HEALTH AND WELLBEING STRATEGY

HEALTH AND WELLBEING STRATEGY Health & Wellbeing Strategy Page: 1 of 17 Page 1 of 17

Recommended by Approved by Executive Management Team Trust Board Approval Date 23 September 2010 Version Number 1.0 Review Date September 2015 Responsible Director Responsible Manager (Sponsor) For use by Director of Organisational Development Assistant Director Employment Practices All Trust Employees This policy is available in alternative formats upon request. Please contact the Human Resources Department Health & Wellbeing Strategy Page: Page 2 of 17

CHANGE RECORD FORM Version Date of change Date of release 0.1 April 2010 Changed by Reason for change 0.2 14/9/120 16/9/10 VC After consultation period 1.0 23/9/10 23/9/10 VC Trust Board Approval Health & Wellbeing Strategy Page: Page 3 of 17

Health and Wellbeing Strategy Contents Introduction Section 1 1.1 Background 1.2 Aims of the Strategy 1.3 Roles 1.4 Implementation Section 2 2.1 What we have in place now 2.2 Promoting wellbeing in the workplace 2.3 Promoting health 2.4 Delivering staff benefits Section 3 3.1 Future actions and developments 3.2 Promoting wellbeing in the workplace 3.3 Promoting health 3.4 Delivering staff benefits Section 4 4.1 How we will measure our success 4.2 Resources Appendix Appendix A Health and Wellbeing Action Plan Health & Wellbeing Strategy Page: Page 4 of 17

Introduction to the Health and wellbeing strategy North West Ambulance Service NHS Trust recognises that our workforce is central to the provision of high quality pre-hospital care and patient transport services. In order to deliver a quality workforce, improve productivity and reduce sickness absence the Trust needs to ensure that we invest in promoting and maintain the Health and Wellbeing of our workforce. This document, which has been widely consulted on within the Trust, sets out how we will maintain and develop the health and wellbeing of our staff around the following themes: PROMOTING WELLBEING IN THE WORKPLACE PROMOTING HEALTH DELIVERING STAFF BENEFITS Section 1 - Context 1.1 BACKGROUND The NHS Constitution sets out pledges that all NHS organisations are committed to achieve. These are as follows:- Provide all staff with clear roles and responsibilities and rewarding jobs for individuals and teams that make a difference to patient, their families and carers and communities Provide all staff with personal development, access to appropriate training for their jobs and line management support to succeed Provide support and opportunities for staff to maintain their health, well-being and safety Engage staff in decisions that affect them and the services they provide, individually and through their local partnership working arrangements. Empower all staff to suggest ways to work to deliver better and safer services for patients and their families. The Department of Health commissioned a review of the current state of the NHS workforce s health and wellbeing to be undertaken by Dr Steve Boorman with the final report was published in November 2009. The key messages for the NHS are: The NHS must be an exemplar employer in ensuring the health and well-being of its staff, if it is to make a real impact on the public health; Good staff health and wellbeing improve the quality of services for patients; Reducing sickness absence and improving staff health and well-being makes a significant contribution to productivity. Health & Wellbeing Strategy Page: Page 5 of 17

Sickness absence in the NHS currently stands at 10.7million days sickness absence each year at a cost of 1.7bn. In order to reduce sickness by a third, with a saving of 555m a year, the Boorman report proposes strategic health and wellbeing initiatives at employerlevel. Ambulance Trusts typically have a high sickness absence rate relative to other NHS organisations, and key aims of our Health and Well-Being Strategy are to reduce avoidable absence due to ill health and to create a proactive culture of managing sickness absence and ultimately promoting health and well being amongst staff. Managing attendance effectively is significant to ensure the health and wellbeing of all staff. Between February 2009 and January 2010 the top three reasons for absence in the Trust were musculoskeletal, stress and back pain. It should also be recognised that there are some key drivers of health and wellbeing: Individual factors personality and motivation; past behaviour; attitude to attendance Work factors how individuals feel about their work, work relationships and communication Non-work factors life events and family pressures There are also some particular environmental factors which affect ambulance services: Absence as coping' with chronic adverse features of work such as trauma Shift systems Emotional strain associated with serious adverse events Working in adverse weather conditions In this context, we recognise the need to put health and wellbeing at the heart of our workforce strategy and to enlist the support of the whole organisation (the Board, staff, managers and trade unions) in taking the agenda forward. We also recognise that this strategy requires sustained effort over the long term, and that the results of this investment are unlikely to be seen with immediate results. However, it is expected that with a commitment to implementing this strategy the health and wellbeing staff will improve. 1.2 AIMS OF THE STRATEGY NWAS is already meeting a number of the recommendations in the Boorman report. This strategy sets out further processes and plans to build upon the measures that we have in place. The Trust recognises that health and wellbeing is a shared responsibility for the employer and the employees. The aims of this strategy are to: Health & Wellbeing Strategy Page: Page 6 of 17

Improve employee motivation and morale Improve organisational performance Develop health and wellbeing for all staff which meets their specific needs Align existing Trust policies with the strategy to ensure there is a holistic approach to staff health and wellbeing Reduce work and non-work related absence Enable quicker returns from sickness absence Improve patient care Ensure the Trust is recognised as a good employer 1.3 ROLES Strategic approaches to Health and Wellbeing will not succeed as one-off isolated initiatives. Instead a holistic, committed and integrated approach is required that meets the values and mission of the Trust and supports its future development and growth. To achieve this, the following support is required: Role of the Trust Board To ensure a clear and effective strategy to deal with health and wellbeing is implemented. Role of Director of Organisational Development To lead the development of the Health and Wellbeing strategy and to act as the Board champion for health and wellbeing. Role of Line Managers To effectively support the health and wellbeing of all staff in a supportive manner. Role of the HR Team - To ensure that training and support on health and wellbeing is provided to line managers and that staff are aware of the health and wellbeing strategy of the Trust. Role of Occupational Health Department To promote health and to help in the prevention of disease in the workforce. Role of Health and Safety Committees To ensure that the Trust abides by its legislative obligations. Role of Trade Unions To support the health and wellbeing agenda and ensure it is fit for purpose for all employees in the Trust. Role of Employees To ensure that they understand the health and wellbeing strategy and support its continued development. Health & Wellbeing Strategy Page: Page 7 of 17

1.4 IMPLEMENTATION To embed the health and wellbeing strategy in the Trust it is important to engage with staff effectively. The development and implementation of this strategy has been undertaken with the involvement of staff and staff representatives and they should also be involved in the regularly monitoring and review of the strategy. Consultation and Engagement A consultation and engagement process has been undertaken with staff, trade unions and other stakeholders (e.g. occupational health services) which sought views and ideas on the content and focus of this Health and Well-Being Strategy. Health and Wellbeing Strategy Group A working group will be formulated and will be configured with the following members: Executive Director Line Manager representation from main service areas in the trust Trade Union representation HR representation Health and safety representation Finance Communication Health and Wellbeing representatives Other functions can also contribute as applicable, including: IT Occupational Health Other outside agencies The purpose of the Health and Wellbeing Strategy group will be to focus on specific development areas for the Trust. On formation terms of reference will be agreed. Due to the wide remit of the group it may be necessary to form some specialist groups to deal with specific areas within the strategy e.g. mental health awareness. Section 2 2.1 WHAT WE HAVE IN PLACE NOW Health & Wellbeing Strategy Page: Page 8 of 17

A large part of an employees life is spent at work and employers can play a significant part in helping working achieve a good quality of life. Wellbeing can be defined as the creation of an environment that promotes a statement of contentment which allows an employee to flourish and achieve their full potential for the benefit of themselves and the organisation. As such it is important that the Trust creates an organisation where staff feel safe and supported and in return staff will be committed and motivated at work. 2.2 Promoting wellbeing in the workplace The North West Ambulance Service NHS Trust currently has a range of services, policies and practices in place which are aimed at supporting staff to be physically and psychologically well and helping staff achieving a work life balance. The Trust currently offers: Occupational Health Services Stress Policy Dignity at Work Policy KSF Appraisal Partnership working HR Master Classes Flexible Working Policy Chief Executive thank you letters Sickness Absence Policy Return to work Plans Communication and engagement e.g. staff forums, staff bulletins, newsletters, ask the Exec Case review meetings 2.3 Promoting Health As a Trust we can play an important part in helping and supporting staff to have a good quality of life. Indeed, the Boorman report found that there was a distinct relationship Health & Wellbeing Strategy Page: Page 9 of 17

between staff health and wellbeing and performance. It is important therefore that NWAS takes a proactive rather than reactive response to promoting good health amongst its staff. The Trust currently provides a variety of services aimed at promoting health and wellbeing amongst staff. The Trust currently offers: Occupational Health Services Counselling Services Cycle to work scheme Swift Access to Cognitive Behavioural Therapy Fast track physio therapy In House listening Service (Manchester) Pre-employment checks Two health promotion events each year Recruitment and training Sickness absence reviews Mediation Service Critical Incident service debriefing Drug and alcohol policy Smoking policy Health and Safety risk assessment 2.4 Delivering Staff benefits Health & Wellbeing Strategy Page: Page 10 of 17

By investing in the health and wellbeing of our staff, the Trust is demonstrating that they care and value their staff. Delivering benefits to staff can help develop a positive work community with happy and motivated staff. The Trust currently offers: NHS Pensions Child Care voucher scheme NHS Sickness payment scheme NHS Discounts NHS holiday entitlement Staff networks Pennies from Heaven scheme supporting ASBF Pre-retirement courses Learning & Development and CPD Opportunities Annual staff awards ceremony Leadership programmes Commendations from Chief Executive Section 3 3.1 FUTURE ACTIONS AND DEVELOPMENTS Health & Wellbeing Strategy Page: Page 11 of 17

Whilst the Trust currently provides a significant level of support for employee s health and wellbeing, there are actions and development which can be considered in the future. The focus of these actions is based on recommendations set out in the Boorman review and in recognition of the needs of a developing and diverse workforce. The following actions and developments are for consideration over the next 18 months. This will be reviewed and revised as required. 3.2 Promoting wellbeing in the workplace Review and Up-date Sickness Policy Context and purpose The current sickness absence policy was introduced in March 2009. It is appropriate to review the policy to ensure all elements work effectively in line with organisational objectives and that the training content and structure is reviewed. Lead Manager Assistant Director of HR Key Stakeholders All Managers, Senior HR Managers, Trade Unions Representatives, Occupational Health Department, Payroll Service Completion Date September 2010 Review Shift systems Context and purpose - It is recognised that the current configuration of shift systems may contribute to some sickness absence. A review of the current shifts patterns to be undertaken to assess whether changes can be made to meet the needs of the service and the staff. Lead Manager Head of Service Key Stakeholder Sector Managers / Operational Managers, Heads of HR / HR Managers, Trade Union representatives. Completion date April 2011 Develop Database of Rehabilitation Opportunities Context and purpose - A database of work programmes to support phased returns to work on alternative (or light ) duties will help managers to help direct staff to appropriate programmes which facilitate early return to work following absence, with appropriate consultation with the Occupational Health Department. Lead Manager Heads of HR Key Stakeholders Line Managers, IT Department, HR Managers Completion Date October 2010 Review Critical Incident Stress management Health & Wellbeing Strategy Page: Page 12 of 17

Context and purpose - Similar to the Cumbria model Critical Incident Stress Debriefing (CISD), this model complies with NICE guidance. The Critical Incident Stress Management (CISM) format combines several components, pre-crisis education, crisis assessment, defusing and follow up for ongoing psychological support if necessary. Lead Manager Heads of HR Key Stakeholder Sector Manager / Area Managers, HR Team, Trade Union Representatives, Occupational Health Department and current staff trained in indent debriefing. Completion date April 2011. Improve Case review meetings Context and purpose - There are case review meetings in place but there should be an agreed structure used by all service areas and meetings should be attended by Head of Service, Head of HR and where appropriate an Occupational Health representative. Lead Manager Heads of Service Key Stakeholders, Sector Manager / Area Managers, HR Manager / Advisors, all line managers. Completion date July 2010 Enhance Sickness Reporting mechanisms Context and purpose Review reporting mechanisms throughout the Trust. Consideration on what reports for short and long term sickness are required and a common format to be introduced throughout the Trust with a reporting mechanism on a half yearly basis to the Trust Board.. The ESR Business merge will also allow reporting to be made for each service area Lead Manager Workforce Information Manager Key Stakeholder All Managers, HR Team, Payroll and Operational and Sector Managers. Completion date Business merge to be complete by August 2010. Consider the feasibility and impact of a First Day Absence Intervention Service Context and purpose A small number of Trusts have introduced First Day Absence Intervention Services to ensure more proactive health advisory and referral services to staff to support quicker returns to work. Introducing such a service in NWAS would require substantial investments but this would need to be considered in the context of the impact on reducing absenteeism. Lead Manager Heads of HR Key Stakeholders Sector Managers/Service Managers, HR Team, Executive Management Team, Trade Unions, Occupational Health Department, Finance Manager, Workforce Information Manager. Health & Wellbeing Strategy Page: Page 13 of 17

Completion date December 2010 3.3 Promoting health Review existing smoking control policies and provide smoking awareness and cessation advice Context and purpose To ensure consistency and fitness for purpose of smoking control policies and provide staff with information about supporting on smoking awareness and cessation advice. Lead Manager Head of HR and Health and Wellbeing Champions Key Stakeholders Occupational Health department, Health and Wellbeing champions, HR Team, line managers. Completion date ongoing advice but initial information to be circulated by November 2010. Provide regular communication on Health and Wellbeing Context and purpose To provide appropriate and accessible information on health and wellbeing for all staff. This will include newsletters and development of the Trust Intranet. Lead Manager Communication Manager Key Stakeholders Communications, Health and wellbeing champions and HR team. Completion date October 2010. Develop a Health and Wellbeing handbook Context and Purpose Collection of information on health and wellbeing that can be used by all staff, including new starters. Lead Manager HR Team Key Stakeholders Health and Wellbeing champions, Communication Team, Occupational Health department and Recruitment Team. Completion date January 2011. Introduce back-care workshops Context and purpose Review current manual handling programme for staff to assess if it is fit for purpose. In addition explore the costs of rolling out specific back care workshops for staff with back pain. Lead Manager Senior Manager Key Stakeholders Heads of Service, Heads of Training, Occupational Health department and Health and Safety department. Completion date April 2011 Health & Wellbeing Strategy Page: Page 14 of 17

Training for staff and managers on mental health issues Context and purpose Training for all managers with a focus on how to support individuals to address any work or non-work pressures and how to help staff recovering from mental ill health in their recovery. Lead Manager - Assistant Director Workforce Development Key Stakeholders Occupational Health department, Learning and Development, HR Team and Heads of Service. Completion date October 2011 Promote NHS Health and Wellbeing Service Context and purpose The service is run by NHS discounts and is aims to provide Trusts with a comprehensive service on health and wellbeing issues. Provision of ready-made communications materials and promotional materials covering everything from smoking cessation to healthy eating. Lead Manager Heads of HR Key Stakeholders Finance, HR Team and Communications Team. Completion date April 2011 Health and wellbeing Training Context and Purpose To form part of the core training programme to provide staff with an understanding on health issues in the North West and ways to improve individual health and wellbeing. Lead Manager - Assistant Director Workforce Development Key Stakeholders - Learning and Development, HR Team and Heads of Service. Completion date April 2011 Develop stress management controls and support systems Context and purpose The Trust to implement the HSE stress audit tool throughout the Trust. Lead Manager Head of Risk and Safety Key Stakeholders Occupational Health department, Learning and Development, HR Team and Heads of Service. Completion date October 2011. Sign the MINDFUL Employer Charter Health & Wellbeing Strategy Page: Page 15 of 17

Context and purpose - MINDFUL Employer is aimed at increasing awareness of mental health at work and providing ongoing support for employers in the recruitment and retention of staff. Lead Manager Heads of HR Key Stakeholders Heads of Service, HR Team, Recruitment Team Completion Date September 2010. Review the feasibility of introducing Health checks Context and purpose Each member of staff would have a three yearly screening by the Occupational Health department on issues such as weight, height, BMI, Pulse/BP, urinalysis, and vision screening. If appropriate, advice would be given lifestyle such as around smoking and drinking and in cases where the BMI was excessive. Lead Manager HR Manager Key Stakeholders Heads of Service, Trade Unions, Occupational health deportment and HR Team. Completion date April 2011 3.4 Delivering Staff Benefits Introduce an Employee Assistance Scheme Context and purpose The Trust to actively promote an Employee Assistance Scheme. The plan involves support for the cost of everyday healthcare bills and an Employee Assistant Programmes to help with lifestyle issues including financial advice. The Trust can support staff in providing information on the scheme and support staff to set up the financial contributions required. Lead Manager HR Manager. Key Stakeholders Payroll, Finance, Communications Team, and HR Team. Completion date April 2011 Health & Wellbeing Strategy Page: Page 16 of 17

Section 4 4.1 HOW WE WILL MEASURE OUR SUCCESS Regular monitoring of progress and evaluation of impact will be needed to measure the effect that this strategy has on the workforce our service provision. A detailed action plan will specify the key actions, details relating to implementation, timescales, the lead manager and the main stakeholders. The action plan will be reviewed on a regular basis by the Health and Wellbeing Strategy group to ensure that the required progress is being achieved. Regular reports will be provided at appropriate forums such as the Executive Team Meetings, the Trust Board and the Health and Safety Sub groups. It is important that we monitor, evaluate and evidence the effect of the proposed actions. The main measures that will be used are: Absence rates Engagement with staff (National NHS Staff Survey) Organisational performance Recruitment and retention of staff 4.2 RESOURCES It is recognised that the some of proposed actions will have a cost implications, whilst other actions will require only the time of the key stakeholders and leads as outlined. For any interventions which will require funding, a business case will be developed for consideration and determination by the Executive Management Team. Health & Wellbeing Strategy Page: Page 17 of 17