Making workplaces more supportive environments
Lord Victor Adebowale, chief executive of Turning Point, discusses the Government’s mental health implementation framework.
A
s an employer, the public sector has a major role in tackling stigma and mental
health issues. The economic cost of mental illness, such as anxiety and depression, in England has been estimated at more than £105bn each year.1
But effective management can bring about signifi cant savings for employers, as well as improving life for the individual. Employers should be promoting mentally healthy workplaces, tackling the causes of mental ill health and helping people with these problems. This is not optional but rather a duty we, as employers, have to our workforce.
The Government’s mental health implementation framework, launched in July 2012, offers specifi c advice on what local organisations can do to make workplaces more supportive environments. The framework builds on the 2011 mental health strategy, ‘No Health Without Mental Health’, by translating the vision into reality.
Turning Point was one of fi ve leading mental health organisations, along with the Centre for Mental Health, the NHS Confederation’s Mental Health Network, Mind and Rethink, who co-produced the framework. As part of a small writing group we helped shape the recommendations to ensure that people with complex needs were included and represented. I also chaired a summit in February as part of the vital engagement
process with the sector, crucial to the drafting of this framework, and we continue to work with the Department of Health in promoting the framework and ensuring its recommendations are adopted.
It’s aimed at everyone with a role in improving mental health locally, not just health and care services but also schools, employers, the criminal justice system and housing services. The document highlights useful guidance, examples and sources of information to help local organisations use their existing powers and resources to improve mental health and wellbeing.
If the implementation is successful at embedding the strategy’s aims in everyday practice, then we’ll see many benefi ts. These include public services tackling inequality, intervening early and working together around
72 | public sector executive Sep/Oct 12
for businesses in recruiting and retaining staff, is also highlighted as an example of good practice. Another suggestion is to train frontline workers across the full range of services so they understand mental health and the principles of recovery. This is about being aware, intervening early and making sure the right support is in place for people who need it so they do not feel disadvantaged or discriminated against if they ask for help. It’s everyone’s responsibility to make sure their workplace is a healthy place to be. Leadership is needed to ensure healthy environments are created.
Another important message for all public services is the need to work together to ensure mental health has parity of esteem with physical health: vital given that 1 in 4 of us will experience mental health issues at one point or other.
people’s needs and aspirations so that people with mental health problems have a better experience of employment – and stigma and discrimination are tackled.
Endorsed by the Royal College of General Practitioners and the Local Government Association among others, the framework makes specifi c recommendations for employers. For example, it encourages them to use suicide awareness and education (or training) programmes. The Mindful Employer initiative, which provides support
Integration and partnerships, therefore, are key to tackling stigma and delivering the support people need, recognising that needs vary. An example of a promising approach to supporting the mental health of vulnerable groups is through ‘social prescribing.’ Primary care workers can identify marginalised groups, such as GLBT or travellers, and bring services together around the individual, targeting complex problems more effectively.
An example of this in practice can be found at the Earls Court Health and Wellbeing Centre, which
integrates services health with wellbeing under one roof. The centre is
managed by Turning Point in partnership with Greenbrook Healthcare, Terrence Higgins Trust and NHS Dentist.
Sir David Nicholson and Duncan Selbie, who co-signed
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framework, state provide a and wellbeing.’
improve people’s The
their foreword that ‘reforms to the health and
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framework’s
recommendations don’t just help the NHS to achieve the aims set out in the Mandate and various other documents. They can also contribute to the savings needed across the majority of public services and achieving the cross-cutting outcomes set out in the Public Health, social care and NHS outcome frameworks.
This framework shows what can be
achieved by working together. Mental health affects everyone and that means everyone has a part to play in ensuring co-production doesn’t stop with the creation of a document. My hope is that organisations, communities and individuals use the framework’s recommendations to improve support for people affected by mental health and associated complex needs, and to deliver real change on the ground, in all public services including our schools, workplaces and health service.
References 1 Centre for Mental Health Lord Victor Adebowale
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