Stockport NHS Foundation Trust has been focusing upon fostering staff engagement in order to improve staff health and wellbeing.It has achieved this through a range of methods including an annual staff gala event which recognises the talents of staff and makes them feel valued, as well as focus groups and events such as fun days designed to lift people’s spirits. Integrated events have created the sense that the Trust is one big family, rather than lots of individual units, and has allowed staff to gain insights into what happens in other departments.
Tools & Resources
Calderstones Partnership NHS Foundation Trust is fully committed to the health and wellbeing of its employees. As such it has devised an Engagement and Wellbeing strategy to communicate to staff the large number of initiatives available. This has led to a wide range of benefits for the Trust and staff alike. For example reduced sickness absence, improved engagement and better stress awareness.
Altogether Now - a Legacy for Blackpool is a multi-agency crusade, delivered by three partners - NHS Blackpool, Blackpool FC and Blackpool Council, serving the Blackpool community of approx 142,000 residents. Launched in 2010 this all-age, all-sport, all-inclusive programme is aimed at improving the health and wellbeing of every person in the seaside town irrespective of age, race, gender or ability, through increased physical activity and targeted health messages.
One of the ways that Calderstones Partnership NHS Foundation Trust helps its staff to maintain their health and wellbeing is by providing activities for staff to get involved in, and also by informing them of a variety of methods that can improve their fitness. This overview offers a summary of the type of activities on offer there.
A national vision and call to action for school nursing services has been recently published and the North West is investing in an implementationprogramme to support the partners involved in this work. The implementation programme is being led by the Child Health Development Programme and the North West Regional Youth Work Unit and wish to hear from all involved partners to explore their views, needs and support mechanisms they would like to see employed in this project. The project will last until the end of the year and will cover all North West areas.
All Trusts have now adopted the Electronic Staff Record (ESR) system and are going on to further develop and utilise its functionality. This is an opportunity to record one example of the good practice behind how the original implementation of an ESR payroll was achieved.
It is vital to develop and implement an evidence-based staff health and well-being improvement plan to meet your organisation’sneeds.To improve and protect the health of your staff, maximising the benefits of a healthy workforce to your organisation, you need to define your priorities and identify where you should target health and well-being action. Completing a needs assessment for your organisation will provide a baseline to measure the impact of the strategy you develop. Three initial steps are outlined to guide you in sourcing your baseline data.More in the series:
Twelve months have passed since the Health Visitor Implementation Plan 2011 – 15 “A Call to Action”, was launched by the Department of Health.Since then, organisations in the North West have experienced significant changes to the way they work, seeing Health Visiting services transferring, PCT clusters forming and addressing population and workforce issues, all whilst maintaining the day job.
The ‘Keeping me safe and well’ (KMSAW) screen is a risk assessment tool, for service users with learning disabilities. It was developed as part of a human rights healthcare project at Mersey Care NHS Trust, and subsequently picked up by Calderstones Partnership NHS Foundation Trust, who ran an in-house, six month pilot with 5 service users. Staff and service users alike have benefited from use of this screen which has promoted inclusive practice in risk management.
In 2010 NHS Cumbria looked at its internal talent management strategy and identified that there was a need to support Band 7 staff, to help them to progress into senior manager roles. As a result a Management Development Programme was developed in order to support talented staff, and six employees from both clinical and managerial backgrounds were recruited as cohorts. This enabled individuals to undergo significant personal development and contributed to improved service delivery.