pain, specifically patients with fibromyalgia.

Throughout the trial 20 patients will complete six weeks of therapy, provisionally due to conclude this summer.

Chronic pain, which is pain endured for

more than three months, is difficult to treat.

There are a limited number of treatments for treating chronic pain including medications, physiotherapy, psychology and injections, and there is still an unmet need to treat chronic pain.

Working for the Trust for over 20 years as a consultant Dr Rayen chose medicine as a career because he describes himself as a 'people's person' who gets pleasure in helping others. Practicing medicine and being a doctor encompasses all that he is passionate about.

He has a long-held interest in research and explained: “I am always interested in providing the best and evidence-based treatment for the patients under my care. Good, well thought out, sensible, reproducible research gives us the opportunity to find new modalities of treatment.

Following this trial our long-term plan is to continue this trend of doing research and set up rolling research program for pain management in the Trust. If photo biomodulation is proved to be effective, we will aim to get this service permanently in our hospital.”

Dr Fitzmaurice has always had a curiosity towards research, and after commencing chronic pain training, she says it quickly became evident there were massive treatment gaps for these patients which made her feel she had to do more to help. She explained: “I love the idea of creating something ‘new’ as a standard in the world of pain, which requires research in order to make it accessible and free to all.

CORPORATE AND GENERAL NEWS “I am hoping to complete a PhD alongside my research which is set to include a review article of fibromyalgia patients’ experience of their pain management. Upon completion of this feasibility trial, we hope to use the results to calculate numbers for the next part of a larger multi-site doubleblinded placebo-controlled randomised trial.

This will ultimately determine whether this therapy is effective and hopefully be the first step towards getting this therapy into the NHS, so it is widely accessible to those who need it.

“I’ve always felt at home at this Trust. From the chronic pain side of things there is such a breadth of exposure which is an excellent experience for my training. Research is not commonly undertaken by anaesthetic and pain trainees and if it weren’t for the massive support I received from the anaesthetics department which I work in, it most certainly wouldn’t have been possible.

The department have nurtured and encouraged me to ‘act-up’ into more senior positions which has been invaluable. I feel I have found my niche in the speciality of chronic pain which I find very rewarding.”

Dr Arasu Rayen and Dr Beth Fitzmaurice demonstrate their whole-body photo biomodulation therapy

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Shout out has been a regular feature in Heartbeat and it is fantastic to see colleagues regularly taking the time to give positive feedback to each other.

We regularly receive positive feedback from our patients too, and this month we wanted to share some of those heart-warming messages which have been sent via our website and social media platforms.

CORPORATE AND GENERAL NEWS To – Rob Jones, Scott Butts and Dave Hobbs

To – Children's Emergency Department at Sandwell Hospital

The team from receipts and distribution at Sandwell, they have always been so helpful to us in Bowel Cancer Screening, they always go that extra mile, always have a smile and are always, always accommodating

The team went above and beyond when my grandson was in ED and very poorly.

They made the horrible illness a lot less hard to deal with because of their kindness and care.

From – Marion Butler

From – Marion Butler and the Bowel Cancer Screening Team To – Nathalie Ponthus To – Roxanne Davis-Smith Roxy is in the second year of her TNA training. She is a very hard worker and is going from strength to strength.

Her initiative and positive attitude is appreciated by all at BMEC. From – Niyla Aziz

We would like to say thank you to Nathalie (admission avoidance) With Nathalie's help over the weekend we were able to keep one of our Palliative patients at home for end of life care, it was so important to the patient, she was born in the house, she has lived there all of her life and she wanted to end her life there, thanks to Nathalie's help we were able to meet her wishes.

From – Angela Jones

To – Theatre 12 team Windmill theatre ENT tracheostomy case The theatre team in theatre 12 Windmill went beyond and above to help the with the tracheostomy to run as smoothly as possible. Sharlet, Neenu and Zubaidah were willing to assist and help even with the minor of requests. They kept a positive atmosphere that contributed to the operation going smoothly and uneventful despite being a difficult case.

Ms Abdelrahim and I, SpR Diaconescu are grateful for having had the chance to work with such a great team and hopefully will do it again.

Fay has been carrying out local inductions with the new volunteers. Yesterday we had 2 delightful young people from a school that's an hours travel on public transport.

Fay realised that it was essential & much more suitable for them to travel home at the same time so has made the necessary arrangements for them. Fay has shown great concern for the welfare of others, which is truly appreciated.

From – Pam Towers

To – Tanya Clarke Completed her NVQ L3 Business Administration Apprenticeship with a double distinction! Tanya is our Safeguarding Children Administrator and her project looked at 'sustainability and reducing the use of printing in the Safeguarding Children Team. Well done Tanya on your excellent project and achievement.

From – Jayne Clarke

To – Jooby Thomas Jooby has taken over as the Respiratory Hub practice development nurse. She took this role on just as we had a large cohort of overseas nurses join our ward. She has worked tirelessly to make sure these nurses have settled into our ward and received the training and support they need. This has been done whilst looking at what learning support our existing team require.

Jooby has been instrumental in launching our NIV alert nurse team. Thank you Jooby for all your hard work!

From – Alina Diaconescu

From – Claire Williams

To – Sarah Steadman and Mia Forde

To – Leanne Morris

Welcome to the Palliative care team Sarah and Mia. You are doing so well, we feel lucky to have you both.

Thank you for being so supportive during a very difficult cardiac arrest in Sandwell ED. You made me feel at ease when I was stressed and made the journey to critical care very smooth.

From – Angela Jones

To – Fay Williams

From – Jack Rogan

To – Sarah Hopeton Our MASH team would be lost without the fantastic work that Sarah does. She is meticulous, leaves no stone unturned and works really hard for the vulnerable children of Sandwell. There have been some very challenging weeks in the MASH recently and Sarah has gone above and beyond with her help and support. I wanted to thank Sarah.

From – Joanne Toovey

To – Jodie Sleigh Jodie is a new band 6 and is doing brilliantly in her role. She is supportive to me as her line manager and is excellent as a mentor and role model to junior staff.

No job is too big I can see her confidence developing every day.

From – Sarah Bone

To – Kelly Humphries New Theatre Practitioner, Kelly has picked up scrub speciality in theatres really well.

Always hardworking, polite, and eager to learn more, an absolute pleasure to work with. Well done Kelly, keep it up! Welcome to TH3 A-Team!!

From – Teresa McDermott

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To – Richard Wixey

To – Health Visiting Service

Richard has provided quick, clear and evidenced advice which supported me in resolving a barrier within the service really quickly. A legend!

For the continuing to deliver a Health Visiting Service to the Children and Families of Sandwell during this time of staff vacancies and Covid. You are all stars.

From – Heidi Ferrier-Hixon

From – Paulette Duzan

Celebrating our stars of the week

CORPORATE AND GENERAL NEWS

Star of the Week Trudy Price, Medical Secretary

Trudy was nominated for the weekly accolade

by Consultant Paediatrician Dr Nick Makwana who highlighted the support she offers patients attending the paediatric allergy clinic.

Nominating Trudy for the award, Nick wrote, “Trudy is the most amazing medical secretary, she offers fabulous support for the allergy team and is a wonderful advocate for patients. She fulfils all of the promises of the Trust.

“Patients tell me on a regular basis how helpful and polite Trudy is on the phone to them and will always ensure that she finds a solution to their problem. Trudy takes time to listen to both the team and patients to ensure good outcomes, she has been instrumental in organising the back log of children with food allergy who need food challenges in hospital to determine the current status of their allergy.

“Trudy will go out of her way to ensure patients are kept informed of their care, often ringing them out of hours to ensure they know what is happening, often spending time talking to frustrated patients she will go out of her way to get information or ensure that she gets back to them with a solution, this prevents any complaints or escalation.”

Star of the Week Lisa Raybone, Staff Nurse

Lisa was nominated for Star of the Week by palliative care team healthcare assistant Heather Lowe who spoke about her own personal experience of being cared for by Lisa during a recent stay in the Surgical Day Unit (SDU).

Nominating Lisa for the award, Heather wrote, “During my recent admission to SDU Lisa was incredibly supportive to me. She always had time to listen and was always polite, kind and caring. She always explained everything she was doing, and not just to me to other patients on the ward.

“She spent time with everyone and I feel always went above and beyond to deliver the best care she could. Even at the beginning of her shift she took time to come and introduce herself to new patients. She showed exceptional continuity, never rushed, was never rude or impatient.

Always there to comfort me when I was upset and checked in on me even if she wasn’t allocated the bay I was in.

“I can’t thank Lisa enough for how she made me feel during my admission. She’s an absolute credit to SDU and I feel that she should be recognised for this.”

Do you know someone in your team that has gone above and beyond the call of duty? Why not put them forward for Star of the Week by visiting Connect.

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Say Her Name: Resisting violence against women In England and Wales over 40,000 women were victims of sexual assault in 2021, an increase of 13 per cent over the previous year, with the only periods recorded with any reduction being during periods of national lockdown.

CORPORATE AND GENERAL NEWS Earlier this month, the Women Clinicians Network brought together colleagues from across the Trust to not only discuss the rising rates of violence against women but to empower women to resist violence, to learn techniques to build on situational awareness as well as self defence.

Leading the conference founding member of the Womens Clinicians Network and Consultant, Sarb Clare said: “Time and time again we hear about women being targeted, women being the victim of violence and aggression, and women being murdered.

We cannot stand by and see this as just ‘normal’ or ‘inevitable’, we have a duty to protect each other, resist violence and to feel safe.

“Sarah Everard is the name we all recognise, because of the press coverage, anger and disgust we all felt when we learnt of her murder at the hands of a serving police officer, but

Turning the tables on attackers, the conference also included demonstrations on breakaway techniques from Jag Sidhu and West Midlands Police personal safety and first aid trainer Samantha Thomas.

Colleagues were shown demonstrations of breakaway techniques there are many others that are murdered day in and day out who are rarely known, Bibaa Henry and Nicole Smallman, Sabina Nessa. In fact, in the 28 weeks following Sarah Everards murder, 81 further women have died at the hands of men.”

Statistics show that 60 per cent of women killed in England and Wales know their killer, and around a third of suspects were their current or former partner. This is the most common relationship between victim and attacker.

Sharing her thoughts, Sarb continued: “Working on the frontline of the NHS we often hear about colleagues who have been assaulted, colleagues who feel incredibly unsafe at work and who are victims of those they are here to care for. We must be in a position where we’re able to feel safe, understand our surroundings, have that situational awareness to know when something is about to take a turn for the worse and how to breakaway.

The next conference titled ‘Survival of the Fittest – Menopause like Madonna’ is due to take place in October and will be open to all colleagues from across the Trust to join.

Details of times and venues will be shared in the communications bulletin.

Lifesaving, thought provoking and inspirational speakers joined Consultant Sarb Clare on stage at the latest Women Clinicians Network Conference

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Any one for a quick cuppa?

NHS Big Tea 2022 is brewing…

May is all but a distant memory and steaming over the horizon is an annual NHS tradition – the NHS Big Tea. On Tuesday 5 July, Your Trust Charity is inviting colleagues from across the Trust to join the biggest NHS tea party yet by hosting their own NHS Big Tea on the national health service’s 74th birthday.

Led by NHS Charities Together, the NHS Big Tea brings the nation together to celebrate the birthday of our beloved NHS, giving thanks to the workforce, whilst raising funds to provide the extra support needed for staff, patients, and volunteers.

Colleagues can celebrate by making time for tea – another national treasure!

Last year nationally more than 4,800 hosts signed up, collectively raising over £500,000. In addition to individuals, schools, community groups and organisations, more than 150 NHS charities were involved, including Your Trust Charity.

“We are proud to be a part of this annual event where our community can celebrate their local NHS Trust and the hard work that our dedicated staff do for our population,” Johnny Shah, Head of Your Trust Charity, told Heartbeat. “The funds we raised last year from our fundraisers including the Big Tea helped us to make a real difference for so many people, including running a number of pop-up

CORPORATE AND GENERAL NEWS

Pop the kettle on and get fundraising for the NHS Big Tea wellbeing hubs for staff across our sites, and setting up a volunteer befriending service for our patients living with and beyond cancer.

“We have also been able to support our community through our ‘Inside Outside’ programme as part of the Trust’s art in hospital strategy. This has brought together artists, children and young people from 13 local schools, and our Trust clinicians to create high quality art, which will eventually be showcased in the Midland Metropolitan University Hospital, currently under construction.

“This year, we’d encourage our local community to host their own events and fundraisers for Your Trust Charity on 5th July.

This could be something as simple as a running a cake sale, a dress down day, doing a run or cycle challenge, or even dying your hair!”

“So, whether at home, in the office or in school, we’re asking the nation to pop the kettle on, grab the biscuits, and raise vital funds to help the NHS go further this July.”

It’s a matter keenly supported right at the very top of the NHS. With NHS Chief Executive Amanda Pritchard, recently lending their vocal support.

“No one in the country has been untouched by the events of the last two years and NHS staff along with our wonderful volunteers, workers who kept our shops and public services running and those who kept schools and offices open across the country are no exception.

“The NHS Big Tea is an excellent opportunity for communities to come together and pay tribute to brilliant staff and volunteers, who have gone above and beyond during the pandemic to keep us and our loved ones safe.

“The effects of the pandemic are still being felt even as the NHS and the country now looks to recover and rebuild, so the continued support of local communities remains as vital as it is hugely appreciated.”

To sign up to host your own NHS Big Tea event and receive a fundraising support pack, please visit fundraising/ or www.nhscharitiestogether.co.uk

Pulse survey results see slight increase in response and engagement rates In April we ran our third quarterly pulse survey giving everyone in our workplace the opportunity to feedback about how they feel about working at SWB. Thank you to the 1,625 colleagues who gave their feedback giving us a response rate of 22 percent up from 17 per cent on the previous survey.

The latest results show an improvement in engagement across the three main areas of involvement, motivation and advocacy.

Here are some highlights: • I often always look forward to going to work – 51 per cent agreed compared to 48 per cent on the last survey • I am often always enthusiastic about my job – 65 per cent of respondents agreed compared to 63 per cent for the previous survey • I would recommend my organisation as a place to work – 55 per cent agreed up from 51 per cent on the last survey

Listening events Over the last year we have held listening events allowing the opportunity for colleagues to hear from members of the executive team and senior leaders from the groups share the findings of the survey and outline actions plans for improvement.

In June more executive led events will be held and colleagues can also join group events that are scheduled for the remainder of the year.

Teams are also expected to discuss the survey findings at meetings and QIHDs so please speak to your manager about how you can feedback in your team.

The list of listening events is available on Connect.

You can also read the survey reports on Connect.

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Eugene’s role balances demands of available and forecasted capacity CORPORATE AND GENERAL NEWS At SWB we pride ourselves in giving colleagues opportunities to develop, grow their careers and to consider seniors roles.

Eugene Cortez, Senior Capacity Manager is a colleague who has seen his career go from strength to strength since joining us as a staff nurse in 2005.

Heartbeat caught up with Eugene to find out more about his journey from a staff nurse in his native Philippines to a senior capacity manager here at SWB. He said: “My drive and passion came from both my parents who were formidable examples to me and my siblings. My mother was destined to be a doctor but unfortunately had to give up her studies due to family commitments.

My father who is sadly no longer with us, had a very successful career in the public sector.”

Eugene first qualified over 20 years ago, working as a nurse in a prestigious private facility in the Philippines before deciding to up sticks and join the NHS in West Sussex. From there he joined our Trust where he has held multiple roles in trauma and orthopaedics, West Midlands Poisons Unit and the medical assessment unit. In 2017 he became a clinical nurse practitioner and completed a nonmedical prescribing course.

He said: “I had dual roles as a clinical nurse practitioner and duty site manager.

Working closely with the capacity team gave me insight in the daily planning and management of capacity and flow within the organisation. This prompted me to look into changing careers, and joining the capacity team seemed like a natural progression for me.

“I was delighted to be appointed when a post became available. I love how this job keeps me on my toes. It can be very intense and very stressful but at the same time very rewarding. I love making a plan and seeing it to fruition. Working with different groups of people from a variety of professional and personal backgrounds and achieving the same goal - patient safety, improved experience and service improvement. My first 90 days have been a good indication that I have made the right choice and that I will grow professionally in this new job. I thank my line manager Caroline Rennalls, the capacity team and clinical nurse practitioners and all the groups for making me feel welcomed and valued.”

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Eugene Cortez, Senior Capacity Manager Assistant Director, Urgent Care, Caroline Rennalls recruited Eugene to the team. She said: “Eugene’s role is central to coordinating how we best balance our demands with available and forecasted capacity in real time.

His experience of the 24 hours cycle of patient

flow as a clinical nurse practitioner and his clinical qualifications and experience ensures that when he makes capacity risk assessments they are aligned to optimal safety for each patient.”

Eugene’s s appointment completes the senior roles within the capacity team to support: • The changes required to improve the experience of our local population, patients and staff • Lead the team to successfully move into MMUH with a particular focus on quality and risk management.

The capacity team has many aspirations for the coming year as we to transition to living with COVID including to: • Manage all the different streams required in the management of COVID through the inpatient bed base without causing undue delay for patients • Support the clinical groups strategic plans for their speciality bed base as they move to put in place their acute medical model for MMUH • Ensure patients are managed in line with national IPC guidance • Prepare the team for MMUH and develop competences to assist with the different ways of working • Embed the risk and governance process within the team including the clinical nurse practitioners.

Our strategy: 2022 – 2027 CORPORATE AND GENERAL NEWS

each day to opening its doors. MMUH will At the heart of our 2015 to 2020 offer maternity, children’s and inpatient adult strategy, we wanted to be the best integrated care organisation in the NHS. services to half a million people in a state of the art facility. MMUH’s location in Smethwick In that time, we have made huge strides leads the way in social and economic working together on areas such as end regeneration for our communities, supporting of life care, specialised care when leaving a better quality of life. MMUH presents a once hospital (complex discharge) and, of course, in a generation opportunity to transform care vaccination. In 2020, we integrated with delivery and our workforce. a general practice group, Your Health Within and beyond the walls of our new Partnership, meaning that we now hold direct responsibility for primary, community hospital, we are transforming how we deliver and secondary care needs for 10 per cent of care. We have already implemented our new electronic patient record, Unity. Our our population. next five years will see more investment into Our efforts to implement seamless and best community care as part of our big picture value, quality care across the Black Country approach to delivering care, known as the and West Birmingham have been supported acute care model, as well as more investment by changes in national policy. 2022 will see into our own clinical research to benefit our the introduction of Integrated Care Systems, local population.

Place Based Partnerships and Provider Collaboratives. These policies formalise how However, we still have a long way to go and where partnership working can assist in if we are to build an organisation that achieves our aspirations. We remain rated as the delivery of our strategic objectives. “requires improvement” by the Care Quality Our vision for 2020 focused on the Commission, who regulate health and care development of our new hospital, now services. For staff and patient satisfaction named the Midland Metropolitan University we are in the bottom 25 per cent of all NHS Hospital (MMUH). It has been a challenging Trusts. construction journey, but we move closer

Our five-year strategy is set in the context of: • Completing and opening a new hospital with both supply chain and workforce challenges • Meeting the changing demands of COVID including vaccination • Recovery and restoration of our services, in particular our planned care waiting lists • Worsening health in our population, exacerbated further through inequalities • Workforce that is burnt-out and suffering physical and mental health impacts of COVID • Integrating with other organisations in our region, and • Finite resources in a health system that requires end to end transformation.

As the world around us continues to change we must stay focussed on why we do what we do, how we conduct ourselves, and what we want to deliver.

On the next page is our strategic framework, please pull it out and put it on your walls as a reference to what we need to be achieve over the next five years. You can read our strategy in full on Connect.

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Purpose

To improve life chances and health outcom

Vision

To be the most integrated health care provid

Our values

In 2022, together we will define what we stan

Our strategic objectives: The 3 Patients

People

To be good or outstanding in everything we do

To cultivate and sustain happy, productive and engaged staff

Safe Effective

Culture

Caring

Technology

Responsive

Physical environment

Well-led

Learning and development

P

To wit

Deve Ba

Grow Inte

So

Use of resources

Measures to track success

The developments that will help us to achieve our strat New hospital and better buildings 14

Continuous quality improvement

Digital

Leadership development

We can improve lives beyond the treatments we offer

mes

der

We work together so that patients achieve outcomes that are important to them

Why do we have a strategy?

The best organisations clearly understand what they stand for, so that they can prioritise their time and resources to what matters most.

Developing a five year strategy means that we are taking stock of where we are, and planning ahead for how we can improve. In doing so we need to take account of national and local priorities.

nd for

Ps

How does this affect me?

Population

work seamlessly th our partners to improve lives

Over the next five years you will see: • The opening of our new hospital

elopment of the Place ased Partnership(s)

• A focus on creating a great experience for staff and patients

owing together in the egrated Care System

• A new way of doing quality improvement that everybody can

ocial and economic regeneration

be a part of

Green plan

• Services that are more seamless for patients by working together with other health and care organisations • Using our influence as a big employer to improve livelihoods in our communities.

tegic objectives

Research

Provider collaborative

Sandwell and West Birmingham NHS Trust 15

Your questions answered Have put together some FAQs about the strategy.

These will be expanded further with more questions and answers and can be found on Connect.

Q - What is the focus for the new strategy and why?

We have set out on a journey to deliver a five year strategy centred around ‘The 3Ps’: our People, our Patients and our Population.

•

For our patients, we want to be good or outstanding in everything we do.

Q - Why do we need a new strategy for the next five years?

The best organisations clearly understand what they stand for, so that they can prioritise their time and resources to what matters most. Developing a five year strategy means that we are taking stock of where we are, and planning ahead for how we can improve. In doing so we need to take account of national and local priorities.

•

For our population, the communities we serve, we’ll work seamlessly with our partners to improve lives.

•

For our people, we want to cultivate and sustain happy, productive and engaged staff.

Over the next five years we will: •

Open a new hospital, the Midland Metropolitan University Hospital

• Focus on creating a great experience for staff and patients •

Embed a new way of doing quality improvement that everyone can be a part of

•

Develop more seamless services by working together with other health and care organisations

•

Use our influence as a large employer to improve the health and wellbeing of people in our communities.

As the world around us continues to change we must stay focussed on why we do what we do, how we conduct ourselves, and what we want to deliver.

Q - What part can I play in delivering the strategy?

Focusing on the 3Ps – Patients, People, Population, everyone in our workplace will be able to contribute to one of these areas in some way.

When you are doing your personal development reviews or 121s with your manager, think about how what you do now contributes to one or more of the 3Ps. Also consider how you can make improvements to what you already do.

Q - What about the Trust’s Care Promises?

Since 2009 the Trust lived by nine care standards, or promises, developed by frontline staff.

This year we are engaging with our People, our Patients, our Population and our Partners to agree a new set of values that reflect our inclusive, collaborative and compassionate community.

These will be practiced through a new behavioural framework which will be fundamental to who we are, who we recruit, how we work and how we treat those that we work with and care for.

Q - How do the new values fit into the strategy and when will they be finalised?

We want the best outcomes for our Patients, our People and our Population. To help us do this, we’ll need to agree a set of behaviours to accompany our new values that will become a framework to guide how we all behave with each other, our patients and their families.

This will be at the heart of our organisation.

Over the past few months we have gathered information from structured sessions and surveys where colleagues have shared their views on what our values should be. That information is being analysed and we will soon seek your opinions on what behaviours should be attributed to our new values. Please take part if you are invited to join a session.

The new values and behaviours will be launched in September this year.

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Struggling with your mental health?

Don’t be afraid to ask for help CORPORATE AND GENERAL NEWS Mental ill health affects around one in four people, with common mental health issues range from the worries and stress to anxiety and depression.

As a Trust, we have seen first-hand the focus and priority that has been on providing first class patient care during these testing times. The time has come for us all to think about our colleagues that have weathered these storms, we all need to take a moment and process the last year and think about what support we all need.

Counselling support available for colleagues: Counsellors providing this service are trained to help with a wide range of issues and problems within the workplace and in your personal life. The service is completely confidential. You do not need to leave your name with Occupational Health if you don’t want to, just your contact telephone number.

There is also a range of other support services which you can be directed to as appropriate.

You can contact your confidential employee counselling service free of charge. To book an appointment, whether that be face to face or via the telephone consultation, please call occupational health on 0121 507 3306, option 1.

Samaritans: The NHS have introduced a confidential staff support line, operated by the Samaritans which can be accessed

by calling: 0300 131 7000 or 0800 069 6222 from 7am – 11pm, seven days a week. If you need to access the 24/7 service emergency Samaritans service, please call 116 123.

Other local support services offered: Weekly mindfulness sessions every Monday for all ICS colleagues – more info is available on Connect.

Wellbeing Hubs at Sandwell, City and the Sanctuary. The wellbeing hubs are a regular weekly service across all sites which are listed below, 8am – 4pm and the Sanctuary, 10am – 5pm.

• •

•

Monday – Friday, Jayne Wright Therapy Room, Trinity House, Sandwell Monday - Friday, Wellbeing Hub, Arches, 1st Floor, Corridor A (old physiotherapy corridor) Room B002/F/049 situated to the right of the corridor, City Hospital Monday - Friday, The Sanctuary, Unett Street, Smethwick B66 3SY

To book a session please the team on 0121 507 5886 or 0121 507 3854.

Alternatively you can email Jatinder.sekhon@nhs.net.

Wellbeing

Occupational health launches new musculoskeletal service pilot scheme Musculoskeletal (MSK) conditions account for 30 per cent of GP consultations in England. Low back and neck pain are common issues, with chronic joint pain or osteoarthritis affecting more than 8.75 million people in the UK.

Director Trauma and Orthopaedics, and Mr Siten Roy, Group Director Surgical Services, for their support in setting up these specialist clinics.”

Dr Aga added: “It is important to note the comprehensive physio support offered by our Trust physiotherapy team and that this will continue during this pilot.

With this in mind, a new pilot scheme has been launched to support colleagues with or who are at risk of musculoskeletal problems. It will supplement our existing provision for colleagues available via our physiotherapy team.

Introducing the new pilot, Dr Masood Aga, Clinical Director for Occupational Medicine and Lead for Health and Wellbeing, told Heartbeat: “The pilot aims to have a multi-disciplinary team approach with a strong focus on prevention, early intervention and rehabilitation. The plan is to have physiotherapy, specialist input and occupational health support as a onestop-shop. It will also help avoid delays

for colleagues with MSK problems that we are currently experiencing due to pressures on primary care.”

NHS Charities helped to secure funding.

Dr Aga explained: “Johnny Shah, Head of Your Trust Charity and his team have been instrumental in securing the funding for this project. I must express my gratitude for their support, and Mr Manoj Sikand, Clinical

“Colleagues can choose to use either service – importantly, occupational health and the Trust physiotherapy will continue their coordination in supporting colleagues to access the care they need. Maintaining staff wellbeing is our shared focus, and we look forward to being able to assist those who need to use this valuable service.”

Colleagues can self-refer or be referred by their managers for this pilot. Referrals can be made by contacting occupational health by calling 0121 507 3306 or by emailing swbh.ohreferrals@nhs.net.

Management referrals can be made via the cohort system.

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Raising awareness of insulin and everything diabetes Wyn has always felt passionately about the insulin safety, particularly in the hospital setting.

PRIMARY CARE, COMMUNITIES AND THERAPIES During the first week of May, SWB celebrated insulin safety week across the organisation.

Insulin safety week aims to raise awareness of insulin and everything diabetes among healthcare professionals.

“Insulin is a high risk drug and if incorrectly prescribed, prepared or administered can lead to severe harm or death,” said Molene Chakaza, Diabetes Specialist Nurse.

“This is why it is vital that colleagues across the Trust understand the significance of insulin safety especially as according to recent figures from the National Diabetes Inpatient Audit, around 17.5 per cent of inpatients have diabetes of which 35 per cent of those on insulin therapy.”

“What’s more alarming is that according to NHS Digital, 1 in 25 patients with type 1 diabetes can potentially develop diabetic ketoacidosis during a

hospital stay which can be a potentially lifethreatening condition.”

As part of the week, to give colleagues a better understanding of insulin safety and answer any queries they may have, the diabetes team hosted an array of interactive and engaging drop-in sessions across the Trust to help educate colleagues as well as myth bust and questions colleagues may have regarding insulin safety and diabetes.

Wyn Burbridge, Diabetes Specialist Nurse believes the education sessions were a useful way of communicating with colleagues.

She said: “The sessions we hosted across our Sandwell and City sites proved to a great success for our clinical staff as it was a way to remind them of the importance of insulin safety amongst their patients.

“If just one member of staff has a better knowledge and understanding of insulin safety due to the diabetes team hosting these sessions, it will have been worthwhile.”

She added: “It is key for anyone working with insulin, whether that be from prescription and administration to dispensing, is that they all feel competent in what they are doing.

“Anyone I speak to I always remind them that they should speak to their patients as they would manage their insulin regime at home and know more about it than you and also to remember to get the basics right such as glucose monitoring, hypoglycaemia and management of diet for their patients.”

Do you live with diabetes and want support? Would you like to be empowered and learn more the about support available to better manage your diabetes? Would you like to learn up to date information and guidance about your diabetes as well as alternative diabetes education platforms available to you? If so please email m.chakaza@nhs.net who can help you access education or support with your diabetes.

Caring programme to reduce health inequalities With a great passion for reducing health inequality Dr James Gwilt clinical director for Your Health Partnership Primary Care Network has led the launch of a new programme which aims to improve the health and wellbeing of patients with serious mental illness (SMI).

that meet their individual needs, and ensure they are part of the planning process, so feel in control of their own health and wellbeing.

James explained: “This project helps to address the wider determinants of peoples’ health as well as just treating individual medical conditions. We got the team up and running in January, with the aim of identifying a core of 50 patients within this group to work with, to discover what matters to them and help deliver that to improve their overall health.

Based at Lyndon Primary Care Centre on the Sandwell site, James acknowledges that the programme is a driving force for him as he recognises it can make a fundamental change to the way primary care services can impact and improve lives. The project is based on the principle that patient preferences matter but are often unrecognised in healthcare delivery.

During the pandemic there is evidence that people already diagnosed with significant mental illness did very badly, and so intervention to help this group of patients is of vital importance.

People in this group living in the Black Country typically have a life expectancy of between 15-18 years less than their

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“We’ve wanted to do this since 2019, however the pandemic got in the way, but we are pleased to be in a position now to help this group of patients.”

Dr James Gwilt clinical director for Your Health Partnership Primary Care Network peers. The programme is run through a team of social prescribing link workers, a health and wellbeing coach and a care coordinator who work on a 1-2-1 basis with patients to produce personalised care and support plans

Alison Ralph, care coordinator for the project added; “I work with the patients to come up with personalised care and support plans to help them navigate their way through the health system and ensure they do not miss out on any service that can help them manage their health and wellbeing more successfully.”

Reset Week – Focussing on supporting discharges Continued pressures of urgent and emergency care have regularly led to the use of additional capacity areas across our Trust to ensure that we are able to continue delivering safe and effective care. However, it’s clear that this is not a sustainable plan as it impacts on the quality of care and the ability to support effective senior reviews in outlying areas.

Earlier this month we launched Reset Week to challenge the status quo and to ‘reset’ our bed base to a more sustainable model. Whilst the standard process for reconfiguring bed bases relies on a natural downturn in patient admissions to give us capacity to reconfigure bed bases, it was clear from the outset that the ongoing pressures would mean Reset Week would be a challenging endeavour.

Despite the difficulties, colleagues from across the Trust took on the task to support patient discharges, challenge if patient care was not progressing and identify any blockages in their plan preventing them progressing, and to ultimately look to get patients home sooner.

Commenting on the progress of Reset Week, Group Director of Operations for Medicine and Emergency Care, Demetri Wade said: “Reset Week saw high levels of demand across the

organisation, and whilst patients continued to flow into the hospitals through the emergency departments, we can report that our Emergency Access Standard, otherwise known as our 4 hour target saw an improvement. That means that despite the challenges, we still managed to see and treat our patients in a more timely manner.

Likewise, increased activity through our Same Day Emergency Care (SDEC) supported our streaming from the emergency departments, allowing more patients to be seen in the right place at the right time.

“Most importantly, as the week progressed, discharges were happening earlier in the day ensuring that patients were able to return home at a reasonable time, rest, relax and recuperate in their own home – where we know they stand the best possible chance to make a full recovery.”

Key to supporting discharges is planning ahead and being proactive, ensuring that we make good use of the Discharge to Assess process and the expert knowledge of the multidisciplinary staff in the Integrated Discharge Hub as well as making sure the next stage of care and support is ready to receive the patient.

For more information about Reset Week, contact Becky Hill, Group Programme Manager, email becky.hill8@nhs.net.

MEDICINE AND EMERGENCY CARE Progressing patient discharges Think, has transport been booked? if not, why not? Are family collecting the patient? Are neighbours available to support their return home?

Are patients waiting for TTO’s? can they be discharged and have the TTO’s delivered when they are ready?

Are we waiting for imaging and diagnostics? Have we done everything we can to ensure that diagnostic time is well spent?

• Does the patient presenting match the referral?

• Do they have a working cannula if one is needed?

• Have they completed Oral Prep?

• Do they have an appropriate escort?

• Has the patient changed into a gown and removed jewellery as necessary?

• Do you have appropriate means of transport? E.g. X-Ray compatible trolley?

Same day emergency care team worked hard to keep patients flowing through City Hospital during Reset Week

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WHO’s keeping patients safe during surgery?

SURGICAL SERVICES Compliance, auditing, policies and procedures, all things that are put in place to normalise processes and to maintain standards, but little beats a good old checklist to make sure everything runs like clockwork.

And in a busy theatre, with a team working hard to carry out their roles, its important that there is a checklist that confirms all of the processes that are in place to keep patients safe, have been followed – this is the WHO checklist.

In 2007 the World Health Organisation (WHO) launched their Safe Surgery Saves Lives campaign with the aim of improving consistency in surgical care and safe practices and subsequently in 2008 the WHO Surgical Safety Checklist was launched.

The WHO surgical safety checklist remains a lasting reminder and a mandatory process in all theatre environments with the checklist needing completion at three distinct points:

1.

Before induction of anaesthesia

2.

Before skin incision

3.

Before patient leaves operating room

Globally, the use of the WHO surgical safety checklist (SSC) is associated with a significant decrease in postoperative complication (30 per cent) and mortality rates, improved compliance with standard processes of care and better quality of teamwork in the theatre.

The WHO checklist has become one of the most significant and widely used innovations in surgical safety in modern times.

To find out more about the significance of the WHO surgical safety checklist and its importance in supporting safer surgery, Heartbeat spoke to Amber Markham, Group Director of Nursing in Surgical Services, she

said: “The WHO checklist has become the standard in all theatres and provides the foundations for safe surgery. In a busy environment with many people, its too easy to overlook some basic safety checks under the assumption that they have been carried out.

“For example, simply confirming you have the correct patient, marking the site of surgery and understanding if they have allergies before the patient goes under anaesthetic is crucial, as is making sure that every member of the team has introduced themselves by name and role. Amongst the extensive checklist, we even mandate a final instrument check before the patient leaves the room to absolutely ensure that there have been no retained objects.”

Great things can happen when we work together.

We believe now is the time to re-think how care is delivered, placing you and your patients at the centre.

Together, we are helping clinical, operational and executive teams to plan and design the hospitals of the future, to help them improve user experience, efficiency and outcomes.

IBM.com/ukhealthcare

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© Copyright IBM Corporation 2021. IBM, the IBM logo and ibm.com are trademarks of International Business Machines Corp., registered in many jurisdictions worldwide. See current list at ibm.com/trademark. Other product and service names might be trademarks of IBM or other companies.

Keeping safe in nuclear medicine and radiopharmacy Every nuclear medicine and radiopharmacy service must comply with legislation to protect staff from radioactive contamination whilst minimising its environmental spread.

IMAGING and dispensing. This ensures that no direct skin contamination can occur in the unlikely event of any leak or incident, which may give significant skin doses."

Our nuclear medicine and radiopharmacy departments have continued to ensure this key legislation is in place and has been focusing on initiatives and innovations to improve compliance.

Inspections take place by the Environment Agency as well as the Health & Safety Executive on a regular basis.

Sharing his thoughts on how we keep staff and patients safe from radioactive contamination we hear from Clinical Scientist Mr Joseph O'Brien, he said: "An initiative that has proved successful is the introduction of hand, foot and clothing personnel monitors for staff. These devices measure hands and feet in five seconds allowing for rapid checks as staff exit the radiation controlled areas.

"Colleagues are alerted if any radioactivity is picked up so they can decontaminate immediately. Records are exported to a computer server provided by our IT department for data analysis, allowing for audit of extent and frequency of contamination.

Each department has been supplied with a hand, foot and clothing personnel monitor "A lead shielded bay ensures radiation from our patients cannot interfere with the measurements.

"Radiopharmaceuticals are prepared in our laboratories and then injected into patients either in clinic rooms or scanning rooms before their scan commences. Every room is now equipped with new handheld monitors for rapid point-of-use assessment of staff and the environment, so that any contamination is picked up immediately, preventing spread.

"Of course PPE has played a very important part in following legislation. The unit has increased PPE worn by staff during injections

Meanwhile there has also been focus on assessing skin dose – which was textbook based with a lack of data and flexibility. Modern methods are now available using software (VARSKIN+) which the team are now using for risk assessments, leading the way in the UK in the use of this software, forming a UK users group.

All these new improvements have led to better safety and regulatory compliance.

The team needed to keep staff informed of these new improvements and seek their feedback before implementation.

Through QIHD, staff were kept informed and this forum was used to launch these initiatives.

Colleagues have warmly received these improvements. Key to success was explaining the need and gaining their view on proposals before introducing them into our procedures.

Imaging welcome two new senior clinical scientists

role is hugely varied with the scope to interact with patients and the clinical service. We also work on research/ service development projects in image processing and radiation safety.

The imaging team has recently welcomed two new starters, Joe Burmiston, who joins SWB as a principal clinical scientist and Amelia Perry as a senior clinical scientist. We caught up with Amelia and Joe to find out about their new roles.

Amelia explained: “Clinical scientists are healthcare and medical experts who support clinical staff in their work with patients.

Nuclear medicine is proud to welcome Our work can include laboratory work Amelia Perry and Joe Burmiston and testing, research, management, and teaching.

Joe explained: “Having trained at SWB, I saw the opportunity to rejoin the Trust as a “I’ve moved to SWB from London, where I trained and worked as a medical physicist. I positive move due to their commitment to research and development. Before rejoining, I did the scientist training programme (STP), was a clinical scientist at NHS Lothian, where where I was fortunate to have my training I was involved in relocating nuclear medicine delivered across six NHS Trusts, completing departments into a new hospital site – a useful my specialism in nuclear medicine at Guy's experience for our move to Midland Met!” and St Thomas' Trust. Since qualifying and gaining my registration as a healthcare scientist, I have worked at Barts Health Trust and for Great Ormond Street Hospital for Children on an honorary basis. I also have experience working for NHS commissioners and science research before the STP.”

Speaking of why she chose a career in nuclear medicine, Amelia explained: “Medical physics interested me because I was keen to apply the scientific and imaging skills gained from my higher education in the real world.

I particularly love nuclear medicine as the

“The role at SWB seemed like an exciting opportunity to move and be involved in many projects as the nuclear medicine department gets set to move to Midland Met. “Since joining I’ve been getting used to being in a new department, but I’m looking forward to getting involved with more research and service development projects soon.”

Joe has been involved in research since starting. “I have been following on with a project I did during my training at SWB looking at the image quality for scans of patients assessed for Parkinson’s disease.

We have submitted an abstract for an upcoming European nuclear medicine conference.”

Welcome, Amelia and Joe. Good luck in your new roles!

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Jobs fair sees a bumper number of candidates through the doors WOMEN AND CHILD HEALTH A recruitment event showcasing women’s and child health saw more than 60 candidates attend – with a number of job offers on the day.

The jobs fair was held at Villa Park on 7 May, with stands from maternity, paediatrics, health visiting and school nursing.

Prospective candidates were able to speak directly to teams from each service to find out more about the roles available, but also how about the benefits of working for the Trust.

Jade Hellier, inpatient matron for maternity, said: “It was such a great day with so many people showing an interest in working for the Trust.

“We carried out a large number of interviews across all the specialties and in some cases candidates were offered jobs on the day, subject to terms and conditions.

“Many were really interested in the way we deliver patient care, training opportunities we offer, as well as the Midland Metropolitan University Hospital and staff and wellbeing.”

She added: “The event was a real success.

We were able to offer 11 roles within the service and we were pleased with the calibre of the candidates.

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Services from women’s and child health came together for a recruitment event at Villa Park

“We are looking forward to welcoming them to maternity.”

Meanwhile, Sandra Kidney, Health Visiting Team Leader, said: “We had many nurses that

were interested in health visiting as a future career option. We informed them of the current pathways into health visiting and the shadowing opportunities that were available.”

Pulse

If you have a story you would like to appear on the Pulse page, please email a photo and a short explanation to swbh.comms@nhs.net

News in brief from around our organisation

Chaplaincy lead Vaisakhi and Rama Navami celebrations The chaplaincy team led celebrations across the Trust earlier this month to mark Vaisakhi, one of the most important festivals in the Sikh faith and Rama Navami, a Hindu festival celebrating the birth of Rama, the seventh avatar of the deity Vishnu.

Vaisakhi is a major Indian festival which celebrates the founding of the Khalsa order and the beginning of Sikhism as a faith and Rama Navami celebrates the birth of Lord Rama, son of King Dasharath. Rama was an incarnation of Vishnu and the hero of the Ramayana, the Sanskrit epic of 24,000 stanzas.

At our Trust we marked these two celebrations with colleagues from across our workplace coming together in the chapel for a religious ceremony followed by an opportunity to meet the Sikh and Hindu chaplains and share some food and drinks.

The chaplaincy team join volunteers to celebrate Vaisakhi and Rama Navami

Highlighting the celebrations, Lead Chaplain Rev. Mary Causer said: “It's important that we take the time to mark these occasions and give colleagues an opportunity to come together learn about each other's faith and celebrate together. COVID-19 has kept so many of us apart for the past

few years that these celebrations are a welcome opportunity for colleagues to take a moment away from their wards and departments and join us.”

For more information on what the chaplaincy team can support you with, contact Rev. Mary Causer on 0121 507 3552.

Have you got a story?

MEDICINE AND EMERGENCY CARE

We’d love to hear from you if you have…

• An event or special occasion in your department • If you work with an inspirational colleague • Does your department do something that makes a real difference to our patients?

Please get in touch if you’d like to be featured in an upcoming edition of Heartbeat!

Email swbh.comms@nhs.net to submit your story idea.

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James Severs Chief Allied Health Professional and Healthcare Scientist This month we extend a warm welcome to James Severs, who joins us as our Chief Allied Health Professional and Healthcare Scientist. We caught up with him to discover how he is settling in and how he came to be an allied health professional (AHP).

Speaking of his early career, James told us: “I studied paramedic science at Coventry University and registered as a paramedic, taking my first role in the beautiful city of Bath. Paramedics are one of 14 professions under the umbrella title of allied health professions. Many people are familiar with the traditional role of a paramedic, working on a frontline ambulance, responding to 999 calls and providing urgent and emergency care across their community. I’m a clinician at heart and continue to work a clinically a couple of days each month.

“Over the last few years, the role of the paramedic, like other AHPs and healthcare scientists (HCS) has evolved. There’s a real recognition that these professions have a wealth of knowledge, skills and experience which extends far beyond the traditional boundaries of each profession.

“Several career pathways are opening for AHPs and HCS professionals, from service management, roles in education and research, to professional leadership roles, such as the position I have now undertaken here at SWB. “I worked as a paramedic officer until 2012, at which point I took my first hospital role as a resuscitation officer. Since then, I have held a few nursing and quality directorate roles, working across acute, community, mental health and learning disability trusts.

“Most recently, I worked as director of physical healthcare, responsible for bridging health inequality experienced by people with a diagnosis of mental health or learning disability. I’m passionate about improving access and equity of care to the people we serve, working collaboratively with patients, staff and partners to improve the health of our local population.”

So, what made James make the transition to SWB? He explained: “I have thoroughly enjoyed working in mental health and learning disability services. After seven years, it felt like the right time for a change.

“I was intrigued by the ambition of SWB to be the best integrated care organisation in the NHS. Many organisations have talked about becoming integrated, and SWB is working

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James Severs has joined SWB as our Chief Allied Health Professional and Healthcare Scientist

to make that a reality. A key part of this journey is raising the profile of our allied healthcare professionals and healthcare scientists across the organisation and beyond.”

do their part. Imagine a giant jigsaw and each colleague is a piece of the jigsaw - we all have part to make up the bigger picture.

Speaking of why his role is a vital addition to our services, James proudly told us: “My role is new to SWB. It will have overall professional accountability for providing professional leadership for AHPs and HCSs. Working with leaders across corporate and operational functions will ensure their voices are listened to and that their contribution is valued.”

“I see this as a real opportunity for colleagues from different professions and departments, working in both patient and non-patient-facing roles, to learn how we all form part of the patient journey. I'm keen to learn about professions I have not previously worked alongside. AHP and HCS colleagues have so much to offer, and I am looking forward to championing our agenda.”

James added: “I'm excited to join the Trust as we plan the formal launch of Fundamentals of Care. Our ambition to deliver the best quality care is dependent on every individual committing to

James enjoys hiking, live music, theatre and travelling outside of work. Be sure to give James a big warm SWB welcome if you see him on his travels.

Wave goodbye to…

Rosie Auld Head Orthoptist

After 30 years of service at SWB, Rosie Auld, Head Orthoptist will be retiring.

Rosie joined us in November 1991 but back then we were known as the West Birmingham Health Authority.

“I first qualified as an orthoptist in 1980,” said Rosie. “I then worked in Peterborough followed by Birmingham Children's Hospital and then trained as an orthoptic teacher in Coventry taking over as Principal of the Midland Orthoptic training school, based at the Birmingham and Midland Eye Hospital in 1991.”

When the Orthoptic service moved to the City site in 1996, Rosie led the orthoptic team as head of service and lead tutor, providing undergraduate and post graduate education of orthoptists in addition to leading and managing orthoptic clinical services.

Throughout her career she has taken an active role in the orthoptic profession at a UK and European level, holding the post of Chairman of the British and Irish Orthoptic Society from 2004 - 2010 and Vice Chair of the Allied Health Professions Federation 2010 - 2011.

In addition to this, she was awarded a CBE in in the Queen’s Birthday Honours in 2011 in recognition of services to healthcare.

“I have always had a particular interest in workforce planning and re-design, acting as an advisor for the NHS Centre for Workforce intelligence and as an external examiner for Liverpool and Glasgow Caledonian University undergraduate orthoptic programmes.

“I have also enjoyed the various roles that I have undertaken linked to professional regulation, standard setting and governance. As a partner for the Health and Care Professions Council, UK National Screening committee member, external reviewer for the Royal College of Ophthalmologists and review team member for CHI, later to become CQC.” All of these roles gave Rosie the vital experience and insight for her to become head orthoptist in BMEC. “As head orthoptist I led a team of orthoptists (AHPs) and ophthalmic technicians providing acute and community services. My aim was to develop safe and effective patient care through the orthoptic and ophthalmic technician teams, with an ethos of best practice based on lifelong learning.“ When asked about what she has enjoyed most about her role at SWB Rosie said: “SWB has allowed me to develop as an orthoptist. The Trust have supported my secondments to allow me to take on national roles to promote the profession of orthoptics.

“The development or the ophthalmic technician team has been extremely rewarding.

Establishing high quality ophthalmic diagnostics

Rosie Auld

has increased efficiency in tandem with the personal development and achievement of individual technicians.”

She added: “As a Freedom to Speak Up Guardian for the Trust I have encountered staff who felt anxious and afraid to voice concerns. I am pleased that the culture is changing and hope that staff feel supported by my guardian colleagues who continue to champion the cause.”

Rosie has supported many of her peers and colleagues at SWB during her illustrious career including Holly Rossington, Orthoptist.

Holly said: “I really appreciate everything she did for me during my time under her management, as well as for the department as a whole. She helped to shape me, teaching me about going above and beyond for patients and fight for what is right.

Before joining her team, I found it difficult to be assertive. I really am grateful for all of the opportunities she gave me and how they kickstarted many exciting projects that I continue to be involved in today.”

Kirsty Clay, Ophthalmic Technician Supervisor echoes these thoughts and said: “Rosie has made a strong and lasting impact on me. She gave me direction, inspiration and always motivated and encouraged me to achieve high standards. I am deeply thankful for everything she has helped me to achieve in my role as part of the glaucoma technician service.”

As part of her retirement, Rosie will be undertaking a voluntary role as a magistrate for the Coventry and Warwickshire Criminal Court.

Happy retirement Rosie!

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Letters, of less than 200 words please, can be sent to the Communications Department, Trust Headquarters, Sandwell Hospital or by email to swb–tr.SWBH–GM–Heartbeat@nhs.net

YOUR RIGHT TO BE HEARD Is working on site full time really the best way forward?

Dear Heartbeat, So my manager wants to drag us all back on site as he has been told that we need to slowly start coming back on site despite the whole team being more efficient working part from home and part in the office when needs be. We aren’t patient facing, many people have children and work quite fair away from the site so travel is a nightmare and wellbeing and productivity and overall morale has been on the up over the pandemic as people have had a better work like balance in the team.

My manager hasn’t said it, but it seems like he is being told by upper management that he has to do this even though he knows deep down the team will work better form home or work better with some days from home and some in the office.

Kind regards, Anon Dear colleague, It is very encouraging to hear that you feel that you and colleagues in your team have benefitted positively from working from home during the pandemic.

We acted quickly in Wave 1 to safeguard the welfare of our staff when the infection rates were high and the risk associated with COVID significant, because that was absolutely the right thing to do at that time. We did not anticipate that the arrangements would need to be in place for as long as they have been. Whilst the benefits have been great for many, there have been some staff that have struggled through this period e.g. with isolation from Colleagues.Therefore we have worked hard to harness the positive aspects whilst making the arrangements more sustainable and in keeping with changes to the future provision of our services.

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between supporting staff and meeting wider obligations. In the interim please maintain active dialogue with your manager about your current needs to ensure you receive the necessary support.

Kind regards Frieza Mahmood, Chief People Officer

Making a complaint Dear Heartbeat, First off, sorry if I sound a little vague, I would prefer my identity to remain anonymous.

Let’s pretend I’m asking for a friend. Say if my friend wanted to make a complaint about her manager in an official capacity how would she go about doing this? she has been collating evidence where she believes she has been treated unfairly in her opinion however she doesn’t want to disclose this information with her team and obviously not with her manager or head of department in case it gets brushed under the carpet. With this mind, what would be the best avenue for her to make this complaint without it harming her and her situation more.

Many thanks, Anon Dear colleague, I am sorry to hear you have been treated unfairly. It is important that managers are given an opportunity to know and understand staff concerns to enable them to reflect on the circumstances and carry out the necessary corrective action to support you.

In circumstances where you feel this is difficult because you have already exhausted attempts to engage with your manager or have genuine reason to believe you would be unable to approach them, then you can speak to the next senior manager in your hierarchy.

With this in mind we have developed and will be launching next month a new Working From Home policy which supports hybrid working from home arrangements. This will enable managers and staff to ensure these remain viable to meet the respective needs, with the necessary ongoing support being provided.

It is important that concerns are managed as locally as possible to ensure effective resolution of issues in a timely manner and the necessary learning at a local level.

There will be some discretion afforded based on service needs that will enable managers to draw the right balance

Kind regards

If you are a member of a Union you can contact them for advice or alternatively seek support from one of our Freedom to Speak Up Guardians.

Frieza Mahmood, Chief People Officer

Winter incentive payments Dear Heartbeat, In December’s comms we were told that from December 18th till end of February for every 5 shifts we would get paid 1 extra at end of March as an incentive for helping out during staffing crisis.

Fast forward end of March we are told goalposts have moved that it would be counted back 13 weeks (which is more like autumn incentive). My colleagues got paid April 8th. I even have had it confirmed by the Trust bank and e rostering team that yes I qualify for extra payment which has still to be paid.

I enquired with payroll why I haven't been paid to have a rude answer - my colleagues names are on list mine is not. I know there is loads of workers who have not been paid for their efforts at a hard time filling staffing gaps.

Neil Smallman Leasowes HCA Dear Neil, Let me start by thanking you for your hard work and dedication in supporting the Trust during a very difficult time. We are grateful for your support in stepping in and signing up for bank shifts and I am disappointed to hear that you have had a poor experience.

The bank incentive scheme was brought in to encourage staff to consider taking on extra shifts, to support us to continue providing safe and effective care for our patients. However, I am aware that there was quite a lot of confusion around the arrangements for shifts and incentive payments.

I want to assure you that you will be paid in full, hopefully by the time this letter is published, you will have been contacted by our Trust Bank team to work through any issues you have faced with your delayed payment.

The Trust bank team are available on ext 3600 (0121 507 3600). Anyone who feels they may not have been paid appropriately for the shifts they completed as part of the incentive scheme are encouraged to contact the team to discuss.

Kind regards Mel Roberts, Chief Nursing Officer

Richard talks about: Equality, diversity and inclusion – let’s do better Richard Beeken, Chief Executive

RICHARD'S LAST WORD This month we have marked Staff Network Day and I want to write here about how immensely proud and grateful I am for the work that all those volunteers within the staff networks do to support fellow colleagues and patients and to challenge our organisation to do better on equality, diversity and inclusion.

When I joined this organisation I was struck by the vibrancy and diversity within our workforce, that reflects a very diverse population that we serve across Sandwell, Ladywood & Perry Barr. This diversity is something that we should ensure we celebrate and cherish. If our workforce is reflective of our population and feels respected and engaged, we will deliver better, more culturally sensitive care.

I have also seen and heard that at times we fall short of providing all colleagues with equal opportunity to thrive within our organisation. Some people feel passed over for opportunities to progress in their careers and others feel that their work is less valued. This is borne out consistently in our staff survey results. We do have a strong family vibe within this Trust but we must make sure that development and recognition is offered equally to all, not just those we know best, with whom we feel we have an affinity or who we favour.

Many of us have different needs and require bespoke support to give us the confidence to progress. There are also, of course, legal requirements on managers to make sure that we are making reasonable

adjustments to enable people to fulfil their roles to the best of their abilities. We are not all the same and our differences are what makes our workforce so special as we work together towards the same strategic objectives - you can read more about these in our centrespread.

We will this year publish our new values and behaviours framework. These values have been developed from what colleagues right across our organisation have shared about their own experiences and what we should hold as our core principles as we go about our daily work. What has come out really consistently is the need for mutual respect – respecting other’s points of view, different perspectives and different lived experiences.

This flows through to how we treat our patients too. The communities we serve are wonderfully diverse. We must make sure that our health care services are accessible to all and that we provide them in a way that is for the convenience of our patients not for the convenience of ourselves.

The work that the maternity service are doing in this area is leading the way within our organisation. Specialist midwives for EDI are engaging with community groups and with women and families right across the population to see how we can shape our maternity services to fit people’s needs, not simply expect people to firstly understand how our health care system works and to know instinctively how to access it. With people in our neighbourhoods coming from

right across the world, where health care provision is very different, we shouldn’t make assumptions that people should know or understand the services we offer.

Many of our patients and colleagues have disabilities and communication needs. We need to challenge ourselves to make sure we are doing everything possible to provide information and health care treatment in a way that is helpful and not discriminatory.

This is why the work of our staff networks, our cultural ambassadors and our EDI team is so important. We need people to raise awareness of the challenges that different communities face, to provoke discussion, enable greater understanding and ensure action to tackle all forms of discrimination.

In many cases, discrimination stems from ignorance, and I am pleased that the EDI plan that was approved by the Trust Board’s People and Organisation Development Committee focuses on programmes of work to address this. All of us, whatever our roles, will never stop learning about these issues and constantly need to have our prejudices and perceptions challenged.

I am looking forward to supporting our staff networks and cultural ambassadors in their future development and ensuring that each of us takes on board the respect and understanding that is required so that all colleagues and patients would proudly say that we are an inclusive organisation.

We have a long way to go but we all have a part to play in getting there.

Kahlil Miller, EDI Manager and Anser Khan, Security Officer at the Staff Network Day

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A ‘Chairitable’ deed to boost wellbeing YOUR TRUST CHARITY

spare 15 minutes will now be able to take short break to have some ‘me time’ and relax. This will only benefit our workforce

mentally and physically which would ultimately improve the care our patients receive and the services we deliver.

 @SWBHCharity To donate to the Your Trust Charity text “SWBH16 £5” to 70070 Your Trust Charity have kindly funded massage chairs for our wellbeing hubs across SWB.

Massage chairs are available for booking across the Trust

Your Trust Charity was awarded a grant via NHS Charities Together for £15,000 to allow us to provide the massage chairs for our staff.

The £15,000 grant allowed the purchase of two portable massage chairs and four fixed massage chairs to be used in our wellbeing hubs across Sandwell, City and the Sanctuary.

The portable massage chairs means that staff who are unable to travel to the wellbeing hubs can still get the benefits of using one of the massage chairs.

The massage chairs will benefit an array of our clinical and non-clinical teams at SWB as there will be an option to have them delivered to specific departments meaning more people can reap the rewards of the massage chairs. The fixed chairs will also bolster our current range of chairs at the hubs meaning more appointments will be available for those wanting to take advantage of the wellbeing offering.

The portable message chairs will mean that any member of staff who has a

Don’t just take our word for it – here is just some of the positive feedback we have received since introducing the massage chairs: • I love the massage chair. Staff are very kind and helpful, thank you very much.

• I didn’t know what to expect, it was amazing. I used the massage chair, seeing a familiar face, made it even better. Well done SWB! • Highly recommend this service, love the chair and the service Thank you!

• Wonderful service, very peaceful massage, chair was great.

• Excellent service, helpful and relaxing, I really enjoyed I wish that I could get this service all the time. Thank you • Everything was perfect; the wellbeing service is the only thing that actually makes a difference.

• The wellbeing service really helps me with all my personal stuff and makes me feel relaxed.

• Really enjoyable and needed after being off for a few months – slowly returning to work.

• Was really happy with the relaxation chair. I felt really relaxed at the end to the point I could have fell asleep.

• Would like to have a longer session in the chair, really enjoyed.

• Very relaxing, enjoy these sessions very much.

• Staff are friendly, and non-judgemental always feel relaxed when session is over.

If you would like to register your interest and use a massage chair, please contact the wellbeing team on 0121 507 5886 or 0121 507 3854. Alternatively, you can email Jatinder.sekhon@nhs.net.

May 2022 staff lottery results 1st £165.25

2nd £99.15

3rd £66.10

Sukhvinder Atkar

Jacque Calloway

Dena Ross

Don’t forget that Your Trust Charity lottery costs just £1 a month and anyone who works for the Trust can join. Payment is deducted from your wages each month. To take part email johnny.shah@nhs.net.