This project was set up by NHS Blackburn with Darwen Care Trust Plus in June 2010 to develop a team of volunteer interpreters from the local community, who could offer interpretation in multiple languages over a 12 month period. It was also created in order to support the 3 Community Development Workers (CDWs) in developing their project management skills with mentorship from the Equality Manager.
All Trusts have now adopted the Electronic Staff Record (ESR) system and are going on to further develop and utilise its functionality. This is an opportunity to record one example of the good practice behind how the original implementation of an ESR payroll was achieved.
Tate Liverpool’s Opening Doors Programme has been running since 1997, in partnership with local NHS Trusts such as Liverpool PCT and Mersey Care. Each year it is aimed at cross-sector professionals, working within broad health & wellbeing settings, with the aim of empowering them to use art as a way of supporting service users. This has had a positive impact on the mental health of staff, as well as helping patients to express their creativity in a constructive therapeutic way.
In July 2008, reported sickness absence across University Hospital of Morecombe Bay NHS Trust (UHMB) averaged 5%. There was also a tendency for the same members of staff to take sickness absence. Therefore the HR team embarked on a structured and robust policy to reduce sickness absence with the aim of bringing down the average level to 3.5% by 2012 which it is set to achieve
At the end of April 2012 a cross-section of students from the University of Chester were interviewed in order to gather a range of views from our next generation of nurses.
In 2010 this Trust commissioned a survey (ASSET) of staff perceptions of 7 key barriers to, and enablers of, wellbeing in the workplace. When these aspects of working life are well managed the workforce has good levels of psychological wellbeing and engagement. The results of the survey are contributing to a new programme of evidence based work to determine the enablers and barriers to wellbeing and to the development of the Trust’s Health and Wellbeing Strategy.
Salford Royal NHS Foundation Trust (SRFT) is committed to the development and implementation of a process of managing individual employee contribution, which will lead to the creation of a performance-driven culture. Therefore, as part of the Trust’s overarching plans for organisational development, with accountability, performance and leadership as key components, the Trust is implementing a Performance Framework and associated Reward Strategy.
Release is a programme that was designed to recognise and develop talent amongst managerial and clinical staff at Band 7 and above at Trafford Provider Services (TPS), the provider unit of NHS Trafford, between April 2009 and June 2010. Its purpose was to develop people and give them the confidence to lead, by giving them the opportunity to undertake projects that could initiate change.
Pennine Acute Hospitals NHS Trust recently embarked upon widespread service reconfiguration in line with regional initiatives, which led to the merger and closure of services at various sites across the Trust. As a result this redeployment programme was launched to place all displaced employees into alternative substantive posts. This allowed 882 employees to be redeployed within the Trust, which saved circa £56,000 per person in redundancy costs.
This project linked the work of the Environmental Health Section of Sefton Council and the Food Health Worker team in NHS Sefton. The aim was to help local food businesses in complying with food safety standards and to encourage them to promote healthier eating in order to improve food safety and health in the population of Sefton.