1. 1 Engaging your Board in Staff Health & Well-being The business case for investment

2. 2 Taking action on staff well-being will: Benefit individual staff Support the drive to deliver high-quality healthcare services for all Reinforce NHS brand image as a caring and committed employer Produce real benefits to the NHS bottom line Reinforce and support public health promotion and prevention initiatives Boorman Review – Interim report

3. 3 Well-being, quality, productivity & performance Less time off sick More staff at work Less overloading & stress for existing staff Healthier work Better well- being Interesting correlations Better H&WB = higher patient experience. Trusts with good H&WB (according to Boorman Review survey of staff H&WB) scored in top 30% in Healthcare Commission’s 2007 in-patient survey. Trusts with poor H&WB scored in bottom 25%. Better H&WB = lower MRSA rates. Trusts with good H&WB score in best 1/3 rd of trusts for MRSA rates in April 2008. Trusts with poor H&WB scored in bottom 30%. Better H&WB = better Annual Health Check ratings. Better H&WB = lower turnover (Boorman Interim report, August 2009)

4. 4 Our current situation (tailor to your organisation) …% average sickness absence rate 2009 Direct cost = £… Agency Spend = £… …% staff turnover … staff off sick with musculoskeletal problems for more than 20 days at a cost of £… … staff off sick with mental health problems for more than 20 days at a cost of £… … staff receiving physiotherapy via OH … staff receiving counselling / CBT via OH £… current spend on health & well-being related activity (excluding OH) £… current organisational spend on OH … number of recurring short term sickness episodes … number of exiting staff reporting ‘stress / workload’ as part of reason for leaving in leavers interviews … number of ill-health retirement cases £… cost of ill-health retirement Overall direct cost of sickness absence to our organisation is: …

5. 5 Return on investment? Some examples of real-life achievement in the NHS University Hospitals Bristol NHS Foundation Trust – Occupational Health Physiotherapy Service Staff physiotherapy service. Staff absence due to musculoskeletal problems fell by 9% in a year, saving the Trust £133,000. Additional benefits included improved morale and productivity. Kingston Hospital NHS Trust – Occupational Health Improvements In-house counselling service & integrated case management between OH doctors, nurses, and psychological therapists. 350% increase in number of clients functioning normally at work and 100% reduction in sick leave = 470 days saved. Minimum financial savings £117,500. NHS Knowsley – Knowsley Health & Well-being & Fitbug project Joint between PCT and Knowsley Metropolitan Borough Council. Generic health and well-being programme, focusing on lifestyle and complementary therapies. Sickness absence dropped from 5.25% to 4.64% in a year. West Suffolk Hospitals NHS Trust – local physiotherapy referrals for staff Cost £21,000, referred 104 staff in 9 months, reduced number of days lost to sickness by 40%, and direct costs of musculoskeletal injuries reduced by more than £170,000 in 9 months.

6. 6 The costs and benefits: Nationally Costs £1.7 bn 10.3m days lost Equivalent to 45,000 WTE Reducing absence by a third Save £555m (direct costs) Gain 3.4 m days Equivalent to 14,900 WTEs Locally Costs £… … days lost Equivalent to … WTE Reducing absence by [own target] Save £… (direct costs) Gain … days Equivalent to … WTE AND less overworked teams, more satisfied staff, more productive teams, better quality care, better patient experience, more attractive employer.

7. 7 Helping you achieve your efficiency deliverables: productivity staff morale patient experience quality of care staff reward and retention staff turnover agency spend infection rates model employer Investors in People Well-being is an enabler, not just an outcome

8. 8 Next Steps Appoint board level owner Undertake root cause analysis of staff sickness absence Develop strategy including metrics and targets against which progress will be measured Develop action plan Foundations in place by April 2010 Results seen by March 2011