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H3. Health & Wellbeing Report
9 May, 2013
Submitted: 21 May, 2015
Please describe how you report on the health and wellbeing of your employees, including annual sickness rates
The Trust's Health and Wellbeing Strategy sets out what the Trust offers in terms of a range of wellbeing resources; its aim is to set out the Trust's commitment to supporting staff health and wellbeing and to encourage staff to take personal responsibility for their own health. The Trust has a comprehensive Health and Wellbeing section on its intranet site which lists all the Trust's wellbeing resources, activities, information and promotes a range of fitness campaigns throughout the year.
The 2015/16 Health and Wellbeing action plan is focusing on 3 key priorities:
• Work environment standards
• Physical health
• Mental health
A multi-disciplinary group meets monthly to monitor progress against the action plan. Furthermore, there is a formal launch week to raise awareness and participation by the workforce in the health and wellbeing initiatives 8-12 June 2015. Thereafter a monthly theme will be promoted in different ways across the organisation.
Sickness absence rates are a key performance indicator for the organisation and these are reported to the Trust Board as well as to each clinical division and corporate area and regularly monitored at a local and Board level. Divisional action plans focus on reasons for absence and remedial actions to increase attendance. The Trust offers two in-house fast-track services for staff: Physiotherapy and Counselling. These aim at preventing potential absence from work or speed up return to work. There is also a comprehensive Employee Assistance Programme with 24/7 helpline and counselling options. Furthermore there is an on-site health club with a full programme of sports, fitness classes, pool, social club.
In addition, a bid for investment funding has been made to pilot a ‘rapid access’ psychological service for staff: a stepped model ranging from self help, CBT training for occupational health advisers, talking therapies to liaison psychiatry referral for more complex cases. In the 12 months to February 2015, 11,700 days were lost due to sickness absence for reasons of stress, anxiety and depression. The aim is reduce this absence by a minimum of 20% but to also provide an essential support service for all staff, including those at work but not functioning fully. Ultimately, patient care and experience will benefit as a result of healthier staff at work.
Leadership within the Trust for Health and Wellbeing has been spread across various departments in the past: Communications, Human Resources, Estates and Facilities. With the advent of a new Workforce Director, health and wellbeing is firmly within the Workforce directorate with regular reporting to the board.
Staff survey results are another key measure to demonstrate the benefits of investment in staff health and wellbeing initiatives.
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