In July 2008, reported sickness absence across University Hospital of Morecombe Bay NHS Trust (UHMB) averaged 5%. There was also a tendency for the same members of staff to take sickness absence. Therefore the HR team embarked on a structured and robust policy to reduce sickness absence with the aim of bringing down the average level to 3.5% by 2012 which it is set to achieve
At the end of April 2012 a cross-section of students from the University of Chester were interviewed in order to gather a range of views from our next generation of nurses.
In 2010 this Trust commissioned a survey (ASSET) of staff perceptions of 7 key barriers to, and enablers of, wellbeing in the workplace. When these aspects of working life are well managed the workforce has good levels of psychological wellbeing and engagement. The results of the survey are contributing to a new programme of evidence based work to determine the enablers and barriers to wellbeing and to the development of the Trust’s Health and Wellbeing Strategy.
Salford Royal NHS Foundation Trust (SRFT) is committed to the development and implementation of a process of managing individual employee contribution, which will lead to the creation of a performance-driven culture. Therefore, as part of the Trust’s overarching plans for organisational development, with accountability, performance and leadership as key components, the Trust is implementing a Performance Framework and associated Reward Strategy.
Release is a programme that was designed to recognise and develop talent amongst managerial and clinical staff at Band 7 and above at Trafford Provider Services (TPS), the provider unit of NHS Trafford, between April 2009 and June 2010. Its purpose was to develop people and give them the confidence to lead, by giving them the opportunity to undertake projects that could initiate change.
Pennine Acute Hospitals NHS Trust recently embarked upon widespread service reconfiguration in line with regional initiatives, which led to the merger and closure of services at various sites across the Trust. As a result this redeployment programme was launched to place all displaced employees into alternative substantive posts. This allowed 882 employees to be redeployed within the Trust, which saved circa £56,000 per person in redundancy costs.
This project linked the work of the Environmental Health Section of Sefton Council and the Food Health Worker team in NHS Sefton. The aim was to help local food businesses in complying with food safety standards and to encourage them to promote healthier eating in order to improve food safety and health in the population of Sefton.
In 2009 a professional mental health network was set up for the Blackburn with Darwen area, which is very unique in that it is exclusively for mental health professionals from across all sectors, and has a specialism around BME. It allows different organisations to share information, combine resources and undertake joint projects to improve signposting to mental health and mainstream services and has approximately 280 members who can drop in an out as necessary.
This Specialist Trust in Manchester has been successful in promoting an attendance culture to ensure the provision of high quality services to patients. A revised policy framework and a new Occupational Health provider have been key in building confidence and consistency in the management of sickness absence and in improving attendance.
The aim of the Merseyside Personal Health Budgets (PHB) pilot was to help the Department of Health evaluate Personal Health Budgets, which can be used to purchase goods and services to help individuals achieve their agreed health outcomes.