Their actions have supported a reduction in absence in that area from 8.4 per cent to 7.4 per cent, achieved through co-ordinated action throughout the Social Care and Housing Directorate.

With 2,500 people working in that Social Care and Housing Directorate, this improvement has generated an additional 6,525 full days work which is the equivalent of an additional 25 full time staff.

If the gross employment cost of those staff was £20,000 each, then the main return on an investment of £109,000 is £500,000 - worth of time at work.
Some of the absence also involved ‘cover’ costs so that the reduction in those adds to the benefits achieved.

Contact: (HFont@carmarthenshire.gov.uk)

KEY LEARNING POINTS:

1. Define standards - Service Level Agreement (in terms of working days) within Service Level Agreement, eg:

Respond to e-mail within   two
Respond to telephone enquiry one 
Complete pre-employment screening one
Produce report within  five
Maximum waiting time for appointment  five (currently running at six)
First appointment with Counsellor  five (current = eight, due to success of the service*).

Occupational Health also manage the interface with an external Medical Officer to ensure clear communication.

2. Ensure ‘whole-system’ engagement and support: Occupational Health cannot work alone. HR and line managers are key partners, and need strong mutual respect.

3. Introduction of new trigger points for referral to Occupational Health e.g. anyone who is absence for seven days or more with an illness relating to musculo-skeletal, stress (etc), maternity-related or linked to RIDDOR (accident at work).

4. Occupational Health involved in case conferences which have led to the support of 65 staff (in one year) for ‘fast track’ appointments for physio, MRI, consultants, etc, at cost of £14,450;
progression of 39 staff into ill health retirement from 54 cases considered;

eighty staff supported with phased rehabilitation or light duties after long absence; and
twenty cases for medical redeployment.

The case conferences have included some where the employee is present, some with Trade Union involvement, and the general reaction is ‘overwhelmingly positive’, with staff appreciating these as an indicator that ‘somebody cares’.

5. Occupational Health conduct Health surveillance programmes to fulfil statutory requirements, with screening structured to suit the particular needs of the role.

6. *The Counselling Service is provided in-house with a sessional Counsellor, supplemented with final-year Counselling students on less complex cases and under supervision. Occupational Health staff similarly receive professional clinical supervision.

Maximum sessions for an employee = six.
Group sessions held in face of particular needs.

7. Occupational Health deliver health promotion activities/initiatives to support the Corporate Health Standard (Gold achieved) such as smoking cessation, lifestyle screening, links to national health awareness days, working closely to colleagues in nutrition, sports development etc.

8. Absence data is generated, which is reviewed monthly with management, this includes analysing causes of ill health, per cent return-to-work interviews carried out. Occupational Health activity data is produced monthly which demonstrates, number of referrals, use of the service, split between directorates, reasons for referral.

9. The sickness pilot study involved revision of many standard forms and reports.

10. The Occupational Health professionals worked jointly to deliver training in relation to sickness absence management to key managers and supervisors.

11. A high level of activity around the promotion of Occupational Health and the level of support is can offer management and individuals alike.