InTouch magazine - March - April 2023

March 2023 - April 2023

InTouch

Staff Survey results

Industrial action - thank you

Virtual Hospital update

Our clinical column

Welcome

Thank you to everyone who completed the Staff Survey. There were more than 1,800 of you who responded, which is our highest response rate ever. Our results put us below the national average across the seven key people promise themes, overall staff engagement and morale themes. This is incredibly hard reading, but thank you for your honesty. You can read more about what the results tell us and our next steps on p.3-4.

Thanks also goes to you all for your hard work and dedication to supporting our patients and each other during the junior doctors’ industrial action last week – you can read my full message on p.4-5.

As we look to the future, we have shared our new plans to offer quicker and more local access to diagnostic tests for our patients, with more information on p.5. Please also take the time to read our latest update on the Virtual Hospital and how this service benefits our patients (p.6).

We also celebrate the fantastic 46 years’ service of midwife Andrea Brewis and wish her a fond farewell as she retires (p.6-7), and we focus on the new Patient Safety Incident Response Framework, with implications across the hospital (p.8).

You can read the latest updates on our new facilities online system (p.9), our clinical column on quitting smoking to boost your health (p.10), and our Ready to manage operational development programme (p.11). In addition, we share the latest charity update (p.12), introduce our specialist Admiral Nurse service to support patients living with dementia (p.13), feedback from our patients (p.14) and wellbeing tips (p.15).

This magazine is for and about you, our #PAHTPeople –please contact the communications team if you would like to see your team featured, at paht.communications@ nhs.net

I hope you enjoy the read.

Lance McCarthy Chief executive

A message from LanceStaff Survey results

Thank you to everyone who completed the national NHS Staff Survey back in October/ November 2022. There were more than 1,800 of you who responded, which is our highest response rate ever.

Results published

The results were published in the NHS Staff Survey Benchmark Report 2022 on 9 March. You can see our results here >

This report compares our results with all other acute and community trusts, showing whether the feedback you’ve shared of your experiences working here puts us below, in line with or above the national average.

What the results tell us

As you’ll undoubtedly read yourselves, our results put us below the national average across the seven key people promise themes, overall staff engagement and morale themes.

This is incredibly hard reading, but thank you for your honesty.

I have read every single free text comment and whilst of course reading your feedback is disappointing, it is not entirely unexpected. I see people working incredibly hard in our organisation, working against a backdrop of constant operational demands and pressures, in physical environments which often

do not meet our needs, and with an ongoing backdrop of recruitment, retention and financial challenges. Many of these factors are of course not unique to PAHT, but the combination makes for extremely difficult circumstances for many of us to feel that we are working at our best.

Throughout the many hundreds of free text comments, there are four themes that emerge strongly, again not entirely unexpected:

1. The impact (positive and negative) that a direct line manager has on someone’s daily experience

2. The lack of communication and discussion in local teams

3. The impact that inflexibility in working patterns has

4. The impact that moving colleagues at short notice to other clinical areas has

That said, I continue to be heartened and inspired by what

everyone at PAHT achieves for our patients, despite the circumstances around us. I speak to fantastic people every week who are doing amazing things for our patients. You, our people, are our greatest asset. This is mirrored in the types of questions where your feedback puts us in line with, or better than, the national average, including:

‘I feel a strong personal attachment to my team’

‘I always know what my work responsibilities are’

‘I am trusted to do my job’

‘My appraisal helped me to improve how I do my job’

‘My appraisal helped me to agree clear objectives for my work’

How we work together, how we treat each other, and how we support each other to be our best (including feeling able to speak up about concerns) is critical to us becoming a place where we are confident to recommend people to work or

receive care here. Enhancing our culture in line with our values is key to us being able to work effectively within our current constraints – and this is completely within our gift to change.

What next?

Firstly, divisional management teams are preparing a response to the results for their respective division, which will be shared with all teams and colleagues within the division. You should expect this by the end of March. Our senior management teams have reviewed the results on several occasions already, and like me, have experienced a mix of emotions reading through the results, including the hundreds of stories/comments you’ve shared about your individual experiences. Please be assured that your feedback matters, is valued and is taken extremely seriously.

Secondly, I hope that you’ll have seen previous communications about our Staff Survey Feedback to

Action Programme (you can learn more here >) – providing an opportunity for all teams to be involved in conversations about what matters most to us in our experience of working at PAHT. Feedback to Action groups are being set up across all divisions, working together to propose and implement changes in how we work that will respond to the concerns people have raised in the survey. I hope that many of you will be involved in this work – if you would like to represent your department, please discuss this with your line manager and get in touch with our organisational development team via paht.odpartners@nhs.net

Thirdly, there are many trustwide initiatives underway that are focused on our culture and that aim to help us adapt how we work and how we behave in line with our values – patient at heart, everyday excellence and creative collaboration These include, to name just a few, the embedding of a new

accountability framework, the launch of our new PAHT management competencies and Ready to manage programme, and our new This is Me System (bringing learning and performance conversations together) and our Ready to learn development programme. All of these will help to support the themes from the survey.

We can all, always do more, every day, to improve the experiences of the colleagues we work directly with.

Please get involved with the items above, particularly your local Feedback to Action group discussions, and if you have any queries about the Staff Survey, please contact paht.odpartners@nhs.net If for any reason, you feel you have concerns that you have not been able to share via the survey or with your line management team, I would personally be happy to speak with you - please contact n.howard2@nhs.net

Message from Lance Industrial action - thank you

Thank you all so much for your hard work and dedication to supporting our patients and each other during the junior doctors' industrial action (1316 March). Despite the same demand for urgent care as usual, we had better flow of patients into and through the hospital, a slightly less pressurised emergency department (ED) at times than normal, shorter lengths of stay

and more discharges than an average Monday, Tuesday and Wednesday.

Thank you for some fantastic multi-disciplinary team (MDT) working, timely clinical decision making and lots of colleagues working in very different ways and very different shifts to normal. As colleagues will be aware, during the previous week, we cancelled

many 000’s of patients for planned activity for outpatient attendances, diagnostic appointments and planned procedures for those days.

The majority of these patients have now been rebooked, with the vast majority within the relevant access standards that we are working to. Thank you to all non-clinical and clinical colleagues involved in this and supporting our patients so effectively.

Thank you again for also respecting our junior doctor colleagues’ individual decisions to strike or not.

We are reviewing the learning to support the development of our ways of working for the future. Debrief and reflection sessions are taking place. Please engage in these so we can get the maximum learning for how we can continue to develop the care we provide and the ways in which we do it.

Our Trust values of patient at heart, everyday excellence and creative collaboration have not been lived as much and as overtly as over the course of last week, and in the planning and preparation.

Thank you all again.

New plans to offer quicker and more local access to diagnostic tests

We are pleased to share plans to support quicker and more local access to diagnostic tests close to patients’ homes.

As part of the Government’s plans for a new Community Diagnostic Centre (CDC) for West Essex, services will be provided at both St Margaret’s Hospital, Epping, and Herts and Essex Hospital, Bishop’s Stortford.

Due to be available from spring 2025, there will be extended opening times and additional equipment, including:

St Margaret’s Hospital, Epping

y Two additional computerised tomography (CT) scanners

y Extended hours for X-rays

y New ultrasound equipment

y New cardiology equipment

y New respiratory equipment

y More phlebotomists to be recruited – increasing the number of blood tests that can be carried out

Herts and Essex Hospital, Bishop’s Stortford

y The services provided there will include cardiology, ultrasound and X-ray as well as extended hours

Michael Meredith, director of strategy and estates, said: “We are pleased to share our plans to significantly improve the experience for our patients accessing diagnostic services.

“The new Community Diagnostic Centre will enable our community to be seen more quickly and closer to their homes, with more options for

appointment times that are convenient for them. This is a real step change in the way we deliver care.”

West Essex Community Diagnostic Centre is part of a government commitment to roll out up to 160 Community Diagnostic Centres by March 2025.

The centres will offer a range of services including MRI, CT and X-rays, making tests more accessible for patients.

Virtual Hospital update

Please be aware of the Virtual Hospital service in west Essex for patients over the age of 18, giving more choice around where they can receive care.

The service was introduced in early December 2022 and allows patients with specific conditions to be cared for at their usual place of residence, including care homes.

Vanessa Wakefield, deputy director of the West Essex Care Coordination Centre, which manages referrals into the Virtual Hospital and organises care for patients, said: “The Virtual Hospital is a safe, alternative way of allowing patients with specific conditions to receive the same treatment they would otherwise receive in hospital.

“It’s just like being on a ward, but they’re in the comfort of their own home and being monitored from a distance, with face-to-face care as needed. Our aim is to help people stay well at home so they do not

need to go into hospital in the first place, help them stay independent and to recover faster.

“We know many people prefer to be cared for at home if possible, so this enables them to be in familiar surroundings and with their family, with the reassurance of knowing they will be monitored closely and receive tailored support to help their recovery. If there is any change in their health, we will talk to them about what medication or further care they need and put any extra support in place. Patients who have used our service have

told us they appreciate the support and care they receive, and being given the choice to recover at home.”

The West Essex Virtual Hospital Service operates seven days a week from 8am to 8pm. Patients can be referred to the service by their GP, clinicians here at PAHT, Whipps Cross Hospital in Leytonstone, Addenbrooke’s Hospital in Cambridge, Broomfield Hospital in Chelmsford, and any other community service.

Essex Partnership University NHS Foundation Trust is the lead provider of the West Essex Care Coordination Centre and West Essex Hospital Virtual Service.

You can now refer to the your questions answered document, patient journey and patient story to find out more about the service. You can also read more here >

Long-serving midwife retires after

46 years

A dedicated and experienced midwife will retire at the end of this month (March) after clocking up 46 years’ service.

Andrea Brewis, child death review team lead (pictured, overleaf, in 1982), began her general nurse training at St Margaret’s Hospital in Epping in 1976, aged 18.

Initially, Andrea trained as a registered nurse, before undergoing further training in 1980 to qualify as a registered midwife, formally known as a state certified midwife.

Throughout her time at PAHT, Andrea has progressed her career by seeking new job opportunities, including working

as a ward sister, community midwife, practice nurse, family planning nurse, ward manager, bereavement advisor and more recently, child death review team lead, a post that she has held for eight years.

Reflecting on her long service, Andrea said: “I have been involved in several projects

to enhance patient care and experiences. There are many stand-out moments whilst working at PAHT, but it was fantastic to have worked abroad and presented at international conferences in relation to bereavement care.

“I have thoroughly enjoyed all of my various nursing and midwifery roles and I would say that my career has been amazing. I feel that I have experienced the very best that my career could offer - I have worked alongside some inspirational colleagues and have been involved in delivering the very best that the NHS offers to families.

“I will really miss my colleagues as we are a very small team and also all those allied health professionals that I have had the privilege to work alongside.

“My current role, which covers the whole of Essex, can be challenging at times, but I am

extremely proud of the work that we do to support bereaved families following the death of their child.

“I’m looking forward to my retirement, spending time with my family, and exploring new ventures that lie ahead.”

Giuseppe Labriola, director of midwifery, gynaecology and assistant chief nurse, said: “Andrea has been tremendous in the development of the child death review team across Essex which has been recognised as a beacon of good practice locally and nationally. This is due to Andrea’s passion, experience and drive to improve services for our local communities.

“Andrea is extremely knowledgeable, well-regarded nationally and is such an asset to the organisation. Andrea is going to be such a loss to the service and will be very much missed.

“It has been incredible working with Andrea and listening to her career stories working at PAHT. Her dedication to maternity services and child bereavement services is palpable.

“Andrea – I wish you all the best in your retirement and thank you for your exceptional hard work. Enjoy the next chapter.”

Wishing you a happy retirement from all at PAHT. Thank you for your service.

New Patient Safety Incident Response Framework – important update

The way that we manage patient safety incidents is changing, in line with best practice nationally. In August 2023 we will be introducing the Patient Safety Incident Response Framework, which will involve a series of important changes to our ways of working. It is a mandatory requirement for hospitals to work within this new framework. It focuses on:

Compassionate engagement and involvement of those affected by patient safety incidents

y Expectations are clearly set for engaging, involving, and supporting those affected by patient safety incidents

y Aligned with ongoing research around improving patient and family involvement

Application of a range of systems based approaches to learning from patient safety incidents

y Promotes a range of methods for responding to and learning from patient safety incidents

y Moves away from Root Cause Analysis (RCA) to more investigation methodology

y Timelines are more flexible and set in consultation with the patient and/or family

y Quality of response and resulting improvement work is the priority

Considered and proportionate responses to patient safety incidents

y Changes blunt rules (the time it takes to undertake an investigation versus the time used to do the improvement work and having fair proportion) to determine what to learn from and what not to learn from

y Resource planning based on thorough understanding of patient safety incident profiles and ongoing improvement activity

y Supports organisations to be more proportionate, sensitive and considered in their approach

Supportive oversight focused on strengthening response system functioning and improvement

y Regulators and integrated care systems (ICSs) will consider the strength and effectiveness of organisations’ incident response processes

y It makes leaders of organisations providing healthcare accountable for how their organisation responds and improves following patient safety incidents

It is recognised nationally that the Serious Incident Framework (the current system of managing patient safety incidents) requires updating to ensure that clinical incident investigation and complaints handling meets the expectations of patients, their families and our colleagues. Investigations need to be more targeted to identify what happened and to establish the key issues of why so that we can learn from incidents effectively and share with others who may be affected in the future.

The framework aims to support us to:

y Learn more accurately about how work is carried out and use this to inform improvement

y Focus on improvement during an investigation, reducing administration

y Develop ownership and engagement

The framework and its role in reducing inequalities

y The Patient Safety Incident Response Framework provides a mechanism to

directly address unfair and avoidable differences in risk of harm from healthcare

y Flexibility provides the opportunity to learn from patient safety incidents that did not previously meet the definition of a ‘serious incident’

y It prompts consideration of inequalities in development and maintenance of patient safety incident response policies and plans

y Learning response tools prompt consideration of inequalities

y The engagement and involvement guide provides guidance on engaging those with different needs

y The system-based (instead of ‘person-focused’) approach aims to reduce the ethnicity gap in rates of disciplinary action across

the NHS workforce

What will change?

y The terminology we use –we will no longer use the term ‘serious incidents’

y National Reporting and Learning System (NRLS) and Strategic Executive Information System (STEIS) will be one system learning from incidents

y More engagement with patients/carers/families with investigations

y We will move away from RCA to system investigations

y There will be fewer large investigations, with more time spent working on improvements

What will remain the same?

y We will continue to report incidents via Datix

y We will continue to hold the bi-weekly Incident Management Group

y We will continue to drive forward quality improvement strategies (falls and pressure ulcers)

y We will continue to learn from and improve

y We will continue to carry out rapid reviews

Next steps

All colleagues involved in managing patient safety incidents will be invited to take part in training directly throughout 2023. For more information, please contact Finola Devaney, director of clinical quality and governance and assistant chief nurse (trust patient safety specialist), at finola.devaney@nhs.net

New facilities online system: Bringing technology to healthcare

Our facilities team are pivotal to the smooth running of our hospital and provide a range of services to support our patients and people.

On average, the team receive up to 600 requests each day for domestic, catering and portering services.

To ensure a streamlined and consistent approach to managing and allocating these requests, we introduced a new platform called Synbiotix this month (March). Each of the facilities team have been provided with a hand-held device in order to respond to

alerts and requests. The new system enables the team to:

y Allocate all catering, facilities and portering tasks accordingly, in order of priority

y Schedule rotas in advance

y Respond to urgent catering, facilities and portering requests

y Order patient meals at the bedside

y Highlight special dietary/ nutritional requirements when ordering patient meals

y Reduce the amount of email requests and administration required

y Analyse data using the integrated dashboard

y Monitor cleanliness of the hospital

y Monitor efficiency and identify where improvements can be made

You can read more on AlexNet >

Our clinical column: Quit smoking to boost your health

It's never too late to quit smoking and it is known it is much easier to quit for good with support. This month (8 March), marked national No Smoking Day, an opportunity to get that extra help.

You are far more likely to give up with NHS support, and no matter how long you have smoked for, quitting can help improve your health.

Did you know?

y Quitting smoking improves your brain health and reduces your chances of dementia

y Getting support boosts your chances of quitting - you are up to three times more likely to succeed

y Support from local stop smoking services and the NHS Quit Smoking App gives you the best chance of success, and GPs and pharmacists can also give advice and tips to help you quit

y On average, smokers spend £47 a week on tobacco, that's nearly £2,500 a year to spend on other things once you have quit

Every time you smoke a cigarette, your body is flooded with thousands of chemicals, many of which are poisonous.

Overall benefits

The day you stop smoking, your body starts clearing itself of the toxins and the repair

process begins. You'll notice some benefits within days or weeks:

y Your senses of taste and smell improve

y You start to breathe more easily

y You have more energy

Other benefits will follow, including:

y Better blood circulation to your heart and muscles, which will make physical activity easier

y Improved lung function, leading to reductions in any cough, wheezing or other breathing problems

y Reduced risks of smokingrelated diseases

y Your longer-term risks of cancer, lung disease, heart disease and stroke will be significantly reduced, and:

y after 1 year, your risk of heart attack halves compared to a smoker's

y after 10 years, your risk of death from lung cancer falls to half that of a smoker

y after 15 years, your risk of heart attack falls to the same as someone who has never smoked

y You will also be less likely to develop type 2 diabetes, bone disease including osteoporosis, eye disease and dementia.

Ways to stop smoking

y Stop smoking aids

y Vaping to quit

y Your local stop smoking service

Please contact your GP for advice.

You can read more at www.nhs.uk

Best wishes

Dr Shavita Kuckreja Respiratory consultant

Useful resources

y Supporting you to quit smoking - NHS >

y Should I give up smoking?NHS >

y How can I quit smoking?NHS Better Health >

Ready to manage – operational development programme

As part of the new This is Me @ PAHT Ready to manage programme, we are introducing a fantastic programme to support operational development managers to develop your knowledge and skills.

The Ready to manage –operational development programme features the core modules from the Ready to manage programme, together with tailored modules to support you in your current roles and to progress your careers.

All operational colleagues will receive a personal invitation to join the programme to develop your skills and enhance your career potential. It will take approximately 18 months to complete and time will be given during your working hours to attend the training and complete the project at the end of the programme. It is intended that the operational development programme will be compulsory for all new operational team members in the future. Existing colleagues are encouraged to join the programme, discussing the programme as part of your personal development plan during your appraisal.

The operational development programme modules are also open to colleagues from other departments and

professions, please contact the organisational development team to register for specific modules.

The programme starts with the first two modules of the Ready to manage programme and concludes with completing a quality improvement project in your area to demonstrate your learning and enhance the services delivered. All are encouraged to prioritise participating in the programme, with the support of your line manager.

Look out for more details of the operations specific modules coming soon. These can be completed in any order you choose, include enhancing your:

y Communication skills: (coaching and mentoring; clinical and operational communication; emotional intelligence; and shadowing across divisions and professions)

y Operational skills: (the

basics of operations management; patient tracking list management and operational management; discharge processes; understanding rotas, rosters and job plans; on call, MAJAX/incident training, and business continuity)

y Technical skills: (RTT/18 week rules in detail; cancer waiting times rules and operational management; emergency care standards; demand and capacity planning; business case writing, and report writing)

y Wider NHS knowledge: (research; data quality; commissioning, clinical reference groups, NHS England specialist services, the Integrated Care Board and Integrated Care System; East of England Ambulance Service; and Membership of Proud2BeOps

For more information about the Ready to manage programme, take a look here

To register for the operational development programme, please sign up for the first two modules of the Ready to manage programme by emailing paht.learning-od@ nhs.net and look out for further details on the operations specific modules, which will be released soon.

Local father-of-two undertakes gruelling Iron Man challenge to raise funds for our charity

A local osteopath and fatherof-two has undertaken the ultimate challenge in aid of raising funds for our charity.

Neil Rowe, 44, from Epping, challenged himself to complete the Iron Man challenge to fundraise for our Neonatal Intensive Care Unit (NICU), who cared for both of his sons who had serious health complications after their premature arrivals.

Neil said: “I’m very happy and proud to have achieved the status of being an ‘Ironman’ after completing a 2.4mile swim in the open water of the sea, followed by a 112-mile bike ride, and a 26.2-mile marathon to finish.

“To put that into context, it’s similar to swimming from one side of Harlow to the other side of Harlow, then cycling from Harlow to Birmingham and finishing with a run from Harlow to London, or thereabouts.

“I wanted to raise funds for the NICU as a thank you for the care that they provided for both of my sons, Ralph and Sam.

“Ralph was diagnosed with collapsed lung after he was born prematurely at 29 weeks; the air in his chest cavity began to put pressure onto his heart, which resulted in round-the-

clock care for over 54 days. Sam was also cared for in the NICU for 16 days after being born at 32 weeks, during the Covid pandemic.

“I trained intensely for eight months, which included swimming, cycling and running, with an occasional rest day. In the final months of training, my weekends were filled with extremely long training sessions, for anywhere up to ten hours a day away from the family. I’m grateful to my wife Laura for allowing me the time to do this.

“Both Laura and I are completely overwhelmed by the support that we have received. So far, we have raised over £10,700 and almost £13,000 with Gift Aid.

“We are so grateful to the NICU team for the care that they provided to our two precious boys, who are now three, soon to be four, and two,

and for the emotional support that we received during this very difficult time in our lives. Baby number three’s arrival is imminent and we’re hoping for a shorter stay or avoiding NICU altogether, albeit, they make it feel normal for us."

Sharon McNally, chief nurse and deputy chief executive, said: “A heartfelt thank you to Neil for undertaking this gruelling challenge, which was by no means an easy task, to raise an astonishing amount of money for our NICU.

“A big thank you also to those who have generously donated to the cause. The money raised will help to enhance the care that we provide for sick newborn babies and fund new specialist equipment.

“There is still time to donate to the fantastic cause, please visit Neil’s JustGiving page. Every donation makes a real difference, no matter how big or small.”

You can donate on Justgiving here >

Introducing our specialist Admiral Nurse service to support patients living with dementia

In partnership with Dementia UK, the specialist dementia nursing charity, we have introduced a new specialist Admiral Nurse service to support patients living with dementia and their family members.

As specialist dementia nurses, Admiral Nurses help families manage complex needs, considering the person living with dementia and the people around them.

They provide life-changing support and guidance for families affected by all forms of dementia in communities, hospitals and hospices, on the free national Dementia Helpline, and in clinics.

Caroline Ashton-Gough, dementia clinical nurse specialist, has cared for people living with dementia for over five years and will take on the role of Admiral Nurse at PAHT.

Caroline said: “I am delighted to become the first Admiral Nurse at PAHT. It is an opportunity to draw upon my experience to further enhance the level of dementia care that we provide, increase the awareness of dementia and establish a formal carers’ support programme that provides one-to-one and group sessions.

“This will also enable me to provide ongoing care and support to patients with complex needs, not only during their hospital stay, but once they have been discharged from hospital too.”

Sharon McNally, chief nurse and deputy chief executive, said: “We are pleased to be working in partnership with Dementia UK to offer this new service.

“Caroline’s dedication to improve the quality of life for patients living with dementia is evident through her extremely valuable work and the care that she provides - I know that she will be exemplary in this new role.”

Dr Hilda Hayo, chief Admiral Nurse and chief executive at Dementia UK, said: “The last few years have placed increasing pressure on local services that support families with dementia. This has left many families struggling and unable to cope with no one to turn to for support.

“Admiral Nurses understand the challenges faced by families affected by dementia; they help people with dementia to stay independent for longer and they support the people caring for them so that they have the strength to cope with the bad days and the energy to enjoy the good days. It is critical that we have more Admiral Nurses across acute hospital settings to support those who need it the most.

“We are pleased to welcome Caroline to the Admiral Nurse team and look forward to watching her excel in this role.”

For further information on Admiral Nurses, please visit Dementia UK's website >

Our patients said...

"I would like to compliment the staff at Herts and Essex Hospital in Bishop's Stortford for their excellent service.

"I went to have an X-ray and the staff were very helpful, as was the radiologist. Thank you all for your help and assistance."

"We are all very grateful and happy with the care, compassion and professionalism that our relative received while he was in your care.

"Without the care he received, he would be a very poorly person. Thank you to all of the staff at Kingsmoor Ward."

"I would like to say a big thank you to the staff of the A&E department. You could see how hard they were working.

"The reception team were great, coming out to the front in the night with a tea/coffee trolley and offering us all a hot drink and a cake. They then repeated this in the morning. The doctors were great with my mum doing all kinds of tests because of how unsteady she is on her feet."

Wise about wellbeing...

While you are caring for our patients, or supporting those who provide care, it is extremely important to remember to focus on your wellbeing and to check in with your colleagues too.

There are a wide variety of resources available to you to support your health and wellbeing. Each month, we share practical information and tips as part of our wise about wellbeing feature.

You can access details of the full range of health and wellbeing resources on the staff health and wellbeing workspace on AlexNet >

This month, we are focusing on PhysioMed - see below for details.

PhysioMed - support available for you

Fast track physiotherapy service

All employees have free access to physiotherapy, delivered by PhysioMed

PhysioMed provides a physiotherapy advice line that helps our people to self-manage their condition. Most people will only require telephone advice and support; however, face-to-face consultations are available to those who need this. PhysioMed are able to provide:

y Advice and education

y Workplace modifications

y Home and lifestyle modifications

y Exercises to reduce pain and improve movement, strength and balance

y Advice on the use of ice/heat, strapping and supports

y Referral to other professionals for further investigations

Criteria needed to be able to access PhysioMed:

y You need to be a permanent member of staff

y You need not to be currently seeing a physiotherapist, osteopath or chiropractor

y Under the care or have an appointment with a consultant

If you think you would benefit from Physiomed, please complete the selfreferral form via AlexNet or contact the staff health and wellbeing team on x 7015.

Don’t wait for your symptoms to get worse. Please request treatment within 12 weeks of the injury or issue occurring.

Please note: there is a 24 hour cancellation policy for all appointments – face-toface and telephone.

#PAHTPeople - making a difference

Marking National Careers Week at PAHT

National Careers Week (6-12 March) was an opportunity to support our #PAHTPeople to develop their future pathways and career.

At PAHT, we’re committed to growing our own and supporting you to learn and progress. We scheduled a range of activities throughout the week, including:

y Careers and development information stands

y Online webinars focusing on career journeys

y NHS Elect practical skills workshops

If you were unable to join any of the events, you can find the latest information around career and development opportunities

Welcome to our new #PAHTPeople

In the last month, 33 new #PAHTPeople have joined us:

Katrina Armstrong

Michelle Bannister

Rebecca Broadbent

Urszula Choroszkiewicz

Emily Clibbens

Kate Collins

Bethany Crane

Antoinette Cuffy

Teresa Daniels

Ruth Davies

Sian Ely

Urszula Hepfner

Kameta Imaeva

Soumya Kurian

Lorraine Lam

Sharon Mathew

Victoria McDonald

Joshua McManus-Wood

Abirami Namasivayam

Gbenga Odedina

Anthonia Odili

Cecilia Ojoare

Vicky Oliver

Sandra Pamphilon

Jessica Payne

Geoffrey Raine

Charlotte Richards

Katie Shilling

Sharjeela Tariq

Melenie Temple

Joshua Till

Teresa Watts

Nuwan Weerasinghe

on our website join us page, the learning and organisational development workspace on AlexNet, or email paht. learning-od@nhs.net.

In this time, 30 people have left PAHT - thank you for supporting our patients and our people.