Item 8 - Sheffield Health and Social Care

This development is an important step in the waywe are improving how we support people whoexperience a crisis with their mental health. Itprovides more choice for people about how wecan support them. Rethink have a lot of experiencein providing crisis house services elsewhere in thecountry, and we are pleased to be developing thisimportant service in partnership with them.2.15.2 Intermediate careWe work in partnership with Sheffield TeachingHospitals NHS Foundation Trust to provideoccupational therapy and mental health servicesinto the intermediate care services they provide.2.15.3 Improving service user experienceIn partnership with MAAT Probe and other serviceusers we have continued the implementation ofRESPECT training following extensive review of ourservices in 2011/12 focussing on the prevention andmanagement of violence and aggression. By workingin partnership in this way we have been able to effectsignificant and positive change to our practice inthis challenging area. Information regarding this isprovided in more detail in Section 11.Sheffield Wednesday’s Rob Jones helpinglaunch the 12 for 12 campaign2.15.4 Partnerships with the people whouse our servicesMost importantly, we work in partnership withthe people who use our services, our membersand Governors who represent them. We worktogether in monitoring and evaluating the currentperformance of our services and in planning theirdevelopment in the future. Numerous examplesthat illustrate how we have benefited from thisare outlined in the Quality Report in Section 11.2.16 Valuing our staffSupporting Staff through ChangeThe drive to improve and respond positively tochanges in our social and economic environmenthas continued over the past year. Inevitably this hasinvolved both challenge and change. The Trust‘spolicies and procedures to help and support staffcontinue to be applied, and adapted as necessary, tomeet these requirements. The Trust’s redeploymentprocess in particular has been successful in helpingto ensure that the retention of staff is maximizedconsistent with skills and service requirements.The Trust also regularly provides the opportunity forstaff wishing to apply to leave employment underthe Mutually Agreed Resignation Scheme (MARS).This is based on a national model and so far therehave been 5 rounds of this scheme since it wasintroduced in April 2011. This has helped to reducethe headcount across the Trust consistent with thefinancial plans and situation.The CMHT reconfiguration has progressed successfullythough not without its’ challenges, and across theTrust there are a number of similar but smaller scaleprojects taking place. Currently the Trust is workingwith other Trusts in the city to re-orientate thearrangements relating to the provision of a numberof facilities management and other contracts.Throughout these processes the Trust has workedclosely in conjunction with Staff Side.The restructuring of Clinical Directorates last yearled to the development of closer integration of oursenior/middle managers (both between themselvesand with the HR team) to enable greater sharingof knowledge and experience as well as helpingto ensure common issues are highlighted andaddressed. The Executive Team has also reconfiguredsome of its roles and responsibilities to better matchinternal and external requirements.The coming year will see further considerationbeing given as to how to help facilitate changemanagement, including the provision of additionaltraining, tools and techniques. This is in anticipationand recognition of further changes includingthose relating to acute care and our social careestablishments. More broadly, the Trust has takenforward the development of its Training Prospectuswhich has assisted staff in ensuring that they havethe right skills and competencies for their role.The recognition of the importance of work-lifebalance has been demonstrated by our 12 for 12Campaign to improve staff health and well-being,which concluded in Autumn 2012. This involved12 sets of activities over 12 months picking up thetheme of the Olympic Games. It actively encouragedstaff to participate in activities such as cycling,walking, stress reduction, eating well and dancingamong other events. The Trust already has a numberof existing health and wellbeing initiatives e.g.Workplace Wellbeing, Mindful Employer and staffhealth and wellbeing web pages on the ‘Working forthe Trust’ section of the SHSC internet site. Howeverwe decided that we needed to consider further waysto engage staff around their health and wellbeing. A15 month ‘task and finish’ group was established andchaired by Sue Rogers, Non Executive Director. Thegroup had representatives from all the key sites acrossthe Trust including communications, estates, inpatientareas and community teams. The remit of this groupwas to develop staff engagement around health andwellbeing, review progress of the Boorman reportwithin the Trust and take forward some practicalideas. By offering a variety of experiences aimed atappropriate times of the year over a focused period,we hoped there would be something for most staffand that some would continue with activities afterthe events. With no NHS funding allocated to theproject we successfully applied for £3,000 from theSheffield Charitable Trust to support ‘12 for 12’.About 935 people took part in the activities (basedon attendances at events, bookings and participationin activities). Whilst we are aware that some of thisnumber were repeat participants, we also knowthat there were others who accessed the websiteand used the information but did not attend events.Indeed, the web pages acquired 3560 hits duringthe campaign period. The Trust was awarded a silvercertificate from the NHS Sport & Physical ActivityChallenge, a scheme inspired by the 2012 Gamesto promote a healthy lifestyle and encourage andsupport staff to get more physically active.Work-life balance was also addressed through theintroduction of our Additional Leave Scheme during2012/13. This has provided staff with the scope toapply for up to 30 days additional leave as part of asalary exchange agreement. The scheme has provedvery successful in terms of take-up with 95 stafftaking on average around two additional weeksholiday. This has also contributed significantly tocost savings within the Trust. It has been agreed torun a similar scheme for the 2013/2014 financialyear. In addition to this new scheme, the Trust alsoupdated its Flexible Working Policy and renewed theVoluntary Reduction in Hours Scheme.As part of the 12 for 12 Campaign the Trustintroduced a salary exchange scheme for thepurchase of cycles. This scheme has been renewedand the Trust is currently in the process of extendingsalary-exchange schemes to other areas such asmobile phones and computers.2.16.1 Equal opportunity statementWe believe in fairness and equality and aim to valuediversity and promote inclusion in all that we do.This is demonstrated in our strategic vision, which isthat people who use our services will achieve theirfull potential, living fulfilled lives in their community.Valuing the diversity of people who work in ourservices and prioritising equal opportunity isessential to meeting this aim.We are committed to eliminating discrimination,promoting equal opportunity and doing all thatwe can to foster good relations in the communitiesin which we provide services and within our staffteams, taking account of gender, race, colour,ethnicity, ethnic or national origin, citizenship,religion, disability, mental health needs, age,domestic circumstances, social class, sexualorientation, marriage or civil partnership, beliefsand trade union membership. Everyone who comesinto contact with our organisation can expect tobe treated with respect and dignity and to haveproper account taken of their personal, culturaland spiritual needs.2728