Issue 15May 2008 www.kirklees-pct.nhs.uk

Congratulations Congratulations to the Mid Yorks health economy 18 week programme managers from the PCT, Mid Yorkshire Hospitals Trust and Wakefield District PCT. They have won the Leadership for Improvement Award in the regional Health and Social Care Awards for their ‘route to a solution’ approach to delivery of the 18 week standard.

They now go forward to the national final, which will take place in July as part of the NHS 60th anniversary celebrations

The Health and Social Care Awards are held each year and it is an opportunity for teams or individuals throughout the NHS and Social Care to be recognised for their work.

Throughout the ‘Route to a solution’ process the team has emphasised the need for clinicians and managers to work together across primary and secondary care. The success of this work is down to the commitment of those clinicians and managers, without this ‘Route to a solution’ would not have been recognised.

Speaking on behalf of the team, Jim Barwick, PCT Assistant Director of Commissioning, Strategic Direction (Adults), said: “We would like to give a big thank you to everyone who has been involved and to emphasise that this award is recognition for everyone’s hard work. We are very proud of this and hope that you are too.”

Be on your guard against fraud - 2... Carbon action update - 3... Kirklees PCT - Centre of the universe? - 4... Revitalising KSF - 5... Changing a habit of a lifetime - 9... Provider services update - 10... On the move - 12 in

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18 weeks team

A healthy and safe place to workKirklees PCT has won one of the prestigious RoSPA Occupational Health and Safety Awards. The Bronze Award will be presented at a ceremony at the Hilton Birmingham Metropole Hotel, National Exhibition Centre, on Tuesday, May 13, alongside Safety & Health Expo 2008, the UK’s premier health and safety at work exhibition.

The RoSPA awards are not just about reducing the number of accidents and cases of ill-health at work; they help to ensure that organisations have good health and safety management systems in place. Well done to everyone who has contributed to winning this award.

David Rawlins, RoSPA Awards Manager, said: “Kirklees PCT has shown a commitment to protecting the health and well-being of its employees and others. We hope other businesses and organisations will follow its lead and strive for continuous improvement in health and safety management.”

Chris Bedford, Health and Safety Risk Manager said: “As a Primary Care Trust we want to ensure a safe and secure environment for all our staff and patients. We are delighted that the hard work and commitment from our staff has been recognised with this award. It is our aim to continue to further improve our safety culture and we will build on this success throughout the coming year.”

Entering the awards scheme reinforces the message that good health and safety is good business and clearly demonstrates an organisation’s dedication to the achievement of high levels of performance in this crucial area.

Did you hear Chris Bedford being interviewed about the Award on Pennine 109 fm? Media star in the making!

Continued on page 3

Jim Barwick (left) and the team

News and views from Kirklees Primary Care Trust

KSF p

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Staff SurveyIn the latest national staff survey questionnaires were sent to a random sample of 692 staff in this PCT. A total of 479 completed surveys were returned, representing a response rate of 69 per cent.

This result was in the highest 20 percent of PCTs in England, so well done everyone who responded!

The survey looked at 26 areas including work life balance, appraisal, training and development, safety at work and staff attitudes.

Commenting on the results, our Chief Executive, Mike Potts, said: “I

was particularly pleased to see that so

many staff had received training over the last 12 months and I hope there are more opportunities for training and development this year. It is also good to see that more than 85 percent of staff are taking advantage of the flexible working options.”

The Healthcare Commission report on the results also highlighted some clear areas for improvement, some affecting the organisation as a whole and some more specific to directorates.

“It is clear that the appraisal process needs to be reviewed and I

have had commitment from all PCT directors that they will review how appraisals, personal

development plans and objectives are set within their departments,” continued Mike.

“More work is needed around health and safety training and reporting as well how we communicate about cases of bullying and harassment.

“Finally, this was the first survey ever conducted for Kirklees PCT and I am confident that we are already making real progress on the issues raised by it.

Thank you for your continued support.”

PCT directors will be working with staff to draw up action plans for areas where improvements are needed.

Be on your guard against fraud Around 10 per cent of PCT staff have recently been asked to complete a fraud awareness survey and the results are now being analysed. Amanda Littlewood, the Local Counter Fraud Specialist, really appreciated everyone’s responses as this is the only way the impact of fraud awareness work can be evaluated.

Look out in a future issue of TalkAbout for the results and how they will shape the way the organisation tackles fraud awareness and prevention.

StatisticsIn 2006/2007, 409 cases of potential fraud were detected and investigated across the NHS nationally. The value of the actual fraud and unlawful action identified was £7,305,895, with £2,035,814 being recovered by the NHS Counter Fraud Service (CFS). Since 1999, the NHS CFS has recovered a total of £51,461,766. These statistics demonstrate the effort which has taken place to detect and investigate fraud and corruption.

LocallyA recent successful fraud investigation at a local Trust resulted in a former payroll officer being sentenced at Huddersfield Magistrates Court to 18 months community service for paying herself more than £3,000 that she was not entitled to. This shows that fraud can happen anywhere.

This person used her trusted position and her knowledge of the payroll system to make changes in her own favour and, crucially, to conceal those changes. In so doing she abused the confidence of her colleagues. It was only through the vigilance of fellow staff, and the attention to detail of her manager, that this fraud was discovered.

VigilantSo, the main message to all staff is to remain vigilant. The vast majority of NHS staff are decent, honest people who find fraud unacceptable. But no area of work in the NHS is immune from fraud. If you have suspicions please do not hesitate to report them.

Please report any suspicions of fraud directly to either the Director of Finance or the PCT Local Counter Fraud Specialist. You can also call the free and confidential NHS Fraud and Corruption Reporting Line.

• BryanMachin(DirectorofFinance)–Tel:01484466000

• AmandaLittlewood(LocalCounterFraudSpecialist)–Tel:01924816098

• NHSFraudandCorruptionReportingLine–Tel:08000284060

CarersrecognisedOnce again Kirklees Council Adult Services is asking for nominations for the Carer of the Year ward.

After a fantastic response last year when over 70 people were nominated, the competition will highlight the impact caring can have on carers' health and wellbeing as part of Carers Week 2008.

There are an estimated 40,000 carers in Kirklees – around 1,200 of them young carers - providing unpaid care for a partner, relative, friend or neighbour who cannot look after themselves because of illness, disability, old age or frailty.

This includes parents of children with a disability and carers of people who have drug or alcohol-related problems or mental health concerns.

Anyonewantingtonominateacarer should contact Kirklees CouncilCarers’Gatewayon01484226050or01484223000foranominationform.Theemailiscarers.gateway@kirklees.gov.uk and help is also available at GatewaytoCare,30MarketStreet,HuddersfieldortheWalshBuilding,TownHallWay,Dewsbury.

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He explained why the project was set up back in November 2006 and how it worked.

“We wanted to make sure the whole health economy “owned” the 18 week standard, whatever their backgrounds. We were also keen that clinicians developed the pathways to achieving this.

“But it was also important that this wasn’t seen as ‘just another Government target’. We felt that meeting the 18 weeks standard should be a symptom of an efficient, effective health service which improved the patient’s experience.”

To this end more than 300 clinicians from across 15 specialties in primary and secondary care, plus managers, committed to three engagement sessions and three more meetings to develop the pathways. They looked at previous ways of working and set out to make improvements.

Patients have been involved as part of the governance arrangements, both at the engagement sessions and via individual organisations’ patient involvement work.

And the result is? The development of 22 new pathways; very positive feedback from clinicians; 18 weeks fully integrated into Practice Based Commissioning plans plus, for patients, services developed closer to home; on-going service development; greater flexibility and choice; shorter waiting times and fewer attendances

Members of the team are keen to share their work and have spoken at events organised by the Department of Health, other SHAs and the Health Service Journal.

Congratulations 18 weeks teamContinued from front page

Carbonaction 10% less update

Green tip

We are a step nearer being able to tackle our 10% less Carbon Action programme with greater gusto, as the PCT has created the new post of Carbon Reduction Officer.

The St Luke’s House position, which is a 12 months fixed term contract, is now being advertised and has a closing date of May 5.

We are working across the health economy and with Kirklees Council to improve our environmental impact, having launched the 10% less campaign at the end of November last year.

Helena Corder, Director of Corporate

Services, is leading the campaign and has introduced a series of “green” posters for display around our premises and those of our partners. She has also been asking for Green Champions” to help spread the message about reducing our corporate carbon footprint.

Said Helena:” This is a huge agenda and I’m really looking forward to having someone on board who will be able to concentrate on these issues. We’re looking to appoint an individual who ideally has public sector experience in this field.”

Your local NHS working for a greene

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CARBON ACTION

Officelightsleftonovernightuseenoughenergyinayeartoheatahomeforalmost5months.

Kirklees - Council of the Year Kirklees was the only council from the Yorkshire and Humber region amongst the six shortlisted for the prestigious Local Government Chronicle Council of the Year award – and they won!

This success follows a string of top ‘star’ ratings for the council and its services over many years including being judged by the Audit Commission last year as the best performing council in the country - apart from Westminster City Council.

Cllr Robert Light, Leader of the Council, said: “This is a tremendous achievement which rewards and acknowledges the achievements of our staff, and those they work with in other agencies such as the health service, police, voluntary sector, and others.

“But there is no complacency, and never will be. Being acknowledged in this way, as a top performing council, just spurs us on to get even better – not to rest on our laurels.

“Such awards are the icing on the cake, and our workforce and partners can be rightly proud that they continue to keep Kirklees at the top of the tree.”

It’saKO–KO’dUnfortunately, due to unforeseen circumstances, the It’s a Knock Out fun day - due to take place on Sunday, May 11 to raise awareness of asthma - has been called off. However, organiser, Respiratory Nurse Specialist Nikki Rochnia, hopes a new date will be able to be set in the future. Watch this space for further details.

Katy Deacon, Energy Engineer; Andi Briggs, Neighbourhood Manager; and Rashad

Bokhari, Chair of the Black and Minority Ethnic Employee Network at the ceremony

More awardsHere are more awards for you to consider entering! The Health Service Journal Awards aim to celebrate and reward every aspect of healthcare management: acute services, primary care, public health, chronic disease, mental health and many more.

Almost every relevant discipline from IT to patient safety is represented and entries come from all over the UK. This

year there are three new categories in the form of World Class Commissioning, Workforce Development and Best Social Marketing Project, to represent the shift in NHS priorities.

You can enter the HSJ Awards today by visiting http://www.hsjawards.co.uk. The closing date for entries is June 27. If you would like help with your submission or want to talk through an idea please contact the PCT Communications team communications@kirkleespct.nhs.uk.

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OK,maybewe’renottalkingtheuniverseexactly,butcertainlyYorkshireandtheHumber.AndthereasonwehavethisclaimtofameisthatwehosttheregionalPCTCollaborative.

Based at Beckside Court, Batley, this small group of staff work with all 14 PCTs in the region to help bring about more effective commissioning, procurement and service development through collective decision-making and action, whenever this is required or is desirable.

This is quite a feather in the cap of the PCT because we’re not just providing office space for the Collaborative. Quite a lot of extra money is tied up with collaborative working so financial and other support services have to be provided. It demonstrates the confidence the other 13 PCTs have in this Trust's capability.

The Collaborative was set up last November but only really began its work in earnest this year. The staff beaver away from Beckside (and Scarborough way, and Sheffield) yet as they form a self-contained unit, many KPCT staff still don’t know what they do.

Director Amanda Forrest, who previously worked for the Strategic Health Authority, heads the team. There are six people with her in Batley plus another five working elsewhere.

Some of the areas of work required of PCTs are so big and complicated that it makes sense for all 14 to work together. At other times may be just some will share a particular approach.

Amanda describes the team’s reason for being as ultimately to have a positive impact on patient care through collaborative working. They do this via four agreed workstreams:

• Specialised commissioning. PCTs are required to work through specialised commissioners for 36 services, such as cancer, neurosciences, renal, mental

health. The hub for this work in West, East and North Yorks – a total of 10 PCTs - is here, with another two members of staff being based in Malton, North Yorks. The South Yorks specialised commissioning group – four PCTs – is based at Barnsley PCT.

The specialised commissioners’ job is to work with the commissioners, clinical networks, specialist providers and contract consortia to make sure that contracting is carried out properly for this range of services. Kirklees PCT itself is involved in validating a huge amount of information as part of its host responsibility.

• TheCollaborativehasasixmonthprogrammeofhelpingclinicalnetworks - such as those for critical care, cardiac, burns, etc - work together with commissioners, so avoiding the risk of each of them inadvertently by-passing one another. Amanda stresses that this work is about developing relationships in a supportive role and does not take a critical approach. They will also assist any fledgling clinical networks get off the ground.

These two work streams are funded by a management levy on all 14 PCTs in the region.

• Serviceimprovement,innovationandWorldClassCommissioning.This work is funded by the SHA from monies previously available via the Modernisation Agency. It also supports the Professional Executive Committees

(PECs) and their Chairs to be clinical leaders in their organisations.

The Collaborative also works within mental health commissioning to make sure this area of work is seen as a major part of commissioning.

One of the other roles is, as part of World Class Commissioning, to foster a better understanding of the procurement process with the aim of meeting the nationally driven aim of creating fairer access to primary care. This work involves bringing in the independent and voluntary sectors where appropriate to ensure standards and specifications are met and the solutions fit in each area whether that is inner city or rural.

And, finally:

• TheCollaborativeteamalsoincludes three continuing care review administrators. They work from home and service the appeal panels set up when a patient challenges the decision on their application for continuing care.

So,theCollaborativeremitiswide-rangingandtosumup,AmandaForrestadds:"WorldClassCommissioningisaboutaddingyearstolifeandlifetoyearsandattheendofthedaythisiswhattheCollaborative’sworkaimstodo.It’sabout improving patient care.”

KirkleesPCT– centre of the universe?

Seated (L-R): Gillian Hodgson, Michelle Saffer, Simon KayeBack (L-R): Shirley Brook, Jane Owen, Jackie Parr, Carrie Wollerton, Noreen

Lowell, Lisa Marriott, Amanda Forrest, Dee Blackwell.

Formoreinformation,contactAmandaForreston01924351706.

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Hands up all those who’ve forgotten all they ever knew about Agenda for Change and KSF. In fact hands up anyone who can’t remember what KSF stands for……..! Shame on you.

When Agenda for Change began some three years ago now, there was a flurry of information and guidance issued about job descriptions, pay bands, personal development plans and…….. Knowledge and Skills Frameworks.

But time moves on and in case some people are still struggling to get to grips with the system we have a new KSF Project Officer, Mubashiar Farooq, who will help revitalise everyone’s enthusiasm and commitment to KSF – because there is no opt out clause.

Mubashiar joined us at the end of March from GE Capital. He is busy setting up information on the Intranet and organising training for all directorates.

New to the NHS, he has had to immerse himself in KSF and says: ”It’s about treating everyone fairly. I am very impressed with the system but I know from talking to people that they don’t fully understand it and until they do they won’t want to really work with it. People need to realise that it is there to help, not hinder, their progress.”

Mubashiar has compiled some questions and answers, featured here in TalkAbout, which may help people. Training dates are being fixed and more is to come…

Formoreinformationcontact Mubashiar at StLuke’sHouseon 01484466080.

Revitalising KSF

Knowledge and Skills Framework(KSF)QuestionsandAnswers

Q.Idon’twanttobepartofthisKSF,doIhavetodoit?A. Yes, you can’t “opt-out”. It’s compulsory for all members of staff who work

for the NHS. The only exceptions are the “3 d’s”, doctors, dentists and directors.

Q.IfindtheKSFconfusing,withnewwords,whatdoesitallmean?A. The KSF is a development tool based on application of knowledge and skills

required to do a job. There are several key words to understand, they are:

Coredimension - refers to what has been acknowledged nationally as knowledge and skills necessary for any job, there are six in total.

Specificdimensions - these will vary from one job to another, dependant on the different knowledge and skills required to do the job. It is estimated that a member of staff will have between one to six specific dimensions

Job outline - this is an overall view of a job’s dimensions, detailing what level of knowledge and skills are needed to do a job.

Foundation gateway - this is the starting point for applying knowledge and skills to a job.

Second gateway - this is the point at which all the knowledge and skills required for a job have been achieved.

Q.WilltheKSFaffectmypay?A. Not initially. Your pay band is decided by the job evaluation group based on your job description and not by the KSF tool. Once on the band, pay progression is with annual increment rises until the end of the pay band is reached where you will then need to apply for another job to move to the next pay band/get paid more. If you don’t move and you are at the end of the pay band, then pay will only go up with % cost of living rises.

Q.Howdoyoumovefromonepaybandtoanother?A. The only way to move between pay bands is to apply for a new post. This is because the

knowledge and skills maybe completely different on a different pay band. You will be well prepared because of all the knowledge and skills gained from the previous post. You should

6discuss your career progression with your manager and decide how best to gain the knowledge and skills for the career move. This is known as the development review process. You can only move once you have fully satisfied your current KSF job outline. This will be known as the second gateway. You can apply for a new post without satisfying your current KSF job outline but you could be in competition for the post with someone who has.

Q.HowquicklycanIreachthesecondgateway?A. This will be decided on where you are on the pay band and your ability to gain

knowledge and skills. Typically it could take anything from one year upward dependant on the personal goals set at the development review and your ability to reach them. For example, if the post requires a degree, and you do not have one, then this will take from 3 years. It also depends whether you are already in post or just starting a new job. In a new job it will take longer to reach the second gateway, as an individual will have to go through the foundation gateway first. An experienced person in post may meet all the knowledge and skills for the post, therefore technically, they will instantly reach and pass the second gateway.

Q.What’sthedifferencebetweenafoundationgatewayandasecondgateway?

A. A foundation gateway is the initial starting point for any job and is at the beginning of a pay band. Both the foundation and second gateway are defined by the job outline. The foundation gateway is designed to help a person starting a new job role to “integrate” into the job. Typically, we would describe this today as a trial period. The second gateway is at set points within the end of a pay band and is reached when all the knowledge and skills are fulfilled for the post. A foundation gateway has the knowledge and skills set at a lower level of expectation. Existing staff with at least 12 months experience will be assumed to have already passed through the foundation gateway. If this is the case, they will have to go through the second gateway.

Q.HowoftenwillIhavetoseemymanager?A. You should be seeing your manager or immediate senior at least two or three

times a year. In these meetings objectives should be agreed on application of knowledge and skills, duties in the workplace and development needs. The meetings should be informal with constructive feedback. If any issues have arisen, such as problems with work colleagues, disciplinary procedures or training needs, they should not be left until the review meeting. The review meeting is usually a formal meeting at the end of the year and should be at the same time every year. It will typically be at the same time as your increment rise. The principle is that there should be no surprises for managers or individuals and that both parties should be aware of how things are going with the job and how well you are doing in you’re personal development.

Q.Canmymanagerstopmypayprogressionthroughtheband?A. Yes. However, this could only be the case if during the formal review meeting at

the end of the year (when your increment rise is due), agreed objectives and goals were not being met and you had not provided any evidence for your Personal Development Plan (PDP). The goals and objectives would have been decided and agreed by you and your manager during the formal review meeting the previous year. Regular informal meetings throughout the year help to acknowledge any problems you may be having with any part of your PDP. This way, there should be no surprises and you should get your increment rise. Sufficient time and realistic targets along with resources should be given to you to allow you to attain the personal goals set during the review of you’re PDP. If the lack of ability to complete the knowledge and skills needed was not your fault due to lack of resources, time etc. then the manager cannot stop pay progression. If they do, grievance procedures will be in place to resolve the problem

7Q.WhatisaPDP?A. A PDP is a Professional Development Plan which shows an individual’s learning

and development needs and how to take those forward. The PDP is the outcome of the planning stage during the review process. A PDP will link to a collection of evidence to show your manager that you have been successful at achieving your development needs. To show how you are achieving your PDP, any new skills, attended courses and every day work practice should be collected as evidence over the year period. Guidance on doing this will be available and support should be given. Any issues regarding this should be discussed during the informal meetings throughout the year before the next development review to make sure you are achieving the goals set at the previous development review meeting.

Q.WhathappensifIreachtheendofapayband,reachthesecondgatewaybutdon’tmovepaybands?

A. Not a lot. You will get the % cost of living rises but that’s it. You will no longer receive any increment rises as you have reached the end of the pay band. The only way to progress is to apply for a new post on the next pay band or develop the job role to allow movement onto the next pay band. However, if the PCT will not support the new job role saying it is not needed, or there is no vacancy, then you cannot move. The only option available would be to move to another Trust where there is a vacancy or which will support the new job role/development. Ultimately, regardless of where you are on the pay band, you will still be required to show you are gaining or maintaining your knowledge and skills through evidence based practice, guided by your PDP.

Q.IfI’mplacedtowardstheendofthepayband,won’tIalreadybeatthesecondgateway?

A. Technically yes. Existing staff that are placed on the pay band above the second gateway will not have to go through the gateway as such. However, your development review will need to confirm that you are applying the full range of knowledge and skills consistently as described by the KSF post outline. Your PDP will need to prioritise areas of development needed for the post you are in over any career progression. Remember, the KSF is not about where you are placed on the pay band, it is about the knowledge and skills needed to do the job on that pay band. Once you have completed the development needs for the post, then you can start to look at moving to the next pay band.

Q.WhathappensifIalreadyhavealltheknowledgeandskillsasdescribedinmyjoboutline?

A. It is unlikely that you will have all the knowledge and skills described in the job outline. You may find that on some parts of the job outline you exceed the knowledge and skills required, this means that you can be more focused on other sections you are not so skilled in. Even if and when you exceed the outline requirements, you are still expected to collect evidence of practice and still have informal and formal reviews along with your PDP. If you find that you are exceeding all the knowledge and skills on the job outline, you could be in a position to enhance your career progression by applying for another job, develop your current job role or develop your knowledge and skills to match those required on the next pay band to enable you to apply for another job. Any of these options means you could move pay bands but it does not guarantee it.

8Q.DoIneedallthecoredimensionsandhowmanyspecificdimensionsarerequiredformyjob?

A. Yes. You need all the six core dimensions on the job outline. The core dimensions have been established nationally for all jobs throughout the NHS. For example, you will not be expected to do any job without some form of communication, a core dimension. The specific dimensions are specific to certain jobs. It is anticipated that most job outlines will only have between one and six specific dimensions out of the 24.

Q.Whodecidesmyjoboutline?A. Your job outline will be decided by two mechanisms. Firstly, a group is assigned

to do the job outlines based on your job description. This is used to decide what knowledge and skills are needed for that post. Once this is done, the outline is then validated through another group, which will include a member of staff who has knowledge of what that particular post is like.

Q.IfI’mplacedonthesamebandasmyjuniorcolleague,won’ttheybeearningthesameasmebuthavefewerresponsibilities?

A. No, not at first but they will eventually. The junior staff member will be placed at a different point on the pay band but after a few years could earn the same as you through the increment rises. However, if they want to move pay bands, they will have to gain the level of knowledge and skills that will allow them to move. The pay bands are structured in such a way that as you earn more money and move pay bands, the expectations, responsibilities and duties will increase. This means that a junior staff member on the same pay band as a senior will have to eventually gain the same knowledge and skills as the senior if they want to move pay bands. This in turn requires the junior member to eventually take on extra responsibilities. This will then give them more duties and responsibilities such as you already have. In the meantime, whilst they are trying to “catch up” with knowledge and skills, you can focus on the next pay band and increase your learning and development via your PDP to match the next pay band requirements. A more senior member will always be ahead of a junior. Another fact to remember is that the KSF is designed to encourage development so no individual should be able to “sit” at the end of a pay band. If they do, this is an issue that needs to be resolved by their manager.

Q.TheKSFoutlineformyposthaslotsofdimensionsathigherlevels;surely this will mean that I get paid more.

A. No. It’s the job evaluation system that determines where your post is placed on the pay band. Trying to alter the pay band you are on by getting more dimensions at a higher level in your KSF post outline will have no effect on your pay. In fact, it is likely to make life harder. Don’t forget, you will have to meet all the knowledge and skills described in your post outline to progress through the second gateway.

LookoutforfurtherKSFinformationonthePCT'sintranet

e-KSFCiickonthelinkonthehomepage

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Changing a habit of a lifetimeWednesday March 12 was National No Smoking Day and this year’s theme was about changing the habit of a lifetime. Our Stop Smoking Teams were out in Dewsbury town centre and the Packhorse Centre in Huddersfield, promoting the day.

Also on offer were free blood pressure checks, carbon monoxide tests, a prize draw and face painting, as well as promotional giveaways.

Over two million smokers (one in six) think seriously about stopping smoking on No Smoking Day and millions more take the opportunity to find out about the help available when they are ready to stop.

Amina Hans-Adam, Kirklees Stop Smoking Specialist Advisor, who was in Dewsbury on the day said: “The day was a huge success, and despite the bad weather over 200 people came along to get help and advice about quitting smoking. No Smoking Day provides the perfect opportunity for people to quit and we know that smokers are four times more likely to stop with support from their local NHS Stop Smoking service than if they go it alone.”

Her colleague, Joy Thomas, was in Huddersfield and she and her team reported a similar enthusiastic response from the public. She said: “Some people were shocked at the carbon monoxide readings but we were able to explain that would reduce once they stopped smoking – that made a lot of people think.”

• KirkleesStopSmokingservicehashelpedover2,300peoplequitsmokingsinceApril2007.

• Theteamoffersdrop-insessionsinvenuesaroundKirkleesorarrangesone-to-oneappointments.

• ThePCT’sStopSmokingteamhas two qualified stop smoking midwives who have successfully helped more than 126 pregnant women quit in the last 12 months. The team can also organise workplace sessions for employees to work together to successfully quit.

Formoreinformationcontactthe Kirklees Stop Smoking Serviceon:

Batley/Dewsbury/Spen: 01924512079or

Huddersfield01484344285.

Rebecca Elliott (left) and Amina Hans-Adam with promotional materials in Dewsbury

Advisor, Tahira Bashir-Karolia encourages youngsters in Huddersfield to think about the

health risks of smoking

Ways to celebrate As you will all know by now the NHS is celebrating its 60th anniversary this year and we’ve been asking for suggestions for how we can promote the milestone, perhaps looking forward as well as acknowledging the history of health care locally.

A small working group has been created to look at the ideas that have come in from staff and to begin organising the events.

Look out for news of the celebrations in the next issue.

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Movers and shakers StartersSara Cowdell, Clinical Nurse Specialist, Fartown Health CentreHelen Bramley, Bank Staff NurseAngela Ross, Bank School NurseJulie Bennett, Admin & Clerical Asst HV, Dewsbury Health CentreJonathan Mukosha, Bank Admin Asst Moorfield CentreGemma Wood, Bank Aux Nurse, Princess Royal Community Health CentreLucy Brooksbank, Nurse Aux, Holme Valley Memorial HospitalHelen Tinker, Bank Staff Nurse, Mill Hill Health CentreHelen Fisher, Bank Staff Nurse, Mill Hill Health CentreKhadim Hussain, Finance Officer, St Luke’s HouseJune Watson, Community Matron, Eddercliffe CentreBasheet Al-Zaidi, Arabic Linkworker/Interpreter, Princess Royal Community Health CentreKathryn Smith, Bank School NurseEnid Sutcliffe, Bank Health Care AssistantMandy Helliwell, Bank NurseSusan Bamforth, Bank Health Care Assistant, Princess Royal Community Health Centre

10Provider Services updateMakeoverforMapleWardMaple Ward at Holme Valley Memorial Hospital, Holmfirth has been one of the locations in Yorkshire and Humber to take part in a national programme to implement Releasing Time to Care – The Productive Ward.

This initiative aims to improve ward processes and environments helping nurses and therapists spend more time on patient care and so improve the reliability, safety and efficiency of the care delivered.

Mike Potts, PCT Chief Executive said, “This is an excellent project that will enable staff to enhance their efficiency and provide the best possible patient care”.

The ward has been organised so that space works better for the ward – saving time, effort and money. Working together as a team and agreeing changes are very much part of the Productive Ward. Staff on Maple Ward have been enthusiastic about taking part and have seen how the changes have made a difference. It is intended that the learning and skills gained from this work can be transferred into other services at the Hospital.

Amanda Johnson, a Sister on Maple Ward said, “The productive ward

toolkit has given our team the chance to examine the way in which we deliver our care with the aim of increasing direct patient care time. The 15 modules provide a structured approach to success and we are already seeing the benefits.”

Further details about Releasing Time to Care – The Productive Ward can be found on the NHS Institute for Innovation and Improvement website here http://www.institute.nhs.uk/quality_and_value/productivity_series/productive_ward.html

After

Before Before

TheSluiceRoom: Barbara Williams, Nursing Auxiliary,Amanda Johnson, Sister,Joyce Garside, Nursing Auxiliary.

Before

Before After

WalkingFramesandChairsRoom

Shirley Taylor, Nursing Auxiliary,Lyn North, Nursing Auxiliary,Amanda Johnson, Sister,Joyce Garside, Nursing Auxiliary.

11

HighflyingStephenStephen Graham, Provider Services Information Performance Analyst, has been flying high and raising money for St.Gemma’s Hospice, Leeds. His charity parachute jump has already raised more than £700 and money is still coming in.

Said Stephen: “I like to say thanks to all those who have already sponsored me for taking the step into nothing. It really was such an amazing thrill, one that I can recommend to anyone, and the best thing is that we are raising so much money for the children’s hospice, such a fantastic cause.”

He describes his adventure: “After a short drive to Hibaldstow Airfield for a quick training session, it was into the small plane and strapped to the instructor ready for an experience of a lifetime. After a short flight with barely any time to get nervous the shutter door opened and the green light came on.

“We jumped from 15000 feet (about three miles up), free falling for about a minute, with a few spins thrown in for good measure. We hurtled towards the ground at a speed of around 125mph and travelled two miles straight downwards!! With the ground getting ever closer the parachute canopy opened and the noise of the rushing wind was brought to an abrupt stop - almost as quick as it had started. The rest of the skydive was spent gently drifting downwards getting my breath back and enjoying the scenery of the countryside. “

People can still donate online for a few more weeks at http://justgiving.com/stephengraham or to Stephen in person at Batley Health Centre on 07984 358597 or Stephen.Graham@kirkleespct.nhs.uk

Stephen says this is definitely him!

Congratulations Joan Joan Booth has been appointed Head of Localities after three years as a Locality Manager in South Huddersfield.

Batley-born Joan has worked in the NHS for 32 years and is proud to say that she has loved nearly every minute of it!

She started out as an SRN/ RSCN and then became a midwife. After working for about 12 years as a practice nurse she joined the national Primary Care Collaborative as a Project Manager and then a Lead Manager working across 28 PCTs, leading on improving access to primary care for both GPs and nurses.

Joan then crossed the Pennines to take up the position of Associate Director in Primary Care Modernisation at Oldham PCT. There, amongst other things, she led on implementing the new GP contract.

She said: ”I came to Huddersfield three years ago to be a locality manager because I wanted to experience operational management and had got fed up of

traveling across the Pennines every day.

“I took the post as Head of Localities because it felt like a natural progression and having been born in Batley, I love working in Kirklees and didn’t want to move anywhere else. I work with some wonderful colleagues.”

Looking to the future, Joan continued: “A lot of work has already started on improving our services for patients, particularly around the supporting families agendas and ‘route to a solution’ and I want to see this through.

“What I am most looking forward to is leading a dynamic team of locality managers so that together we can facilitate front line staff, working with key partners to improve their services for their patients.”

Farewell JulieJulie Livesey, former Head of Localities and based at Batley Health Centre, has left the PCT and sends this message to her colleagues.

“Its time to say goodbye and after 10 years with the PCT I am leaving to take up a post as Deputy Hospital Director at Airedale Hospital. I would like to say a big thank you to all colleagues I have worked with over the years that have made this organisation an enjoyable place to work. My sincere thanks to all those who have contributed to my leaving gifts of flowers, a flat screen TV/DVD, chocolates and wine. Best wishes and good luck to you all for the future.

Drive to increase MMR uptake in north Kirklees Our Community Immunisation Team is stepping up its work to encourage families in Batley, Dewsbury, Spen and surrounding areas to take up the offer of the Measles, Mumps and Rubella (MMR) vaccine. Without it their children are at risk of catching these potentially fatal diseases.

The vaccine is given in two doses, the first at 13 months and the second at three and a half to five years old, as a pre-school booster. The Team knows of almost 600 children in these areas who have no protection at all and a further 395 who had the first injection but not the second.

Beverley Williamson, from the Community Immunisation Team, said: “We really want to get through to people how important it is for children to be protected. There is an outbreak of Measles in Dewsbury now and there have been cases recently in the surrounding areas.”

Over the coming weeks the Team will be working on one area at a time, contacting families where there is a child who is overdue the vaccine. They will offer them an appointment and if this is not kept they will be sent another. If they fail to attend that appointment their GPs, Health Visitors and School Nurses will be notified and asked to become involved.

Further information is available at www.immunisation.nhs.uk

Deadlineforarticlesfornextissueis30May2008

GetinvolvedRemember,thisisyournewsletterandwe’dlikeeveryonetobeinvolved.

So,ifyouhaveanythingyou’dliketosharepleasesenditto:Communications team,

St Luke’s House, Blackmoorfoot Road, Crosland Moor, Huddersfield HD4 5RH01484 466044/466223 or email communications@kirkleespct.nhs.uk

Book

review

TheOneThatGotAway,ChrisRyan,Arrow Books 2003

The dark months to January 2008 followed this decade’s pattern of unusually mild winters for West Yorkshire folk; only a few frosted mornings with treacherous conditions surprised travellers. But for Chris Ryan and his elite military team, the harsh Iraqi winter of 1991 will be recalled as both an unwelcome surprise and a formidable test of endurance. Ryan’s eight-man SAS squad was one of three patrols sent deep into enemy territory with orders to set up observation posts and monitor the movement of scud missiles. And severe weather is not the only surprise revealed in this book.

Even before the patrol crosses the border, we read of a shortage of munitions, poor control of materials, inadequate maps, and wrong advice on the kind of clothing required for the mission. Each man carried 120 empty sandbags which had been easy to fill during practice sessions in the warm sands near their Saudi base: yet these bags proved useless on the flat stony plains of Iraq. Vital communications equipment was set at the wrong frequency or beyond the working range of friendly forces. Given that the patrol had been set down by helicopter too close to a populated area, the lack of communications was a disaster from day one.

Soon Ryan’s men are split up and struggling to avoid capture, marching 50 kilometres each night towards the Syrian border, and hiding by day in whatever crude shelter they can find. With little to drink and a packet of biscuits as rations, they cuddle up for warmth in the freezing slush of water-logged tank tracks. As hypothermia shakes their exhausted bodies, the lack of a simple hot brew strikes hard at morale.

Sergeant Ryan was awarded the Military Medal for his evasion – the longest in the regiment’s history. Other books and a BBC drama Bravo Two Zero (starring Sean Bean) have followed the painful fate of those who were captured. In this book Ryan notes his life before the SAS: growing up in a working-class village near Newcastle, hunting with his father, joining the TA, and thriving on a fitness campaign which may partly explain how he accomplished his arduous march. It’s unfortunate that no one with detailed geographical knowledge of Iraq was available to influence the team’s ill-prepared mission at the start. For Bravo Two Zero, the devil was in the detail.

NeilRichardson,CorporateServices,StLuke’sHouse

Chlamydia Screening Programme

On the moveThe Chlamydia Screening Programme for the south of the area has moved from The Princess Royal Community Health Centre to Brian Jackson House in Huddersfield.

Chlamydia Screening Co-ordinator, Julia Bramble, asks all screening venues to make sure that samples and sample request forms are sent to the Brian Jackson Centre instead of the Public Health Resource unit in the PRCHC.

Theteamcanbecontactedvia Chlamydia.screening@kirkleespct.nhs.uk

or at CalderdaleandHuddersfield

ChlamydiaScreeningProgramme Brian Jackson House

National Children’s Centre New North Parade

Huddersfield HD1 5JP

MoreinformationfromJulia on07534260946.

Breastfeeding-friendly in Kirklees A whole host of activities across Kirklees will celebrate National Breastfeeding Awareness Week (NBAW) May 11-17. These include the official opening of the Batley Baby Café at Staincliffe and Healey Children’s Centre on May 15 and the fourth birthday celebrations at the Huddersfield Baby Café at Woodhouse Children’s Centre, Deighton on May 12.

Health Trainers and Physical Activity and Leisure Service staff will be on hand to advise on breastfeeding on May 14 at Asda, Dewsbury and Tesco, Huddersfield. and a Health Improvement Practitioner Specialist will be at Mothercare, Huddersfield the same day.

A list of breastfeeding friendly retailers is available atwww.breastfeeding.nhs.uk.

ForfurtherinformationcontactJayneHeley,HealthImprovementPractitionerSpecialist,on01484344350.

A good read?