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www.dignityincare.org.uk

‘Looking after me, looking after you’

Staff Well-being and Dignity of Care

Ruth PassmanSenior Health Policy Adviser

High Quality Services that meet the Dignity Challenge

Respect, Building on and acknowledging strengths , Empathy and ‘Psychologically minded ‘relationships, Looking after you, Looking After Me

1. Support people with the same respect you would want for yourself or a member of your family.

2. Treat each person as an individual by offering a personalised service.

3. Enable people to maintain the maximum possible level of independence, choice and control.

4 Listen and support people to express their needs and wants.

5. Ensure people feel able to complain without fear of retribution.

8. Engage with family members and carers as care partners.

9. Assist people to maintain confidence and a positive self-esteem.

10. Act to alleviate people’s loneliness and isolation.

In-dignity and Abuse

‘A single or repeated act, or lack of appropriate action,

occuring within any relationship where there is an expectation of trust which causes harm or distress to (an older) person’

Action on Elder Abuse 2009

‘Abuse is a violation of an individual’s human and civil rights by any other person or persons’

No Secrets guidance 2010

Financial, interpersonal, physical , sexual and emotional abuse

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Elder abuse and dementia

• In a study of family carers of people with dementia, over 50% reported some sort of abusive behaviour toward their dependent, with verbal abuse the type most commonly reported

Cooper C et al. Abuse of people with dementia by family carers. British Medical Journal , 2009

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Institutional Neglect and Abuse

• “The nurses there weren’t unkind to him, but they were overworked. We often felt that if we asked them if they would clean him up,... it would be hours before they came back to clean him up, and in that time he was just lying in a dirty bed with dirty nightwear on, and he didn’t want me to go in the room, even. He would say: don’t come near me, don’t come near me, I smell; and he was a very fastidious man and he really was left lying in his own excrement.”

Independent Inquiry into care provided by Mid Staffordshire NHS Foundation Trust

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Institutional Neglect and Abuse

• •In the next room you could hear the buzzers sounding. After about 20 minutes you could hear the men shouting for the nurse, “Nurse, nurse”, and it just went on and on. And then very often it would be two people calling at the same time and then you would hear them crying, like shouting “Nurse” louder, and then you would hear them just crying, just sobbing, they would just sob and you just presumed that they had had to wet the bed. And then after they would sob, they seemed to then shout again for the nurse and then it would go quiet”

Independent Inquiry into care provided by Mid Staffordshire NHS Foundation

Trust

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Mid Staffordshire Independent Inquiry

• •“While I have given some specific examples of poor standards giving rise to dignity issues, almost every case I quote of complaints about basic care is one in which the dignity of the patient has been compromised.

• •It is difficult to imagine that in any such case those actually providing the care would have been content to be the recipient of such care themselves or to have seen a relative of their own treated in such a manner.

• •However difficult the circumstances, there is really no excuse for hospital staff, at whatever level of seniority or skill, not respecting the dignity of patients”.

• Robert Francis QC

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Dignity Policy: Background

• Zero tolerance of neglect, abuse and indignity in care provision

• Building a Conceptual Framework for people’s experiences of dignity in care. Research and literature review

• Measuring dignity and ‘indignity’ – One ‘tool’ with which to ascertain whether the dignity programme is delivering its aims.

• Dignity Framework: Contributions of organisational and individual knowledge and experience of dignity in care (e.g.Help The Aged, British Geriatric Society, Older Peoples Fora and Parliaments).

• Dignity is a key strategic objective of the Department of Health and has been integral to Local Government and Health Performance Frameworks

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The Dignity Framework

• The Dignity Map: Your Care, Your Dignity, Our Promise (YC,YD,OP) unites the elements of dignity into a single strategic structure.

• It aims to bring clarity to the concept and to display what high quality care looks like

• YC,YD,OP is a template that allows local care providers and care recipients to map out their Local Priority Indicators to reach the gold standard of ‘ people being treated with dignity and respect all of the time during care’.

– NHS Constitution: Explicit recognition that a world class NHS must give a new priority to dignity and respect for patients

10Whole Service Assessment: Measures to assess the delivery of service

Top Level Outcomes: displays the four key messages that together affect dignity.

Local Priority Indicators: Promote ownership by engaging care providers in decision-making.

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Quality / Dignity Spectrum Grouping policy aspirations into common themes

Stay healthy and recover quickly from illness

Exercise maximum control over their

own life and/or lives of family members

Participate as active and equal citizens, economically

and sociallyLive independently

Have the benefit of the best possible quality of life,

irrespective of illness or disability

Sustain a family unit which avoids children taking on inappropriate caring role

Retain maximum dignity and respect

Improved quality of life Economic wellbeingExercise choice and controlImproved health and

wellbeingMaintaining personal dignity and respect

Freedom from discrimination and harassment

Making a positive contribution

Make a positivecontribution

Achieve economic wellbeing

Enjoy and achieve Stay safeBe healthy

Strategic working with NHS partners to enable people with

long term conditions to manage their health and wellbeing

more effectively

Improving people’s health and emotional well-being by

enabling them to live as independently as suits them

Enabling people to make choices and be in control of their own care to deliver successful

outcomes first time. Promoting shared decision making to encourage

ownership

Focussing on prevention, early intervention and enablement,

rather than crisis management, to bring long-term benefits to individuals’ health and

wellbeing

Supporting people to maintain or improve their well-being

and independence within their own homes and local communities and

through avoiding unnecessary admission to hospital

Ensuring information is Available and accessible for all to support decision-making and

access to care services, irrespective of people’s social circumstances

and eligibility for statutory services

Designing systems that build on the capacity of individuals and their

communities to manage their own lives, confident that they have access to

the right information and interventions at the right time should they

need more support

Providing quality care that promotes dignity, and issafe, effective and available

when and where peopleneed it

Fair – treating people with equity

and dignity at all times

Safe – making sure people are not put at risk of harm

Effective –improving people's health,

wellbeing and quality of life

Personalised – responding to individual needs

and preferences

Putting People First

LAC 2008(1):Transforming Social Care

Our Health,Our Care, Our Say

NHS NextStage Review

Every ChildMatters

SupportingPeople

Choice - A real say in where they live, what work they should do and

who looks after them.

Inclusion – enabling people to do ordinary

things, make use of mainstream services and be fully included

in the local community.

Legal and civil rights – Treat people as individuals with respect for their dignity, and

challenge discrimination on all ground.

Independence – Services provide the supportto maximise independenceValuing

People

Performance AssessmentOutcomes (OHOCOS)

LeadershipNational Minimum

StandardsCommissioning and

Use of resourcesCSCI

GSCC Social Care WorkforceRegulation

Pol

icy

dri

vers

Reg

ula

tion

/insp

ectio

n

Quality of life Choice and control

Inclusion andcontribution

Health and wellbeing

Dignity and safety

Organisational outcomes

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Dignity in Elder Care and Dementia Services

How can we measure patient experience?Patient recorded outcomesEmpathy MeasuresBeing with Patients Programme:Patient DiariesPatient Life Books

How can we commission for Dignity?Paying for better quality outcomes and supporting providersHow can we link patient experience to broader social values?

Dementia Care Training Advanced care plans for issues around end of life and preferred place of care

Avoid ‘treachery’ (tricks to gain compliance) , disempowerment, infantilisation, objectification. (Dementia Care Quantum Training Manual. D.Walsh. 2006)

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Dignity: Ambassadorial Messages

Connecting on an emotional level –making dignity matter personally!

• The power of Life Stories –get to know the person and let them not be defined by their age, gender, ethnicity, disability or condition.

• Challenging Warehousing Models of Care versus relational care

Sir Michael Parkinson

Public Service Delivery: Values and Principles

• ‘No Decision about me Without Me’

• Quality: Improving Service Delivery and Innovation

• Social Value

• Person-centred provision

• Self management and self help: Experts by Experience

• Peer support and recovery

• Empowerment

• Dignity

Good Work or Not?

Good work is good for health…But bad work makes people ill

• Uncertainty, job insecurity, fixed term contracts, temporary working, high demand/low reward; low autonomy/low control effects employees’ health

• Depression, absenteeism, difficulty sleeping, unexplained physical pain, suicides have been flagged up as major telltale signs.

• Bullying related to poor job dissatisfaction, increased symptoms of stress, anxiety and depressive symptoms compared to those not exposed to bullying

• Connections between bullying and indignity?

Staff Wellness Day & Community Mentoring Launch 10 January

Coach-MentorsCo-producing Mindfulness in the Workplace and in

Public Service Delivery

• Using Mindfulness to decrease reactivity at work• Dealing more effectively with workplace stressors• Mindfulness to support employees facing employment

uncertainty• Increased creativity, productivity and Wellbeing• Building mental and emotional resilience in our workforce• Coaching approaches alongside co-training• Co-creation of services

Disproportionate Impacts of Redundancy

Overcoming Barriers to Employment for GONW Legacy staff and vulnerable staff groups

'Getting out to Get On’

Career transition support through workplace coach-mentoring scheme Non traditional community mentoring opportunities to provide transferable skills

experience

“Communities have never been built upon their deficiencies. Building communities has always depended upon mobilising the capacities and assets of people and place”

(Kretzman and McKnight 1993)

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Dignity in Staff Care

Recognising and emphasising the importance of staff being treated with dignity and respect by their employers.

Boorman Report- ‘Invisible Patients’.

• ‘Looking after me, Looking after You’ the links between staff wellbeing and patient/ customer wellbeing

• Mindful Employers: Prevention and Support- Creating Healthy Working environments and practices

• Mindfulness in the Workplace: Creating Resilience at times of employment uncertainty

Resilience

• The ability to bounce back after disruption or significant adversity

• Having an adaptive system that provides resistance to future negative events

• It is two-dimensional- the reaction to stress (change perceived and real) and the positive adjustment resulting from that exposure to adversity

• Is a combination of personal characteristics and skills that can be learned through appropriate training

• ‘is not magic, it is not found only in certain people and it is nt a gift from unknown sources. All humans have the capacity to become resilient., Grottberg 1999

Supporting the development of Resilience in the work setting

• Situational factors are an important influence on wellbeing we will all respond in different ways

• The Robertson-Cooper i-resilience tool and ASSET model identifies six situational requirements to maintain positive well being at work

• Informed and equipped• Collaborative relationships• Well-managed change• Sense of purpose• In control• Balanced workload

Work and ‘the psychological contract’

• Our unwritten, assumed or implicit ‘expectation’ of work, our job roles and our employers

• Changes according to age, length of time in the labour market, career background (private/ public sector) professional discipline, the level at which we work

• How might social trends shift our expectations of work for better or for worse? - the current economic situation, public sector cut backs, plurality of provision in the

NHS - globalisation, affluence, increased affluence, individualism, consumerism, inequality

- Listening to staff: National Staff Survey Results • How can we use this to improve employee engagement?• What impact does the psychological contract have upon staff wellbeing and patient/

customer wellbeing?