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Obesity- Tipping Back the Scales of the Nation 19th April, 2017
- 1. Kylie Murrell Staff Health and Wellbeing Coordinator, Northumbria Healthcare NHS Foundation Trust
- 2. Supporting Healthy Weight in the Workplace
- 3. • Employ over 10,000 staff • Wide geographical area • Provide acute and community care in North Tyneside • Provide acute, community care and adult social care in Northumberland About us
- 4. • A priority for the Trust for a number of years • Improving staff health leads to improves in staff engagement and patient outcomes • Currently part of NHS England’s Healthy Workforce pilot • Obesity is a priority • We take a tiered approach to all initiatives, with some available to all, some targeted and some specialist interventions • Making Every Contact Count Staff health and wellbeing
- 5. • Staff feedback • CQUIN • Sugar consultation Drivers for change
- 6. • Vending machine contract • Simple traffic light system in shops • Changes in restaurants • Fruit has replaced confectionary at tills • Only baked crisps available • No salt on tables • Portion size training for catering staff • Introduction of healthy meal deals • Calories displayed • Salad bars Food environment
- 7. • Challenges and competitions • Walk to Work Week / Beat the Board • Pedometer challenges • Stair prompts • On-site fitness classes and running groups • Promotion of discounts at local gyms / leisure centres • Active travel (where possible) Physical activity
- 8. • Have offered group programmes - low attendance / little weight loss • Plans to re-launch our Weigh to Go groups • Previously piloted commercial weight loss scheme vouchers Weight management
- 9. • Obesity seen as a very personal issue, not work-related • Dietitians are not commissioned to work with staff • Measuring impact • Profits • Shift work • Language Challenges
- 10. • Social marketing project • Staff Wellbeing Checks • Traffic light system in on-site restaurants • Implementation of CQUIN requirements and sugar consultation results • Increasing physical activity opportunities What’s next
- 11. Thank you
Hinweis der Redaktion
- Following the Boorman report in 2009, the organisation made staff wellbeing one of its priorities. We want our staff to have the best possible experience in the workplace and their wellbeing plays a role in this. We understand that we can positive influence this through our own actions and messages. Michael West has shown that poor staff wellbeing is linked to poor staff engagement and in turn poorer patient outcomes (including mortality rates). We’re one of 12 NHS organisations taking part in NHSE’s Healthy Workforce programme. Obesity is one of three priority health areas, alongside mental health and MSK.
- Trust management is happy to support measures that will help staff improve their wellbeing, but we want to bring staff with us on this journey rather than doing it to them. Many stakeholders are fully behind our work on obesity but there are challenges, including profits in the restaurants and shops. Staff health and wellbeing questionnaires show us that staff do want to lose weight and many comment on the internal food environment. CQUIN has been a major recent driver as the Trust is now held to account on its food environment, with financial penalties if we do not meet the requirements. We await the final decision from the recent NHSE sugar consultation – this will have an impact on what is available on site.
- Vending machine contract currently stipulates that 30% of products must be a healthier alternative and must be placed at eye level. A lot of work taking place in the restaurants but it involves a culture change which takes time – still has to be managed on an on-going basis.
- Beat the Board is a two-week challenge where teams across the Trust complete physical activity in their own time and score points. Their aim is to beat the board. It’s well received as it is fun, has a competitive edge and shows that Trust management is engaged in this work. We try to promote opportunities for exercise, both internally and externally, as much as we can without overwhelming people. We also use case studies to show how people have got started with a particular activity and how it has benefitted them.
- Our geographical spread and shift patterns are huge barriers to attendance We piloted Weigh to Go groups a few years ago – we loan scales and evidence-based resources to a volunteer group leader and they run weigh-ins for colleagues at a time/location convenient to them. Hoping to re-launch soon as we know these types of groups are happening informally but we’d like to provide robust resources to help people lose weight and maintain it. Very keen to help people manage any sort of competitiveness as that can become dangerous, so there are no plans to set up challenges or competitions between teams in relation to weight loss. Pilot uptake wasn’t good. If it was to happen again, we’d change how we do it and not just offer to anyone – assess people’s readiness for change first.
- In some ways, it’s easier to launch initiatives around mental health and musculoskeletal issues as people can often link these directly to work. Obesity, on the other hand, is seen as a very personal issue and ‘none of your business’. We have a difficult balance to strike in our messages to show that we genuinely care and want to help our staff, without stepping over a line. The Trust has a dietetics department that is commissioned to work only with patients (referred by GPs). The team will take ad hoc referrals where we feel a member of staff would really benefit but generally we have to ask people to be referred via their GP, which creates a barrier (in terms of time). There is no capacity to support their staff wellbeing work. Really difficult to measuring impact of info/resources that we share. Easier with group sessions but numbers participating have been small to date. When we do campaigns/challenges we rely on self-reported data. Working with NHS England to improve this. The language we use around this topic is very important. Anecdotal feedback is that ‘obesity’ is an off-putting term and we know that the public perception of a healthy weight doesn’t necessarily match up to the medical definitions.
- We feel that of all the topics we cover in our staff health and wellbeing programmes, obesity is the one we know least about in terms of what our staff need. Subject to approval from NHS England, we are hoping to undertake a social marketing research project (explain what this means) with our staff, particularly shift workers, about what they really want when it comes to weight management – what are the barriers, what can the organisation itself do to help or facilitate, what kind of messages will appeal to different groups? We want them to co-design initiatives rather than us continuing to deliver programmes that aren’t necessarily producing results.