public sector show 21st november 2017 · 2020. 8. 7. · •devolution of powers from central to...

PUBLIC SECTOR SHOW

21st November 2017

Improving performance and productivity

through workforce wellbeing and

resilience

John Rouse – Chief Officer

Context: What is Devolution?

• Devolution of powers from central to local government

emerged as flagship policy 2014

• Two mutually reinforcing objectives

– Drive local economic growth

– Maximise contribution of and values derived from public

services, inc health & social care

• Move towards place-based commissioning & decision

making

• Drives integration of Health & Social care

Context: Greater Manchester: a history of working together

2012

AGMA, GMITA & Airport

2008 2009 2010 2011 2012 2013 2014

New GM Strategy

Metrolink

2015 From

1986

Business Leadership

Council Established

Prosperity for All:

GM Strategy

GMCA & LEP established

Publication of the MIER

Thematic Commissions established

TfGM established

GM City Deal

Community Budget pilot

Refreshed GM Strategy

Devolution Agreement

Growth Deal

Growth & Reform Plan developed

Interim Mayor

appointed

Health MoU

Further Devolution announced

http://www.tfgm.com/

Context: Greater Manchester Vision

STANDARDISING

ACUTE

HOSPITAL CARE

3 1

2

TRANSFORMING

COMMUNITY

BASED CARE &

SUPPORT

RADICAL

UPGRADE IN

POPULATION

HEALTH

PREVENTION

STANDARDISING

CLINICAL

SUPPORT AND

BACK OFFICE

SERVICES

4

5 ENABLING BETTER CARE

Context: GM’s Strategic Plan

Business Case: Health and work, the costs

Business Case: Managing health at work for employers

Business Case: The benefits of investing

• A healthy worker is motivated, productive and less at

risk from diseases like type 2 diabetes, heart disease

and some types of cancer.

• Effective workplace health and wellbeing programmes

can:

• Increase productivity at work by 29%

• Improve overall worker health by 24%

• Reduce absence due to sickness

• Result in healthier and safer workers

• Create a positive work environment and workplace culture

What we are doing: GM HCP Workforce Strategy

Workforce Strategy G

row

Ou

r O

wn

Tale

nt

Man

age

me

nt

and

Le

ade

rsh

ip

Har

d t

o F

ill P

ost

s

Emp

loym

ent

Bra

nd

an

d O

ffe

r

F o u r S t r a t e g I c P i l l a r s

What we are doing: Developing a GM Employers’ Charter

October 2017 has seen the

launch of the consultation document to develop the

GM Employers’

Charter

The GM Strategy

highlights the importance of a thriving and

productive economy with employers in

all sectors aimed at

creating good jobs, with

opportunities to progress

and develop

A key aspect of this will need

to focus on harnessing the

strengths of GM’s people,

assets and places

GM Employer Charter will look to build on research

and evidence to address the prevalence of low pay and

insecurity around work opportunities which present

significant challenges for

GM

Evidence suggests that

good employment practices can

assist in improving

productivity and services

through a more engaged

and skilled workforce,

open to innovation

and improvement

It is acknowledged

that good employee

engagement leads to marked

improvements in employee

outcomes (well-being,

lower absence, lower

turnover) and organisational performance (productivity,

innovation and customer

satisfaction)

V I S I O N

What we are doing: Health and Employment in GM

236,000

people are out of work in GM

Of these, 64% (150,000) are

out of work because they have

a health condition

65.3% England

59% GM

GM lags behind both the national

employment rate, and the

employment rate for those with

long term conditions

499,253 The number of Fit Notes

issued in GM in 2016/17

98% of GM businesses

are SME’s with little or no

access to OH/EAP.

157,000 are in

employment

61,000 are not in

work Of these it is

estimated

that;

The GM Economy

The scale of the GM problem

1,781,000

GM’s total working age

population

Significant physical and mental health

impacts of being out of work

Recognising the co-dependence

between health and the GM Strategy

inclusive growth ambitions

Health Devolution has given us the

opportunity to take a truly joint

approach in GM

We need growth to ensure that there are

opportunities for everyone in GM to

benefit from the positive effects work can

bring to health.

We need healthy people to support

growth and productivity in the GM

Economy

What we are doing: Health and Employment in GM

Towards a Greater Manchester Working Well System

A whole population approach to Health, Skills and Employment

Care and Support Work and Health

Programmes Early Help In Work

Complex and enduring

health conditions or

disability.

Support for

employability,

meaningful activity,

volunteering and

wellbeing

Support for longer-term

unemployed with health

conditions or disability to

find and sustain work

GM Good Employer

Charter

Public Service

Leadership

Social Value through

procurement

Modernising Employee

Assistance/Occupational

Health

Employees with health

issues at risk of falling

out of labour market.

Support SME’s & Self

Employed

Newly unemployed

with health issues

Developing Programme in place

(GM Working Well) Go Live November 2018 Developing

Focus: develop an effective early intervention service to all GM residents with health conditions, who are at risk of

falling out of employment, or are newly unemployed, under the brand ‘GM Working Well Early Help’

What we are doing: Health and Employment in GM - Working Well System

What we are doing: Carers in Employment

What we are doing: Workforce Race Equality Standard

What we are doing: Leadership in Greater Manchester

Improving performance and

productivity through workforce

wellbeing and resilience.

Alexandra Elmywood

Commercial Director, IDG


What is Health and Wellbeing?

“A state of complete physical, psychological and social well-being.

Not merely the absence of disease or infirmity.”

The World Health Organisation

Building resilience is all about strengthening these three areas.


As employers – what should we be focusing on?

• ORGANISATION: A culture that embraces workplace wellbeing and

builds an infrastructure that actively supports all elements of workplace

wellbeing.

• LEADERS AND MANAGERS: Are role models who have the right tools,

techniques and mind-set to support a healthy workplace.

• INDIVIDUALS: Are given opportunities to understand, embrace and

thrive.


Organisational Perspective

• Knowledge of wellbeing levels

• Culture of trust, respect, involvement and engagement

• Strategy including Physical, Psychological and Social

Wellbeing

• Sustainable – self help culture


Leadership and Management Perspective

• Self-awareness and understanding

• Role models and advocates

• Drive and support a culture of openness, trust and self-help

• Capabilities to identify, support and guide


Individual Perspective

Provided opportunities to:

• build confidence, self-awareness and understanding

• strengthen wellbeing and encouraged to help themselves

• build mental resilience through self-help tools and techniques


Thank you

For more discussion

please visit us on Stand F9

public sector show 21st november 2017 · 2020. 8. 7. · •devolution of powers from central to...

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