Funding for Nottingham and Nottinghamshire health system to fast-track non-urgent care

Funding to help hospitals continue to reduce long waits for non-urgent patient care is being allocated across local health systems including in Nottingham and Nottinghamshire, as part of a new initiative.

The programme, being led by NHS England, will support health and care systems to design new and improved ways of working that have the potential to help treat patients whose care was unavoidably disrupted by the Covid-19 pandemic as quickly as possible.

Throughout the pandemic, the NHS has remained committed to keeping non-Covid services going and has been able to deliver more than 12 million planned operations and procedures, and over 19 million key diagnostic tests since the pandemic began.

The money will be allocated to the Nottingham and Nottinghamshire Integrated Care System (ICS) enabling all hospitals across Nottingham and Nottinghamshire to implement innovative ways to increase the number of elective operations, tests and scans they deliver.

The funding will play an instrumental role in supporting hospitals to more quickly reduce waiting times that have grown due to the Covid-19 pandemic.

Over the next three months, some of the benefits to patients include:

  • Expansion of Post-Anaesthetic Care Unit (PACU) at Nottingham University Hospitals to help reduce pressure on critical care units and increase the number of elective patients receiving treatment.
  • Some mobile capacity for endoscopy and CT will be imported to speed up diagnostics and treatment for patients.
  • New ophthalmology and ear, nose and throat (ENT) equipment at Sherwood Forest Hospitals will enable them to see and assess more patients.

Learning from the Nottingham and Nottinghamshire health system and other sites where funding is being allocated will then be used across the country.

Amanda Sullivan, Interim Executive Lead at Nottingham and Nottinghamshire Integrated Care System (ICS) said: “The Covid-19 pandemic has had a devastating impact on our communities and our NHS teams have been working tirelessly for over a year to protect patients whilst delivering the biggest vaccination programme in history.

“The success of the programme means we can now continue our focus on supporting the recovery of routine care. This funding provides a fantastic opportunity to deliver high quality healthcare to our local population and enables us to work efficiently through our waiting lists so patients can access the important medical help they need as quickly as possible.”

Simon Barton, Chief Operating Officer at Sherwood Forest Hospitals Trust says: “We know that whilst we have been treating Covid patients, others have had to wait longer for their tests or treatment than we would like.

“This fund is a real boost to help us to safely treat as many patients as possible and we are developing plans across the system, starting with those who most urgently need our care.

“The additional money will allow us to invest in new equipment, services and in our colleagues, to help us to work through the backlog.

“We are incredibly grateful to all of our NHS colleagues who have worked so hard during the past year and whose skills and care are still so very needed.”

Rachel Eddie, Chief Operating Officer at Nottingham University Hospitals NHS Trust says: “This funding will mean that we can do more operations and diagnostic appointments, which we know will be very welcome news to everyone who has been waiting far longer than we would wish for treatment.

“This funding boost is testament to the care we have been able to provide for patients across NUH and the wider system.

“Our staff have been incredible over the past 12 months, and we want to reassure them that we remain committed to their wellbeing, which is a key consideration in our planning”.

As part of recovery plans for elective care announced in March, GPs, specialists and their teams are focusing on those on the waiting in most urgent clinical need and who have been waiting longest, with an aim by the end of July for all areas to provide over 85% of the levels of activity seen in 2019.

While initial indications suggest the NHS nationally was ahead of its plan by the end of April, the elective accelerator systems programme is an additional initiative with the aim of finding ways to continue this momentum over the summer and beyond.

Nottingham University Hospitals NHS Trust and Sherwood Forest Hospitals Trust will write to patients awaiting elective surgery in the coming weeks with next steps for their procedure.

Mobile NHS lung checks to spot early signs of cancer in Mansfield and Ashfield patients

Residents in Warsop are benefitting from a free NHS lung scan as part of a pilot scheme to help diagnose lung cancer earlier in smokers aged between 55 and 74.

The mobile lung scanner will be situated in the Mansfield District Council car park on Church Street in Warsop from Monday 10 May to Tuesday 18 May, and will be providing CT scans for local patients who have been identified as potentially at risk of developing lung cancer.

The initiative being led locally by the Mid-Nottinghamshire Integrated Care Partnership (ICP) and the Nottinghamshire Clinical Commissioning Group is part of a pilot scheme targeting areas that have higher than average cases of lung cancer, and later than average diagnosis of the disease leading to poorer outcomes. 

The initiative has initially focussed on patients at the Meden Medical Centre and Riverbank GP surgeries in Warsop, with any patients aged between 55 and 74 who have a record of ever having smoked being invited by letter for an initial screening conversation.   Patients are then assessed and offered an invitation for the chest scan if they meet the identified risk factors.

The scans will look to diagnose signs of lung cancer much earlier, enabling earlier treatment and much better outcomes for patients with a greater chance of surviving.  The programme also aims to detect other respiratory diseases at an earlier stage, such as COPD and increase smoking quit rates.

Dr Thilan Bartholomeuz is the Clinical Director of the project, and Clinical Lead for the Mid Nottinghamshire ICP.  Dr Bartholomeuz said:

“Unfortunately we know that we have comparatively high levels of smoking in Mansfield and Ashfield, and we know that we have poorer outcomes than other parts of the country when it comes to lung cancer, which is why we are really pleased that we have been identified as one of the ten pilot areas nationwide for the lung checks programme.

“I urge anyone who has received the initial invitation letter to make themselves available for the conversation with our team, and take up the offer of the lung health check.  Even if you don’t think you have any symptoms of cancer at the moment it can still be present.  It is clear that the earlier we can identify the signs of lung cancer, the better your chances of survival will be.

“Finally, if you do have symptoms of lung cancer, including a persistent cough, coughing up blood, persistent breathlessness, unexplained tiredness or weight loss or an ache or a pain when breathing or coughing, please don’t wait for an invitation for a scan and talk directly to your GP.”

The NHS Lung Check programme in Mansfield and Ashfield is currently linked to patients at Meden Medical Centre and Riverbank GP, with the intention of rolling out to GP practices across Mansfield and Ashfield in the coming months.

Please look out for your letter which will explain the process in more detail.  For further information please visit www.malunghealthcheck.nhs.uk.  

Notes to editors:

Potential interview, filming and patient case study opportunities are available.  Please contact Robin Smith on 07790 775867.

NHS lung check programme

  • If you qualify for a FREE NHS Lung Health Check, you will receive an invite letter through the post.
  • This letter will have a date and time where one of our health advisors will call you for your lung health check which will take approximately 15 minutes. If this time is not suitable please call and our team on 01623 572500 who will happily rearrange this to a more convenient time.
  • During the telephone call you will be asked questions about your overall lung health, lifestyle, family and medical history.
  • You may then be invited to have a lung CT scan. This checks for early signs of lung cancer and is called lung cancer screening.
  • Scans take place on mobile vans in community locations so they are local and easy to get to.

Mission possible: finding emergency respite nursing care in the community on a Friday

A GP called for help just after 2pm on a Friday afternoon: A patient on an end of life pathway needed emergency respite care outside of hospital asap. The GP called the PICS Care Navigation Service which had been set up in partnership with Nottingham West Primary Care Network to enhance lives, reduce hospital admissions and take pressure off GP services.

The logistics of finding and funding nursing care can slow down urgently needed support and prevent families from being able to fulfil the wishes of their loved one. This timeline details what happened between that call and the patient being matched to expert nursing care in a home, not a hospital. But it doesn’t stop there. The Care Navigator keeps going until funding for the place is secured for the family.

Timeline from a referral for Care Navigation to discharge   (timings approximate)

Timeline from a referral for Care Navigation to Discharge

Dr Rhodes, Chilwell Meadows and Valley Surgery explains the impact of this work: “The Care-Coordination Service has prevented admissions to hospital by rapidly sorting out care for patients and their dependents. It makes a real difference to the lives of patients and saves significant time of doctors.”

A step further: transforming acute and urgent responses into personalised and holistic care

Photo of Lynette
Lynette

Lynnette Chadwick is the ICP’s PCN Care Coordinator, working in a similar role with the Enhanced Health in Care Home Service. She integrates care for a patient by pulling together services at a local level and forming pathways between them. PICS and the GPs co-designed the role so that patients are put first and their whole being is the focus.

Lynette is very well connected, working closely with the wider PCN team, as well as GPs, Practice Nurses, District Nurses, Social Workers, Pharmacists, Physiotherapists, Social Prescribers, Care Homes, Dietitians, NHS funding bodies and more. She explains:

“I work hand-in-hand with colleagues across Notts who support patients. Once assessed by a clinician, I act swiftly to find patients appropriate support from a variety of teams and services. This is important to reduce the risk of their conditions getting worse or destabilising. Our fast-acting service helps patients feel better before their condition becomes serious – like in this instance:

Case study

A care home colleague contacted our Enhanced Health in Care Homes Service team because one of their patients is losing weight and is generally deteriorating. They’re not ill enough to call in acute services, but they’re uncomfortable and it’s likely they will get ill without preventative care. Our administrative team has access to Pharmacists, Occupational Therapists and Dieticians, so we arrange for the patient to be assessed and we support onward referrals and medicine requests. This direct route to specialist care avoids the need for a visit from the GP. The patient starts to feel more comfortable really quickly. They don’t become poorly and frightened, and they don’t go into hospital. We ensure their patient records are kept up-to-date so that the GP and their other clinicians are involved.

Dr Charles, GP at The Manor Surgery, Beeston shares their perspective of this service: “It’s quite difficult for a GP in the acute situation (often on a home visit with a patient) to know what appropriate resources are available and this service is invaluable in this respect.”

Earlier this year, the PICS non-clinical Care Navigation Service was commissioned for another four years across Nottingham West and Mid Notts. Nicky Render, PICS Care Navigation Manager explains the strategic benefit: “I believe our Care Navigators are crucial in ensuring patients receive the right care at the right time by the appropriate services within the community. Care Navigation has proven to be a core building block of Population Health Management across integrated care partnerships. They coordinate resources around a person’s needs and help prevent admission to hospital or readmission.”

Dr Muthoot, GP at the Linden Medical Group agrees: “Their interventions have been vital in breaking a chain that would have inevitably led to the admission of patients and often with recurring admissions after that. Their follow-up support also helps identify patients who later need different support and treatment and results in early, timely and appropriate admissions, when needed.”

Dr Kathy McLean – Independent Chair of Nottingham and Nottinghamshire Integrated Care System (ICS)

I can hardly believe the end of my third month as Independent Chair for Nottingham and Nottinghamshire Integrated Care System is so near. Over the last few weeks I have had conversations and meetings with many of you as leaders and partners and together we know more about the national guidance and expectations for system working. This feels like a good time to reflect on what I have learnt and what I believe are some of the challenges and opportunities ahead.

I have been struck by the high level of enthusiasm and engagement everyone has expressed about making a difference for our population. This has been evident in conversations with colleagues in both the NHS and Local Authorities. I will also be spending time engaging with partners in other organisations and anticipate a similar commitment. I see many positive examples being driven forward by talented people, the most recent, perhaps, being the way the Covid-19 vaccination programme has been rolled out. This has involved hundreds of people from leaders at the whole system level to vaccinators in communities and neighbourhoods.

I’m delighted to see how successful this has been, really demonstrating a data-led approach to service delivery and strong partnership working – it’s great to hear about how the Councils are calling vulnerable residents to encourage them to come forward and also fielding incoming enquiries using their customer service expertise.   Primary and secondary care are working closely together to support vulnerable and potentially excluded groups to get their vaccination, including those with Learning Disabilities, Serious Mental Illness or who might be housebound. Our Integrated Care Partnerships have led on the work to target areas of lower uptake, using all their knowledge of community and voluntary assets. These are models for the future and will provide learning for wider areas of improvement.

One of the first things I have done is to discuss how we can build on the good foundations by developing a ‘Leadership Compact’ to guide the way we work together. Once agreed by all partners I hope we will use this to influence our discussions and decision making. One challenge for us all will be embedding this into our teams and bringing this to life. Whatever the organisational forms, the key to bringing about improvements and transformation is great relationships.

However, we know there is a lot of practical work ahead to implement some of the changes necessary to deliver the expectations of us. We have seen the Government’s White Paper for health and care, the NHS’s Long Term Plan and the 2021/22 Planning Guidance for the NHS. Whilst we are waiting for any legislative changes, there is a great deal we can be progressing.

Leadership through this period will be critical and I am delighted that Amanda Sullivan and Stuart Poynor will be our interim Executive Lead and Finance Director respectively, alongside their current NHS CCG roles. Supporting them on one of our important work programmes, Andrew Fearn will be taking up the Data, Analytics, Information and Technology (DAIT) lead role, again on an interim basis.   One of the early things for us to do is to integrate the CCG leadership team into the new ICS and these appointments will facilitate this integration.

Whilst there is a great deal to be done to set up our ICS, establishing the right support to our Places (ICPs) and establishing our Provider Collaboratives at Place and scale. I want to emphasise the importance of continuing to make significant progress on implementing the expectations of our residents for both a return to some kind of normality of access to health and care services, but also improvements to their lives with a focus on reducing inequalities. The number of patients with Covid-19 continues to decline and treating people who have been waiting a long time for important healthcare interventions is now a priority. Working across the system to achieve this and taking the opportunity to focus on reducing the gap in healthy life expectancy will be a test of our progress to date.

We all know our citizens are less concerned with which organisation provides their services or care than being treated as an individual in a seamless pathway. The benefits for our population will be made real through local partnership working, which is why I am keen to think about how the ICS at system level supports delivery at Place and Neighbourhood. We will talk more about this over the next few weeks and months.

So, there is a lot to do. But my first impressions are positive. I know that we have the people in Nottingham and Nottinghamshire who can make a difference, but only if we all work together with a focus on the people we serve and not our own organisations.

I hope that you are as excited as I am about what the future holds. It will not always be easy but I know that by working together we can deliver better health for our residents, higher quality care for all patients and make progress on living within our means in terms of our finances.

In amongst all the work, we are all people with other lives and as we implement our plans and transform care for our citizens, we will have the care of our people at the centre of our plans. This last year has been phenomenally hard for everyone and rest and recuperation are vital. Personally, I enjoy my allotment and hill walking. Mercifully the former has been possible throughout and I am planting potatoes at the moment, but I am really looking forward to returning to my favourite hills in the Lake District.

I plan to do a regular update so do share with others. I am keen to get to know as many of you as possible through the usual briefings and meetings but please do get in touch directly on kathymclean@nhs.net if you want to discuss something with me or have a question or an idea.

Best wishes,

Kathy Mclean

A bit of background about me if you’re interested: I’ve worked in the NHS for nearly 40 years including as a senior registrar and consultant specialising in geriatrics and stroke medicine, Medical Director of Derby Hospitals NHS Foundation Trust and then as Medical Director at East Midlands Strategic Health Authority.   I was then Medical Director of NHS Trust Development Authority and subsequently Executive Medical Director and Chief operating Officer of NHS Improvement.   Since leaving NHSI I’ve been Chair of University Hospitals of Derby and Burton NHS Foundation Trust and a Non-Executive Director at Barts Health NHS Trust.   I live in Derbyshire with my wife and have two grown-up children.   When I’m not working I like to spend time on my allotment and walking in the hills and along our coasts where I can also enjoy birdwatching. I’m looking forward to doing more of this in the coming weeks as society slowly opens back up and I’m sure that you are similarly ready to take advantage of our newly returned freedoms.  

New Data, Analytics, Information and Technology lead appointed for the ICS

We are pleased to announce that Andrew Fearn has been appointed as the interim  Data, Analytics, Information and Technology (DAIT) lead for the ICS.

Andrew, who is the  Director of Digital Services at NUH, takes up this role for two days a week over the next 12 months. He will lead the delivery of the DAIT strategy, working with partners across the ICS.

Having worked in the NHS for 33 years, Andrew has spent 20 of those years leading digital services at the trust.

For the last eight years, he has also led the EMRAD Imaging Network – a provider collaborative across seven acute trusts in the East Midlands delivering radiology services to 5m people.

He is passionate about working collaboratively to share data and information effectively between care providers and the population we serve.

Andrew commented: “I’m really excited to be offered the opportunity to help shape our ‘digital’ future across the Nottingham and Nottinghamshire ICS.

“I know we’ve some really talented folks in our community who, working collaboratively, can deliver information and technology that will truly revolutionise the care we can give to those we serve.”

Amanda Sullivan, Interim Executive Lead added: “I am delighted to be working more closely with Andrew in this critical area and congratulate him on his appointment.

“Andrew’s role will enable us to use technology to improve care delivery and to inform how we channel our collective resources to improve health and reduce inequalities. Andrew has a strong track record in this area and a wealth of experience to bring to bear.”

ICS appoints new Interim Director of Finance

We are pleased to share the news that Stuart Poynor has been appointed as Interim Director of Finance for the Nottingham and Nottinghamshire Integrated Care System (ICS).

Stuart takes up his 6 month appointment with immediate effect, pending potential national processes to establish statutory integrated care systems from April 2022.

He will combine this post with his current role as CCG Chief Finance Officer.

Stuart is well known within the NHS nationally and in our local health and care community.  Having worked in the NHS for 39 years, Stuart has extensive experience in  healthcare leadership roles.

Originally an accountant in Leicestershire, he  became the Chief Executive of Staffordshire PCT in 2002.

Since then he has held a number of chief executive roles including at the  Staffordshire and Stoke-on-Trent Partnership Trust where he oversaw the transfer of 1,100 social care staff into the NHS. The Trust was the largest provider of integrated health and social care in the UK.

Stuart commented:

“I am delighted to be given the opportunity to undertake the role of ICS Director of Finance. I have a passion for system working and I am keen to support the further development of integrated care in Nottingham and Nottinghamshire.

“I am looking forward to meeting with colleagues from across the ICS in both health and care to identify ways  in which we can work together in a better way”.

Amanda Sullivan, Interim Executive Lead for the ICS said:

“I am delighted that Stuart has been appointed into this system role. Stuart has a wealth of experience, having worked in many different parts of the health service.

“Stuart also has a strong track record of bringing together health and social care services. His background in financial and CEO leadership roles will enable him to bring together a range of perspectives and take us further towards our goal of integrated care.

“I am very much looking forward to working with Stuart in his new role.”

Leading Integrated Care System appoints new Interim Executive Lead

Nottingham and Nottinghamshire Integrated Care System (ICS) has today confirmed the appointment of Amanda Sullivan as interim executive lead.

Amanda will take up the post from 1 April for an initial period of six months, combining this role with her existing position as Accountable Officer for Nottingham and Nottinghamshire Clinical Commissioning Group. This latest appointment follows a rigorous locally-led recruitment process.

The appointment of an interim executive lead follows the planned retirement of the previous executive lead, Dr Andy Haynes, who left the role in March 2021.

Amanda Sullivan said: “I am delighted to be appointed as interim executive lead of Nottingham and Nottinghamshire ICS. This is a very important and exciting period in the development of integrated care and I am excited to play a part in driving forward our development alongside system partners from the NHS, Local Authorities and Voluntary and Community Sector.

“Our ICS has been at the forefront of delivering integrated care, particularly in its response to the Covid-19 pandemic and I’m looking forward to bringing my skills and experience to the role to further this vital work at a time when joined-up care has never been so important.”

Amanda, comes from a clinical and academic background, working as a nurse and a midwife alongside completing her PhD before moving into senior management in commissioning.   She was the joint Accountable Officer for both Mansfield and Ashfield and also Newark and Sherwood CCG from their establishment and led the process for all six CCGs in Nottingham and Nottinghamshire to merge in April 2020.

As indicated in the Government’s recently published White Paper, Integration and Innovation: working together to improve health and social care for all, which sets out the proposals for a forthcoming Health and Social Care Bill, it is anticipated that the functions and duties of CCGs will be absorbed by newly established statutory ICS bodies in April 2022.

Dr Kathy McLean, Independent Chair of the ICS, added: “I am delighted that Amanda has been appointed into this role.   The Government’s White Paper clearly indicates the future of how we manage Health and Care in England and therefore the depth and breadth of experience that Amanda will bring to this role will be invaluable.   I am looking forward to working with her and her team across the health and care system.   I hope everyone will join me in congratulating Amanda and celebrating the securing of a leader of such calibre for Nottingham and Nottinghamshire.”

From care homes to Dementia Cafés – how PCN Dietitians are preventing ill-health

Emily Fowkes, PCN Dietician

Did you know that as you get older or frail, it can actually be healthier to eat high calorie foods like pies, cakes and chips?

Since the autumn of 2020, Emily Fowkes has been a Dietitian for Nottingham West. A member of the PICS Enhanced Health in Care Homes team, she works within a specialist team commissioned by the Primary Care Network and co-designed with PICS. She explains:

“What constitutes healthy eating and drinking changes for us as we get older, especially if we’re frail, ill, have problems with swallowing or are living with neurological diseases like dementia. We can forget to eat and drink, our sense of taste changes, our medicines might complicate our digestion or put us off our food, or we might not be able to chew and swallow like we used to.

“It’s not well known that once an older person or someone with chronic or complex conditions starts to lose weight, it is very difficult for them to put it back on. They risk becoming malnourished, which can exacerbate frailty and ill health. However, if their bodies get the nutrition they need, the benefits are:

  • better skin hydration and integrity, which is more comfortable for the patient and help to reduce the risk of   pressure sores;
  • stronger immune systems, which helps us all stay well and manage other conditions more successfully;
  • stronger muscle mass, which enables greater mobility and independence; and
  • improved mood, better wellbeing and feeling in more control.

“My job is to intervene early, before weight and ill-health caused by poor diet becomes a problem for someone. My care prevents decline of health, promotes wellbeing and brings comfort to residents and patients. Because I don’t have minimum referral criteria, I have the scope and freedom to work proactively with patients, GPs, nurses, carers and professional care staff. I’ve seen in my previous work how much care homes need this sort of specialist support, so I feel very happy to be able to help them with that.

“I join clinicians with their weekly care home rounds and I conduct assessments and reviews of residents. I have produced a Nutrition and Hydration Care Home Pack which has been sent to all Nottingham West care homes and includes advice, recipes and guidance, supporting them to manage malnutrition successfully.

“I’ve reached out to local speech and learning therapists and community dietitians to explain how I work and share the guidance I’m producing for them to sign off. Speech and language therapists will work with people who have difficulty swallowing; they advise on which consistency of diet and fluids is safe for a resident. I can then offer further support within these recommendations.”

Emily recently adapted training designed for other healthcare professionals and delivered this to people living with dementia and their carers via Zoom. An appropriate diet helps keep people stronger and independent which enables them to live at home for longer and reduces their health needs with their GP or local hospital. She says: “Many carers haven’t cared for someone before; they’re looking after their loved ones with little or no experience or professional training. There is a lot to take in for them and very often, diet and nutrition continues as it always has and reflects what the rest of the household consumes.

“I think it’s really important to help these families and carers with practical advice and some specialist insight so that they can make changes to their diet. They can help prevent weight loss, malnutrition and associated health consequences such as a weakened immune system, increased risk of falls and skin breakdown, decreased mobility and low mood. The Dementia Café’ session was really well received with attendees reporting that they learnt new information and felt more confident supporting their relative now.”

Dr Paul Scullard, GP and a Clinical Director for Nottingham West Primary Care Network, said: “I had attended an amazing tutorial Emily did for our care home clinicians, where she explained the effect of poor nutrition in dementia and the elderly, and shared some simple strategies that can be put in place to support them. We were all surprised to learn that your taste preferences can change when you have dementia. On the back of this we have made new links with local support groups and she is now doing educational sessions for patients and their carers in the community. This has been a great piece of work and we are looking at rolling out more widely in the future.”

Working together to make lives better

Maria Ballantyne, Group Manager, Living Well South talks about the a strength based approach can empower people to live their best lives…

As we all know, the past year has seen us change the way in which we live to such an extent that we are all feeling a little nervous of the ‘what next?’. It is good to acknowledge that we have been through a difficult time, but we probably have been able to do more than we thought we could? Maybe? Yes? No?

There comes a time in some people’s lives when we feel that we need support and it may be that we ask family, friends and neighbours before we would think about contacting Adult Social Care Services. I wonder, why we do contact our friends and family first, is it because they offer to support in a small way? Support in a big way? Reassure us that everything will be okay and will support us until we feel better? Its certainly food for thought.

In the new world we live in it is important that we really think about how we, as providers of health and care services, can continue to offer support in such a way that doesn’t overwhelm and undermine your confidence but, how can we do that?

In Adult Social Care Services we are working to adopt a Strengths based approach. What that means is we are going to do is to talk to you about what you can do, rather than what you can’t. We are going to ask you what support you need turn it around? We know that everyone has strengths and we will concentrate on those to make sure that your confidence and self-worth are the focus for what is important to you. We are going to have a conversation with you so that you can tell us what it is that you want to achieve, and we will offer you the support to achieve this.

There are a number of ways in which this can be done – it may be via a Carers hub, a service in the Community such as a knitting service or, it may be a Promoting Independence Worker who can look at community visits to build your confidence going to the corner shop.

Whatever it is that you need to maintain or improve your independence our strength-based approach will allow us to do this, we are working with our colleagues to maintain your independence rather than create a dependence. Perhaps most importantly of all, we want to make sure that you can ‘live your best life’ whatever that may be! Everyone is different, everyone is unique.