Mental Health: Delivering Improved, Integrated and Accessible Services
- 27 February 2014
- 08:30 - 16:30
- Contact us for venue
Looking after the mental health and wellbeing of staff is paramount in delivering benefits to NHS organisations and ultimately the patients in their care. Join us in March 2020 to discuss and learn more about the NHS’ forward plan to support the resiliency of the workforce.
The NHS loses 348,028 working days due to anxiety, stress and depression in just one month. According to research conducted by RAND Europe 85% of NHS staff felt that their health and wellbeing impacts upon patient care. Estimates from Public Health England put the cost of staff absence due to poor health at £2.4bn per year – accounting for around £1 in every £40 of the total budget. Following last year’s Delivering the NHS Long Term Plan conference, Open Forum will produce the first in a series of national policy conferences reviewing initiatives designed to assess NHS organisations against new frameworks and develop best practices as well as supporting staff with individual mental health and wellbeing issues.
The government has pledged an overhaul of mental health and wellbeing support for NHS staff. The new workforce implementation plan draws on recommendations that will be discussed as part of the conference programme, including:
This conference, in continuation with Open Forum's successive years of promoting mental health best practices, will provide invaluable updates and new information on the road map to improved mental health support for NHS staff. Our 2020 series of MH conferences are encouraging initiatives that would see the NHS as well as social services, housing/education providers and the criminal justice system collaborate on MH policy development and care provision to develop truly consistent, cross-sector care.
The NHS has always been reliant on a diverse workforce – arrivals on the HMT Empire Windrush in 1948 were some of the first nurses and doctors providing care in the health service. As the NHS sets out it’s long-term plan for the future of health and social care in the UK, it’s vital that the experience and opportunities of all staff reflect the open, inclusive values upon which the NHS was built.
Fostering diversity in the workplace enhances an organisations ability to attract and retain top talent, deliver high quality patient care, improve patient satisfaction and patient safety. The Workforce Race Equality Standard is an objective assessment of how the NHS is achieving these targets and making recommendations as to how NHS organisations can close gaps in workplace inequalities between BME and white staff. WRES data has demonstrated that progress is being made in that direction:
Mersey Care NHS Foundation Trust identified barriers in its own internal culture that had prevented the adoption of an environment where staff felt supported and empowered to learn from situations where care has not gone as expected - the Trust undertook work to establish a transparent, open, 'Just and Learning Culture' that asked "what was responsible, not who was responsible".
The Trust worked with internationally recognised expert in restorative justice and author of best-selling book 'Just Culture', Professor Sidney Dekker, as well as assessing best practices in industries like airlines, nuclear technology, oil and exploration as workforces that engage with daily tasks knowing that there is always an element of risk. Mersey Care introduced initiatives and recommendations to promote openness and transparency in order to accelerate the rate of care improvement at the Trust:
A grassroots, non-profit campaigning group ran by doctors, for doctors - EveryDoctor works in pursuit of universally decent, safe working conditions for doctors; as well as challenging misleading media messaging about the NHS workforce and promoting fair, evidence-based thinking in health-related policy. Dr Julia Patterson is a leading campaigner in the fight against public sector cuts that are depleting NHS resources at the expense of patient safety and workforce morale. This presentation will look at prospective models of strengthening the interaction between doctors, bodies that represent them in the workplace and campaigns that address issues affecting delivery of care in the NHS - informed by international experts in democratic and political campaigning.
Local authorities have always had a role in promoting the wider determinants of public health and maintaining service provision. This session will review policies and initiatives backed by local authorities to support the mental health and wellbeing of NHS staff, including:
The London Ambulance Service NHS Trust has been recognised by the Healthcare Peoples Management Association for its development of the LINC initiative. LINC – Listening, Informal, Non-judgemental, Confidential – is a peer support scheme that provides fundamental training in counselling skills for Trust staff that volunteer for LINC; once equipped with the skills, they are able to provide confidential listening service to colleagues.
First piloted in 2003, LINC has grown considerably; with 100+ trained staff providing peer support and more than 17% of the Trust’s staff having accessed the service. This presentation will look at the practical steps an NHS organisation can take to assist with establishing similar peer support services for their staff.
There has never been a greater need to recruit more doctors to the NHS. The number of doctors retiring or leaving the NHS in Lincolnshire outnumbers those entering it - this is reflected nationally in the decreasing number of recruits into Primary and Secondary care. The Lincolnshire Refugee Doctors Project is a humanitarian programme supporting refugee doctors in the area to safely practice medicine in the UK by equipping them with the skills and knowledge required to satisfy examinations in language and clinical skills. The LRDP has three core ambitions:
This presentation, given by a member of the LRDP's governance board, will take delegates through a whistle-stop tour of the LRDP programme; from introduction to the English for Speakers of Other Languages (ESOL) framework to sitting the International English Language Testing System exams whilst volunteering in clinical settings - all the way to leaving the scheme and entering full-time work in the NHS.
The Health Foundation has produced a series of publications analysing NHS England staff trends and making high-impact policy recommendations to sustain the NHS workforce. The fourth annual NHS workforce trends report (November 2019) provided a detailed analysis of long-term trends and insights into the size and composition of the NHS workforce in England. Falling Short: the NHS Workforce Challenge addresses shortages in nursing, general practice and primary care as well as looking to other pressure points like training new student nurses to deliver appropriate levels of care, retention of existing staff and the context in which international recruitment programmes are taking place. The Falling Short report concluded:
In collaboration with Nuffield Trust and The King's Fund, The Health Foundation published a report setting out a series of high-impact policy actions that should be at the heart of the workforce implementation plan. The report includes some of the following evidence-based recommendations:
According to research carried out by the Mental Health Foundation, 1 in 6.8 people are experiencing mental health problems in the workplace and evidence suggests that 12.7% of all sickness absence days in the UK can be attributed to mental health conditions. As the largest public sector employer in the UK, the NHS can make a significant contribution to the nationwide cultural shift in attitudes towards mental health and wellbeing in the workplace.
Synopsis coming soon...
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Construction of The Bridgewater Hall commenced on 22 March 1993, but the idea of a new concert hall for Manchester dates back to the reconstruction of the Free Trade Hall in the 1950s after wartime bomb damage. The Free Trade Hall was home to the city’s famous Hallé orchestra and also hosted rock and pop concerts. However, despite holding great public affection, the 1850s Free Trade Hall was ill-equipped to respond to the rising standards of service and acoustic excellence demanded by performers and audiences.