The Emotional Resilience Toolkit BITC

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The Emotional Resilience Toolkit - BITC

• Launched in May 2009 by BITC (Business in the
  Community) as part of a series created in
  association with a Steering Group and Towers
  Perrin
• Provides practical guidance in promoting the
  resilience of individuals and teams in companies
  as part of an integrated health and wellbeing
  programme
• Aims to improve employees ability to function
  inside and outside work, especially those in
  deprived communities and those with mental health
  issues

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The Toolkit Model
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The Governments response
The response, Improving health and work
changing lives, was published in
November 2008.

• It sets out how, in partnership, Government can
  work towards
• Creating new perspectives on health and work
• Improving work and workplaces
• Supporting people to work
• Measuring progress

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Progress to date on response to Black review

• Boorman Interim Review, health of NHS staff
• Electronic Fit note
• Fit for work service
• Occupational Health help-line
• Challenge Fund
• IOSH/TUC training pilots
• Regional co-ordinators
• Council for OH
• National Standards for providers of OH
• Strategy for Mental Health and Employment
• National education programme for GPs

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A new Fit note

• Public consultation on the regulations supporting
  the new revised medical certificate closed on 31
  August 2009 with roll-out expected in April 2010.
  
• A prototype has been tested recently on 500 GPs,
  and met with a largely positive reaction.

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A Fit for work service

• early intervention
• holistic
• non-medicalised
• case managed
• good positive contact with employers
• addressing the real problems which keep people
  out of work

• 70 bids received
• Bids shortlisted, interviews in progress
• Successful sites to be announced in October

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NHS - a cornerstone of Government response
to the Black Review

• NHS should be an exemplar of workplace health
  it employs
• 1.4 m people
• Improving staff health
• can improve the health of
• the general population

• NHS Chief Executive David Nicholson said There
  are opportunities to improve both the quality of
  care and the productivity of the NHS organisation
  by investing in the health of our staff. Other
  countries and industries already invest
  significantly in staff health and it is important
  that the NHS does the same. The review is crucial
  to develop world-class health and well-being for
  all NHS staff.

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NHS Workforce Health and Well-being Review

• A good working environment is at the heart of
  quality care, and is recognised in the rights and
  pledges to staff in the NHS Constitution
• The Review aims to build a comprehensive evidence
  base to support recommendations for system-wide
  improvements
• The Review is led by Dr Steve Boorman, Director
  of Corporate Responsibility and Chief Medical
  Adviser to the Royal Mail Group.

The Boorman Review was launched on 21 April 2009
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Boorman Interim Report The Case for ChangeThe
Impact on Service Delivery and Outcomes
over 80 of staff felt that their health and
well-being impacts upon patient care, and
virtually none disagreed
data correlation also showed some significant
relationships
NHSHealthandWellbeing The Boorman review
Source RAND Europe
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Boorman Interim Report NHS HWB Services
Inconsistent Provision and Management Support
Less than 40 of staff believe their service
proactively tries to improve staff HWB, other
issues also exist

• Good NHS examples but no national or consistent
  approaches
• Uncertainty over the role and function of
  Occupational Health
• Inconsistently or inadequately resourced services
• Lack of information on costs and benefits
• Cultural barriers and management practices
• Less than half staff believe concerns are
  listened to
• Major barrier believed to be management and
  leadership buy in
• Staff attitudes and engagement
• ... would require a massive culture change to
  see it as a professional duty to take care of
  ourselves and each other

Source Staff Perception Survey, Boorman Review,
2009
NHSHealthandWellbeing The Boorman review
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Mental Health and Employment Strategy

• The first time Governments have set out a vision
  for mental health and employment for across the
  UK
• Aims
• everyone has the opportunity to work and to
  flourish at work
• a step change in employment outcomes for people
  with mental health conditions

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Development of the strategy
oversight and consultation

• Steering group to oversee strategy development,
• chaired by Carol Black as National Director
  for Health and Work
• Consultation with international researchers and
  other experts, businesses, third sector
  organisations and people who have mental health
  conditions
• Cross-government drafting group

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Key findings from Consultation

• Widespread experience of stigma and
  discrimination
• Low expectations of people who have mental health
  conditions
• Self-stigma
• Poorly integrated services and support
• Importance of building emotional resilience

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Consensus emerging

• Relatively strong evidence base for clinical
  outcomes of treatments, therapies and support
• Good evidence that the way work is organised and
  managed is critical
• Little/weak quantitative evidence on impact of
  interventions that help people who have mental
  health conditions enter/return to work or remain
  in work

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Key themes of the Strategy

• People who are in work ensure good effective
  relationships with managers and colleagues and
  that organisation of work encourages well-being
  and empowers people to achieve their best
• People who are on sickness absence from work
  ensure that they receive appropriately-tailored
  early intervention to return to supportive,
  accommodating workplaces
• People who are out of work ensure that they
  receive encouragement from coordinated services
  that are flexible and focused on achieving
  employment-related outcomes
• Children and young people our workforce for
  tomorrow help to build the skills they need to
  look after their own mental health and well-being
  and to flourish in work.

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Complementary work on Mental Health

• Towards a Mentally Flourishing Scotland Policy
  and Action Plan 2009-2011
• Our Healthy Future - a public health strategic
  framework for Wales key theme mental health
  Raising the Standard - Adult Mental Health
  National Service Framework for Wales
• New Horizons mental health services and care in
  England
• Work Recovery and Inclusion, a delivery strategy
  for England to improve the employment and settled
  accommodation outcomes for vulnerable groups
  including those who have the most severe mental
  health conditions (to meet PSA 16 targets)
• Perkins Review Stemming from the strategy DWP
  have commissioned an independent review, chaired
  by Rachel Perkins, to examine how the welfare
  system can provide better help for people who
  have (more severe) mental health conditions.

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Mental health in workplaces in Europe

• One in four citizens will experience a mental
  health problem during their lifetime
• WHO expects that by 2020 depression will be the
  second most frequent cause of disability in the
  world
• Total productivity costs of mental health
  disorders in EU-25 are around 135 billion euro
  per year
• Levels of absenteeism, unemployment and long term
  disability claims due to work-related stress and
  mental health problems have been increasing
• In Britain 40 of all long term disability
  benefit payments are due to mental health
  problems. inc. Norway, Iceland,
  Switzerland

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The European Campaign for
mentally healthy workplaces

• Work in Tune with Life
• Aims to help workplaces to
• - promote positive mental health
  for all employees
• - understand and reduce issues
  that cause stress
• - support employees who develop
  mental health
  problems
• - reduce barriers to
  re-integration into the workplace.
• Resourced by the EU Public Health Executive
  Agency. Led by the European Network for
  Workplace Health Promotion (ENWHP).

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Work in Tune with Life

• The campaign provides a range of resources to
  help improve mental health and well-being in the
  workplace
• - materials for employers and
  employees to help raise awareness
• - online workplace mental
  health-check and support to
  evaluate progress
• - realistic guidance for
  employers on how to improve
  mental health
• - guidelines for employees about
  their contribution.
• The campaign is managed in the UK by Healthy
  Working Lives, supported by the Mental Health
  Foundation.
• For more information or to join, phone 0800
  0192211 or go to www.healthyworkinglives.com

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A future vision for mental health

• Principles
• Everybodys business
• Promotion, prevention
  and early intervention
• Quality of life, ambition and hope
• A new relationship between users and services

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From A future vision for mental health
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Macleod Review 2009 - remit
An in-depth look at employee engagement and to
report on its potential benefit for companies,
organisations and individual employees. Could
employee engagement impact positively on UK
competitiveness and performance in the downturn
and help meet the challenges of global
competition?
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Employee engagement outcomes

• Engaged UK employees take on average 2.69 sick
  days per year, the disengaged 6.19 days.
• Engaged employees are 87 less likely to leave
  their organisation than the disengaged the cost
  of high turnover among disengaged employees is
  significant.
• Engaged employees advocate their organisation
  67 as against 3 of the disengaged. Public
  sector employees are less likely to be advocates
  for their organisations than private-sector
  staff.
• Engagement levels in the UK are low and vary
  widely.
• 
  Macleod Review 2009

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Health Inequalities Marmot Review 2009

• An independent review chaired by Professor Sir
  Michael Marmot which is to propose the most
  effective strategies for reducing health
  inequalities in England from 2010.
• Widespread concern that health inequalities in
  England persist, despite increasing wealth and
  policies designed to narrow the health gaps.
• Final Strategy will address the social
  determinants of health inequalities,.
• Employment Arrangements and Working Conditions
  are one of 9 key policy areas in which the
  Working Committees are to identify new evidence.

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Working Together We Will make a Difference
By working together, our efforts will help us to
combat social exclusion, eradicate child poverty,
support our ageing population, and build a
workforce for tomorrow. By improving health and
work we will make a real difference to peoples
lives.