Transcript Healthy Working Lives

Scottish Centre for
Healthy Working Lives
Tromsø - 21- 23 September 2005
Steve Bell
Strategic Director
Healthy Working Lives
http://www.scotland.gov.uk/library5/health/hwls-00.asp
Context
Scottish Population Projection 2002-2018
(GROS, 2005)
75 & Over
60-74
45-59
2018
30-44
2002
15-19
5-14
0-4
0
200
400
600
800
1000
1200
1400
Population Projections for Sutherland
2001-2017 (NHS Highland, 2005)
85+
85+
80-84
80-84
75-79
75-79
70-74
70-74
65-69
65-69
60-64
60-64
55-59
55-59
50-54
50-54
45-49
45-49
40-44
40-44
35-39
35-39
30-34
30-34
25-29
25-29
20-24
20-24
15-19
15-19
10-14
10-14
5-9
5-9
0-4
0-4
700
600
500
400
300
200
100
0
100
Population
Male
Female
200
300
400
500
600
700
700
600
500
400
300
200
100
0
100
Population
Male
Female
200
300
400
500
600
700
Life expectancy at birth in selected countries
by sex for the year 2000 (Leon et al, 2003)
85.0
Japan
Female Life expecatncy at birth
Spain
Finland
80.0
England
Portugal
Costa Rica
Poland
CZ
●
USA NI Wales
S cotland
Denmark
Cuba
Hungary
75.0
Russia
70.0
55.0
60.0
65.0
70.0
Male life expectancy at birth
75.0
80.0
Selected Statistics
8%
25%
5.6%
10.2%
18.4%
179,000
85
Sources: 1&2 Scottish Executive 2004 3 ONS 2005
4&5 Health Scotland 2004 6 HSE 2004
Policy Agenda
Social Justice
Health
Economy
Delivery Agenda
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Health Promotion
Occupational Health and Safety
Job Retention and Rehabilitation
Return to Work
Life-long Learning
More than the Sum of the Parts
Safe and
Healthy Working
Scottish Centre for
Healthy Working Lives
Scotland’s Health at Work
• Launched in 1996 – a unique partnership
• Based on the principles of the Ottawa Charter, the
programme supports and rewards workplaces that
introduce and implement health promoting policies
and practices
• Awards made at Bronze, Silver, Gold & giving credit
for any activity that demonstrates a safe, supportive
and inclusive working environment.
• New Mental Health Commendation Award.
SHAW - Advice
• Smoke free workplaces
• Healthy food choices available in canteens
• Provision of facilities to promote exercise e.g. gyms,
bike racks, showers
• Workshops & seminars on health issues during work
time
• Needs assessments covering organisational,
environmental & lifestyle issues
• Policy development & implementation
SHAW – Communication
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National Helpline
Face to face with clients on site
Networking events & workshops
Printed and electronic resources (i.e. Written guidance
on how to meet criteria, Toolkit for Small and Medium
Enterprises, Website, Inter-active CD Rom)
Quarterly Newsletter
E-mail & Correspondence
Advertising in Journals etc.
Radio Campaigns
SHAW - Impact
SHAW – Key Outputs
• 78% of participants see improvement in
staff health knowledge
• 66% see improvement in health
behaviour(Institute of Occupational Medicine, Dec 2002)
• 47% see increase in morale and
motivation
SHAW Registration & Awards
Scotland's Health at Work Registrations and Awards
1400
1200
1179
1016
978
802
800
registrations
bronze
silver
gold
717
600
663
635
617
582
576
512
360
373
109
112
48
43
143
148
54
56
Apr-04
Jul-01
Apr-01
Jun-00
Oct-99
Apr-99
Dec-00
Period
83
31
79
31
76
29
70
25
62
20
45
15
32
13
25
9
Oct-98
Apr-98
Oct-97
Apr-97
3
0
74
13
3
41
6
2
15
0
89
38
86
35
Apr-03
116
109
0
188
159
Oct-02
171
Apr-02
200
272
259
243
229
223
Oct-01
247
331
302
Feb-04
391
333
Jun-03
400
498
474
464
Oct-96
No. of Registrations
1000
1207
Safe and Healthy Working
• Provides an occupational health and
safety advisory service through:
– Network of 20 local staff
– Free national Advice-Line
– On-line services
• Clinical Sessions Pilot
SaHW – Service Framework
Recruitment through:
Workplace visit:
Web site, Advice line
Regional Advisers,
Partner organisations
Using broad checklist,
Policies and procedures, Risk
and CoSHH assessment, ID
Main hazards,
Emergency
procedures, Occupational
health, Health promotion
Provision of a report:
Based on Actions
Red
Amber Green -
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2
3
with guidance to resources
and local contacts
Return visit:
To talk through report and
practical actions
SaHW – Service Data
Sector
9% Charity; 9% Healthcare; 7% Food and drink; 6% Retail
Company size
1-10 = 31%
11-50 = 21%
Call backs
89% no call back; Research 5%; 2% voice message; 2% request
Enquiry Type
Visit 33%; Service info 9%; Occ Health 7%; H&S dev 5%; Law 4%;
RA/Stress/Training/Welfare 3%
Call duration average 21mins
6 -10 mins = 37%; 11- 20 mins = 22%; 21- 50 mins = 25%
External Evaluation - 2003
The following quotes are taken form the usefulness of the service - followup of advice line callers – Employers and Employees (Nov 2003):
• 68% of employers and 60% of employees thought the advice was
‘very useful’
• 48% of employers and 28% of employees said that they had
already recommended the advice line to others.
• Of those that had not yet recommended the service 85% of
employers and 94% of employees said that they would be likely to
recommend the service in the future.
• 92% of employers (n=23) and 96% of employees (n=24) said that
they would be likely to use the advice line again.
• 80% of employers and 48% of employees said that the action taken
had improved health and safety.
• 40% of employers and 24% of employees said that the action taken
had resulted in other improved outcomes.
Internal Evaluation (2005)
 Internal evaluation 2005
 83 (69%) of the 120 feedback forms issued were
returned to OHSAS.
Adviceline
 72% were very satisfied, 1% were satisfied and 27%
did not use the service.
Advisers visits and reports
 92% were very satisfied and 8% did not use the
service.
Follow up visit
 88% were very satisfied, 1% were satisfied and 11%
did not use the service.
More than the Sum of the Parts
Safe and
Healthy Working
Scottish Centre for
Healthy Working Lives
Diverse Delivery
NHS
Boards
Local
Authorities
SaHW
SHAW
SBC
Voluntary
Sector
Unions
SAD
DWP
NHS
Health
Scotland
HSE
Occ. Health
Providers
Joining Up Delivery
NHS
Boards
Local
Authorities
SaHW
SHAW
SBC
Scottish
Centre for
Healthy Working
Lives
Unions
Voluntary
Sector
SAD
DWP
NHS
Health
Scotland
HSE
Occ. Health
Providers
Joined-Up Delivery
NHS
Boards
Local
Authorities
SaHW
SHAW
SBC
Scottish
Centre for
Healthy Working
Lives
Unions
Voluntary
Sector
SAD
DWP
NHS
Health
Scotland
HSE
Occ. Health
Providers
Strong Foundations
• 38% of the Scottish Workforce in SHAW registered
organisations.
• 1,500 businesses visited by SaHW Advisers, and
over 8,000 advice line/e-mail enquiries dealt with.
• Advice-Line expertise.
• On-Line Services expertise.
• Highly skilled staff dealing with Health Promotion and
Occupational Health and Safety.
• Employability delivery capability (SAD and pilots).
• Established tradition of partnership working.
• Policy and partnership backing.
National Advisory Group
Andrew Cubie
Bill Spiers
Iain McMillan
Rory Mair
Kevin Doran
Pam Whittle
Lesley Hinds
Graham Robertson
Stewart Campbell
John Phillips
Rory Mackail
Ewan Macdonald
Tom Bell
Steve Bell
Chairman
STUC
CBI Scotland
CoSLA
Job Centre Plus Scotland
Scottish Executive
NHS Health Scotland
NHS Health Scotland
Health and Safety Executive
Scottish Enterprise
Federation of Small Businesses
Faculty of Occupational Medicine
Royal Environmental Health Institute of Scotland
Scottish Centre for Healthy Working Lives
Strategic Objectives
• To implement the SE strategy for HWL and influence the future
development of that strategy.
• To engage and work with partners and stakeholders in the
delivery and development of opportunities for HWL in Scotland.
• To provide or offer access to high quality support, advice and
guidance on all aspects of HWL to:
– Employers,
– Employees,
– Those wishing to enter the workforce.
• To establish, develop and disseminate the evidence base for
investment in the delivery of HWL at all levels.
• To co-ordinate the design, delivery and review of activities
support the development and delivery of the HWL strategy.
• To recognise the achievements of Scottish employers in
contributing to health improvement in Scotland.
Phase One (2005-6)
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Ensure delivery and development of SHAW and SaHW.
Integrate business/employability functions of SAD.
Review and develop existing pilots.
Take forward With Work in Mind.
Establish and implement new operational framework.
Establish arrangements for joint working with partners.
Develop and begin to implement new integrated marketing strategy.
Develop evaluation framework.
Develop workforce development strategy.
Complete first phase of review of the award criteria.
Soft launch Centre in Autumn 2005 followed by hard launch early 2006
Populate management structure.
Establish office base and management systems.
Phase Two (2006-2008)
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Review existing research and commission new research as required.
Continue to grow services currently delivered by SHAW and SaHW
within a single system.
Ensure service developments are co-ordinated with HSE Workplace
Health Direct pilot.
Introduce new credit system to the recognition programme.
Design and deliver new training to workplaces and professionals.
Develop new pilot projects, such as on personal health plans.
Introduce programmes of vocational rehabilitations.
Develop systems that support individuals to re-enter the workforce.
Contribute to national health improvement policy development
Develop proposals in preparation for the Scottish Executive spending
review, which will in turn become phase three.
Existing Structure
Chief Executive
NHS Health Scotland
Strategic Director
SCHWL
Scotland’s
Health at
Work
Safe and
Healthy
Working
Local NHS Systems
SHAW
Advisers
SaHW
Advisers
NHS
Health
Scotland
Action Plan
Work stream
development
Future Structure
HWL Advisory Group
NHS Health Scotland
Evidenced Based
Market Led
Strategic Director
Integrated Operations
Integrated Marketing and Communications
Work-stream Development
Cross-cutting Programme Development
Advice-Line and On-line Services
Evidence and Evaluation
Employability
Services
Partnership Development
Training and Professional Development
Safety
Services
Occupational
Health Services
Recognition
Health Promotion
Services
Customer Perspective
Business
Services
Employee
Services
Returnee's
Services
Integrated Menu of Services
Employability
Services
Safety
Services
Occupational
Health Services
Health Promotion
Services
Recognition
On-Line Services
Local Networks
Local Team
Advice Line
Virtual Regional Team
Operational Framework
Clients
Service
Menu
Delivery
Components
Risk Assessment
Tobacco Policy Support
Smoking Cessation
Employers
On-Line
Services
National
Office
National
Advice Line
Sickness Absence Mgt
Recognition Scheme
Employees
Health Screening
Job Retention
Returnees
to Work
Regional
‘Virtual Team’
Regional
Co-ordination
Multi-disciplinary
Local Teams
Health & Safety Advice
Local Healthy Working Lives Network
Lifelong Learning
Return to Work Support
Local Delivery
Partners
Local Multi-Disciplinary Teams
Health
& Safety
Health
Promotion
Core
Occupational
Health
Local Team Functions
• Client Management and client data recording.
• Integrated Workplace Assessment.
• Recognition Programme development and
assessment.
• National programme and work-stream development.
• Marketing, communications and recruitment.
• Cross area working and training.
• Local partnership working (inc. Community Planning).
• Basic level competence in all team members.
• Practitioner competence in Health Promotion and
Occupational Health and Safety within the team.
• Specialist competencies in team or Region/Nationally.
Centre Functions
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Strategic and Policy Direction
Marketing and Communications
Resource Development
Work-stream Development
Cross-Cutting Programme Development
Partnership Development
Training and Professional Development
Competency Development
Evidence and Evaluation
Administrative Support
Quality & Performance Monitoring and Support
Advice-Line and Web-Based Services
Advice Line Functions
• First line point of contact for most new clients.
• Provide a confidential national telephone advice line on all aspects
relating to workplace occupational health and safety, health promotion,
and employability/return to work.
• Database management.
• Manage electronic and written enquiries.
• Routing clients to on the ground support (ie local adviser or delivery
partner).
• Signposting to internal and external specialists
• Dealing with requests for resources and publications.
• Providing an internal specialist advice service to local Advisers.
• Contact point and focus for specific partnership initiatives and
campaigns.
On-Line Services
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On-line tools for clients.
Best practice examples.
Information and knowledge databases.
Contact details.
Hyperlinks.
Letter and report downloads.
Diaries.
Performance Drivers
Health
Collaborative
Advantage
CTOG
Economy
Personal and
Community Capacity
Competitive
Advantage
Stakeholders
Competence
Financial
Learning and Growth
Scenario One
Clients
Service
Menu
Delivery
Components
Needs Assessment
Tobacco Policy Support
Occupational Hygiene
Employers
On-Line
Services
National
Office
National
Advice Line
Sickness Absence Mgt
Recognition Scheme
Employees
Health Screening
Job Retention
Returnees to
Work
Regional
‘Virtual Team’
Multi-disciplinary
Local Teams
Regional
Co-ordination
Health Promotion
Client Manager
Health & Safety Advice
Local Healthy Working Lives Network
Lifelong Learning
Return to Work Support
Local Delivery
Partners
Scenario One
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Quantum Solutions is a small employer in Isolation Town which is struggling to
recruit staff, and which also has sickness absence problems.
They are
thinking about relocating to Destiny because of this. They have been registered
with Recognition Programme for over a year, but due to these pressures, have
not made much progress.
In a routine follow up meeting, the Client Manager is made aware of the
problems, and introduces the business to Sickness Absence Management tools
that are available on the website.
She also arranges for a visit from the local Occupational Health Adviser, and the
business begins discussions with the local occupational health service about
purchasing a service.
The adviser also discusses with the business possible opportunities that may
exist for people wishing to return to work, and contact is made with the local
employment office to discuss supported work placements.
Working with the local college, Quantum is able to offer a placements to two
people with basic IT skills who are recovering from mental health problems, and
the business also works with the local mental health project on a mental health
awareness and anti-stigma programme.
Within 6 months, the business has achieved its Bronze award, and begins to
look at how it could support its staff to be more active as a first step towards
achieving silver.
Scenario Two
Clients
Service
Menu
Delivery
Components
Needs Assessment
Tobacco Policy Support
Occupational Hygiene
Employers
On-Line
Services
National
Office
National
Advice Line
Sickness Absence Mgt
Recognition Scheme
Employees
Health Screening
Job Retention
Returnees to
Work
Regional
‘Virtual Team’
Multi-disciplinary
Local Teams
Regional
Co-ordination
OH or Safety
Client Manager
Health & Safety Advice
Local Healthy Working Lives Network
Lifelong Learning
Return to Work Support
Local Delivery
Partners
Scenario Two
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An employee on a small fish farm is beginning to have increasing
amounts of time off work due to a recurring back problem, and is
concerned about his job.
He phones the advice line, having seen an advert in a newspaper, and
is given basic advise, as well as being sent Working Backs literature.
A referral is also made to the local physiotherapy service which is
involved in the local Healthy Working Lives Network.
The employee is also provided with some information about the
services provided by Healthy Working Lives, included in which is
training for trainers around manual handling and local contact details,
and he raises this with his manager who approaches the Local Adviser.
An audit of the database also throws up the fact that a number of
employees on fish farms have approached the Advice Line over recent
months, and a proactive campaign targeting the industry is organised.
The employer also registers for the award programme, and as a first
step makes begins working with a local voluntary employability project.
It hopes that this can help address recruitment problems it is facing
Scenario Three
Clients
Service
Menu
Delivery
Components
Needs Assessment
Tobacco Policy Support
Occupational Hygiene
Employers
On-Line
Services
National
Office
National
Advice Line
Sickness Absence Mgt
Recognition Scheme
Employees
Health Screening
Job Retention
Returnees to
Work
Regional
‘Virtual Team’
Regional
Co-ordination
Multi-disciplinary
Local Teams
Health & Safety Advice
Local Healthy Working Lives Network
Lifelong Learning
Return to Work Support
Local Delivery
Partners
Scenario Three
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Iain has not worked for a number of years following a head injury
sustained in a traffic accident. He knows that he is not going to be
able to return to his job as a teacher, from which he took ill health
retirement, but does feel he has something to contribute.
Having seen a poster in his local library, Iain views the Healthy Working
Lives Website, and is encouraged to approach the Advice Line, where
he talks to an specialist about returning to work.
He is also put in touch with a employability project in Hope Springs that
has been put on the project database by a Local Adviser.
As it happens, he is able to find a placement with a business that has
been involved with SHAW for over four years, and which began working
with the local employability project as a means of achieving its Healthy
Working Lives Silver Award, something it needed to do following the
change in the award criteria earlier in the year.
Scotland’s Health at Work
Case – Mariners Harvest (Fish Farms)
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Manual handling training (on installations)
Immediate physiotherapy referral following injury
Health checks for all staff
Health info notice boards on all sites
Tobacco policy in place
Smoking Cessation ‘buddy training’ being set up
Drug and Alcohol policies under development
Inter site football matches
SHAW Bronze Award holder – moving to silver
Significant fall in sickness absence reported
Safe and Healthy Working
Case – Farm-safe Pilot
• Pilot between SaHW, Health & Safety Executive and Scottish
Farms Quality Cereals.
• SFQC Advisers trained in basic H&S awareness
• SFQC Advisers conduct rapid H&S assessment
• Where need identified, SaHW adviser visits and undertakes
assessment and collects data.
• Follow up visit organised
• Internal and external evaluation being undertaken
Rehabilitation & Job Retention
Case – Lanarkshire HOPE Project
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Healthcare, Occupational and Primary for Employees
Aims to improve awareness of work related ill health, improve
treatment, and develop a clear picture of its impact
2,105 clients referred since 2000
55 referred to Occupational Health Physician
Average cost per client - £200.
Evaluation suggests faster return to work and improved
functional capacity for clients.
HOPE Project - Method
Patients present to GP - AED - Health Professional
Patient screened - is condition related to work?
If YES - patient given information leaflet and signs consent section
Consent, demographic and categorisation of condition returned to HOPE
Patient interviewed by telephone and data collected
Each patient interviewed screened by OHN
Counselling
Literature
OH Physician
Workplace
Assessment
Physiotherapy
Lost Working Days 2000-2005
Category
(n)
Mean lost
working days
(n)
Total lost
working days
(n)
MSD
558
27
14,787
Mental Health/Stress
332
31
10,351
1,105
5
5,165
Respiratory disorders
38
17
638
Other
24
16
386
Skin conditions
54
6
308
Toxic subs (possibly)
8
21
170
Infectious diseases
1
12
12
Hearing
4
1
1
2,142
15
31,818
Accident
Total
Employees
So what’s new?
Contact Details
Steve Bell
Strategic Director
Scottish Centre for Healthy Working Lives
Woodburn House
Canaan Lane
Edinburgh EH10 4SG
Tel (0131) 536 5565
E-mail – [email protected]
www.healthyworkinglives.com