Workplace Health and Wellbeing – Lancashire

Our ongoing Health and Wellbeing Programme is guided and informed by a steering group which has membership from representatives across the Trust, including Staff Side and Public Health colleagues. The work continues to take account of both national and local drivers. However, it is clear that the inputs required to continue to improve health and wellbeing cannot be delivered by one project team alone as there are multiple co-dependencies that contribute.

Co-Production

  • From start: Yes
  • During process: Yes
  • In evaluation: Yes

Evaluation

  • Peer: No
  • Academic: No
  • PP Collaborative: Yes

Find out more

What We Did

Lancashire Care NHS Foundation Trust is committed to improving the health and wellbeing of its people as it is recognised that to deliver high quality care the NHS needs people who are healthy, well and at work. This commitment is reflected by the Executive and Clinical Lead being the Director of Nursing, the Chief Executive and the Board fully support this important agenda as part of the People Plan. Research shows that where Trusts prioritise health and wellbeing and actively engage with their people morale, loyalty, innovation and productivity all increase resulting in a better patient experience with improved patient outcomes and reduced mortality. In addition, many of our people are local residents and improving their health and wellbeing will result in a healthier local population.
In 2015/16 the Trust achieved the following local CQUIN: continue to evaluate and implement action plan to improve health and wellbeing of workforce, encourage champions to develop physical activity initiatives within their work areas, promote National Initiatives and take part in campaigns, review progress and report on the evaluation and identify any gaps, delivery, sustainability and evaluation of Schwartz rounds.
Our ongoing Health and Wellbeing Programme is guided and informed by a steering group which has membership from representatives across the Trust, including Staff Side and Public Health colleagues. The work continues to take account of both national and local drivers. However, it is clear that the inputs required to continue to improve health and wellbeing cannot be delivered by one project team alone as there are multiple co-dependencies that contribute.
Future work will focus on building on the progress to date, and will require concentration on ensuring health and wellbeing is sustainable via communities of practice, cultural and structural changes where required.
Strategically and in partnership with the Kings Fund we have developed our People Plan, and as much as Domain 3 focuses on ‘Supporting people through HR and line management, and supporting them to improve their health and wellbeing’, health and wellbeing is a golden thread that runs through our approach to leadership. A Workplace Wellbeing Charter action plan is in place to support accreditation planned for 2017, mental health and physical activity are two of the eight standards. Also, we continue to map our approach in line with NICE guidance 13 ‘Workplace Health’.
Operationally we have conducted an annual Health and Wellbeing Survey since 2015, we currently have over 160 Health and Wellbeing Champions who receive a monthly Newsletter and health promotion resources including Change4life, One You and NHS Choices. These Champions coproduce and host work base activities, events, along with establishing and promoting Workspace Walks (Trust Innovation Award 2015). Our Trust induction features health and wellbeing and we are also exploring inclusion via values based recruitment. In addition and as a reliable, evidenced based source of information and support for our people we are further developing and populating our new Share Point site (Intranet), the section entitled Staff Zone will reflect the Five Ways to Wellbeing and the importance of physical health and mental wellbeing.

One initiative we are very proud of is ‘Workspace Walks’ created in 2015 by Hilary Bell, Occupational Therapist and voted ‘Innovation of the Year 2016’ at the Lancashire Care NHS Foundation Trust Staff Awards.

Workspace Walks are just that! ‘Walking within your workspace’, by extending your work environment away from the desk, computer, telephone and other distractions meaningful conversations can take place. Taking time to pause and think while walking gives the opportunity to refresh emotionally and physically, sharing with others or on your own in a creative and inspirational environment. Workspace Walks work because of their simplicity. Once people feel confident and have perceived permission to liberate to new positive working practices it just feels great! The key to success is that it is not a ‘must’ or a ‘have to’. It is about when you feel or need to have a Workspace Walk and ultimately being healthier and happier at work. Workspace Walks are now an established practice which supports walking during working hours.

At Lancashire Care we understand the need to support the psychological wellbeing of our people, for both clinical and non-clinical roles stress in the workplace impacts on the delivery of safe and high quality services, people’s resilience and their experience at work. Our ‘Looking after me looking after you (LAMLAY)’ programme uses positive cognitive behavioural techniques such as positive imagery to improve wellbeing. One current option for support is ‘Schwartz rounds’ the purpose of which is not to solve problems, but to explore the human and emotional aspects of the experience of delivering care and the challenges that people face from day to day. The use of a large group of people brought together around a facilitated topic encourages reflective practice that promotes wellbeing, resilience and empathy.

 

Wider Active Support

Being part of NHS Employers Health and Wellbeing network has been both crucial and beneficial, online resources, national and local updates, face to face networking, the space to share best practice and new ideas have all supported progress at Lancashire Care.

From mid-2016 onwards our relationship and partnership working with Lancashire Sport has gone from strength to strength. As one of 45 sub-regional sport partnerships operating across England Lancashire Sport is a County Sport Partnership (CSP) funded by Sport England and by agencies to deliver specific projects on their behalf, by local government and by private sponsorship.

Other partners include Lancashire MIND, and links with Lancashire Teaching Hospitals and Morecambe Bay Trust are in place. Our internal Trust Communication and Engagement Team ensure that all partner opportunities are always explored.

Co-Production

Lancashire Care NHS Foundation Trust recognises that the health and wellbeing of its people is vital to drive the delivery of high quality care. We are a Mindful Employer and aim to ensure that wellbeing is integral to the employment experience, part of our vision states ‘People at the heart of everything we do’.

Our whole Trust approach is based on coproduction, it is essential that we work together collaboratively in order that ‘Health and Wellbeing’ lives in every part of the organisation.

The programme is underpinned by key strategic documents and supports existing policy documents embedded in the organisation. Development and delivery over the last 12 months has achieved the following;

• The Health and Wellbeing steering group continues to meet six weekly with representatives from Workforce and Human Resources, Learning and Organisational Development, Equality and Diversity, Engagement/Communications, Health and Safety, Staff Side, and Networks, and support awareness and collaborative working.
Formal ‘Terms of reference’ have been agreed along with a shared ethos ‘ In order to bring about culture change our overarching ethos is that together we adopt a ‘top down’ and ‘bottom up’ approach by upholding and communicating the principles of workplace health and wellbeing, whilst challenging others when they do not’.

• Our Quality Plan commits us to accreditation of the Workplace Wellbeing Charter – work to scope and meet the Charter criteria is ongoing, an action plan is in place and a progress mapping meeting with the accrediting body took place in Dec 2016.

Activity includes the development and dissemination of a Trust Statement of Intent for Physical Activity, ‘Time for Change’ sign up, organisational pledge and action planning, and wider network engagement. The commitment to identify Health and Wellbeing Champions in all networks and incrementally increase from 60 overall to 150 has been achieved, current numbers are 160.

• Health and Wellbeing is a golden thread that runs throughout our People Plan, and more specifically within Domain 3 ‘Managing People effectively so they feel well supported with improved health and wellbeing’. Collaborative working is in place with those involved in implementation of the plan to ensure Health and Wellbeing is considered, and that the plan supports the views of our people as collated from the Big Engage events in 2016.

• National CQUIN 2016/17 NHS Staff Health and Wellbeing Option B Introduction of Health and Wellbeing Initiatives (physical activity, access to physiotherapy, and mental health) – action plan in place as agreed with CCG, context provided regarding work established prior to this CQUIN. Work in progress to ensure timely reporting and outcomes are achieved.

• Trust wide engagement has been a focus for 2016/17 and collaboration continues with HR network BP’s to further raise the profile of Health and Wellbeing, identify opportunities to influence planning, gain support to ensure Charter and CQUIN achievement, increase numbers of champions and set up local initiatives.

• Our Health and Wellbeing Champions continue to receiving monthly newsletters and promotional information, more recent focus has been on people across the Trust and showcasing their activity and support for others.

An ‘Appreciative Inquiry’ was held in July 2016 with a 4D model used to reflect and consider future working, outcomes included more of what has already been set up and the recognition that the small things i.e. smiles and thanks, support people to feel valued. Three Health and Wellbeing Fairs took place in November 2016 which where predominantly planned and delivered by keen Champions, these Fairs where well attended and well received.

• Established partnership working with Lancashire Sport to support the generation of workplace physical activity initiatives – Workplace Challenge online resource promoted and Walk to Rio! Challenge delivered in August. Other activity includes ‘Back to Netball’ taster sessions, funding for run leader training, table tennis resources and support to skill up Champions around coaching and activating others.

• Our LCFT Intranet has seen further population of the Health and Wellbeing section of Staff Zone, our people can now source credible links, resources and services. The site cross links with HR site and KRIS, and is being promoted via internal communications.

Looking Back/Challenges Faced

Would we have done things differently? Honestly I am not sure that we would!

Our approach has been get out and find out – ask, listen quiz and question – finding opportunities to collaborate and link up, connect and work together to bring about change. Lancashire Care delivers a wide range of services from a number of bases across a large geographical area, thus time learning about the Trust to better understand contacts and commissions against the current health landscape was necessary.

People and communication skills have been paramount. The ability to engage, motivate and to have challenging conversations are all elements of culture change – ways of working have utilised large scale change theory i.e. go with the willing, keep on pulling in others, frame and reframe.

Being such a diverse organisation our biggest challenge is awareness of Trust wide working and activities, keeping track in order that the work can be presented and reported on as a whole. Every attempt to overcome this has been driven by constant visibility and profiling of Health and Wellbeing, articulating that this agenda is a shared one for the benefit of the Trust and its people.

Sustainability

Our aim is for a whole Trust approach, one that runs through every layer of the organisation and is ‘how we do things’. This can only be achieved by embracing our collective and appreciative approach to leadership; in addition our Trust Values provide a backbone that should keep us strong.

This said, as with many quality improvement and culture change programmes the need to maintain momentum is recognised. Thus, identifying individuals with the passion and understanding of the benefits to both the organisation and its workforce will ensure that we have the right people in the right place, people that can continue to drive and initiate positive change.

Evaluation

Currently our activity has not been formally evaluated; however this is a future consideration. We ensure that we are guided by evidence, and continually evaluate and seek feedback on all aspects of our Health and Wellbeing activity. Nationally the NHS Staff Survey shows us our engagement levels and evidence does suggest that this is liked to health and wellbeing. Internally our annual Health and Wellbeing Survey tracks our year on year progress and supports us to identify areas for improvement.

 

Sharing

Internally communicating and sharing regarding Health and Wellbeing progress and activity is done via the following ways:

• The Steering Group
• Assurance reporting to the People Sub Committee
• The Pulse – online weekly news
• Engage events
• Network meetings
• Health and Wellbeing Champions

External sharing is ongoing with our partners, as already commented on. As a Trust we fully embrace the sharing of best practice and the importance of building good working relationships in order that learning is continual.

Is there any other information you would like to add?

Work currently developing is focusing on supporting the psychological needs of our people; conversations have taken place around a tiered discussions pathway with support and resources. A workshop is taking place in February to explore what is needed, with operational pathway development to follow.

• Comments for our Chief Executive and Executive Director of Nursing and Quality…

Personally I understand the benefits of a healthy lifestyle, and there are many things that impact on our wellbeing, sleep, exercise, diet, managing our stress and taking part in meaningful activity.

We all have a personal responsibility to look after ourselves and each other, it is really important that as the major provider of health and wellbeing in Lancashire that we set the best possible example to the people that use our services and act as ambassadors for living healthily and well. This doesn’t have to be about running marathons or extreme diets; it is about being mindful of our wellbeing and building things into our everyday life that will keep us well and feeling good. Living a healthy lifestyle can help to prevent the onset of disease in later life and it also plays a big part in our mental health too, exercise is proven to make people feel good and can really help to relieve stress and manage depression.

Our vision is to provide ‘High quality care, in the right place, at the right time, every time’, and more than ever I recognise that it is essential our workplace supports us to be healthy, help us realise our vision and for our people to achieve personal, positive health and wellbeing.

Professor Heather Tierney-Moore, Chief Executive, Lancashire Care NHS Foundation Trust

I have been passionate about championing and driving forward improvements in the way the Trust supports health and wellbeing. We often live and work in challenging times and so it is hugely important we take good care of ourselves and each other so that we can go the extra mile for the people who use our services. People are at the heart of everything we do and we continue to support people to be the best that they can be.

Dee Roach – Executive Director of Nursing and Quality, Lancashire Care NHS Foundation Trust

 

 

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