ITEM 9 Staff Health & Wellbeing
North Lanarkshire Council · 27 March 2024
Back to Health and Social Care Integration Joint Board — 27 March 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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1 REPORT Item No: 9 SUBJECT: Staff Health & Wellbeing TO: Integration Joint Board Committee Lead Officer for Report: Morag Dendy Head of Planning & Performance, University Health & Social Care, North Lanarkshire (UHSCNL) Author(s) of Report Sharon Rodgers Organisational Development Programme Manager, University Health & Social Care, North Lanarkshire (UHSCNL) DATE: 27 March 2024 1. PURPOSE OF REPORT This paper is coming to the IJB for: For approval ☐ For endorsement ☒ To note ☐ 2. ROUTE TO THE BOARD This paper has been: Prepared By: Sharon Rodgers OD Programme Manager (UHSCNL) ☒ Reviewed By: Morag Dendy Head of Planning & Performance, (UHSCNL) ☒ Endorsed By: SLT November 2023 ☒
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2 3. RECOMMENDATIONS It is recommended that the IJB committee: 1. Endorse the staff health and wellbeing approach outlined within this paper. The initial phase of the programme includes, identifying and working with a number of teams across the partnership to identify need and agree a bespoke approach with teams. 2. Review findings and recommendations from initial phase to be presented in March 2025. 4. VARIATIONS TO DIRECTIONS? 5. BACKGROUND/SUMMARY OF KEY ISSUES 5.1 Background Feedback within the organisation and at a national level, demonstrate the need to support the health and wellbeing of staff within health and social care. Absence rates within the Partnership (both NHSL and NLC) are higher than average. Higher turnover of staff coupled with a candidate driven market continue to impact staffing levels within teams. (Figures November 2023) Partnership (NHSL) Partnership (NLC) Absence rates 6.67% (NHS Scotland average 5.94%) 6.26 FTE average days lost per employee within Health & Social Care (3.86 FTE average days lost per employee NLC) Increase in 25% absence for HSC staff from 22/23. Absence reason Stress / anxiety Mental health Staff turnover 9.62% Not available Vacancy Rate 3.04% Not available Both NHSL and NLC have created staff health and wellbeing strategies. The Scottish Government established a national wellbeing champions group to share best practice. A UHSCNL working group has been established to identify priorities within the partnership, whilst aligning with both NLC and NHSL staff wellbeing strategies. The working group will not create a strategy. Yes ☐ No ☒ N/A ☐
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3 To support the SHWB work, two posts have been funded on a two year fixed term contract. Both posts will support the Health & Wellbeing work within UHSCNL. NHSL Staff Health & Wellbeing Officer (Band 6) in post, August 2023 NLC Health & Wellbeing Officer (Grade NLC10), recruitment process in progress 5.2 Typical Organisational Approach to Staff Wellbeing Many organisational staff health and wellbeing initiatives take the form of gifts (fruit bowls, walking challenge etc.), information, toolkits, and training. Although these offers can be appreciated by staff, the impact tends to be short lived with limited impact. Long term wellbeing in the workplace stems from knowing your work matters (sense of purpose), feeling a sense of belonging in your team, knowing you have trust, autonomy, and flexibility. 5.3 UHSCNL approach to staff health and wellbeing In recognition that teams have different needs and priorities, work will begin with individual teams to gain insight and to work with managers and teams to agree and plan next steps. Within the initial phase, eight teams will participate in the health and wellbeing work. To gain insight into what impacts health and wellbeing, participating team managers will conduct stay conversations. A stay conversation is a short one-to-one discussion which asks three questions: What makes you want to stay? What would make your job better? Is there anything that might make you want to leave? The main purpose of the stay conversation is to gain insight into what is important for staff and teams. Many organisations are adopting stay conversations as an alternative to exit interviews to support retention and improve employee experience. The manager collates themes and a follow up focus group is conducted by organisational development (OD) to deepen understanding and identify priorities within the team. Giving another avenue for staff to share their views. To support managers have insightful and safe stay conversations, all participating managers are invited to attend training. 5.4 Ongoing Support OD will work in partnership with the participating manager to agree a plan and next steps, working with relevant support teams as required.
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4 To support adult learning and introduce change that sticks, it is important to approach development and change in small, bite-sized chunks, to support learning / change and to not overwhelm already busy teams. 5.5 Measure Impact Measure impact via key indicators including sickness absence levels, staff turnover, vacancy rates and regular ‘temperature checks’ with staff. Both impact and feedback will inform further work across the partnership. 6. CONCLUSIONS The initial phase of the programme will work with individual teams across the partnership. Identifying need and to work with the team and manager to agree and implement bespoke change / plan / development / support. Measure impact of work via key indicators (retention, absence, regular wellbeing check-ins with team). The learning from the initial phase will inform further work across the partnership to continue to support health and wellbeing. 7. IMPLICATIONS 7.1 NATIONAL OUTCOMES Link(s) to National Health and Wellbeing Outcomes People are able to look after and improve their own health and wellbeing and live in good health for longer ☐ People, including those with disabilities or long-term conditions, or who are frail, are able to live, as far as reasonable practicable, independently and at home or in a homely setting in their community ☐ People who use Health and Social Care Services have positive experiences of those services, and have dignity respected ☐ Health and Social Care Services are centred on helping to maintain or improve the quality of life of people who use those services ☐ Health and Social Care Services contribute to reducing health inequalities ☐ People who use Health and Social Care Services are safe from harm ☐ People who work in Health and Social Care Services feel engaged with the work they do and are supported to continuously improve the information, support, care and treatment they provide ☒ Resources are used effectively and efficiently in the provision of Health and Social Care Services ☐
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5 7.2 ASSOCIATED MEASURE(S) 7.3 FINANCIAL This paper has been reviewed by Finance: 7.4 RISK ASSESSMENT/RISK MANAGEMENT Relevant Risk Register Details Current Risk Level Risk Owner There is a risk to the delivery of the Strategic Commissioning Plan as a result of sustained pressures on staff availability due to additional pressures associated with Covid 19, current sickness absence levels and potential for further staff redeployment due to winter planning contingency arrangements. High Ross McGuffie, Chief Officer 7.5 ENGAGEMENT & PARTICPATION Please tick the engagement and participation objectives that link(s) with this piece of work and provide further details regarding the engagement and participation that was undertaken. Objectives Further Details ☐ Involve stakeholders in the development work aimed at achieving the national outcomes ☒ Provide stakeholders with information on how to get involved Presented work at a number of forums to provide key stakeholders Yes ☐ No ☐ N/A ☒
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6 with information on how to participate in work. ☐ Ensure a diverse range of engagement and participation and opportunities are in place to suit different needs ☐ Measure how well we involve community stakeholders in the planning, design and delivery of our services ☐ Provide regular feedback on how stakeholder engagement and participation is shaping and influencing service development and delivery ☐ Provide support to enable stakeholder representatives to participate meaningfully and confidently at meetings ☐ Develop participation guidelines to ensure a common understanding and set of expectations for both stakeholders and partnership staff ☐ Support engagement planning and participation in localities, taking account of other engagement activity and local plans across the Community Planning Partnership 7.6 INEQUALITIES & FAIRER SCOTLAND DUTY EQIA Completed & Fairer Scotland Impact Assessment Form Completed and attached to report: EQIA added to website: 8. BACKGROUND PAPERS None. Yes ☐ No ☐ N/A ☒ Yes / Date added ☐ No ☐ N/A ☒
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7 9. APPENDICES Please include a glossary of terms if not already included. None. CHIEF ACCOUNTABLE OFFICER (or Depute) Members seeking further information about any aspect of this report, please contact the following; Morag Dendy DendyM@northlan.gov.uk
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8 Direction from North Lanarkshire Integration Joint Board (IJB) 1 Reference Number 2 Report Title 3 Date direction issued by IJB 4 Date from which direction takes effect 5 Direction to: 6 Does this direction supersede, revise or revoke a previous direction – if yes, include reference number(s) 7 Functions covered by direction 8 Full text of direction 9 Budget allocated by Integration Joint Board to carry out direction 10 Performance Management / Governance arrangements 11 Date direction will be reviewed