The Royal Wolverhampton NHS Trust

Transcription

1 The Royal Wolverhampton NHS Trust Trust Board Report Meeting Date: 29 th February 2016 Title: Executive Summary: Action Requested: Report of: Author: Contact Details: Workplace Wellbeing Charter Strategy Report The Workplace Wellbeing Charter is a statement of intent demonstrating the Trust s commitment to the health of our workforce. The Standards and the supporting toolkit materials and topic guides have been funded by Public Health England and employers that sign up to any of the Public Health Responsibility Deal pledges concerning Health at Work can use the Charter standards as a road map to fulfil the commitments made in the pledge. Royal Wolverhampton Hospitals NHS Trust (RWT), will be working in partnership with the University of Wolverhampton and Wolverhampton City Council Public Health For approval Interim Director of HR & OD Mary Brassington Head of Health & Wellbeing Service Marybrassington@nhs.net Resource Implications: Funding from Liverpool City Council delivered by Health@Work Public or Private: (with reasons if private) References: (eg from/to other committees) Appendices/ References/ Background Reading NHS Constitution: (How it impacts on any decision-making) Public Workplace Wellbeing Charter Working Group The Workplace Wellbeing Charter Self-Assessment Standards presented by Professor Dame Carol Black, Expert Adviser on Health and Work to the Department of Health, England. The Charter embodies the core principles contained in the NHS Constitution in terms of equality of access to services, high standards of excellence and professionalism, cross community working and best value.

2 1. Introduction RWT has a well-established, high quality and proactive Occupational Health Service (OHS) that also provides services to other organisations through revenue earning contracts. The OHS plays an instrumental role in the prevention, promotion and management of the health of our workforce, supporting managers and individuals with sickness absence issues. In order to improve our attendance levels, ease some of the pressures in the workforce system and deliver consistent high performance and service to our patients, we wish to adopt a more strategic, holistic and inclusive approach. In order to do this we must develop our wellbeing strategy so that it clearly connects wellbeing, engagement and performance. 2. Background The body of evidence that links wellbeing, engagement and performance has been building particularly since the Boorman Report in 2009 and the 2012/12 NHS Health & Wellbeing Improvement Framework identifies 5 key responsibilities for embedding health and wellbeing within the workforce. The Way to Health & Well Being NHS Employers states that: To deliver high quality patient care, the NHS needs staff that are healthy, well and at work. Looking after the health and wellbeing of staff directly contributes to the delivery of quality patient care. Poor workforce health has high and far reaching costs to NHS organisations and ultimately patients. To develop and sustain a health and wellbeing approach there needs to be strong and clear leadership, supported by a solid strategy that continues to be developed and is underpinned by a proactive and engaged approach. Research shows that where NHS trusts prioritise staff health and wellbeing and actively engage with staff to develop work in this area, levels of engagement increase, as does staff morale, loyalty, innovation, productivity, all resulting in higher quality patient care. There are also impressive performance, engagement and health gains to be made from well-rounded wellbeing strategies. A report from Pricewaterhouse Coopers states there was a wealth of evidence to suggest a positive link between wellbeing initiatives and improvements in bottom line performance. Professor Cary Cooper, CIPD president and leading authority on workplace wellbeing states wellbeing is part of the productivity puzzle. We will never improve our G7 standing we re 7 th unless we deliver a culture of wellbeing (CIPD January2016) Wellbeing is described as a positive physical, social and mental state; it requires that basic needs are met, that individuals have a sense of purpose, that they feel able to achieve important personal goals and participate in Page 2 of 10

3 society. It is enhanced by conditions that include supportive personal relationships. Strong and inclusive communities, good health, financial and personal security, rewarding employment and a healthy and attractive environment Defra Below are the key dimensions of health, wellbeing and resilience Working with our colleagues in Healthy Lifestyles the OHS supports individuals and managers to promote, seek options and secure solutions to 6 of the dimensions; the final dimension good staff leadership and management is the key to moving us forward. 3. Next steps 3.1 The Workplace Wellbeing Charter One of the ways we can raise the profile of well-being and measure our success is to audit our current performance. On that basis, we welcome the opportunity to work in partnership with Wolverhampton City Council Public Health Team and the University of Wolverhampton by signing up to the Workplace Wellbeing Charter. The Charter consists of Self-Assessment Standards presented by Professor Dame Carol Black, Expert Adviser on Health and Work to the Department of Health. By signing up to the Charter, we are making a statement of intent that demonstrates our commitment to the health and wellbeing of our workforce and clearly makes the connection between wellbeing, staff engagement and high quality performance. The standards within the Charter, supporting toolkit materials and topic guides are funded by Public Health England (PHE) and employers that sign up to any of the Public Health Responsibility Deal pledges Page 3 of 10

4 concerning Health at Work can use the Charter standards as a road map to fulfil the commitments made in the pledge. Following support meetings with Wolverhampton City Council and expert advice from Liverpool City Council, leaders in the field, we have established a working group to take this initial audit work through the Self-Assessment Standards forward. An early review of the evidence to support the Self-Assessment Standards suggests we should be aiming for in the majority of sections of the Standards. Appendix 1 provides an overview of our progress against the Standards and our aim to submit our Self-Assessment at the end of March. 1. The outcomes from our Self-Assessment will help to shape our Workplace Wellbeing Strategy and action plan from April 2016 onwards. The strategy will support the organisation to take a more holistic approach to wellbeing and engagement emphasising the need for good leadership, for line managers to develop their skills to motivate and empower their teams, to support and manage workloads and ensure individuals feel valued for their contribution. 2. Support and direction is sought from the Board to develop the Workplace Wellbeing Strategy and action plan. Page 4 of 10

5 Appendix 1 The Workplace Wellbeing Carter Assessment 1. LEADERSHIP Line managers demonstrate regular joint working and shared decision making with employees and empower employees to work in an independent way Line Managers have training in how to have difficult conversations, developing people skills and resolving disputes Meetings occur at regular intervals from 1:1 s to the senior management committee meeting cycles with minutes available to share at all levels. Employees are encouraged to attend appropriate meetings including public Board meeting and Meet the Board initiatives giving access to Executive and non-executive Board Members with the opportunity to ask questions and share their experience of working for the Trust. Line managers have access to training packages which cover these issues and there is a specific programme on emotional intelligence (EQ) and sessions on stress management and coping strategies. Mediation is encouraged and supported as a key part of conflict resolution. Employees are offered learning and development opportunities to maximise their potential. Training opportunities are in place both in-house and on via external courses and vocational degrees. Training needs are inherent to specific professional groups and specific educational requirements are evolved during the appraisal process. Corporate training programmes are available on the Trust Intranet including any available funding/bursaries opportunities. Staff training matrix details of courses available Evidence of managing organisational development and change appropriately A management of change policy is in place and evidence exists of recent change programmes demonstrated the management of internal organisational change and change brought about by external factors and national DH guidance. Examples include the merger of community trusts with acute services, the development a national research network and the fallout from the Francis enquiry into Mid-Staffs services which involved a disaggregation process and a reconfigurement of Page 5 of 10

6 services. These issues brought about significant changes in terms and conditions for individuals and staff groups which had to be managed effectively and sensitively. Evidence/examples of support provided for staff during change examples of communication, redeployment policy, redundancy policy, any training provided for those leaving etc The organisation has a health, work and wellbeing strategy in place with a detailed action plan. A health & wellbeing strategy is in place with an evolving action plan. 2. ABSENCE MANAGEMENT Absence trends are monitored across the organisation and specific programs are designed and implemented to address the issues identified to prevent further absence. The organisation s return to work policies are designed to support sustainable rehabilitation and early return to work with adjustments made to accommodate this when necessary The organisation has a health, work and well-being strategy in place with a detailed action plan Absences are formally monitored and specific interventions in place to educate staff in terms of protection from poor health, e.g., seasonal flu vaccination, immunisation/vaccination for vulnerable groups, manual handling training, healthy lifestyle advice etc. The return to work interview with managers identifies any barriers to maintaining attendance after short term and long term periods of sickness absence. Rehabilitation programmes following long term absence are designed by the OHWBS with input from managers and can include graduated returns, modified duties on a temporary basis or possible redeployment which is all covered in the policy. A health & wellbeing strategy is in place with and evolving action plan. Page 6 of 10

7 3. HEALTH & SAFETY There are identified health and safety representatives (Trade union and/or company representatives). Staff representatives have been involved in the development and/or evaluation of health and safety policies. There is a clear emphasis on prevention of ill health across all health and safety policies. All managers have received health and safety management training. Regular health and safety meetings are held and recorded. In place and supported by the health & safety team and staff side representatives details of where this info is displayed and how staff access Yes they are involved in the process of reviewing and approving new and revised policy. Evidence of reports and actions based on findings of risk assessments, audits and checks etc Training records of managers qualified in IOSH Managing Safely or CIEH Level 3 or NEBOSH Key meetings are held quarterly and attended by relevant specialised individuals, eg OHWBS, Infection Prevention etc. Minutes or agendas from specific health and safety meetings, reports from these meetings, info on how this is cascaded to staff at all levels 4. MENTAL HEALTH & WELLBEING A mental health and wellbeing strategy/stress prevention strategy is in place and followed. This should highlight the promotion of mental wellbeing to the organisation and address investment in the mental wellbeing of the workforce Mental health awareness training is available for all employees and it has been delivered to the majority of employees The health & wellbeing strategy alludes to staff mental health and is a live document which has board approval and annual review to ensure that it meets organisational needs and satisfies national guidance, e.g., NICE guidance NG13, SEQOHS accreditation. Mental health training is available and is supported by trust policy and equality & diversity measures in place. Reference is made this when policy documents are being instigated or revised. Details of training, records of attendance Page 7 of 10

8 Staff consultations/surveys take place that seek information on the mental wellbeing of staff and also covers working conditions, communication, work life balance, cost of living wage, staff support and work related or other causes of stress, with action plans drawn up to address major issues. The organisation provides a confidential support service inhouse or externally to individuals who come forward with a problem Ensure organisational and individual change is accompanied by support, information or targeted intervention programmes e.g. retirement, redundancy planning. Social support groups, volunteering and out-of-work activities are actively encouraged and supported by the organisation Local staff satisfaction surveys are conducted annually for all staff with maximum communication to encourage participation and supplemented by a national survey to a randomly selected and anonymous sample of staff. The results are widely publicised and trends analysed by directorate and organisational so that action plans can be drawn up to facilitate improvement. The OHWBS provide confidential service which can be accessed by self-referral or by managers. Where indicated, counselling is offered or contact made with GP services to recommend more specialised support and/or referral to mental health services. Various other agencies may be a source of help, e.g., debt management advice, support to manage alcohol abuse problems. A change management policy is in place to support staff groups or individuals affected by organisational change or changes in their personal circumstances. The OHWBS provides advice and support to facilitate change positively.( Already covered in leadership) Flexible leave policies are in place and staff are supported in their choice to participate in such work, e.g., Army Reserves maybe involving active service abroad, jury service Signposting info to community groups, info on NHS groups and communities available to staff 5. SMOKING & TOBACCO All open areas (outdoor) are clearly signposted as smokefree and steps are taken to prevent smoking in these areas. Actively promote stopsmoking services and allow staff time to attend. Signposting re: no smoking policy is in place and there should be no evidence of smoking activities in these areas which are regularly monitored Smoking cessation support available and staff are encouraged to attend in work time. Page 8 of 10

9 6. PHYSICAL ACTIVITY Commitment A physical activity statement is in place and employees are aware of it Information is made available on the benefits of physical activity The minimum legally required breaks are taken by all staff Staff are encouraged to take regular breaks Notes/Evidence Trust draft policy in place awaiting approval by Health Trainers As part of general health promotion advice, poster campaigns, health initiatives advocating physical activity and avoidance of heart disease, weight control etc. Working Time Directive and T&C s legal compliance observed. Yes, Indicated also for DSE users to take regular breaks or have a change of activity. 7. HEALTHY EATING A corporate healthy eating food plan, guidelines or similar has been produced in consultation with staff that covers: Corporate hospitality, Catering provision, Local sourcing of food using local providers, Vending/in-house catering pricing strategy to promote healthy options, Local healthy food availability for staff considered as part of facilities management. Tailored programmes to improve understanding and take-up of healthier diets are offered Internal or external support is on offer for those who wish to lose weight In place for patients and staff The Health Trainers provide training on healthy options and OHWBS provide information on notice board campaigns linked to national and local health promotion campaigns Health Trainers offer training and support and facilitate free WW referral to staff wanting to lose weight. A referral path to Dietetics is also available via OHBW for individuals with a BMI of 30. 1:1 advice given by OHWB during consultations. Page 9 of 10

10 Rolling schedule of planned events to promote the importance of healthy eating are in place. Health promotion events and promotional events continue through the year and posters are regularly updated to reflect the cycle. 8. ALCOHOL & SUBSTANCE ABUSE ACHIEVEMENT A working Alcohol and Substance Misuse Policy is in place, regarding the use of alcohol and other substances in the workplace that is clear and consistent. Employees are provided with information about the effects of alcohol and substance misuse that is appropriate, acceptable and accessible Alcohol policy includes guidelines on the use of alcohol at business functions Employees are supported in seeking help to treat alcohol or substance misuse issues. This includes providing sources of further information and support that are readily available. Achievement Organisational code of conduct and behaviour in relation to alcohol and substances has been well established and well publicised. Notes/Evidence A policy is in place and managers and staff aware of the referral routes for help and support. The policy on alcohol and substance abuse is clear and there is a clear link to HR involvement and potential conduct issues where appropriate. Info, advice, signposting notice boards, staff areas, intranet etc Explicit guidance in the policy wording. The OHWBS supports staff with addiction problems and there are referral pathways to the in-house Alcohol Service. If indicated, fast track referral to the GI service is freely available. Links to AA and other agencies signposted by OHWBS including referral to a specialist service where appropriate Yes see above * * * * * Page 10 of 10