Occupation

Abstracts
Posters
to die 10 years earlier than the general population. National
directives place emphasis on supporting people to stop smoking
and to access smoking cessation services (NICE 2013).
Occupational therapy led a collaborative approach to problem
solving to move the service towards smoke free living. The
Edward de Bono approach of six thinking hats was utilised as a
multi-disciplinary team workshop this ensures thinking moves
from processes, facts, emotions, cautions, benefits and creativity
to explore the problem, develop solutions and plan the solutions
(De Bono 2009). This enabled us to focus on national directives
and the hospital vision and then collect opinions and reactions
on moving mental health services smoke free.
A strategy was formulated to plan for our service to go smoke
free. Training opportunities were provided to identify smoking
cessation champions to improve the quality of the care and
treatment in our service. A structured timeline for the hospital
to go smoke free provided an action plan of the goals and
measureable outcomes for the journey. This ensured all service
users had information and resources to sustain smoking free for
periods of time (or quit).
Our occupation focus ensured a person centred approach to
individual and group behavioural support from a range of
innovative approaches: ‘first aid’ style boxes for wards, incentive
schemes, running a quitting with cocktails group and a drop in
‘quit stop café’ group.
Our initiative demonstrated the value of occupational therapy
in health promotion and furthermore contributing to improved
health and well-being of our service users.
References
Nice, (2013) Smoking Cessation: Nice Quality Standard QS43
[online]. Available from https://www.nice.org.uk/guidance/qs43.
[Accessed: 10th September 2015]
De Bono E, 2009. Six Thinking Hats. London: Penguin
Keywords
Mental health, Service improvement or transformation,
Innovative practice, Independent Sector
Contact E-mail Addresses
jenniferbeal@cygnethealth.co.uk
Author Biographies
Jennifer Beal is the Head of Occupational Therapy at Cygnet
Health Care for Beckton, Blackheath and Lewisham. She has
worked as a therapy manager in the NHS and independent
healthcare provison. Jennifer is driven and focused to improve
training and provision of recovery oriented practice to improve
clinical effectiveness and service user satisfaction.
She has additional qualifications to support her practice which
include MSc Advanced Occupational Therapy, Sports Instructor
qualification, Practitioners certificates in complementary
medicine (Indian head massage and reflexology), Psychosocial
interventions and family work, CBT and DBT skills training.
assessing core functions of staffing, organisation and service
provision. The traditional IPS model sees employment staff based
within NHS services in order to promote work as part of recovery
and rehabilitation (Rinaldi et al 2008).
However, in Fife, the IPS service was developed using an
innovative partnership approach with NHS Fife, a national third
sector agency (Capability Scotland), a statutory Government
organisation (Department of Work and Pensions) and a local
third sector agency (Fife Employment Access Trust). In the
absence of new funding initially, this service was built upon a
disinvest to reinvest approach which required committment in
staffing and resources from each partner agency to form a small
team. The local third sector agency hosts the team within their
community premises, rather than within NHS. New funding was
eventually secured by the local third sector partner to employ
additional employability and occupational therapy staff.
This model of service delivery is unique in Scotland and
demonstrates that creativity and partnerships can maximise
on the expertise of occupational therapists in non-medicalised
settings. This inter-agency service benefits from having
occupational therapists as employment specialists, able to utilise
the Fit Note as part of their professional skillset. Despite not
conforming to the typi cal IPS model, Fife achieved official IPS
status after just 3 months of being operational after formal
Fidelity Review and has consistently supported people into
employment.
This presentation will discuss the challenges of IPS using non
NHS partners, emerging role of occupational therapy and coproduction
with partner agencies.
References
Becker, Drake RE (20003) A working life for people with severe
mental illness. New York: Oxford University Press.
Rinaldi M, Perkins R, Glynn E, Montibeller T, Clenaghan M,
Rutherford J (2008) Individual placement and support: from
research to practice. Advances in Psychiatric Treatment,
14(1) 50–60. Available at: http://apt.rcpsych.org/content/
aptrcpysch/14/1/50.pdf Accessed on 17.09.15
Keywords
Mental health, Service improvement or transformation,
Innovative practice, Inter-agency
Contact E-mail Addresses
paula.donaldson@nhs.net
Author Biographies
Paula Donaldson Inglis is a specialist occupational therapist
currently committed from NHS Fife as an employment specialist
delivering Fife Individual Placement and Support Service in
Scoltand. Paula completed her MSc in Vocational Rehabilition
from Sheffield Hallam University.
Vicky Stodart is a new occupational therapy graduate currently
employed as an employment specialist in Fife Individual
Placement and Support Service in Scotland.
P98
Fife individual placement and support service, a
Scottish partnership approach
Donaldson Inglis P, Stodart V, NHS Fife
In April 2015, Individual Placement and Support Service (IPS) was
launched in Fife, Scotland to support service users with enduring
mental health conditions achieve competitive employment
(Becker and Drake 2003). IPS is an internationally recognised
model which requires adherence to a Fidelity Rating Scale,
P99
Implementing GAS light in mental health and
learning disabilities services
Hughes S, Tees, Esk and Wear Valleys NHS FT
The routine use of outcome measures in practice is recognised
as a way to improve performance, increase accountability and
enhance quality (COT 2013) the use of recognised measures
to demonstrate person centred collaborative goal setting and
decision making is recommended. Duncan and Murray (2012)
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