Calderdale and Huddersfield NHS Foundation Trust - Levelling Up Impact Report by Social Mobility Pledge

Levelling Up Impact Report

LEVELLING UP

CONTENTS

Contents 01

Foreword Rt Hon Anne Milton, Chair of the Purpose Health Coalition

Foreword Calderdale and Huddersfield NHS Foundation Trust

Introduction 2.1 Introduction to Calderdale and Huddersfield NHS Foundation Trust 2.2 The Journey to the Purpose Goals

Mapping Calderdale and

Huddersfield NHS Foundation Trust’s activities against the Purpose Goals

Analysis

Recommendations

CONTENTS

Foreword

Rt Hon Anne Milton Chair of the Purpose Health Coalition

The pandemic served as a stark reminder to all of us of the vital role the NHS plays in protecting us and our loved ones. The pandemic was a massive challenge to the NHS, pushing its systems and staff to the limit. Unfortunately, the COVID-19 pandemic is not the only challenge the NHS now faces. With rising running costs for organisations and supply chains, and a rise in bills and food prices for patients and staff, the cost of living crisis threatens the NHS further. There is also pressure on organisations to fill vacant roles with a decreasing pool of talent. Developing pipelines, nurturing talent and spreading opportunity has never been more important for the NHS. The many challenges the country, and especially the healthcare sector, faces is contributing to a growing consensus across all sectors that organisations must have a wider social impact on communities. The NHS and its 219 Trusts are often the largest employer in their area and as a bedrock of the local community they play a key role in affecting purpose-led change. Calderdale and Huddersfield NHS Foundation Trust (CHFT) recognises this and is already making comprehensive strides in broadening its impact within its community, acting as an example to similar organisations.

FOREWORD

With over 6,500 staff across its two main sites, the Trust is in a unique and compelling position to affect real change across Goals 3 (Positive Destinations post 16+), 5 (Open Recruitment), and 6 (Fair Career Progression). The Trust is also providing innovative ways to deliver social value through infrastructure projects in partnership with local stakeholders, contributing to Goal 11 (Infrastructure for Opportunity). This report aims to track CHFT’s current progress against the 14 Purpose Goals, highlighting its current work and identifying areas where further progress for patients, employees and the wider community can be made. It is an extremely important time for NHS organisations to take a leading role in spreading opportunity. I applaud the work of Calderdale and Huddersfield NHS Foundation Trust and others who are determined to maximise the impact that they are able to have.

Foreword

Brendan Brown CEO, Calderdale and Huddersfield NHS Foundation Trust

Calderdale and Huddersfield NHS Foundation Trust is an integrated Trust, providing a full range of services for around half a million people living in Calderdale and Greater Huddersfield. Employing around 7000 staff, the Trust operates acute services from two main hospitals, Calderdale Royal Hospital and Huddersfield Royal Infirmary, and from our community sites, health centres and in our patients’ homes in Calderdale. The Trust has a five-year strategy to 2027 which sets out how, together with partners, we will deliver outstanding compassionate care to the communities we serve. Our goals are structured around transforming and improving patient care, keeping the base safe, having an inclusive workforce and local jobs and being financially, economically and environmentally sustainable. In delivering its strategy, the Trust has a real commitment to being an anchor partner in both of its local communities. It has an ambition to work closely with its health and care system partners and the communities we serve to better understand, and address, the inequalities experienced by our patients, their families and our staff. As one of the largest employers in both of our local places, and with a budget of £400 million, the Trust is very mindful of the impact it has, not only on the health and wellbeing of our communities, but also the economic prosperity of the area. Our focus is on working with local suppliers, offering jobs and careers, and contributing to innovation and educational success.

The Trust is also a digital exemplar and prides itself on pioneering new technologies in the healthcare environment and providing career opportunities outside of the usual health and care sphere, as well as supporting digital development in local communities. The Trust is currently part way through an ambitious programme of estates development on both of its hospital sites, investing £198 million in creating new accident and emergency departments, theatres, learning and development centres and inpatient facilities. As well as using local suppliers and workforce, the new developments offer an opportunity for the Trust to improve its sustainability and net zero position for the future.

FOREWORD

02 Introduction to Calderdale and Huddersfield NHS Foundation Trust Background Serving a diverse population of over 650,000 across

Calderdale and Huddersfield NHS Foundation Trust

commitment to modernisation and investment in its

sites; Calderdale Royal Hospital and Huddersfield Royal

Calderdale and Kirklees in West Yorkshire, the Trust’s health services stands to benefit the lives of many. The geographic location of the Trust, between

Infirmary. It also delivers specialist care throughout local community sites, health centres and in patients’ homes.

two northern powerhouse cities of Leeds and

CHFT offers a range of services including urgent

in keeping the North of England as a whole working

gynaecology; critical care; children’s and young people’s

Manchester, means much of its population is vital

effectively. Therefore, delivering top of the range and compassionate care - as CHFT does - is vital.

employs over 6,500 staff across its two main hospital

INTRODUCTION

and emergency care; medical; surgical; maternity;

services; end of life care and outpatient and diagnostic imaging services.

Purpose Priorities CHFT has set out its ‘Future Plans’ within a framework

Although CHFT is part of the NHS, decisions about

by a commitment to the following values:

independent boards. Boards listen to their Council

for the Trust’s long term strategy. This is underpinned

Compassionate care - The Trust will deliver better

care for patients in modern, comfortable surroundings,

what it does and how it does it are driven by

of Governors and respond to the needs of their

members – patients, staff and the local community.

with an assurance to the local community that

This specialised care specific to the needs and

bettering the Calderdale and Kirklees surroundings.

makes each Trust and its work so special.

any new CHFT buildings will be attractive with sites

Exceptional working environment - In order to

attract and retain a highly skilled workforce the

Trust understands the need for a stellar working

environment with leading-edge hospital services and technology.

One culture of care - The Trust will care for

colleagues in the same way it cares for patients, ensuring colleague wellbeing remains a priority. Looking forward - The Trust promises to be

operationally and environmentally sustainable. When compared with the wider NHS health strategy,

demographics of the local community is what

Foundation trusts provide the wider health service agenda, yet are also free to invest quickly in the

changes to the local community needs, in striving to be the best, and in putting its patients first.

In December 2018 The Department of Health and

Social Care awarded CHFT £196.5m to invest in local health services at both Calderdale Royal Hospital (CRH) and Huddersfield Royal Infirmary (HRI).

This has given the Trust the opportunity to enhance services for its local populations but also widen its impact through its procurement of goods.

which aims to move care closer to patients homes,

The priorities of patients, community and employee

of regional models for specialist services, the Trust’s

central theme of this report.

an increase in patient choice and the development ‘Future Plans’ are mostly aligned.

well being are crucial to CHFT’s purpose and are a

INTRODUCTION

The Journey to the Purpose Goals

Calderdale and Huddersfield (CHFT) NHS Trust and the Purpose Coalition

are working together to tackle the UK’s biggest challenges facing patients,

customers, colleagues and communities. From helping people with the cost of living crisis in the short term, to levelling up across the country.

The cost of living is the biggest issue facing the

the interdependent environment, social and economic

all sections of our society - whether the public sector,

sustainability. As Secretary of State, Justine recognised

United Kingdom today, and will require action from business, or all of us as individuals helping out our friends, neighbours and local communities where

we can. Whilst the cost of living crisis will affect the

how useful a common set of accessible but ambitious

objectives could be in galvanising action to effect change.

poorest in society the most, with those households

The pathway towards recovery is a chance for the

challenges for the government is that the rising cost

but that requires updated and specific goals in order

facing a higher level of inflation, one of the biggest of living will affect almost everyone.

The Purpose Coalition measures organisations

against what they are doing for their customers, patients, colleagues and communities through

the Purpose Goals with tools such as the Cost of Living Taskforce.

United Kingdom to address these issues and level up to outline, inspire and measure progress. The most

committed signatories of the Social Mobility Pledge,

the Purpose Coalition, and the Cost of Living Taskforce aim to improve social mobility in the UK and have

responded to this challenge with the launch of the

Purpose Goals in February 2021 and the Cost of Living Taskforce in August 2022.

In 2015, as Secretary of State for International

The Purpose Goals build on the foundations laid

delegation to the United Nations (UN). Along with

on expertise provided by academia and businesses

Development, Rt Hon Justine Greening led the UK

184 international partners, she helped to establish the UN’s Sustainable Development Goals (SDGs).

In 2017, the SDGs were made more ‘actionable’ by

a UN resolution adopted by the General Assembly

by the UN’s SDGs by outlining 14 clear goals, and draw which has been applied to the unique challenges

facing the UK currently in what has potential to be a profound levelling down moment for the country.

which identified specific targets for each goal,

The Purpose Goals focus on key life stages and

towards each target.

order to create a level playing field for all in this country.

along with indicators used to measure progress

These 17 interlinked, global goals were designed to be ‘a blueprint to achieve a better and more

sustainable future for all’. The SDGs emphasised

aspects of development by centralising the role of

THE JOURNEY TO THE LEVELLING UP GOALS

highlight the main issues that need to be resolved in The Goals are intended to guide how the urgent

ambition to level up the UK can actually be achieved.

The impact of the work carried out to do this can, and should, be measurable.

Successful 1 Strong foundations school years 2 in Early Years

Sub-goals with quantifiable targets and measurements against which progress can be charted within the 14

goals are being developed by the Purpose Coalition. This will create a more transparent and mensurable framework with which to monitor and subsequently address problems of social mobility and inequality.

The Purpose Goals are designed to look at the outcomes

Positive destinations Post 16+

Right advice and experiences

of CSR strategies and measures that organisations

operate. Many organisations are doing outstanding work and making important contributions to society but are still measuring this via inputs.

Crucially, these Goals are a shared framework. Justine

and the wider Purpose Coalition, of which CHFT is a key member, believe that with a common understanding

recruitment 5 Open

career progression 6 Fair

and objectives, there can be action that drives change on the ground. Distinct entities, including universities, businesses, policy-makers, and public sector bodies

can work together, with the shared Goals being a uniting

and motivating foundation for progress. As the problems which cause social inequality in the UK are interlinked,

it seems that the response to these problems must also

Widening access to savings & credit

Good health and well-being

be collaborative.

Although the NHS remains a revered institution and

highly valued institution across the country and the world, it remains strained under the many current

challenges facing the UK today. Still reeling from the COVID-19 pandemic and now faced by rising health

inequalities in-line with a cost of living crisis bound to

Extending enterprise

Closing the digital divide

affect the health of the poorest in our society, the NHS is under threat.

The institution and its staff are doing everything in

their power to serve and protect every member of the community. Its work should be commended and supported.

for opportunity 12 11 Infrastructure

Building homes & sustainable communities

NHS Trust’s are anchor institutions for so many, often

being the largest employer and procurer of goods and services across large areas of the country. More and

more Trust’s are committing to working with the Purpose Health Coalition, seeking to highlight current work and possible areas for even further development.

Harness the energy transition

Achieve equality, through diversity & inclusion

The Purpose Coalition has encouraged businesses,

universities, NHS Trust’s and Local Authorities to share

their own best practice with other organisations so they are not only demonstrating their own commitment, but

creating a shift towards purpose-led organisations. The Goals can encourage an extension of this co-operative

exchange of information which can be used to address the cost of living crisis, and later level up the UK.

THE JOURNEY TO THE LEVELLING UP GOALS

Mapping Calderdale and Huddersfield NHS Foundation Trust’s activities against the Purpose Goals

1 Strong foundations in Early Years

Goal 1: Strong Foundations in early years

Goal 2: Successful school years

Rainbow Hub

The Widening Participation Team

as part of a reconfiguration of services.

Participation Team has developed a range of

The Trust has developed its community ‘Rainbow Hub’

A specialised team holds child meetings in the

Rainbow Hub for pre school children with additional and complex needs. The service offers education, therapy and family support.

Nursery and pre-school engagement

Since its creation in August 2021, The Widening employability and outreach activities that the Trust delivers both online and in person to help raise

aspiration and support work readiness across its local communities. This includes:

Targeting high schools, further education

The Trust has links with nursery’s pre-schools through

institutions and local community, statutory and

training for conditions such as diabetes or epilepsy.

that promote applications for opportunities at the

specialist nurses when required. For example, they deliver

The Trust uses puppets called Thunder, Star and Sunny to engage with pre-school children.

school years 2 Successful

HUDDERSFIELD NHS FOUNDATION TRUST’S ACTIVITIES

charitable organisations with a range of workshops Trust, apprenticeship masterclasses, ‘Sector spotlight’ Q&As, aspirational visits to the Trust and bespoke trust careers events in local institutions.

CHFT has reached over 3,800 young adults

across Kirklees and Calderdale delivering a range of in person and Microsoft Teams careers and aspirational based activities.

St John Ambulance NHS Cadets

The Widening Participation Team has also developed a range of external partnerships that promote

extracurricular activities for local disadvantaged young people including NHS Cadets - a youth volunteering programme delivered by St John Ambulance.

This is a personal development and volunteering led

program for over seventy young people aged 14-18 across 3 cohorts - and prioritises underrepresented groups across Kirklees and Calderdale who have

been disproportionately affected by the pandemic. Outside of London, West Yorkshire has the second highest take up of NHS Cadets in the UK, with 81 cadets registered to date.

Crucially, 13 are Young Carers, 11 receive free school meals, 6 cadets have at least one or more NEET

(not in education, employment or training) indicators,

Specific support resources

The Trust has created a ‘children’s passport’ for children and their families to complete to help

staff to know what their needs and preferences are without having to repeat them.

5 were previously excluded from school and 67% of

‘Jumping Kangas’ is the Trust’s training material

ethnic communities.

their muscles through regular exercise and identify

the 81 cadets are from Black, asian and minority

Delivering social value through investment

Through the Trust’s programme of reconfiguration it is investing approximately £200 million in its

for school children: to help strengthen and develop children with particular needs. It is copyrighted to

CHFT and the Trust is currently looking to expand its IP via Medipex.

estate and as part of this is requiring suppliers to

CHFT uses social media apps to reach out for

The Trust is currently progressing the procurement of

The Trust initiates joint working with adult palliative

to demonstrate the delivery of social value through:

memory making.

commit to providing opportunities for young people.

construction partners and it will require its suppliers

feedback and to offer support to young people.

care teams to support pre-bereaved children with

provision of work placements for young people.

The Trust has set out a specific procedure to support

reach out to local colleges and schools to involve

hospitals. This has been constructed using self-

young people in informing them of the designs for new hospital buildings.

children facing the end of life of a parent in CHFT assessment of past situations and collaborative working with various children’s services.

HUDDERSFIELD NHS FOUNDATION TRUST’S ACTIVITIES

3 Positive destinations Post 16+

Goal 3: Positive destinations post 16+ Apprenticeship Schemes

Additional Employment Pathways

delivers its own entry level clinical apprenticeships

programme at various entry levels. This includes

CHFT is an employer apprenticeship provider that in-house.

Non-clinical entry level apprenticeships are delivered in partnership across a range of local providers.

Both pathways are promoted and prioritised to existing

5 staff, from a team of 60 who have used this entry route. CHFT supports participants through

professional accountancy qualifications, support sessions, guidance, mentoring and a rotation of roles throughout the workplace.

pre-employment participants from a range of projects

The Trust is currently working with partners in

Kickstart, Princes Trust ‘Get Into’, Inclusive Volunteering

a health academy in Calderdale. This is has the

CHFT has recently embedded into the Trust including;

project, NHS Cadets, Project Search and SWAP (sector based academies) and other participants referred in via external partnerships.

These are projects that specifically target school and

college leavers and NEET young adults with additional barriers to entry or those from underrepresented

groups from across Calderdale and Huddersfield’s

local communities. Since January 2022, 45 local young unemployed adults have accessed apprenticeships and employment at CHFT as a direct result of new

Calderdale to support the ambition of developing potential to enable:

A diverse and sustainable talent pipeline for

health and social care, to prepare a workforce for the future.

A clear progression pathway for young adults

(school leavers) to jobs, opportunities and careers in the health and care system across Calderdale. A workforce representative of the

entry pathways

local community

The Trust offers clear internal pathways upon

Community Outreach

band 2 positions or higher-level apprenticeships.

communities, attending a range of careers events

completion of an entry apprenticeship into a substantive

Graduates from CHFT’s entry level apprenticeships are

The Trust conducts active outreach into its with local educational partnerships.

also prioritised to apply for one of eighty Clinical TNA

Additionally, it also recruits and promotes

training participation - 40 candidates (50%) were

Approximately 45 individuals (50%) were successful

Foundation degree pathways to encourage continued successful last year.

In 2020/2021 CHFT added 129 new apprenticeship starts, 70 new entrants and 59 from existing Trust colleagues. In the 2020/2021 cohort, the apprenticeship students

achieved a 4% attrition rate and 97% achieved a Merit / Distinction grade.

The Clinical Education Team within the Trust supports

career pathways from apprenticeship and Health Care Assistants to becoming a qualified nurse and beyond.

The Finance team works with the Step On

HUDDERSFIELD NHS FOUNDATION TRUST’S ACTIVITIES

opportunities directly to local JobCentre+ claimants. last year - recruited to a range of entry level roles, providing advice, support and guidance to those who need it.

Pathways for underrepresented groups

The Trust is currently exploring the creation of a

new T level cadet pathway - alternative to other higher education routes - for Healthcare, Health

Science, Business management, and Leadership.

Discussions are ongoing with local further education partners with emphasis on local students from disadvantaged backgrounds.

CHFT is also exploring co-locality opportunities

CHFT also has an internal training programme to

Careers Guidance services exploring the opportunity

and Midwives Competency (NMC) test and enter

working in partnership with the Princes Trust and to embed Careers Guidance support internally.

support overseas nurses to prepare for The Nurses the UK register.

The Trust has successfully embedded a SWAP

In November 2021, CHFT became a gateway

alongside its partners at JCP+ and Kirklees LA

aged 18-24 in receipt of Universal Credit. Through

(Sector work based academy) model working supporting the recruitment of domestic, portering and catering staff.

The Trust is also delivering ‘Project Search’ for people with a Learning Disability – this offers a year-long

supported internship combining classroom-based learning delivered by Calderdale College and

work experience in the Trust. The aim is to boost

opportunities to learn new skills to help secure full-

provider for local disadvantaged young people

its Kickstart programme individuals can access a placement or a fixed 6 month term role in

a clinical or nonclinical setting. The Trust has

recruited 20 trainees, with over £115,000 in salary subsidy and 13,000 additional workforce hours.

75% of trainees have secured an apprenticeship or substantive post with CHFT as a result of this pathway

time, paid employment.

CHFT works with local Health Education

The Trust works with an agency to actively recruit

England (HEE), and NHS England & NHS

nurses from overseas. These Nurses are subject to the same recruitment process as UK counterparts. The Trust recruits from a number of countries,

however it also works within the ethical guidelines specified by the Government to ensure that the

recruitment processes are not negatively impacting healthcare in other countries.

Information System’s (HEI’s), Health Education Improvement (NHSEI) to offer return to practise options for people who have had time away from their profession. Although only small

numbers each year The Trust is unique among its counterparts that it offers an employer lead

option with employment whilst they study which

generally results in those staying with the Trust on successful completion of the training.

HUDDERSFIELD NHS FOUNDATION TRUST’S ACTIVITIES

CASE STUDY Calderdale and Huddersfield NHS Foundation Trust supports young people making the transition from children’s to adult services to continue receiving

the care they need and has recently changed its

processes as a result of specific young person and family feedback.

Andrew, now 20, was under paediatric care for 16 years with a neuro-disability.

Andrew recently transitioned from children’s to adult services with CHFT and described the process as though he was “falling off a cliff”. He said he had

“built a relationship with a specific doctor and as soon as you go to adult services they expect you

to be independent straight away…It is important to

recognise that taking away my support, takes away my independence”.

The Trust identified that this is the case for young

people with other conditions, whereby the attention, support and approach from the child to the adult

team was vastly different. This process identified an improvement needed within the Trust and national care services generally.

Specifically, CHFT applied the learnings from Andrew’s case into actions:

The Trust created 2 educational videos; ‘Andrew’s

Voice’ and ‘The Transition Journey’ shining a light

HUDDERSFIELD NHS FOUNDATION TRUST’S ACTIVITIES

on the wider national approach to the care services

transition and what is important for the young person. CHFT has now created a register to group

cohorts of young people making the transition to

adult care services, this can be expanded with further cohorts added.

CHFT has put together and considered a case

for a clinical nurse specialist to ease the transition

for young people with neuro-disability. The Trust has developed Key Performance Indicators (KPI) for the

role and conducted interviews with Andrew involved as part of the interview panel.

CHFT have made steps to further focus on the

transition steering group, offering therapy and adult

Operating Department Practitioner (OPD) colleagues. There is now further recognition within the Trust of

the power of the patient voice to transform pathways and steer service improvement.

Andrew is now a ‘Young person Transition

Ambassador’ with the Trust.

This process has influenced other areas to

focus on the care transition - palliative care for

example - with engagement from CHFT charity

and Executive Board over possible funding for care transition improvements.

Right advice and experiences

Goal 4: Right advice and experiences The Widening Participation Team

The Widening Participation team is also currently

placements for local schools and colleges across

38-week industrial placements at the Trust. These

The team has recently relaunched work experience Kirklees and Calderdale:

Young people aged 16-18 benefit from a 5-day block

work placement supporting the Trust as ‘ward helpers’

and in non-clinical settings. From April 2022 till July 2022, the Trust has welcomed back over 150 local students back into work placements

Where possible, CHFT assigns a ‘buddy’ to them

which includes current apprentices and volunteers since August 2021.

The team has developed a range of employability

workshops that it delivers both online and in person to

help raise aspirations and support work readiness across the Trust’s local communities, this includes targeting: high schools and further education institutions. local community, statutory and charitable

organisations.

JobCentre+ applicants. The Widening Participation

team successfully embedded over 20 Kickstart

recruits into a variety of ward helper and non-clinical

administrative roles, supporting their applications and

interview processes with 15 candidates now securing full time roles at CHFT.

Supported internal colleagues in need of support for

internal applications and interviews practise. This has

also linked into a new partnership with ‘REALISE’ who now deliver functional skills in maths, English and digital to colleagues looking at upskilling

The Finance Team provides placements for students from the local 6th form college.

supporting 10 Project Search Interns whilst on their young adults have additional support needs and

are supported by a partnership between Calderdale College, Calderdale Council, CHFT and Project

Search mentors. Since July 2022, 5 interns have secured full time roles at CHFT Employability Pathways

A clinical Prince’s Trust pathway was launched in February 2022 by the Trust and will run quarterly for cohorts of up to 10 young, disadvantaged

adults aged 18-30. Participants gain 4-6 weeks

work experience as ward helpers with the potential to progress into apprenticeship pathways where

appropriate. A non-clinical pathway has also started in conjunction with this.

Prince’s Trust cohorts has so far welcomed 20 young people into CHFT with 9 candidates

progressing into a clinical apprenticeship. CHFT

have also recently launched a nonclinical equivalent in partnership with CHS into a variety of roles.

CHFT’s targeted volunteering project has so far

recruited over 92 young adults into CHFT. Of those, 52% are aged 19-24, 52% White British, 45% Black, Asian or minority ethnic. Approximately 11,000

volunteering hours have been achieved since November 2021

Sector Work Based Academies - initiative

launched in July 2022 to support local unemployed residents into roles across domestics, catering

and portering. This 2-week activity will challenge pre-employment barriers and offer work trials

guaranteeing all participants with an interview.

CHFT are expecting up to 10 candidates to be offered employment opportunities.

HUDDERSFIELD NHS FOUNDATION TRUST’S ACTIVITIES

recruitment 5 Open

Between May 2022 and July 2022, the Trust welcomed

Goal 5: Open recruitment

10 cohorts of 10.

Volunteer Recruitment

Targeted in person and online Employability

temporary funding - NHS Improvement - from November

back 100 work experience students aged 16 – 18 across

workshops have reached over 200 young adults across the Calderdale and Huddersfield communities. 55% are aged between 16-18.

54% with a recognised disadvantage marker.

27% participants from Black, asian and minority

ethnic communities.

The Kickstart cohort is made up of unemployed

young adults, of which 52% are Male, 47% Female,

2021 until July 2022 to test a more inclusive approach to volunteer recruitment.

This is targeting young adults - 16-30 - from

underrepresented groups, interested in working for the

NHS with referrals received from a range of educational,

statutory and charitable partners. This can act as a main entry and progression pipeline from CHFT projects. The vision for this new approach to “Inclusive

58% White, 37% Black, asian or minority ethnic

volunteering recruitment” is to provide an evidence base

aged 20-24.

strategy. This has been nationally recognised by NHS

and 47% of the cohort aged under 20, with 53%

Progression into apprenticeships currently stands at 75% of the cohort.

Project Search is made up of 10 young people, all

for additional funding for a new Trust wide volunteering Improvement as a case study for best practice and

presented to colleagues to Trusts across England. CHFT is

currently seeking funds via HEE to extend the life of this activity and have recently submitted an expression of interest.

which have Education and Healthcare Plan (EHCP) plans

Estates Team

ethnic communities. So far 50% have progressed

success in breaking down barriers for entry into work for

and 40% are from Black, asian or minority into full-time employment.

The research team at the Trust also provides

work experience for students. There is a student

placement pack being developed to assist with this

The Estates Team at the Trust has experienced real

the local community. The Team hold regular drop ins at

the local Job Centre - with staff at the Centre working with potential recruits, encouraging them to meet local CHFT recruiters when they are at the Centre.

work experience.

The Estates Team also engages with existing staff, asking

Colleague support and guidance

Upon engagement with colleagues across the Trust, the

CHFT is in the process of relaunching the reverse

mentoring programme, with a particular focus on colleagues from ethnic minorities.

CHFT recognises that approximately 30% of its

them how the Team could encourage more applicants. Estates Team moved to paper rather than electronic

applications for entry level jobs as this can be a significant barrier to applicants from lower socioeconomic

backgrounds - the move has provided impressive results.

workforce are carers. The Trust promotes the

Through working with organisation’s like The Prince’s

carers week.

has supported a number of individuals to undertake a 8-12

Working Carer’s passport, it also engages in national

CHFT research department provides a buddy and

mentor scheme for new starters in the research delivery team, this includes extensive advice

material for both mentor and buddy.

Trust and Sector-Based Work Academies, the Estates Team week placement with CHFT. At the end of the placement people are guaranteed at least a job interview. Once

participants have applied and shortlisted the Trust offers trial shifts in the specific role they are interested in, reducing the dropout rate significantly amongst more entry level roles.

Colleagues take part in ‘Ahead Partnership’.

If any candidates are unsuccessful in their application with

and students for virtual interview practice.

held in the talent pool for other opportunities to arise.

This is an organisation which pairs professionals

The Widening Participation Team successfully secured

HUDDERSFIELD NHS FOUNDATION TRUST’S ACTIVITIES

the Estates Team with their first application, they are always

career progression 6 Fair

Goal 6: Fair career progression

Mentoring programme

Apprenticeship Pathways

of its empower programme.

From July 2022 the Apprenticeship and Widening

There is mentoring provided within the Trust as part

Participation Teams are seeking to launch a

This has included the Director of Finance (DoF)

for unregistered workforce colleagues.

colleague from outside CHFT, originally from Ghana,

free, in-work Maths, English and Digital skills offer

Working in partnership with local private

educational providers, the Trust seeks to support colleagues in helping to raise aspirations and

providing reciprocal mentorship of a finance

as part of the Finance skills development programme. The DoF also takes part in reverse mentoring of a trainee within the region.

opportunities to progress in their current roles.

Informally the DoF and Deputy DoF support

and digital skills offer with 95 colleagues recently

organisations.

This includes the delivery of a free maths; English registering for support.

The team have also developed an offer to support colleagues with job applications and interview

practice so to help reduce anxieties when applying for progression opportunities.

newly appointed finance colleagues in partner

The Trust has previously had a Black, asian and minority ethnic reverse mentoring programme.

This was hard to maintain during the pandemic

but the Trust plans to reintroduce the programme in 2022.

As an employer Apprenticeship provider, there

Staff Training

range of apprenticeship pathways. In 2020/21 59

training for all managers.

are options for the Trust’s workforce to access a

existing employees accessed an apprenticeship

The Trust provides comprehensive online leadership

at CHFT.

Trainee nurse associates and nurse associates

The Empower Programme is a free 12 month

nurses with the Trust.

development programme focused on self-

awareness and personal development which is available for all Trust staff. It includes:

Combination of face to face, self directed and

workplace learning.

Core to the programme is peer assessment -

this is a learning exercise for all as peers submit

evidence to each other and then provide feedback. Self-managed learning. Delegates are

responsible and accountable for the areas they choose to focus on.

Delegates are asked to hold themselves and

their ‘Empower’ colleagues to account, to give and

receive feedback and share the impact of learning with the wider community.

A strong focus on inclusion. Mentoring opportunity as part of the programme.

receive training to help them become registered

The Trust provides supporting assessments for

dyslexia and reasonable adjustments that would help employees. The Trust also provides hearing

equipment for staff members and set out a broad agenda of reasonable adjustments for clinically vulnerable staff during COVID-19. Skills Training

The Apprenticeship and Widening Participation

Teams are seeking to launch a free, in-work Maths,

English and Digital skills offer for existing unregistered workforce colleagues.

Working in partnership with private educational

providers, the Trust seeks to support colleagues in helping to raise aspirations and opportunities to progress in their current roles.

The Trust is also offering an internal programme to support colleagues with job applications and

interview practice to help reduce anxieties when applying for progression opportunities.

HUDDERSFIELD NHS FOUNDATION TRUST’S ACTIVITIES

Widening access to savings & credit

Goal 7: Widening access to savings and credit

There is signposting on the staff intranet to support and

Patient Information

Salary finance supports staff to access low cost loans.

patients to NHS financial support helplines. This

Following feedback from staff CHFT do a weekly pay run

management

additional income earned.

There is signposting across CHFT estates directing covers all aspects of budgeting, savings and debt

for bank shifts. This provides staff with rapid access to

Staff Support

CHFT has recently introduced a ‘top up shop’. This

to aid with budgeting support before it impacts on

colleagues who need them.

There is support available to staff through Able Futures employees mental health. This includes nine months

allows staff to share food and essential items with other

of confidential, no cost advice, guidance and support

This supports a sustainable community and - especially

work while managing a mental health condition such

the associated pressures. Suggested items include:

from mental health professionals to help cope with as anxiety, depression or stress.

inform about finances both in and out of the Trust.

HUDDERSFIELD NHS FOUNDATION TRUST’S ACTIVITIES

during the cost of living crisis - will help staff cope with

cereal, long life milk, pasta and sauce, soup and toiletries.

health and well-being 8 Good

need to be addressed to ensure that patients are able to access care.

Embedding the health and wellbeing agenda

The pandemic accelerated the conversation already taking place in relation to health and wellbeing and created the opportunity for the Trust to commit

Goal 8: Good health and wellbeing External partnerships

CHFT has seeked to partner with organisations

specialising in mental and physical health and

wellness. Aiming to support patients, colleagues and the wider Calderdale and Huddersfield Community. Partnerships include:

The Trust works with Able Futures to aid with

mental health.

The Trust works with Carefirst on its CHFT

employee assistance programme for advice and

guidance and in some cases specialised counselling support.

CHFT works with the West Yorkshire and Harrogate

Mental Health Hub for Trust colleagues to access

support. This is more specialised to employees who have a learning or physical disability.

CHFT also works on the ‘Healthy Hospitals’

campaigns, including smoking cessation, healthy

walks near the hospital and encouraging staff to be more active.

In partnership with the University of Huddersfield, CHFT

to action and activity. Health and wellbeing has

become culturally embedded and is now core to the organisation.

This includes: Introduction and promotion of a wellbeing hour. Introduction and promotion of Health & Wellbeing

Risk Assessments - a universal tool and a range of health and personal circumstance specific tools.

Brought in a psychology service through an external

provider.

Delivering health and wellbeing across the Trust’s

services including working with Halsa to deliver mental

health and wellbeing and self-care sessions across the partner organisations.

Recruitment and appointment of a Board Wellbeing

Guardian.

Development of a network of Wellbeing Champions. Providing manager access to a programme

is exploring the demographics of patients requiring

of resources both on the intranet and through the

leading to a late presentation of clinical symptoms

24/7 access into helplines for emotional, psychological,

hip and knee surgery to understand the barriers

and a reluctance to undertake surgery in specific demographic groups.

The aim of the project is to understand what the

reasons might be as to why people who are from the most deprived communities experience inequality in accessing hip replacement surgery.

Findings will support and influence the development of offers and information for people who need procedures or access to care.

There is also the potential to develop a prioritisation

tool which will complement the clinical prioritisation and identify (a) particular demographic factors which increase the patient’s priority in terms of

waiting time, but b) also ensure that any care plan considers the social economic factors which may

Employee Assistance Programme (EAP) which offers financial and legal assistance.

Development and maintenance of a dedicated

intranet page with access to guidance and Health and wellbeing apps like Headspace and Sleep apps. Mental Health First Aid training. There is a growing resource at a place level and

at the Integrated Care Systems (ICS) level for support and intervention with the CHFT’s mental health and wellbeing hub.

Specific investment received for wellbeing hour,

resources, materials, intranet and risk assessments. Investment in establishing engagement and

wellbeing teams.

HUDDERSFIELD NHS FOUNDATION TRUST’S ACTIVITIES

Vulnerable community care

CHFT has put in place the steps to conduct

an internal audit review of A&E attendances and admissions for individuals who are homeless, asylum seekers, refugees and high intensity users.

This work included hearing the lived experiences

from refugees and asylum seekers facilitated by the St Augustine’s Centre in Calderdale and the Resettlement Team in Kirklees. Employee support network

This learning has also been shared with the

connect employees and better understand the issues

aim to become an ICS of Sanctuary.

The Trust has a number of staff support groups to facing certain groups within CHFT:

CDAG - Colleague Disability Action Group which

is active in promoting and supporting staff with a disability.

The Trust also has a Mental Health support group

for employees who wish to connect with others and openly discuss and support each other.

CHFT holds an annual Mental Health Awareness Week through Chief Executive’s message, the employee

intranet, activities and more. This is also planned for other key events including stress awareness, stop smoking, January focus on healthy choices etc.

HUDDERSFIELD NHS FOUNDATION TRUST’S ACTIVITIES

Integrated Care System (ICS) to support their

The actions suggested from the audit along

with the user experience stories to improve the

support available in the community has received funding from the ICS to develop a pilot project

to create and implement ‘Adversity Trauma Care Navigator’ roles in both of the Trust’s A&E departments.

This pilot is being developed collaboratively

between the ICS and the Trust, along with the wider health and care system and VCS partners.

Paediatric Health and wellbeing months, including the ‘sharing my story’ scheme.

enterprise 9 Extending

With regards to examples of innovation, the Trust

is currently working with Medipex on 3 projects at various stages:

The Bereavement Support Service is a unique

collaborative initiative with bereaved relatives at its heart. The service has 2 elements:

- A bereavement box is sent to families of deceased

Goal 9: Extending Enterprise

patients – it contains marigold seeds, a

Medipex Membership

and a knitted heart. A knitted heart is also placed

The Trust is also a member of Medipex, a Healthcare Innovation Hub, initially set up by the Department of Health to support NHS organisations as a

consultancy service provider. Medipex provides support and assistance to:

Identify and assess new ideas. Understand market opportunities and validate

clinical need for an idea.

Protect valuable Intellectual Property. Map out product development pathways and

access required support.

Commercialise ideas where appropriate.

handwritten card, bereavement support numbers with the deceased patient.

- Calls to relatives – take place 5-10 days after

the death.

New equipment for minimally invasive

negative pressure approach to skin and soft tissue infections (SSTIs):

Concept is an equipment which includes a

combination of existing devices: wide bore suction

catheter (open ended perforated), guide wire, small negative pressure suction device, large bore hollow needle device.

The development of a game/app to promote

Patient Initiated Follow Up and patients who are on a PIFU pathway.

HUDDERSFIELD NHS FOUNDATION TRUST’S ACTIVITIES

the digital divide 10 Closing

Patients geographically distant from the Trust

site who would have a more complicated journey on public transport to access services - the final

group will be supported through an existing Kirklees community HUB.

The Trust is also leading remote appointments

Goal 10: Closing the digital divide ‘Digital by Design’ is a fundamental principle

underpinning CHFT’s activities. The Trust recognises the need for digital advancement but also to ensure that

CHFT is developing a training package aimed at

its own staff that will increase their understanding of the benefits and use of remote appointments alongside the options that patients have.

It is working alongside Communications Leads

no patients are left behind.

from the ICB/WYAAT (West Yorkshire Integrated

The following activities show why CHFT is recognised as

Trusts) to develop patient communications that can

one of the most digitally advanced Trusts in the UK. Digital Inclusion Networks

CHFT is a member of Digital Inclusion networks in both Calderdale and Kirklees.

Both networks are organised by the relevant local

Care Board / West Yorkshire Association of Acute

be used across all Trust organisations to promote remote appointments to patients.

Finally, the Trust is looking at internal recruitment

of Remote Appointment champions to help staff

feel more confident with what they need to do and advising patients.

authority and include members from voluntary and

Estate Improvements

the public to digitally access information and services.

connectivity and accessibility. Within hospitals

community groups that are supporting members of

Both the Local Authority and groups who attend have

There is ongoing work to improve internet

across the Trust there is free access to wifi.

provided digital equipment and data that has enabled

The CHFT Radiology Department is implementing

have had access to.

Intelligence (AI) to auto report images. The team

people to use services that they wouldn’t otherwise

If patients make the Trust aware that they needed

equipment then it would put a request through the networks to see if they could be supported. Remote services

As part of the Trust’s remote appointments work, it is

working with 3 different groups of patients and groups

that currently access remote appointments to develop a support package and pilot it.

CHFT will use the outcomes to finalise a model that will then be shared across WYAAT (West Yorkshire

Association of Acute Trusts) through the Outpatients Transformation group. The 3 groups are:

a new x-ray reporting system which uses Artificial have been asked to take part in a research study to evaluate the system - the Trust is currently following this up with it’s sponsor. Digital Skills Training

Kirklees Council has recently launched digital skills training that includes a section on Healthcare and CHFT is working with them to explore how it could also cover Trust services.

The Trust is also working with patients and

volunteers who have Learning Disabilities to test

devices that might be appropriate for community groups or to install in HUBs. This will also provide

the Trust information regarding platforms patients already use for video calls including WhatsApp, Facebook etc.

Learning Disabilities - The Trust is working with

CHFT have had 1 testing session so far and

Older patients - CHFT are working with Age UK

College attended and completed over 60 tests.

patients, its Learning Disability forum and Cloverleaf. Kirklees and Kirklees LA who provided some equipment for a Age UK Hub.

training and promotion on behalf of WYAAT:

HUDDERSFIELD NHS FOUNDATION TRUST’S ACTIVITIES

students from Project Search and Calderdale

The next session will be supported by some of the Community groups that the Trust have links with.

for opportunity 11 Infrastructure

Goal 11: Infrastructure for opportunity Travel Plan

CHFT’s Travel Plan was developed for Huddersfield

Royal Infirmary (HRI) and Calderdale Royal Hospital (CRH). The sites are just over 8km apart and an

estimated 5,959 staff provide acute community and

Cycle Training - The Trust offers bespoke cycle

hospital services to a combined population of over

training sessions for staff to increase cycling as a

A number of Trust wide initiatives support travel to,

The Trust runs regular surveys to ensure that it has the

on the Trust’s intranet and on posters at the general

450,000 people.

from and between sites. For staff these are advertised offices at both sites.

Cycle to Work Scheme - Staff can purchase a bike

and pay for it through salary sacrifice arrangements. Salary Sacrifice / Car Benefit Scheme - Allows

employees to drive a brand-new car and pay for it

directly out of their salary with the option to choose an electric vehicle.

Parking Permits - Staff can pay for their parking

permit through a benefits scheme, meaning their permits cost them less each month.

Discounted Metrocards - Staff can save 12% of the

cost of travel with a Corporate Metrocard, valid on

buses and trains throughout West Yorkshire and can pay through their salary.

Shuttle Bus - There is a free shuttle bus service for

staff that runs between CRH and HRI between 06:30 and 22:00 Monday to Friday.

Active Hospitals - The Trust is a full partner in

Active Calderdale and Active Hospitals which supports hospitals to design, deliver, maintain, embed and fund

activities and create policy and infrastructure changes to encourage people to move more.

Fleet Vehicles - The Trust has a small fleet of 32

vehicles and they are committed to the use of ultra-

low emission vehicles, with 4 electric vehicles and 26 hybrid vehicles within the fleet currently

mode of transport.

correct infrastructure in place for staff and patients. Staff:

Although 59% of HRI staff and 51% of CRH staff

travel 5 miles or less to work and live within the

recommended cycling distance, 65% of staff still travel to work in single occupancy vehicles.

The main reason for staff choosing their mode

of travel was ‘convenience/time savings’ (18%),

closely followed by ‘essential for work’ (10%) and ‘no alternative’ (11%). 6% of staff already informally car share.

Patients and visitors:

At both sites most patients and visitors travel less

than 5 miles.

Despite the short distance, there is a high

dependency on car use, with either single occupancy vehicles or car sharing the most common modes, with the most common reason for doing so being ‘convenience / time saving’.

Rail services were not used to access either site,

whilst bus services were only used by HRI patients

(4%). Patient transport services are used by only 1% of patients at both sites.

Moving forward the Trust has introduced a target to reduce single occupancy vehicle use by staff by 5%

over a 5-year period. Based on the staff travel survey from November 2020 this would mean a reduction in

single occupancy vehicle use at HRI from 63% to 58% and at CRH from 66% to 61%.

HUDDERSFIELD NHS FOUNDATION TRUST’S ACTIVITIES

Building homes & sustainable communities

The output from this is now being used to inform

implementation plans for the estate developments to ensure the investment secures wider social benefits that are targeted to reduce health inequalities.

Goal 12: Building homes and sustainable communities Estate Improvements

The Trust is creating a biodiversity and green outdoor

space on the site of the old nursing home at HRI which has been demolished – this is a space for staff and

patients but also has the potential to provide a green area for local communities. CHFT Green Plan

One of the three key areas of focus for the Trust’s

is estimated as between £23m - £39m of measured Social Value.

Calderdale Centre of Excellence for Health and Care Workforce

Strategic partners in the borough of Calderdale -

including the Trust as a centrepiece - have committed to building system-led responses to address placebased opportunities and challenges.

Green Plan is reducing its contribution to localised air

The group has a successful history of working together

for Calderdale set out in ‘Vision 2024’:

pollution.

The Trust will convert 90% of its fleet to low, ultra-

low and zero-emission vehicles by 2028.

The Trust will cut air pollution emissions from

business mileage and its fleet by 20% by March 2024. Social Value Portal Plan

The Trust has worked with the Social Value Portal (SVP) to support the Trust in measuring and reporting the

delivery of social value to combat health inequalities in the Calderdale and Huddersfield area:

An SVP action plan has been developed using

nationally approved methodology for measuring and quantifying social value in terms of economic, social and environmental impact of the Trust’s planned

estate investment at Calderdale Royal Hospital and Huddersfield Royal Infirmary.

This action plan has quantified the expected social

return that will be generated by contractors and their supply chain.

The Social Value assessment is based on a local

needs analysis and targeted actions to support a

reduction in health inequalities experienced by local communities through targeting the creation of jobs, training and apprenticeships to support the most deprived groups and communities.

The estimated additional Social Value that could

be generated through the reconfiguration investment

HUDDERSFIELD NHS FOUNDATION TRUST’S ACTIVITIES

for wider community benefit and share a joint vision

A diverse and sustainable talent pipeline for health

and social care, to prepare a workforce for the future. A clear progression pathway for young adults

(school leavers) to jobs, opportunities and careers in the health and care system across Calderdale.

A workforce representative of the local community. Calderdale health and social care scholarship

programme.

A coordinated skill set for care across Primary,

Acute and Secondary care centres.

Health and Social care as a champion of

supportive learning, career paths and flexible skill sets. High employment across Calderdale. Calderdale as a beacon for health education and

learning.

Working passport across health and social care

organisations to build holistic understanding of patients and community needs

A pride of place in Calderdale

Social Value Plan for Huddersfield Royal Infirmary (HRI):

CHFT in partnership with IHP, have taken specific steps to deliver social value through the construction of

a new A&E department at the HRI. The Trust has put together a draft ‘Social Value Plan’, with four main goals outlined:

Jobs – CHFT will focus on job creation, employing

apprentices, and also supporting people to develop employability skills by engaging with local schools

and colleges, delivering training and providing work placement opportunities.

Growth – the Trust will encourage employment

of local people and invite local businesses to supply products and services.

Social – the Trust will support local community

groups and charities focused on building healthier, safer more resilient communities.

Environment - CHFT will implement waste reduction

and carbon reduction measures through the project

and source sustainable materials and products in line with the project Sustainability Procurement Plan.

The Social Value Plan has set out a comprehensive and strict measurement of its success, with a set of targets and objectives for each of the goals:

activities will focus engagement on the five schools within 3 miles of the hospital site that OFSTED has

identified as ‘requiring improvement’, namely, Crow Lane, Oak, Woodside Green, Linthwaite Ardron and Newsome. Growth:

To support greater circulation of the local tender

and add value to the local economy, the plan will maximise the use of local businesses, such as

specialist trades and materials suppliers, as far as

possible within the supply chain, support businesses local to the site and implement fair payment practices.

The plan targets a minimum of 70% of the

workforce residing 30 miles from the site and

targets a local spend of a minimum of 50% in this same area. Social:

The Social Value Plan intends to support

local charities and engage in community-based

voluntary activities which help build healthier, safer and more resilient communities. With specific

attention paid to initiatives that will help combat the social isolation experienced by some of the town’s older population, and the community inequalities exposed and exacerbated by the impacts of Covid-19.

The Trust and IHP will collaborate on 3

Jobs:

community activities during the project.

through the project, the plan will support employment,

Environment:

towards securing sustainable employment and

waste generated during construction activities and

As well as creating new jobs for local people

training and education activities to help upskill people enhancing their career prospects.

The Plan targets 210 apprentice working week’s on

the project and will continue to encourage its supply chain to employ apprentices.

The Plan targets 4 work placements for involvement

on the HRI project. It will continue to work with partners

like BAME recruitment to identify candidates who would most benefit from a placement.

The Social Value Plan targets 15 weeks of training

on the project and 6 educational activities. Educational

The Plan’s aim is to reduce CO2 emissions and

to provide a future platform for the further reduction in emissions during the new building’s operation

through good design and quality workmanship, and by sourcing sustainable materials and products in

line with the project Sustainability Procurement Plan. The Trust and IHP ensure energy will be used

efficiently with a specific target during construction of <435000kWh site energy.

The Plan also sets out a waste reduction

approach of ≤330 tonnes removed from site and ≥95% of waste diverted from landfill.

HUDDERSFIELD NHS FOUNDATION TRUST’S ACTIVITIES

the energy 13 Harness transition

Goal 13: Harness the energy transition Green Plan

The Trust will manage and deliver

the Green Plan through the nomination of relevant

by 2038.

Green Plan with an aim to deliver net zero emissions

leads and through management groups.

Sustainable Travel - As mentioned previously,

This will be achieved by a strict adherence to

a Travel Plan has been drawn up for the Trust to

Green Plan:

capital projects. This strategy targets a 5% reduction

a set commitments and targets outlined in the

Carbon Reduction - The Trust will achieve a 100%

reduction of direct (scope 1) carbon dioxide equivalent (CO2e) emissions by 2040. An 80% reduction will be

support the planning procedure for upcoming

in single occupancy vehicle use by employees over a five-year period.

Sustainable Procurement - The Trust will

achieved by 2032 at the latest. The Trust will achieve a

carry out an assessment of its supply chain to ensure

by 2045. An 80% reduction will be achieved by 2039

Supply chain surveys will be developed and distributed

100% reduction of indirect (scope 2&3) CO2e emissions at the latest. The Trust will purchase 100% renewable electricity by April 2021.

Air Pollution - As outlined in Goal 12, The Trust

that ethical procurement standards are implemented. to key contractors. A sustainable procurement plan will be developed for future capital works, which

promotes ethical sourcing and local investment.

will convert 90% of its fleet to low, ultra-low and

Achievements to Date

pollution emissions from business mileage and its fleet

both hospital sites to save energy and money. The

zero-emission vehicles by 2028. The Trust will cut air by 20% by March 2024.

Waste - The Trust will achieve a minimum recycling

target of 40% for non-clinical waste streams. The Trust will sign and adopt the Single-Use Plastic Pledge. The Trust will adopt a Zero to Landfill policy, sending no waste to landfill by 2021.

Governance -

The Trust has put together a comprehensive

HUDDERSFIELD NHS FOUNDATION TRUST’S ACTIVITIES

The Trust is delivering an LED lighting scheme at data is currently being collected.

Currently, 95% of the CHFT fleet vehicles are now EV

or Hybrid. The Trust’s reconfiguration project includes

schemes to decarbonize its site’s, including additional EV charging points and providing clean energy sources generally.

Achieve equality, through diversity & inclusion

Goal 14: Achieve equality through diversity and inclusion Equality, Diversity and Inclusion Strategy

Learning Disability Health Teams

and Inclusion) Strategy.

Calderdale Royal Hospital: on 13th March 2021 and a

The Trust has developed a 5 year EDI (Equality, Diversity

This includes a range of programmes to support,

mentor and help develop underrepresented groups: Empower

(this programme is running for its 3rd year in 2022). Race Equality Network. Pride Network.

Colleague Disability Action Group. Women’s Voices.

International Nurses. Menopause Group.

Mental Health Group.

Armed Forces Network. Also included in the Trust’s EDI strategy is a strict

policy that stakeholders who have responsibility for recruitment and disciplinary decisions go through rigorous unconscious bias training.

Data collection and monitoring on diversity and

protected characteristics is undertaken and reviewed monthly with governance from quarterly workforce committee.

The Trust has active Black, asian and minority ethnic, LGBTQ and Disability networks to support colleagues and students working in the Trust.

There is learning disability essential safety training for all staff and the Trust as a whole has signed up to the Disability Confident stage 2 scheme. Membership Engagement Strategy

CHFT has a 3 year Membership and Engagement

CHFT hosted three special vaccination clinics at

follow-up on 15th May 2021 and 9th January 2022 for people with a learning disability.

The Trust worked in partnership with both Kirklees and Calderdale community learning disability

health teams - South West Yorkshire Partnership

NHS Foundation Trust - to identify who would benefit from such a bespoke service. As part of the process CHFT:

Adopted paperwork developed by another Trust

for capacity and best interest documentation.

Created a social story to help people prepare

with photos of the building, car park, rooms and the staff who would be at the clinic on the day to help reduce anxiety and fear.

Held it on a Saturday when the hospital is much

quieter and car parking was available.

Made a bespoke plan for every individual

to meet their needs, which included distraction

techniques, including listening to Abba and Cliff Richard on YouTube.

Set up the lecture theatre so it was like going to

the cinema with the ‘Greatest Showman’ playing and snacks included.

The first clinic had an 83% success rate and all those who had the first vaccine came to the second clinic, which had a 100% success rate. The third clinic had a 100% success rate.

Strategy. This strategy outlines what the Trust will

Support for Black, asian and minority ethnic staff

membership and engagement, which is that it will be

within the Trust research team has been established

do over the next three years to achieve its vision for directly accountable to local people by making the best use of its membership communities.

A Black, asian and minority ethnic group embedded

to meet on a regular basis – this group has currently been meeting for about 18 months.

HUDDERSFIELD NHS FOUNDATION TRUST’S ACTIVITIES

The aim of the group is to focus on the

Research department

in line with one of the National Institute for Health Care

and minority ethinic Group research participants to

underrepresented areas of research within the Trust,

Research (NIHCR) operating principles; to actively and openly support and promote equality, diversity and

The research department encourages Black, asian become Patient Research Champions (PRC).

inclusion.

The Trust currently has 3 PRC’s signed up as

One of the first steps taken was to collect research

seeking to include underrepresented patients in this

participant ethnicity data on CHFT systems as part

of the recruitment process. Feedback to the Yorkshire

volunteers at the Trust and the team is actively initiative.

and Humber Clinical Research Network (Y&H CRN)

CHFT also support qualitative research studies in

within the region to follow suit and collect ethnicity

staff surveys that the Trust has most recently

prompted them to request all partner organisations data for upload to the Local Portfolio Management System (LPMS).

In addition, two research nurses attended an external cultural awareness training course, which led to the creation of CHFTs own in-house training for staff to

collaboration with universities and PhD students; 2 promoted within the organisation were related to

those in underrepresented groups: ‘Migrant women’s experiences of maternity care within the NHS’ and ‘Socioeconomic impact of the COVID-19 on South Asian women’.

complete as part of their competencies and is

In comparison to similar Trusts regionally, CHFT is the

joining the research team.

dedicated focus group to tackle these issues and that

included in the Trust induction training for new staff

Members of the Trust’s Black, asian and minority

only research department that has set up a have progressed in these areas.

ethnic group connect with the Ethnic Minority Research

The Trust plans to widen the groups focus to include

staff and members of the public from the region,

discussions around ideas for LGBTQ+ groups.

Inclusion (EMRI) network, which is a network of research working alongside Yorkshire Council groups.

The network enables collaboration with other

organisations with work underway on several initiatives, including a community link pilot in deprived areas.

all underserved groups and there are ongoing

Health literacy

The acknowledgement of health literacy as a theme has led to an identification that there is a gap in

knowledge systemwide regarding health literacy.

CHFT has also implemented an interpreter guideline

A meeting has taken place with NHS England to

receive a high quality of care.

There are reading tools available so that information

to ensure those who do not speak English are able to

understand how as a system this could be improved. given to patients could be used to check if the way it is worded is accessible to all.

The theme has the support of a Leeds public health registrar who will be assisting in this piece of work, alongside the University of Huddersfield.

This inclusive strategy will provide a longer-term

system benefit. With early access to care, it is less likely that patients’ conditions will deteriorate as

rapidly, leading to a reduction in dependence on

health and social care down the line. It will therefore support a reduction in health inequalities.

Once the Trust has the blueprint for this particular

intervention, it has the opportunity to roll learning into other interventions and specialties.

HUDDERSFIELD NHS FOUNDATION TRUST’S ACTIVITIES

For patients with clinical need assessment of P2 in IMD groups 1&2 they now wait 0.3 weeks less than

IMD groups 9&10 – previously in May 2021 this was

8.5 weeks – so good progress and work to close the gap continues.

CHFT is committed to reducing health inequalities

for all people with a learning disability who access

services at the Trust. The Trust has used data to identify individuals with a learning disability on a surgical

waiting list to ensure their care was prioritised to have their procedure.

The backlog of people waiting was completed within a few months and the surgical division now routinely

monitors and ensures patients with learning disability are prioritised within 18 weeks.

The Trust has an on-going prioritised programme of work to reduce health inequalities. Health inequality partnerships

The Trust has worked with place-based partners to

support reduction in health inequalities and respond

Tackling health inequalities

to the needs of its local communities.

inequalities experienced by people waiting for

In partnership with Calderdale Council, the Trust

In 2020 Trust undertook work to address health treatment.

CHFT used data the Trust holds to assess waiting

chaired and supported the creation of an action

plan to tackle the adverse effects of the COVID-19 pandemic on local Black, asian and minority

times for Black, asian and minority ethnic

ethnic communities.

deprived communities – using the index of multiple

The Trust has also undertaken work on health

communities and for those people that live in most deprivation (IMD).

The IMD uses a number of indicators of deprivation such as income, education, employment, housing,

crime in an area and gives a score from 1-10 where 1 is the most deprived and 10 the least.

Inequalities in maternity services. This includes

discovery interviews with people who may experience some type of health inequality but do not feedback

through traditional means; pregnancy classes for nonEnglish speaking parents; cultural competency staff training and supporting women to stop smoking.

The Trust used this data to assess if Black, asian

In Cancer Services CHFT has worked with Macmillan

living in the most deprived areas that have the

The Trust has undertaken focus groups to understand

and minority ethnic communities and people

same clinical needs were waiting longer. Where an inequality was identified, the Trust then took action to address this and close the gap. The data showed that:

For patients with clinical need assessment of Priority 2 (P2), Black, asian and minority ethnic patient waits have reduced over time and now wait the same

time (4 weeks) as white patients. In March 2021 they waited 7.8 weeks longer.

to review provision of information in other languages. patient experience and has surveyed patients on the ‘First Steps’ support available.

Work has continued between the Trust and the

Greenwood Primary Care Network (PCN) to reduce inequalities identified in emergency asthma admissions in PCN and CHFT data.

Collaborative next steps have been agreed and are now being developed into a joint action plan.

HUDDERSFIELD NHS FOUNDATION TRUST’S ACTIVITIES

Gender Pay Gap Action Plan

Impact assessments

address the Gender Pay Gap.

in relation to the Trust’s Public Sector Equality Duty

CHFT has put in place a number of initiatives to

Access to Leadership Roles:

Since June of this year the Trust has rolled out a

scheme of reverse mentoring.

There are current development programmes

ongoing within CHFT.

In September of this year, the Trust will roll out its

shadowing programme.

Also in September 2022, CHFT has planned the

a refreshed assessment of the Equality Impact

Assessment (EQIA) and Quality Impact Assessment (QIA) impact of the proposed service changes and estate developments at CRH and HRI has been undertaken.

This was completed using the new and strengthened process to assess the EQIA and QIA impacts which

included meetings with groups of people that have

protected characteristics to directly inform, advise and confirm the assessment and any mitigations required.

commission of a piece of work to better understand

The completed EQIA and QIA were also shared with

focus on medical leadership roles.

case approval process for the Full Business Case (FBC)

the barriers to leadership roles, with a particular

Development:

CHFT Leadership Development offer will include

inclusive leadership support covering key inclusion topics. This was implemented in January 2022 and is being monitored for its effectiveness in applying these learnings to the workplace.

Unconscious bias and inclusion is covered in

workshops for the Trust’s processes when recruiting managers. Discussions will take place quarterly regarding fairness in this process. Staff experience:

The Trust works with ‘Women’s Voices’, a

non-profit organisation based in Manchester, to better understand key issues and host periodic discussions to support and engage in change.

As part of the process of continuous assessment

HUDDERSFIELD NHS FOUNDATION TRUST’S ACTIVITIES

Trust Board in October 2021 as part of the business

for the new A&E at HRI and the Outline Business Case (OBC) for the Reconfiguration Programme and have

now been shared with NHSE/I and DHSC colleagues as part of the regional and national approval process for the business cases.

The Trust has developed an Inequalities Action Plan

and a steering group led by a Non-Executive Director

has been established with quarterly updates to public Trust Board meetings.

Analysis

Calderdale and Huddersfield NHS Foundation Trust (CHFT)

recognises and fulfils its potential to play a central role in its

communities, far beyond acting purely as a healthcare service. The Calderdale and Kirklees area is traditionally

CHFT is at the forefront of technological innovation

the rest of the country and close neighbouring areas -

managing their health closer to home. It develops its

associated with a lack of social mobility compared to

Greater Manchester to the West and Leeds to the East. Typically, where a person starts in life is - most of the time - where they end up.

to improve access to services and support people in

services to be digital by design and is working to ensure

everybody has access to the right technology to benefit from these advancements.

Issues surrounding equality of opportunity have only

As with much of its work this is done in collaboration

now a worsening cost of living crisis. Now, more than

voluntary sector.

been exacerbated by the COVID-19 pandemic and

ever, purpose-led change from organisations directly

with local stakeholders, such as local authorities and the

involved in communities on the ground is vital.

The Trust has also been exploring innovative ways to

CHFT and particularly its Widening Participation Team,

Calderdale and Kirklees.

since its creation in August 2021, has established and

build a sustainable community in its surrounding areas of

continues to hold close ties with local schools.

This is epitomised by the Social Value Plan for the

With a focus on starting early, the Team has reached

Royal Infirmary. The strict set of goals, formulated in

out to over 3,800 young people in secondary schools across Kirklees and Calderdale, in person or virtual,

informing of employability pathways and delivering aspirational based activities.

The Trust is creating a new T-Level Cadet Pathway,

providing an alternative to traditional higher education roles. Importantly all of this outreach is targeted at

underrepresented groups who need the most support and the team have made a recent bid to HEE to expand this activity further.

This work ensures children and young people are

supported throughout their educational journey and

are made aware and offered all possible opportunities. CHFT has acknowledged the strain faced by all

employees in light of the recent economic and health crises. It has embedded a comprehensive health and wellbeing plan into its staff support process.

construction of a new A&E department at Huddersfield partnership with local construction firm IHP, ensures that the construction will benefit the community, the local environment and growth of the local economy.

CHFT aims above and beyond the Government guidelines of net-zero emissions by 2050, with its extensive ‘Green Plan’ aiming to deliver carbon neutrality across the organisation by 2038.

Underpinning all of this activity is a commitment to equality through diversity and inclusion. The Trust

has an ongoing programme of work to reduce health

inequalities. This work is informed by data which allows the Trust to target specific demographics who would traditionally be at a disadvantage.

This report shows that Calderdale and Huddersfield NHS Foundation Trust are committed to being a purpose-

led organisation. Importantly, the Trust has pledged to

continue to strengthen its current work and to widen its impact on its communities, staff and patients.

ANALYSIS

Recommendations The cost of living is the biggest issue facing the

the interdependent environment, social and economic

all sections of our society - whether the public sector,

sustainability. As Secretary of State, Justine recognised

United Kingdom today, and will require action from business, or all of us as individuals helping out our friends, neighbours and local communities where

we can. Whilst the cost of living crisis will affect the

how useful a common set of accessible but ambitious

objectives could be in galvanising action to effect change.

poorest in society the most, with those households

The pathway towards recovery is a chance for the

challenges for the government is that the rising cost

but that requires updated and specific goals in order

facing a higher level of inflation, one of the biggest of living will affect almost everyone.

The Purpose Coalition measures organisations

against what they are doing for their customers, patients, colleagues and communities through

the Purpose Goals with tools such as the Cost of Living Taskforce.

United Kingdom to address these issues and level up to outline, inspire and measure progress. The most

committed signatories of the Social Mobility Pledge,

the Purpose Coalition, and the Cost of Living Taskforce aim to improve social mobility in the UK and have

responded to this challenge with the launch of the

Purpose Goals in February 2021 and the Cost of Living Taskforce in August 2022.

In 2015, as Secretary of State for International

The Purpose Goals build on the foundations laid

delegation to the United Nations (UN). Along with

on expertise provided by academia and businesses

Development, Rt Hon Justine Greening led the UK

184 international partners, she helped to establish the UN’s Sustainable Development Goals (SDGs).

In 2017, the SDGs were made more ‘actionable’ by

a UN resolution adopted by the General Assembly

by the UN’s SDGs by outlining 14 clear goals, and draw which has been applied to the unique challenges

facing the UK currently in what has potential to be a profound levelling down moment for the country.

which identified specific targets for each goal,

The Purpose Goals focus on key life stages and

towards each target.

order to create a level playing field for all in this country.

along with indicators used to measure progress

These 17 interlinked, global goals were designed to be ‘a blueprint to achieve a better and more

sustainable future for all’. The SDGs emphasised

aspects of development by centralising the role of

RECOMMENDATIONS

highlight the main issues that need to be resolved in The Goals are intended to guide how the urgent

ambition to level up the UK can actually be achieved.

The impact of the work carried out to do this can, and should, be measurable.

It could work with local further education providers

and social services to offer opportunities for local care leavers. Working closely with these partners, the Trust

could start by providing a small number of placements a year and grow the programme from then. Recruitment

One of the biggest issues facing the NHS currently is

recruitment. To ensure a diverse and vibrant workforce, and an open recruitment process, the Trust should ensure that all of their recruitment processes are

refreshed and give the best chance for people to get a job. While certain jobs need qualifications, there is an opportunity to remove barriers for recruitment during the process. Best practice includes: Ensure unbiased job descriptions. Outreach

Through its widening participation team, the Trust has some brilliant examples of outreach into the

Remove name, age and qualifications from

the recruitment process.

Ensure a diverse hiring panel.

Use evidence-based assessment tools that are

community and getting people into the workforce.

aligned with an organisation’s culture.

schools, a cadet programme and targeted support

past experiences.

The Trust delivers aspiration raising events in for different under-represented groups.

The Trust should continue to promote the great work that it is doing in this area and share best

practice with others whenever possible. Through

Ask behavioural questions rather than focusing on

Another way the trust could look to attract a more diverse workforce is to introduce more flexible working hours.

the Purpose Health Coalition, CHFT has the chance

Flexible working would open up opportunities to those

organisations who are facing similar issues.

which they could incentivise getting parents back into

to share best practice and learn from other

One thing that the Trust could consider is

introducing a consistent way of measuring the

with children or carers. The trust could explore ways in the workforce, such as providing discounted rates at local authority holiday clubs.

outcomes of outreach initiatives performed by

CHFT is doing some great work, through Project Search

schools and career days need to be quantified and

work. It should continue this work and collaborate with

the widening participation team. Time spent in

structured feedback should be collected to improve projects moving forward. Collating information on perceptions and feedback of outreach initiatives

and other initiatives, to get neuro diverse people into local stakeholders to give those with a disability or a health condition into employment.

will allow more in depth analysis of the projects.

Over 7 million people (17.5%) of working age are

The Trust should ensure that all under-represented

Trust could create a partnership with an organisation

groups are being represented during their

outreach work and explore any possible barriers to particular communities more generally,

especially in terms of their wellbeing and any health-based inequalities.

disabled or have a health condition in the UK. The

like Mencap to offer relevant opportunities to those

with disabilities, allowing it to tap into a talent pool it

has not used before. The Trust could work with Mencap and use best practice to find and employ those with learning disabilities.

RECOMMENDATIONS

Career progression

Local Partnerships

in spreading opportunity. It is important that everyone,

of innovative ways to support those from deprived

Getting people into the workforce is only the first step

regardless of their background, is able to progress within the Trust.

CHFT is currently re-launching its mentoring programme and has a range of development opportunities for staff.

The trust should ensure that this support is targeted at those who need it most. Just as people from under-represented backgrounds need support in getting into the workforce, they also need further support to progress.

Currently, representation within the governing bodies

and senior management of the Trust could be improved. If CHFT does not already have a plan to boost the

communities. One possible way to support these

communities would be to run workshops in deprived communities that combine financial literacy, health

prevention and pre-employment support. This would

ensure that every contact within communities has the most impact possible.

The Trust could initiate further collaboration with local

partners to tackle health inequalities - a more joined up approach to identifying factors that will lead to poor

health, such as poor housing or being unable to pay

energy bills will help the Trust provide the support it needs.

progression of individuals from Black, Asian and Minority

CHFT could explore space for further place-based

be established. Especially considering internal Council of

with other local anchor institutions to discuss working

Ethnic communities within the organisation - one should Governors elections are taking place this year. An important part of fair career progression is

identifying what kind of employee progresses and where blockages appear. The trust could identify

individuals in need of further support through this strategic socio-economic tracking.

Introducing four questions developed and implemented by the Equality of Opportunity Coalition, part of the

Purpose Coalition, CHFT could identify the socio-economic background of all employees. These four questions are: ‘What was the occupation of your main household

earner when you were aged 14?’

‘Which type of school did you attend for the most

partnerships. This could begin with initiating a meeting together in the local area on boosting social mobility, beginning with coordinating career and education

outreach teams for a more joined-up approach across Calderdale, Huddersfield and Kirklees.

To go even further, CHFT could explore multi-organisational apprenticeship opportunities on the back of further place-

based partnerships. This could include specialisms from law to finance - the scheme could begin with an apprenticeship at the Trust and upon completion any accreditation could be recognised by local partner organisations.

This would allow participants to access opportunities for a paid position that would not have been available to them otherwise; boosting social mobility in the local

community, increasing the size of the recruitment pool

time between the ages of 11 and 16?’

and aligning the Trust with other local organisations.

free school meals at any point during your school years?’

Spreading Social Value

‘If you finished school after 1980, were you eligible for

‘Did either of your parents attend university and gain

a degree (e.g. BA/BSc or equivalent) by the time you were 18?’

On the back of COVID-19 and the ongoing cost of living

crisis - all organisations are beginning to acknowledge

their responsibility in generating social value.

Once further information and data is collected on

CHFT has an opportunity to build this out further,

undertaken.

focusing on the generation of social value through its

employees, tailored support mechanisms can be

To go even further, in-line with the already internally

opening up conversation across the NHS specifically procurement processes.

established Gender Pay Gap reporting, CHFT could explore

As the largest procurer of medical products in the world

help boost mobility for underrepresented groups within

spread their agenda through upholding and promoting

initiating an Ethnicity Pay Gap annual report. This would

the organisation through an identification of specific pay inequalities, and where strategic action could be taken. Calderdale and Huddersfield NHS Foundation Trust as an anchor institution

With the current cost of living crisis, the Trust could think

RECOMMENDATIONS

NHS organisations and Trusts have an opportunity to

a specific set of standards across their extensive supply

chains. Through a specific set of social value requirements for goods and services, the Trust could spread awareness of this agenda - while educating other NHS organisations on the benefits of adopting similar practices.

RECOMMENDATIONS

LEVELLING UP