Together - Summer 2019

SUMMER 2019 Summer 2019

Together
Bromley Healthcare staff magazine

View from Welcome to the Summer
the CEO edition of Together, our
magazine for Bromley
Welcome to the late Healthcare staff working
summer edition of with the NHS.
Together! Over the
last few months, Contents
Andrew, Cath, Janet
and I have been • View from the CEO.......................................2
talking with teams as • Shaping our future.......................................4
part of our bi annual • Learning and Development.....................8
strategy reviews. • Quality Account..........................................12
We have taken this • Staff Forum...................................................13
opportunity to discuss • Staff led ideas...............................................14
our priorities for the • What we have resolved............................17
next year or so. I have • Frailty Case Management........................18
included a summary at • Charity News................................................21
the start of this edition. • Loneliness - a government strategy......26
An important reflection • Meeting Dr Eric Weil..................................29
which still occupies my • What you’re up to.......................................32
thoughts is whether • Central Court refurbishment..................38
there are adequate • Tea time teaser............................................40
channels for you to • Starters and leavers ..................................41
‘speak up’. There • Star of the Month ......................................42
are a number of • Team of the Quarter..................................45
channels now in which
opinions, concerns
and suggestions can
be expressed.

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Bromley Healthcare staff magazine - Summer 2019

One of the newer ways we are ensuring the staff voice is heard is through the
Staff Forum which you can find out more about on page 13.
Throughout this newsletter it is fantastic to see so many initiatives led by you
including hybrid mail - Amber Ritchie presented this idea to me. Once fully
implemented it will not only save time for CCC colleagues but also solve our
postal issue in the Bexley 0 to 19 service.
Dr Eric Weil is a leading integrated care practitioner from the Boston system.
Some of you may have met him when he visited our services earlier this year.
One of Eric’s recommendations was the implementation of a super utiliser
programme for patients who have been through the ICN proactive pathway but
require more ongoing support. You can see how Steve Skingley and Michelle
Valentino are already putting this recommendation into practice in their Biggin
Hill initiative.
Find out why congratulations are in order for the latest band 5 readiness
alumni, Lindsay Pyne, Fiona Bentham and all of our stars of the month
throughout the magazine.
Thank you Pippa for another great edition. Happy reading!

Jacqui Scott
Chief Executive Officer

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Bromley Healthcare staff magazine - Summer 2019

Shaping our future - priorities for 2019+

The NHS long term plan has recognised the pivotal role community services will play
working hand in hand with primary care to deliver a sustainable NHS for the long
term future. For the first time, from 2020, there will be an identified funding source
set aside to support this. The core offer is set out in the long term plan and we are
already delivering a strong service offering against each area :
• 2 hour crisis response (Rapid Response service)
• 2 day access to Rehabilitation (our bed based unit has been identified as positively

deviant - one of ten in the country)
• Anticipatory Care (ICN Proactive care pathway)
Bromley Healthcare is a special organisation, now unbelievably, in its ninth year of
supporting our patients, carers, children and young people live longer and healthier
lives closer to home. Our services, over the last year, have cared for 92,286 patients
and delivered 606,387 consultations through a range of channels - face to face,
telephone and email. A summary of our plan is set out below:

Goal 1: Best possible outcomes for all of our population
Delivering the best possible outcome for all of our patient population is the sole
reason for our existence. With finite resources available across the entire health and
social care economy we need to constantly challenge ourselves that we are not
delivering care just to an individual at the detriment of the wider population.

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Bromley Healthcare staff magazine - Summer 2019

Our value based contracts have quite rightly transitioned away from the delivery
of a set number of interventions to payment based on the value that services
provide. Our Key Performance Indicators have consistently been met from the start
of the contract. In some cases these are not the right measures but we can work
in collaboration with our commissioners to improve these. Eventually, with other
‘One Bromley’ partners I hope we will move to a common set of system wide key
performance indicators.
Our outcomes have been defined, are being measured and soon we will start to
understand more about the impact of our interventions on patients’ outcomes.
However as this is a shadow year, we will not be financially penalised for not meeting
these outcomes.
Record keeping is a key focus for this year - it is a patient safety issue if the patient’s
clinical record is not updated in a timely manner. It is fair to say that there is
significant learning from last year’s record keeping audit and it will be good to a see
a step change in improvement this year.
It is good to see that One Bromley have now widened their reach to incorporate
Children’s services. The initial areas of focus are Hospital at Home and Coordinated
Hubs. A key focus for this area will also be transition.
An 80 year old who spends 10 days in hospital loses 10 per cent muscle mass
(equivalent to 10 years of ageing). Building on the momentum of the recent
successful pilot the Community Facilitated Discharge Team is being established in
the PRUH. Working on the principle ‘home first’ the team will facilitate safe discharge
into all community services as well as helping to identify more complex patients that
can be discharged earlier from hospital to be supported safely at home.
Meridian Productivity is helping with the transition towards our ‘One therapy team’.
This is definitely not about making cuts but instead, ensuring that we have the
required competencies across the team to support all of our patients’ needs. It is
validating our demand and capacity models and helping with our understanding of
non-patient consultation time and the current blockages that waste valuable clinical
time. It will also ensure that we do not have isolated professionals.
The ICN proactive pathway has been a great success story being cited by SEL as
part of their bid. The Biggin Hill project (Michelle Valentino and Steve Skingley are
leading) is providing ongoing support to super utiliser patients who require more
ongoing support for a longer duration.
The interface between our services and social care is critical. We are part way through
the due diligence process of acquiring a home care agency. This will provide a
platform into social care as well as different income sources.
In Bromley, eight primary care networks have been established to look after their
patient populations ranging from 30,000 to 75,000. We are launching an extended
hours service to support Hayeswick PCN. We are also looking at how our teams are
configured into neighbourhood teams around the PCN population and how we can
support their development.

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Bromley Healthcare staff magazine - Summer 2019

Goal 2 : Building a culture for growth
In building our culture for growth continuous learning is critical but so is
psychological safety and how you feel. Our aspiration is for everyone within our team
regardless of their level or their role to flourish here.
We are trying to move towards a more distributed leadership with you having the
authority you require, to make the decisions to do your role, within a framework of
clear accountability. This is still work in progress and I know that we do not always
get this right! However, we need to persevere as you have most of the solutions.
Quite often, there is an outcome that we do need to achieve but you should be fully
involved in the journey of how we get there. If you do not feel involved in decisions
happening around you let me know or raise it on the ‘blog’.
From the results of the staff survey, feedback from the staff forum and when we talk
to teams the key factor underpinning lower morale is a lack of substantive or bank
staff. It is clear there is not a blanket solution and each professional group requires
their own individual targeted approach.
A number of harder to recruit areas and / or where we currently have higher vacancy
rates have been identified with the Leadership Team including Nursing (DN, Health
visitors, Foxbury), Children’s therapies, (OT and SLT) and the CCC. In conjunction with
targeted recruitment techniques, we are also deploying our ‘grow our own team’
strategy; transferring the principles of the ‘band 5 and apprenticeship programmes’
into other areas.
The time to recruit has reduced by an average of 17 days and our vacancy rate is at
the lowest it has been; at 7.9%. However, it is important that our focus expands to
retention. Our Learning and Development Lead is developing and implementing a
career development programme across all grades. There will be more transparency
over the development/ training being supported with the set up of the funding
panel. Further investment will support our objective of being a learning organisation.
In the Care Coordination Centre we will be implementing a career progression and a
competency framework so there is more transparency regarding progression through
the bands. Our dedicated CCC trainer is introducing courses for new starters as well
as update training for the existing team. This is in response to feedback from the CCC
team about the interview points system.
A number of champions are helping to collate our health and well-being offer which
encompasses benefits (discounts, subsidised gym memberships, lease cars, interest
free loans), staff physio, pastoral support, mental health and well-being and support
with cancer.
The staff forum has been established so that there is a strong staff voice running
through our organisation. There is an iterative action tracker monitoring resolution
of the issues raised at the forum. However, I am still concerned that some people
are leaving because there are issues within the team that they feel concerned about
raising. A suggestion from the Leadership Team is to introduce ‘Speak up guardians’
which was agreed as a positive approach with the Staff forum. There will also be
options later in the year to join the Forum virtually.

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Bromley Healthcare staff magazine - Summer 2019

Goal 3 : Optimum Care Coordination
The Care Coordination Centre has been operating since January 2017 and is now
receiving positive service feedback from strategy reviews. It is our objective to make
this the true single point of access into community services Bromley Well and Oxleas
will also have a presence later in the year. The CCC continues to evolve with the set
up of a clinical monitoring function in the centre consisting of nurses and therapists.
An integral part of this will be our new telehealth monitoring hub using a system
called ‘Current’ that can monitor vital signs remotely through a wearable cuff.

Our Business Intelligence strategy is translating our plethora of data into intelligent
information that is supporting our decision making. The development of our live
safety dashboards has started (Rapid Response and the Insulin huddle) using our
systems to help monitor and prevent patient safety incidents.

IT is one of the most critical enablers underpinning the way in which we all work and
together with learning/development is highlighted as the area we need to improve
most upon by new starters, the staff forum and leavers. The HSCN and Windows
10 roll out should significantly speed up the system. Some services are waiting
for mobile working and the publication of the IT roadmap will set expectations
of timescales. The implementation of the long awaited scheduling system will
commence shortly and we are also looking at an integrated HR system so that each
team member has their own electronic file that they can access. The IT team are
juggling many priorities across the health economy (also supporting Primary Care
and the CCG) and current capacity within the team is being reviewed.

Goal 4 : Financially sustainable
We are fortunate as we do not talk a lot about directly saving money. We will not
continue to be financially sustainable by setting indiscriminate savings targets across
services. I am a firm believer that if we concentrate on achieving the first three goals
and continue to use our resources wisely (easier solutions such as the utilisation of
estates) goal 4 will follow. We are also exploring other income sources that if successful
the profits will be reinvested back into our core services - by continuing to be able to
deliver high quality services will help with retention of our committed team.
Jacqui Scott

Chief Executive Officer

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Bromley Healthcare staff magazine - Summer 2019

Learning and development

Dan Jones, Learning and Development Lead

talks to Pippa Plumtree about his first few months

How have your first few months at Bromley Healthcare been?

It’s been great! It’s amazing how quickly three months can go and I’m lucky to have
such a great team to work with. I am incredibly impressed with what I’ve seen so far
and it’s clear we have strong set of values that permeates throughout the organisation.

As the new Learning and Development Lead, what have you been
focussing on?

It has been great to speak to people about their development needs and their individual
experiences of learning and development at Bromley Healthcare. I am quickly
understanding what my role means to people and I want to ensure that staff discover
great learning and development opportunities which are valuable and accessible.
We have already started to act on some of this feedback about access to online learning
and managing learning compliance; the Learning Management System (LMS)
within the Electronic Staff Record (ESR) has been working since June and we have
already started to see the benefits such as access to compliance information; timely
reminders and automatically updating records when training has been completed.
In addition to this, we will be concentrating on four clear areas of
focus to ensure we provide learning opportunities to enable new and existing staff to
professionally and personally develop; supporting the organisation’s key objectives
is to build a culture for growth:
• Education
• Core skills (including statutory and mandatory)
• Leadership and management development
• Career planning and talent management

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Work is already underway to push these areas of focus forward including the
introduction of apprenticeships across the whole organisation.
New ways of learning
The learning culture for many years has traditionally been one where learning
is achieved through formal training or qualifications. Through a number of
strategies, we want to shift from a reliance on formal training and qualifications to
an environment where staff and managers recognise and value the importance of
on-the-job and social learning, alongside the more traditional learning routes. This
reflects the 70-20-10 model of learning:

Funding
Over the last few years, we have seen a reduction in Health Education England (HEE)
funding, which means we need to be more creative in how we design and deliver
training and development. In addition, we need to ensure that any money we do
have is allocated in a way that is open, transparent and meets both organisation
and service needs. For this reason I am introducing a funding panel that will oversee
the process for allocation of Workforce Development (Education and Development
Funding) and other non-medical funding allocated to the organisation by Health
Education England (HEE).

• Agree a fair and equitable distribution of funds across the main staff groups, roles
and professions at whom the funding is targeted

• Invite bids from individual staff and departments
• Review, prioritise and approve bids for use of these funds against agreed criteria
• Monitor allocation of workforce development funding
• Review allocation of workforce development funding alongside other sources of

education-related income
• Ensure that funds are allocated within the financial year
• Evaluate the impact and effectiveness of use of funding.

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Apprenticeships
What is an apprenticeship? While traditional apprenticeships were undertaken
by those wanting to learn a particular trade – such as construction, mechanics or
carpentry – modern apprenticeships span a vast array of sectors.
Bromley Healthcare is required to pay into an apprenticeship levy on a monthly basis
and these funds can be used to offer fantastic development opportunities for new
and existing staff.
An apprenticeship will lead to you mastering new skills or higher level skills that
are required for your job. Staff of any age or grade can gain additional professional
qualifications that support the role they are performing.
There are currently over 190 career paths available for apprenticeships, in industries
including Health, finance, business, law, media and IT. Apprenticeships follow
frameworks that document statutory requirements, and are supported by certified
training providers to ensure they comply with national standards.
Bromley Healthcare currently pays £120k per annum into the Apprenticeship Levy,
and we need to maximise the use of this fund in order to develop our suite of
apprenticeship qualifications available to staff, targeting those areas where it can
enhance new roles and career progression.
What are the commitments? Apprenticeships are development opportunities that
require commitments from both the individual doing the apprenticeship and their
manager. The following are requirements:
• Apprenticeships last for at least a year
• The individual and manager commit to 20% off-the-job training and development
• The role must support the apprenticeship training – so that you can get the on-the-

job experience needed to support your learning.

Career pathways
Bromley Healthcare’s key workforce objective is to build a culture for growth; to ‘grow
our own team’. To me this means we must recognise that all staff – regardless of their
role or profession – need the right training and development in order to be able to
excel at work and progress their careers.
As a result, we will be building on current pathways (nursing AHP, etc) and developing
new ones for all staff at all levels. Creating a career pathway means plotting a course
for identifying occupational interests, determining education and training needs and
establishing an action plan for reaching career goals.
We will also look at how we integrate appropriate learning opportunities to support
our career development programmes. This represents an organisation’s efforts to
attract, recruit, advance and retain skilled and valuable employees, at all levels.
The goal of talent development, locally, is to ensure we have people with the
capabilities, commitment and behaviours needed to deliver current and future
organisational success. This means making sure we:

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• Have the right people, in the right roles, with the right values;
• Provide access to opportunities and ‘stretch’ development that enable people to

achieve their potential;
• Be able to identify and apply a consistent measure of individuals’ potential.

What do you consider the key criteria for training to be effective?

We want to build the skills and capability of all our staff to ensure that they can
deliver the organisation’s aims. Our learning offer is therefore based around the
following methodology:

Self Assessment Tools and Questionnaires

Identifying learning pathways as well as useful tools to support with
development needs.

Learning Toolkits

Create toolkit modules that can be accessed as and when needed.

Online Resources (e-learning and vignettes/videos)

Over 700 topics which can be accessed via the current learning
platform (OLM)

Standalone Workshops and Seminars

Specifically targeted subjects based on service needs analysis.

Accredited Qualifications and Apprenticeships

Comprehensive programmes designed to give practice and formal
development in role.

Introduce ‘Learning Champions’ with each service

They can act as intermediaries, encouraging colleagues and managers
to make best use of learning and development opportunities.

Dan said: “I am committed to developing a culture for learning where people learn
together and from each other in order to deliver the ultimate aim of providing the
best care for our patients.”
Pippa Plumtree
Communications Officer

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Bromley Healthcare Quality Account 2018/19

Bromley Healthcare’s Quality The report contains information on • Implementation of new
Account for 2018/19 has been the outcomes of audits (local and
published. All NHS healthcare national), CQC/Ofsted inspection systems
providers have been required results, assurance of data quality
to produce an annual Quality and participation in CQUIN’s. • Other key issues for resolution
Account since 2010. In many
ways the Quality account is The Quality account also includes This year successes in our Talk
celebration of many of the great a summary of the work carried Together Bromley and Bexley 0 to
things that you do. out with all clinical and corporate 19 services have been highlighted.
services which has been a key Therapy Outcome Measures
Our Quality Account is a report focus in the last. (TOMs), an initiative developed
about the quality of services by our therapy teams is reported
provided and is available to the The strategic review process on for our Adult Physiotherapy,
public. Quality Accounts aim to (attended by service leads and Occupational Therapy, Speech
enhance accountability to the team representatives) has been & Language Therapy, Falls,
public and engage the leaders based on the principles of Wheelchair, Rehabilitation Beds
and clinicians of an organisation in and Home based services; all
their quality improvement agenda. • Staff motivation and are using TOMs to measure their
outcomes.
The Quality account looks forward engagement In this year’s publication we have
to 2019/20 as well as looking back also focused on our‘Culture for
on 2018/19. As an organisation we • Transformational leadership Growth’. In particular the very
are keen to share information with successful introduction of the
service users, patients and their and accountability band 5 development programme
carers about the current quality is highlighted detailing how
of all our services and our plans to • Organisational collaboration Marie-Louise Muir Community
improve even further. Clinical Educator (Nursing) with
The initial reviews of our services her team proposed and developed
The document is underpinned by were completed in between an intensive course that would
defining quality against the 5 CQC March 2018 and December 2018. revolutionise the way Bromley
core standards for a healthcare With follow ups scheduled 3 - 6 Healthcare train nursing staff.
organisation. Our achievements months post the initial reviews to These are just some of the
for the last year are categorised monitor progress against actions highlights of the report; so do
under the following headings: identified. To ensure a consistent please take the time to have
approach reviews were structured a look at the Quality Account:
• Safe to include the following areas: Bromley Heathcare Quality
• Caring Account 2019-19
• Responsive • Achievement of operational
• Effective Andrew Hardman
• Well led performance Commercial Director

• Achievement of service

standards

• Achievement of outcomes
• Patient satisfaction
• Delivery of financial targets

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Bromley Healthcare staff magazine - Summer 2019

Staff Forum: building our employee voice

The staff forum was established “My role in Bromley Healthcare Any steps taken to rectify the
this year to share information and is to lead a team of Low Intensity issues are explained and future
to gain input and ideas from our CBT (Cognitive and Behavioural plans, such as estates moves,
staff. Members of the staff forum Therapy) Practitioners within are given expected dates that
have a key role linking discussions Talk together Bromley. Our team are being worked towards. Team
to ideas and experiences of their TUPE’d in to Bromley Healthcare representatives can then feed
teams, identifying feedback or a year ago and we’ve been back to their teams on what steps
issues from their colleagues and looking for opportunities to are being taken to manage the
feeding these back. The forum integrate better with our new issues that they have raised.
membership includes a broad service provider. By joining the Recently, a concern brought
cross-section of representatives staff forum, I hoped to develop to the forum requested
from clinical and corporate teams that relationship and use it as a improvements in supporting
across all services and is chaired way of communicating Bromley neurodiverse employees.
by Jacqui Scott and Victoria Healthcare’s support and values To respond to this, the issue
Maynard from the Talk together to the team, hopefully bringing a has been shared with the
Bromley team. sense of belonging and stability. Recruitment and Learning and
The forum has discussed a myriad At the first forum, Jacqui Development teams to consider
of topics including: requested a co-chair and I put how neurodiverse employees
myself forward for this role as I’m can access roles in Bromley
• The staff survey action plan very interested in staff experience Healthcare as well as identifying
• Discussion on channels and retention. I’m passionate necessary supports and training
about primary care mental health when in post. I think examples
available for colleagues but have been in this field for a such as this demonstrate the
to raise concerns safely number of years so was looking for effectiveness of the staff forum
within the organisation and ways to develop my skills without in addressing and improving
consideration of other options having to move to a new role. matters raised.
My role as co-chair of the staff Overall, I’m very much enjoying
• Regular, short slots for services forum requires me to develop a being part of this process. I really
to provide a presentation on working understanding of the like that Jacqui and Bromley
their service, so that everyone different services and teams Healthcare are encouraging
begins to understand the within Bromley Healthcare and honest and open conversations
different Bromley Healthcare the issues that are important about service problems and
services better. to them. At each forum I use a listening to suggestions for
tracker of items raised at previous improving people’s work life. I
• Update on ‘estates’ including meetings and ask Jacqui for like being part of a service that
discussion on parking policy updates against each point. shows accountability for staff’s
Feedback has covered all areas wellbeing and am excited to be
• Feedback from services : of staff experience, for example; involved in future developments.”
ideas, concerns improvements to clinical spaces,
There have also been break-out requests for wellbeing support Evelyn Chauhan
sessions to discuss items more and policy amendments. Commercial Manager
fully within smaller groups.
Victoria provides some insight
into her role:

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Bromley Healthcare staff magazine - Summer 2019

Staff led ideas - Healthcare Careers Discovery Days

Over the last few years, Lindsay Pyne (OT and Clinical Educator, Learning and Development
Team) noted a trend that young people were identifying medical and nursing careers and
requesting placements to confirm this choice however very few had considered or knew about
Allied Health Professions (AHP). Lindsay and the team created a new initiative to increase
local young people’s knowledge of all healthcare career choices, especially AHP professions;
‘Healthcare Careers Discovery Days’ were created.To put these into place work experience
processes were overhauled and local schools contacted to ensure effective planning of the events.
Following the re-organisation of work experience across the organisation and a pilot of a careers
day for the local community in 2017, the number of requests for work experience with nurses
and medics was increasing beyond available capacity. A radical solution was identified and
developed by Lindsay and the team in the form of ‘Healthcare Careers Discovery Days’. A clear
focus on reaching out to young people in local schools was needed, and following numerous
requests from school career advisors, opening their eyes to the wide range of healthcare careers
available, especially the Allied Health Professions.
Healthcare Careers Discovery Days were planned and held twice a year, one in February aimed at
those in school years 8-10 who are making GCSE and A-Level/further education choices, and the
other in November aimed at those in school years 11-13 who are considering higher education/
employment options. As documented in the NHS Long Term Plan (2019) it is important that AHP
staff shortages are addressed and this is one of the impactful interventions used.
To ensure staff were made aware and engaged with the Careers Days, communication was
delivered through clinical leads, targeted emails and face to face meetings. Local universities
and colleges were invited to the events and Health Education England were made aware of
the initiative and invited to attend. As a result, at least one member of each profession and
education provider was able to attend, providing a real insight to the differing clinical roles and
training/employment opportunities.
The structure and timing of the event was planned to facilitate school registration and transport.
The Careers Days began with a welcome from Bromley Healthcare’s executive team followed by
three sections: Career Opportunities (interactive talks from AHPs, Nurses and Doctors), Market
Place (opportunity to meet clinicians, ‘guess the tool’ quiz and further information) and Pathways
into Careers (career advice, apprenticeships, and NHS benefits).

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To date, three Healthcare Careers Discovery Days have taken place with over 150 young
people attending. Students have met clinical professions spanning bands 2-9 from across
the organisation. Careers advice, presentations and interviews were included with activities
demonstrating the AHP professions. The inclusion of local universities and colleges has
encouraged students to think about the next steps in their future careers.

Following meetings with school career advisors at these events, our CEO has subsequently
visited our closest schools in order to further develop relationships and discuss future joint
working initiatives. One of the key successes to come out of this initiative is that a local student
has been employed as an apprentice within the organisation. Future plans for work experience
within Bromley Healthcare include:

• Continue with twice yearly Careers Days.
• Look into Summer School for work experience students.
• Increasing apprenticeship opportunities for local school leavers.
• Increased use of social media to promote these events.
• Joint working with schools to use media channels to capture professions/career advice.
For a relatively small healthcare organisation this initiative has greatly developed AHP leadership
skills and promoted change on a large scale within our local area which the organisation are very
proud of.

We are also very proud of Lyndsay (above centre), who won the AHP Workforce Award for her
idea and its implementation at the Chief Allied Health Professions Officer (CAHPO) Awards 2019.
Robert Frampton
Commercial Manager

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Staff led ideas - Hybrid Mail

What is hybrid mail? Amber Ritchie from the Care Coordination
Hybrid mail is essentially a virtual printing Centre, who suggested the idea, is helping to
service that enables us to outsource printing project manage and will be looking at creating
and envelope packing. It will have direct savings the required governance and mobilisation
both financially and in staff time, although it will plans for the project as well as finalising the
not replace all printing and postage. procurement alongside the Commercial team
and Procurement.
The main area of improvement will be when Currently we are hoping to begin early
sending out bulk post to patients to begin mobilisation actions in September with
with, following on from that the service offers a steady team by team adoption. More
potential for electronic 2 way communication communication will follow.
with patients in a secure and compliant online
portal. The Accessible Information Standard
Mandated by NHS England, The Equality
Moving to more effective and flexible ways of Act, The Care Act, The Health and Social
communicating with our patients will help us Care Act and an equality objective within
to meet the accessible information standards CQC inspections, the Accessible Information
and will reduce costs further. Standard must be met by all Health and Social
Care providers.
Where are we with the project? This is a major challenge for all NHS Trusts,
Project planning has begun with systems particularly when budget constrained. How
being compared across three main providers can you stop an individual letter amongst
with NHS experience; Ricoh, Synertec and thousands leaving in a format inappropriate
Xerox. We have established an approximate to the patient? How can consistency be
usage and expenditure across the organisation maintained across all clinical systems?
for all post, printing and franking (we send
around 186,000 items per year!).

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How can patient needs be shared between Reviewing our services:
clinical systems, providing visibility to everyone? what we have resolved
And how can any of this be achieved within
existing budgets? These are the challenges we
are already solving today for NHS Trusts around
the UK.

Digital migration In recognition that continuous review is
A move towards digital communication with fundamental to the development, delivery
patients is a core objective across the NHS, and monitoring of our services, we have
driven by increasing patient demand as well as completed a systematic review of all clinical
the Paperless 2020 programme. But migration is and corporate services in the last year with
challenging and without a cohesive plan, poorly named leadership roles to drive through
aligned projects can lead to greater complexity, resulting actions.
increased cost and compromised effectiveness.
Hybrid mail will allow us to create a strong The review process has also improved staff
foundation for digital communication with our motivation and engagement and enabled
patients and should be an enabler for more services to be accountable for transforming
advanced communications. areas in their services which they feel could
be done better with Executive team support
Potential features and benefits of hybrid to drive these through.
mail solutions: The initial reviews of our services were
completed in between March 2018 and
• Significant direct cost savings December 2018. With follow ups scheduled
• Consistent, high-quality and prompt patient 3-6 months post the initial reviews to monitor
progress against actions identified. We have
communication across departments, clinics looked at the following areas for each service:
and Trust systems
• Achievement of operational performance
• Efficiency gains from automation of manual • Achievement of service standards
• Achievement of outcomes
processes • Patient satisfaction
• Delivery of financial targets
• Simple, fast implementation with very short • Implementation of new systems
• Other key issues for resolution
payback periods
A couple of examples of achievements
• Simple, secure electronic delivery choices include, new Nursing Associate posts for
District Nursing and introduction of a forum
for patients for Healthcare Assistants at Hollybank. There
are of course many other achievements
• 2 way appointment management relating to budgets, improved performance
and feedback from our patients.
communication Please speak to your teams to ensure that all
are able to contribute to these reviews.
• Automated appointment reminders and FFT Andrew Hardman
Commercial Director
feedback

• Reduced DNA rates
• Reduced risk, from a proven and secure

solution

• A shared source of information for patient

communication needs and preferences,
visible to all

• Meeting patient accessibility needs

consistently, with communications received
in the same timescales as for all other
patients
Robert Frampton
Commercial Manager

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Bromley Healthcare staff magazine - Summer 2019

Frailty Case Management

Nurse-led targeted case management for high cost NHS patients with frailty
and multi-morbidity: a truly integrated cross-provider community pilot.
The overall aim of the project is to quantify the cost-effectiveness of targeted nurse-led
case management, providing underpinning evidence for this integrated care pilot to be
commissioned across the NHS as part of the 10 year plan as a key intervention to improve
outcomes for frail patients with multi-morbidities.
The project aims to provide evidence that working differently can help to manage the
growing demands on GPs, reduce hospital admissions, decrease prescribing and social care
costs and improve patient experience through a highly skilled practitioner (Community
Matron) working along-side GP Practice. Our identified pilot site is the Stock Hill Medical
Centre in Biggin Hill.

The project is being led by Cath Jenson with Steve
Skingley and Michelle Valentino (pictured above)
and was awarded a small amount of funding from
the Queens Nursing Institute.
Why is it needed?
Research into previous studies has demonstrated that there is a lack of evidence in
community settings how best to assess and intervene in patients with multi-morbidity. This
is recognised in NICE multi-morbidity guidance (NG 56, 2016).

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Bromley Healthcare staff magazine - Summer 2019

There is some evidence supporting the effectiveness of ‘Comprehensive Geriatric
Assessment’ (CGA) but this is mainly in respect to secondary care. Previous out of hospital
studies such as the ‘Evercare’ review have failed to demonstrate the impact of nursing case
management but with a limited dataset available, i.e. no ‘big’ data, to ascertain true costs
across the whole health/social care economy.

Simply analysing unscheduled admissions is a blunt tool for assessing the impact of a nurse-
led intervention and this pilot thus adds significant value by including analysis of impact on
use of both NHS resources across all providers and also social care costs. At a patient level,
measures were also limited to less tangible evidence such as confidence, pain and happiness
but these were not combined with more tangible measures relating to frailty such as the
‘Timed up and go (TUG) test’, grip strength and reference to the Electronic Frailty Index (EFI).

Our recent Proactive Care Pathway work has used integrated data across providers which
could be replicated to show the impact across the health/social care economy for this
project, but we do not yet have the quantity of data developed jointly between Bromley
Healthcare and Primary Care that this project would create. It could provide insights into key
patient cohorts and would allow us to shape new services to most effectively improve both
the pressure on GP practice time/cost and also patient health.

Fit for Frailty cites ‘The systematic identification and recording of data on patients with frailty
would facilitate better modelling of need, service planning and clinical management within
the primary care system’. Therefore we hope this project will fulfil the need to accurately
evidence close working and case management benefits for Community and Primary
healthcare, while providing insights that have not been shown across these areas before.

Some of the health outcomes we are hoping to achieve for this cohort:

• Reduced (or stabilised, if previously increasing) patient anxiety and frailty and increased

function. This latter outcome will vary according to the ‘root’ cause of the patient’s health
issues but could include mobility or activities of daily living or falls reduction.

• I will be using measures to assess sarcopenia e.g. grip strength and the’ timed up and

go test’ with the aim of improving muscle strength and therefore lessening functional
debility.

• I will be reviewing medicines use to ensure the best possible outcomes from medicines

prescribed in liaison with the GP. The STOPP/START toolkit supporting medicines review
will support this.

• For the wider healthcare economy, I wish to achieve improved ability to integrate care

demonstrated by optimal skill mixing, reduced need for GP intervention, improved
ability for district nursing case management and reduced overall cost to the healthcare
economy.

• To enable an increased case management approach, with the further aim of increasing

patients self-management strategies, enabling patients independence.

Robert Frampton
Commercial Manager

19

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Bromley Healthcare Charity update - Summer2019

Introduction from the CEO

Welcome to the Charity section of Together.
I have recently had cause to have contact with all of our
clubs and it struck how Bromley Healthcare staff have been
involved in the development of or remain involved in all of
our charity supported clubs.

Stroke Club
This group was developed from a group run by the Adult Speech and Language
Therapy department (ASLT). Honor Davis (former Head of Service) and Laura
Eagar (Current Head of service) supported the set up of the group. This is a social
group to support people recovering from a stroke in a social environment with
specialist therapy input. This year marks the 10th anniversary of the group run
by a group of volunteers, many of whom either volunteered for, or worked in the
ASLT department for many years.

Leg Club
A long running group developed at the very start of Bromley Healthcare. This
group supports people who are recovering from leg wounds in a social setting
with clinical support, run by Bromley Healthcare and The Lindsay Leg Club
Foundation. This is a real joint initiative with Bromley Healthcare clinicians. Gill
Harman Tissue Viability Specialist Nurse is a Trustee of the Leg Club. Frank Hall
of course regularly embarks on fund raising runs for the club and our nurses are
always at the club treating patients whilst they benefit from the social aspect of
the club

Walking for Health
This service evolved from an initiative started within Bromley Healthcare and
offers regular daily walks which are led by local volunteers with support from The
Ramblers Association and Macmillan Cancer Support. Sam Walsham who works in
the CCC does a great job as Scheme co-ordinator for Bromley Ramblers.

Pastoral, Spiritual and Religious Care
Developed from an idea by Karen Harcombe(Safeguarding School Nurse) this
service provides spiritual and religious care to all patients, relatives and carers,
at Bromley Healthcare’s rehabilitation unit (Rehabilitation @ Foxbury) at Queen
Mary’s Hospital and is run by King’s College Hospital Chaplaincy Team.

Cont.

21

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Sickle Cell Support Group
This group came from a proposal by Debbie Bodi and Carol O’Malley for the
Children’s community Nursing Team. Provides support for parents/carers with
infants, toddlers and young people in a social setting with clinical support from
Bromley Healthcare.
Staying Loud Group
Keith Newman from the Adult Speech and language Therapy department was
passionate in his commitment to establish this group. This is a social group to
improve and sustain vocal loudness, confidence and communication for people
with Parkinson’s disease. The club is run by Parkinson’s UK.
Baby Café
Developed through Bromley Healthcare’s Health Visiting service. This club gives
expectant mothers and mothers with new babies breast-feeding support, in a
coffee club environment, run by the National Childbirth Trust.
Thank you to everyone for your ideas, enthusiasm and commitment.
Best wishes
Andrew Hardman
Chief Executive

Rambler’s Association - Walking for Health

Stepping out in the summer sunshine with increased numbers - walkers celebrating a birthday before rambling through Jubilee Country Park

22

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The Stroke Association - the Stroke Club

The Stroke Club is our
longest established club;
they will be celebrating
their 10th Anniversary in
September. Volunteers
and members are deciding
how best to celebrate this
special occasion.

Our Pastoral, Spiritual and Religious Project

The service delivers pastoral, spiritual and religious care on
Foxbury ward rehabilitation unit at Queen Mary’s Hospital,
and continues to be a popular and well received service. Out
of 28 potential patients each week, there are 8-12 requests
for a chaplaincy visit.
Patients ask for a visit for a variety of reasons with only
around a third of the visits involving religious care. Many
patients find themselves at a crossroads in life and use a visit
to talk about the changes in life that they and their families
are facing and what the future might hold for them.
Just one example of a chaplaincy visit is: One particular patient, whose mood seemed
low talked about dying even though they didn’t have a diagnosed terminal illness - “only
old age”. The patient had appreciated the excellent care they had received in ‘rehab’ but
was coming to terms with not being able to be fully independent again and having to
rely on family and carers when they go home. During the visit, the patient moved from
talking about dying to the big change in life that they were about to face, as they lost
independence. As older people face changes, they can become locked in despondency as
they become more aware of their impending mortality and search for final life meanings.
The search involves reconnecting with our life journey, and so for this patient, who had
practised a Christian faith previously, it was where they could find the kind of hope that
encourages a person to look forward. I was able to refer this patient to their local church for
follow up support when they were discharged home.”
Almost all of my patients express their thanks and how much they value the visit.
If you would to talk to a chaplain or know anyone who would, please
contact the Chaplain’s Office at the PRUH on 01689 863912 or email:
[email protected] or look at websites: bromleyhealthcarecharity.org.uk
and or kch.nhs.uk.
Karen Harcombe
Community Nurse and Volunteer Chaplain

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Bromley Healthcare Charity update - Summer 2019

The Charity clubs and groups

We currently support seven different areas and are doing this in partnership with a range of
specialist charities engaging with volunteers. Attendance at the clubs and groups is free of
charge. People can drop in, self -refer or be referred by their GP.
Our clubs are included on the Single Point of Entry (SPE) Referral Form, enabling health care
professionals to refer their patients to our clubs alongside other treatment they may need.

Baby Café - Beckenham and Penge
Giving expectant mothers and new babies breast feeding support,
in a coffee club environment, run by the National Baby Cafe.

Stroke Club
Supporting people recovering from a stroke in a social
environment with specialist therapy input and affiliated to the
national Stroke Association.
Leg Club
Supporting people who are recovering from leg wounds in a social
setting with clinical support, run by Bromley Healthcare and The
Lindsay Leg Club Foundation.
Walking for Health
Encouraging people to take part in local walks, run by volunteers
with support from The Ramblers Association and Macmillan
Cancer Support.
Pastoral, Spiritual and Religious Care –

Rehabitation @ Foxbury

Supporting patients and their relatives/carers and staff at
Bromley Healthcare’s rehabilitation unit and run by Kings
College Hospital NHS Foundation Trust Chaplaincy team.
Sickle Cell Support Group
Supporting parents, carers and children in a social setting with
clinical support run by Bromley Healthcare and Sickle Cell Society.
Staying Loud Group
Supporting people who are recovering from Parkinson’s disease
to practice being loud in understanding surroundings, run by
Bromley Healthcare and Parkinson’s UK.

Visit: bromleyhealthcareharity.org.uk
Contact: Susan Duke, EO to the Trustees
Telephone: 020 8462 0297
Email: [email protected]

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Bromley Healthcare staff magazine - Summer 2019

Select the Bromley Healthcare Charity as your Amazon Smile Charity

What is AmazonSmile?

AmazonSmile is a simple and automatic way for you to support a charity of your choice every time you
shop, at no cost to you. When you shop at smile.amazon.co.uk, you’ll find the exact same low prices, vast
selection and convenient shopping experience as amazon.co.uk, with the added bonus that Amazon will
donate a portion of the purchase price to your selected charity.

How do I shop at AmazonSmile?

To shop at AmazonSmile simply go to smile.amazon.co.uk from the web browser on your computer or
mobile device. You may also want to add a bookmark to smile.amazon.co.uk to make it even easier to
return and start your shopping at AmazonSmile.

Which products on AmazonSmile are eligible for charitable donations?

Millions of products on AmazonSmile are eligible for donations to charities by Amazon. You will see
eligible products marked “Eligible for AmazonSmile donation” on their product detail pages. Recurring
Subscribe-and-Save purchases and subscription renewals are not currently eligible.

Can I use my existing Amazon.co.uk account on AmazonSmile?

Yes, you use the same account on amazon.co.uk and AmazonSmile. Your shopping cart, Wish List,
wedding or baby registry, and other account settings are also the same.

How do I select a charitable organisation to support when shopping on AmazonSmile?

On your first visit to smile.amazon.co.uk you need to select a charitable organisation to receive donations
from eligible purchases before you begin shopping. We will remember your selection, and then every
eligible purchase you make at smile.amazon.co.uk will result in a donation.

Can I change my charity?

Yes, you can change your charity any time. Your AmazonSmile purchases after the change count towards
your newly selected charity. To change your charity, sign in to smile.amazon.co.uk on your desktop or
mobile phone browser and simply select “Change your Charity” in “Your Account.”

What charities can I choose from?

Customers can select from a list of charities that are registered with the Charity Commission of either
England and Wales, Scotland, or Northern Ireland and have enrolled in the AmazonSmile programme.

How much of my purchase does Amazon.co.uk donate?

Amazon will donate 0.5% of the net purchase price (excluding VAT, returns and shipping fees) of your eligible
AmazonSmile purchases. The purchase price is the amount paid for the item minus any rebates and excluding
shipping & handling, gift-wrapping fees, VAT, and service charges, and less any rebates, returns, and bad debt.

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Bromley Healthcare staff magazine - Summer 2019

Loneliness - a government strategy

At the Royal College of Nursing (RCN) Congress in May Annique Simpson
Community Staff Nurse from St Pauls Cray spoke to support a resolution on
loneliness.

In 2018 the government launched the
Loneliness Strategy , it was considered
the first of its kind to address the
debilitating impact of loneliness and
social isolation. One of the most
noteworthy aspect was the focus on
social prescribing. Social prescribing also
plays an important part in the NHS
strategy for Universal Personalised Care
and is firmly embedded within the NHS
Long Term Plan.
In 2015 Age UK published its Evidence Review on ‘Loneliness in Later Life,’ a
review that highlighted growing concern about the impact of loneliness in the UK.
Also in 2015, The Co-op declared ‘We’re Tackling Loneliness’ and joined forces
with the British Red Cross to tackle the destructive impact of loneliness and
social isolation through their Connecting Communities Scheme and Fulfilling
the Promise report. They sought not only to raise the profile of these often
trivialised or even ignored conditions, but also to take action. This strategy has
also led to a collaboration with Cruse Bereavement Care, the aim of which is to
support people experiencing loneliness after the death of a much cherished
loved one.
Social isolation affects people of all ages and backgrounds. In the report
Reducing Social Isolation across the Lifecourse published by Public Health
England and UCL Institute of Health Equity, it is reasoned that it is often the
most vulnerable within society who are the hardest hit. One way in which
healthcare staff can help is to Start a Conversation.
Building on Jo Cox’s Commission on Loneliness, the report A Connected
Society published in 2018, aims to define ‘what good looks like’. With the facts
speaking for themselves, loneliness is all pervading and can have devastating
consequences on a person’s physical and mental wellbeing. We could all play
our part in making life more enjoyable for everyone.
Having appropriate information available and understanding how the various
organisations can help, may not be as onerous as you may think. To support
this Bromley Healthcare is working closely with Bromley Well. This service is
delivered by Bromley Third Sector Enterprise CIC which consists of Age UK,
Bromley Mind, Bromley Mencap, Citizens Advice Bromley and Community Links
Bromley.

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Bromley Healthcare staff magazine - Summer 2019

Bromley Well run a variety of services which can help people affected by
loneliness. More information to support signposting to relevant services can be
found at: bromleywell.org.uk
Additionally as you can see from reading the Bromley Healthcare Charity pages
a number of clubs are supported by the Charity which help reduce loneliness.
At the RCN Congress held in Liverpool in May Annique supported Resolution
21: That this meeting of Congress asks RCN Council to engage with
governments across the UK on the National Strategy on Loneliness in order
to improve the ability of nursing staff to recognise loneliness and its effects.
At the conference in her supporting statement Annique stated just because
it is not a ”visible gaping wound” loneliness should not be ignored. She told
members that she wanted the council to work on this at a national level. The
resolution is successfully passed.
Annique said “I had to speak really fast as we only had 2 mins to speak, to
second a resolution, before the dreaded RED light cuts you off!”
Well done Annique!
Andrew Hardman
Commercial Director

.

Annique bottom right) sharing the resources with the Community team at St Pauls’s Cray Clinic

27

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Bromley Healthcare staff magazine - Summer 2019

Meeting Dr Eric Weil

Inspiring change to improve patient care and experience

In March this year, the leadership Most recently I have been working What ignited your interest in
of One Bromley invited Dr Eric at the Beth Israel Deaconess population health and complex
Weil to observe and review the Medical Center. Both of these care management?
work so far delivered through institutes are Harvard affiliated.
the integrated care system to I’ve also been able to have another As a Generalist I think of each
help us with the next stages in very interesting side to my patient as a system, and systems
our development. Eric practices career in delivering primary care aren’t limited to patients, they
in New England, USA; he has led complemented by leadership roles also extend to the organisations
pioneering work in primary care within several organisations. delivering their care.
and complex care management
through a number of clinical I designed a successful high risk I believe that we have to
leadership roles. We caught up care management programme understand the large systems
with Eric to find out some more for complicated elderly that support the smaller ones
about him, his observations patients in 2006 and for around and we have to do this by
during his time with One nine years, I managed the thinking about individuals and
Bromley partners and his views Massachusetts General Hospital all patients in a local area.
on high impact action for Primary Care Network. For two
improving care and quality of life years, I was the Chief Medical We then have to develop
for local people. Officer for primary care in the strategies across this larger
Eric has produced a report Center for Population Health, system, this includes general
following his time in Bromley part of the Partners HealthCare practice, the community and the
that includes recommendations system, which is an integrated hospital. This is all very important
for the partnership to consider. care partnership model similar in and valuable.
To read the full report visit concept to One Bromley.
[intranet link or other as per When it comes to complicated
organisational channels]. All my roles involved designing and high risk patients; we do
and implementing population a good job of caring for them
Hello Eric, tell us a bit about you health strategies in primary care when they come into see us
and your career to date: and complex care. The most with a problem but we need to
I am a specialist in General important part in that is that I think about how we can keep
Internal Medicine and have have continued to be a practicing them from needing to come to
been in practice since 1999. clinician throughout. This has the office in the first place. This
I’ve worked at Massachusetts given me a deep understanding would be either because they are
General Hospital (MGH) and with of what it means to be on the able to stay in better health or
the Partners Healthcare System. frontline while also being in a because they have the resources
position to impact upon it. they need to manage their
condition better.

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Bromley Healthcare staff magazine - Summer 2019

What does integrated care The partnership with Bromley With more resource this
mean to you? GP Alliance and including King’s, can reach further into the
a large NHS Trust linked with community and you’ll see long
I would describe integrated academic research represent term success. The other is the
care as a component of further opportunities. use of IT in the coordination
successful management What did you observe already of care. If IT systems do not
of a population. Care in a going well in Bromley? interface with each other
hospital, speciality, primary or The integrated care network in integrated care cannot be
community setting are parts Bromley is something to be proud successful. It is the responsibility
of a broader single system of, there are so many benefits of the system to decide the best
that we should think about in already being realised from all way to ensure that interface
terms of healthcare. All parts of partners working together. The exists. This interface is currently
the system should be working leadership both within the CCG present through the goodwill
together, communicating as well as across the entire ICN of Bromley stakeholders so it
and understanding their is innovative and engaged. The is also important to recognise
responsibilities so that patients work that they have already the work that has already been
are cared for appropriately done has moved the borough in done in this area. But a solid
through their entire health a very positive direction! infrastructure needs to be put
journey. I observed lots of great work in place to ensure successful
Advancing integrated care linking the hospital and the delivery long term.
is something those of us in community such as the single What about the major
healthcare could do better at. point of access, proactive care challenges to these
We often function in silos. If we pathway, the @Home service and opportunities?
were able to break down those the Transfer of Care Bureau. These Time is certainly one; this type
silos, we would produce a much are all exciting opportunities of work takes time and time
better product; and that product that can open the door to other is a valuable commodity that
is our health and wellbeing. work. The important thing is that most of us in the health system
What do you think integrated health and care organisations struggle with offering up.
care means in Bromley? in Bromley have committed to Developing the right strategy
The vast majority of Bromley working collaboratively and this and messaging; this is vital.
citizens receive their healthcare is a valuable starting point for Essentially this work is all
in the borough of Bromley. development. about change management
At least 80% of those using Talking about your high level and people are often more
the Princess Royal University observations as cited in the comfortable with what they have
Hospital and other providers are report, what was the observation as opposed to moving to the
Bromley residents. This provides that you saw as the biggest new and unknown. Therefore,
a very unique opportunity to opportunity for Bromley? they need the support of an
work in an enclosed health All the points of my observations effective strategy and the right
system, delivering integrated are important in equal measure, messaging to take that journey.
care more easily than if there was they are also all actionable and Resources are limited and a
a different borough mix. cut across different sites and long term investment is needed.
The provision within the pathways of care. Fortunately, this is being
Bromley system is innovative and There are two areas that I believe provided through the NHS Long
represents significant potential represent the biggest impact Term Plan. The other challenge
to do exciting work. For example, and opportunity. The first is is that often resource needs are
Bromley Healthcare and Bromley improving the capacity of the predicated on the fact that you
Third Sector Enterprise; these primary care workforce. The need to demonstrate existing
represent areas of care that have cornerstone of a high quality resources are being used well
traditionally been very much health system is its foundation and before you will be given more.
separate from secondary and that foundation is primary care. To demonstrate this, you need
primary care. to have data that proves this.

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Bromley Healthcare staff magazine - Summer 2019

However, sometimes the work Which strategic interventions What do you see as the role
that is being done is structured do you think will provide the of patients in this work and how
in a way that cannot be proven most impact in the shortest do you see patients being able
like this. Using academic timeframe? to influence developments in
research as support to achieve Bromley?
this evidence base is a way to There is always a huge Even the best intended clinicians
overcome this challenge. pressure to do things quickly in working without the voice of
What opportunities did you see healthcare but we can’t change the patient won’t be successful
in the projects and programmes things overnight and the impacts in their ventures. People wear
already in place through the One are more recognised if done over many hats in life and we need
Bromley partnership structure? a longer period of time. I think to acknowledge these. We often
The @Home service shows a the Bill Gates quote resonates only see one of these hats as
lot of promise and it offers a here – ‘most people overestimate clinicians and those supporting
platform for the development of what they can do in two years the delivery of healthcare.
other work. and underestimate what they The experience of a citizen when
Centralised access points, these can do in ten years.’ they interface with the system is
are a wonderful and powerful the priority. Therefore, any group
tool. They just need to be That aside, I would say the designing services has to have
accessed more efficiently and things that can be done in the patient representatives as part
more frequently. shortest time are – making of the committee, this is very
There are many great programmes small changes in the utilisation important and valuable.
but they are being underutilised. of IT and improving access to What do you see as the
With rigorous reassessment resources through collaborative enablers to success for the
and strategic changes, they can workforce strategy. Also strategic interventions?
evolve quite effectively. Bromley developing governance and Assuming IT, money and data
has amazing complementary incentives to allow all the work are available then there are three
programmes and resources to happen could be done in a enablers needed in order to
– Oxleas and St Christopher’s short timeframe. make the work successful:
Hospice are prime partners in Strong consistent and vocal
achieving this. Having these What can individuals across leadership is the most important
resources in the community partner organisations do to enabler. Leaders endorsing and
and utilising them effectively is drive forward changes and promoting initiatives allows
paramount. how must we work differently an organisation to galvanise
Of all the strategic as partners compared to how around the strategy. If you don’t
interventions you have we’ve already been working have this, you can neither inspire
recommended, which ones do together? nor enforce.
you think should be prioritised This is difficult work and many
for implementing quickly? Often when you have groups organisations don’t have the
Many of them can be done like this working together, they skills to do it alone. They need
simultaneously and this is the move right to solution without help to deliver, work through
beauty of the recommendations. thinking about how or what they the change management and
Governance and incentives have need to do to get there. One of support to make healthcare
to support this work so this has the most valuable things that leaders skilled to do this kind
to be developed at the same can be done is partners thinking of work. In medical school,
time. But if we were focusing about the process to make physicians don’t necessarily
on two things then it would be it happen. Working through learn these skills, nor so
improving the foundation of process is one of the hardest healthcare managers in many
primary care and developing things to do. People don’t instances.
better strategies for medically know how to get there. If you The final enabler is time.
complex and psychologically don’t think about the journey
complex patients. you won’t be able to reach the
destination. It is often the case
in healthcare that we don’t allow
ourselves the space to do this.

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Bromley Healthcare staff magazine - Summer 2019

Do you have any general What you’re up to...
reflections about your time in
Bromley? Fiona Bentham - Queen’s Nurse

I was struck by the fact that We are proud to
problems here are the same as announce that Fiona
across the country and also in Bentham, Head of
America. Our challenges and Nursing (Safer Care)
opportunities are the same. has been awarded the
The difference is more in our ‘Queen’s Nurse’ title by
foundations, payment and the Queen’s Nursing
cultural structures; therefore, the Institute.
strategies needed to solve the The Queen’s Nurse title
problems we face may need to is available to individual
be somewhat different. nurses who have
demonstrated a high
Having said that, my visit and level of commitment to
review is not so much about patient care, learning,
identifying issues, it is about leadership and quality
helping organisations to prepare nursing practice.
for the next steps. The population Queen’s Nurses are trusted and valued by their patients and
continues to get older (which is a respected and admired by their peers. They are enthusiastic
reflection of good care). We need and passionate about the care they provide. All nurses,
to be able to care for them in health visitors and midwives with five years’ experience of
the right way as they age. To do working in the community are eligible to apply. Find out more
that we need the right type of at qni.org.uk/nursing-in-the-community/queens-nurses
infrastructure.
A Monkey Mystery
This has been one of the
most enjoyable professional Has anyone seen
experiences I can recall. Monkey’s jumper?
Please know that the type of Monkey lives on
organisational self-reflection the shelves in the
undertaken by health leaders in corporate office
the Borough of Bromley is rare. and when packing
I feel so privileged to have had for the move he
all invested parts of the system was discovered
involved open up to me in the without his red
way they have. The fact that I jumper! All is well
was able to meet with over 40 though, he has
sets of stakeholders across One been made a post-
Bromley is a unique tribute to it note top instead.
the system overall.

One Bromley has amazing
professionals doing important
work. With the right supports and
strategies, the partnership is going
to make a huge positive impact
upon the patients it serves!

Sarah Middleton
For the One Bromley Network

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Bromley Healthcare staff magazine - Summer 2019

Cancer advice from Macmillan at Work

In July our People and Development team were visited by Macmillan at Work to receive
training on supporting staff affected by cancer.

Community Nurse Readiness Programme

The second cohort of nurses; Carolyn Adams, Sam Dobson, Chidi Ezirim, Yvonne Flannery,
Frances Kanu and Kate Lumm, completed the Community Nurse Readiness Programme in July.

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Bromley Healthcare staff magazine - Summer 2019

Anita braves the shave!

After several months of planning, anticipation and growing of hair, Anita Brookman
of the Care Coordination Centre finally ‘braved the shave’ on 28 August for Macmillan
Cancer Support.
Bids were made by Bromley Healthcare staff to particpate in the shaving and to cut
off one of Anita’s plaits which were donated to the Little Princess Trust, a charity that
provides real hair wigs to children and young adults who have lost their own hair
through cancer treatment and other illnesses.
Anita lost her mother at 3 years old and her father as a teenager, both to cancer.
She has since suffered from the disease herself and lost further family and friends;
consequently Anita feels passionate about raising money for cancer research to help
irradicate the disease and was inspired to brave the shave along with her niece.

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Bromley Healthcare staff magazine - Summer 2019

Anita shaved in memory of Wendy and Brian Hall, Diane Bailey, John Faragher, David
Mahoney, John Brookman Sr and Johnny Brookman Jr. To date, Anita has raised
£1099 for Macmillan - you can still donate here: bravetheshave.macmillan.org.uk/
shavers/anita-brookman

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Bromley Healthcare staff magazine - Summer 2019

A good deed by the Children’s Physio team

The Children’s Physiotherapy Service, and in particular the special schools in
Bromley, are a breeding ground for large pieces of equipment lurking around
taking up valuable space. Especially pieces that have been condemned and are,
too often, dumped and end up in landfill. One of the Therapy Assistants based at
Riverside was suffering with just this problem and found a wonderful charity called
PhysioNet who transform lives of people from Developing Countries, Eastern and
Central Europe.
PhysioNet (www.physionet.org.uk) have contacts with professionals and caring
people throughout Britain who are eager to provide them with their redundant
items, free of charge. A network of enthusiastic volunteers assist with the
collection, refurbishment and packing of equipment before it is shipped, usually in
40ft shipping containers, to countries around the world where there is an almost
insatiable need.
In 2013 alone, nearly 50 tonnes of perfectly good equipment was saved from UK
scrapyards and sent to South Africa, Fiji, The Gambia, India and Ghana, with smaller
consignments to Mexico, Bulgaria and Belarus. If new, the estimated value of these
exports would be over a million pounds.
For two days at the start of the summer holidays two Physio Assistants (Natasha
Ricketts and Sue Kenvyn) rummaged around collecting condemned equipment to
free up space. New pupils and new equipment will be arriving in September. They
enlisted the help of school caretakers and at the end of the day got a warm fuzzy
feeling that comes from doing something good. It’s a win/win situation. The school
now has space and the disadvantaged people of under developed countries get
mobility aids, wheelchairs and much needed independence.
Contact John Tapscott for East and South East England donations on 01799 599395
or [email protected]. Minimum 10 items to justify the cost to the charity.

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Bromley Healthcare staff magazine - Summer 2019

Laing Buisson Awards 2019

Congratulations to Paul Drury and the Rehabilitation at Foxbury team who
have been selected by the judges as a finalist in the Rehabilitation category at
this year’s Laing Buisson Awards. The awards will be presented at a high-profile
ceremony and dinner which will take place on Wednesday 13th November 2019
at Park Plaza Westminster Bridge, London.

The Laing Buisson
Awards recognise and
celebrate industry
excellence and
innovative services in
the public, private and
third sectors. Leaders
from across the sector
come together to hear
and celebrate each
other’s successes.
The Rehabilitation Award is awarded for excellence in the provision of post-
operative rehabilitation services.
This year a record-breaking number of nominations for every single category
were submitted, with over 400 entries in total. The competition was extremely
tough so we are thrilled that the team have made the finalist list. Well done!

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Bromley Healthcare staff magazine - Summer 2019

A quick view of the refurbishme

Work started at Central Court at the beginning of July with the electrical work to ensure a working network , computers

Partitioning on the first floor pictured above, started on 8 July and by 6 August the glass walls of both Queensmea

The ground floor appeared to need the most work but seemed to transform almost overnight from storage/work area t
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Bromley Healthcare staff magazine - Summer 2019

ent at Central Court, Orpington

and kitchens! Here is the third floor; the first and last pictures show the photocopier room and Elmstead meeting room.
ad and Ravensbourne meeting rooms were in place, the kitchen was being built and carpet laying was underway.

to what looks set to be an inspirational area for learning. Pictured above centre is Hoblingwell - the CCC training room.

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Bromley Healthcare staff magazine - Summer 2019

Tea time teaser

Give your brain a workout during your tea break with
our tea time teaser and be in with a chance of winning
a prize. This month we are asking you to name the
country that each of these flags belongs to.
E-mail your five answers to [email protected]
and one of the correct entries will be drawn at random to
win a £20 Marks and Spencer voucher.
Good luck!

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3

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Congratulations to our Spring winner Sue Kenvyn who correctly identified the
five movies as:
1. Austin Powers
2. Toy Story
3. E.T.
4. Avatar
5. The Shining

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Bromley Healthcare staff magazine - Summer 2019

New starters and leavers

Since the last issue of Together we would We also say farewell and good luck to the
like to say hello the following staff who following staff who have recently retired or
have recently joined Bromley Healthcare: left us:

Amanda Fowle - District Nursing Anita Cooper - Twilight
Amy Warne – TtoB Anna Whiffen - District Nursing
Angelique Umutoni - TtoB Anthea Harris-Faulkner - Bexley 0 to 19
Carolyn Adams - District Nursing Caroline Schipor - District Nursing
Chantelle Agyeman - Podiatry Charles Thumiah - TtoB
Chidi Ezirim - District Nursing Chikodi Madu - District Nursing
Chloe Bird - Adult Dietetics Denise Cox - Community Paediatrics
Christiana Lamptey - Twilight Ebele Eneh - District Nursing
Claire Marsh - CCC Edie Russell - Adult Dietetics
Daniel Jones - Learning & Development Elizabeth Bains - CCC
Daniella Chow – TtoB Elizabeth Jones - Corporate
Deborah Rucci – Falls Evelyn Umukoro - Dietetics
Deniece Dyer – Children’s SLT Faith Ezugwu - CCC
Francess Kanu - District Nursing Fiona Mant - CCC
Georgia Baxter - Community Paediatrics Jacqueline Hersey – HR
Gillian Davis - District Nursing Jane Dragoi - Bromley PSSS
Grace Oladunjoye – TtoB Jane Horan – Adult SLT
Jade Holdsworth-Russell – CCNT/SHB Jennifer Collett - Bexley 0 to 19
Jason Thomas - Podiatry Joanne Hendry - Adult OT
Jenny Dickens - CCC Karol Anderson - CCC
Karen Probetts - Children’s SLT Kelly Wilkinson – Children’s OT
Kathryn Lumm - District Nursing Kerry Hattrill – CCNT
Lucy Goulston - Adult Physio Lauren Gibson - District Nursing
Mario Demetriou - Podiatry Moostak Hymabaccus - District Nursing
Mykeala Nelson - Twilight Natasha Brown - Audiology
Omowunmi Adedayo - District Nursing Nikki Hamilton-Patterson - TtoB
Rita Shillingford - Community Dental Olayinka Simpson - Bexley 0 to 19
Rosemary Romeril - Adult Dietetics Patricia Adeyemo - District Nursing
Samantha Long - CCC Raissen Chellan – IT
Sarah Akers - Adult Physio Rebecca Magee - TtoB
Shingirai Mukutirwa - Twilight Sara Denley - Neuro Rehab
Yvonne Flannery - District Nursing Sarah Maddocks - TtoB
Zoe Ambrose – Children’s SLT
If you meet any of our new starters, please
do make them feel welcome.

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Bromley Healthcare staff magazine - Summer 2019

Star and Team awards

These awards are for an individual or team who have
demonstrated that, in the last month they have gone beyond
the ‘call of duty’ and achieved something outstanding at work.
Their action demonstrates the values of Bromley Healthcare
and is either directly or indirectly related to patient care. If
a nomination is received outside the deadline date for that
month, it will be rolled forward to the next month.

Bromley Healthcare Superstar

This quarter, to say thank you we presented a special award to
‘magic’ Mary Thomas, Physiotherapist for her service and the
care given to Bromley Healthcare staff.

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Bromley Healthcare staff magazine - Summer 2019
The staff physiotherapy service was an innovation idea put forward and
voted upon by shareholders. Mary Thomas has successfully delivered the staff
physiotherapy service over the last 5 years, has had 120 referrals per year which
over the 5 years totals 600 staff seen.
Thank you Mary and best wishes as you embark on your next adventure in Devon.
Jacqui Scott

Chief Executive Officer

Star of the month

Pictured below are Angela Landy and Lola Ogunrinde joint
winners of Star of the Month for February 2019 pictured with
Jacqui and Andrea Levine who made the nominations.

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Bromley Healthcare staff magazine - Summer 2019

April Star - Ingrid Jones

Ingrid joined the recruitment team in Ingrid is very committed and will go “above
December 2018, in the period since she has and beyond” such as staying late or coming
shown a fantastic attitude and capacity to in early as required. I have seen lots of
learn quickly. Ingrid managed a complex positive feedback from managers and staff
high level interview day whilst I was absent about Ingrid and her way of working.
with no prior experience of doing so and
coped very well on her own. All in all Ingrid is a breath of fresh air to
the HR department and is a very welcome
member of the team. I have no doubt that
Ingrid also attended a Nursing job fair she will continue to perform to a high
where she displayed a great attitude and standard and have a very good career
promoted a positive impression of Bromley here at Bromley Healthcare.
Healthcare. She has become heavily
involved in “welcome days” and is capable Rob Phillips
of facilitating these days in my absence. Recruitment / Agency Lead

May Star - Julie Miller Julie makes a real point of personally
knowing all the representatives and
Julie is instrumental in coordinating the what they really care about. Her fantastic
Patient Reference Group (PRG). organisational skills ensure that the
The PRG meets on a bi-monthly basis and meeting runs extremely smoothly.
Julie always goes above and beyond in so We recently undertook an annual self-
many ways. assessment of the group and these are a
few of the comments made by members
44 of the PRG relating to Julie:
‘Your tireless effort to ensure that all the
documents are sent and that all the papers
are ready for the meeting is tremendous’
‘ Concise minutes circulated well in
advance’
Jacqui Scott

ief Executive Officer

Bromley Healthcare staff magazine - Summer 2019

June Star - Andrea Levine

Andrea has been a fantastic team leader Andrea is very organised and hard working.
from the beginning. We on Pod 3 wanted Her knowledge of the services within the
Andrea to be acknowledged for her hard CCC is fantastic and many of the admin go
work and dedication to the team and the to Andrea when they need guidance.
Care Coordination Centre. Pod 3 works so Claire Reynolds
well because Andrea provides us with the Administrator, Pod 3
support we need.

Team of the quarter

Quarter 4 2018/19 - Hollybank team

In the previous issue of Together we announced that the team at Hollybank (pictured above)
were awarded Team of the Quarter for Q4 for their hard work and dedication to the children
in their care, many of whom have challenging behavioural issues and complex needs.

Our staff do amazing things - nominate them!

The criteria for the monthly star and quarterly team awards and how to nominate can be found on our intranet.

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Published by Bromley Healthcare’s Communications Team.
If you have an enquiry or item for inclusion please email: [email protected].