Senior PWP Network 19 January 2017 Andy Wright, IAPT Clinical - PowerPoint PPT Presentation

Yorkshire and the Humber Mental Health Network Senior PWP Network 19 January 2017 • Andy Wright, IAPT Clinical Advisor, Heather Stonebank, Senior PWP, Rebecca Campbell, Quality Improvement Manager and Sarah Boul, Quality Improvement Lead • andywright1@nhs.net, heather.stonebank@shsc.nhs.uk, rebecca.campbell6@nhs.net and sarah.boul@nhs.net • Twitter: @YHSCN_MHDN #yhmentalhealth • January 2017 www.england.nhs.uk

Yorkshire and the Humber Senior PWP Network Welcome, Introductions and Apologies Sarah Boul, Quality Improvement Lead, Clinical Networks www.england.nhs.uk

Housekeeping: @YHSCN_MHDN #yhmentalhealth www.england.nhs.uk

Yorkshire and the Humber Senior PWP Network Reflections and Purpose of Senior PWP Network Heather Stonebank, Senior PWP, Sheffield Health and Social Care NHS Foundation Trust and Senior PWP Advisor, Yorkshire and the Humber Clinical Network and Andy Wright, IAPT Advisor, Yorkshire and the Humber Clinical Network www.england.nhs.uk

Purpose of the Senior PWP Network • To provide a network for Senior PWPs in Yorkshire and Humber to share good practice and innovation • Create a network to address local, regional and national topics for the Step 2 role • To come together to reflect and support each other in the Senior PWP role • An opportunity to develop the Senior PWP role, contribute to improving IAPT services, Step 2 interventions and improving quality of patient care www.england.nhs.uk

Aims of the Senior PWP Network • To understand and address local and regional level topics that link to national IAPT initiatives relating to the role of the Senior PWP. • Contribute to research at Step 2. • Consider regionally identified training needs and areas of development for the Senior PWP role. • To link with other regional and national IAPT Networks, including the Senior PWP Network in the North West and the IAPT Providers Network, to share good practice, exchange ideas and support local and national training events. • Linking to the national IAPT KPIs the Network will share ideas, good practice and innovative ways of working to influence improvements in the service and patient care. • Acquire knowledge and skills in relation to leadership and develop best practice guidance on leadership in the Senior PWP role. • Develop enhanced communication within the Senior PWP Network – including an online forum, webinars, WebEx etc. • Reports Network activities up into the Yorkshire and the Humber IAPT Providers Network. www.england.nhs.uk

Key Themes 1. What is working well in your service – what does good look like? • Good team work and good support • Enthusiasm and satisfaction in roles • Good line management • Progression for PWPs • Reduced waiting times, increased access rates and offering more choice 2. What challenges are you facing in your role? • Restructuring and managing change • Working with complex clients • Shortages of qualified PWPs • Time constraints – conflicting demands/priorities • Therapist drift www.england.nhs.uk

Key Themes 3. How can we support each other in this network? • Sharing ideas/best practice • Developing leadership skills • Recognition/identified role • Understanding similarities and differences in roles/areas • Translating ideas into actions 4. Can you identify 3 themes/topics for this network to focus on going forwards? • How can we support/work towards delivering meaningful Step 2 CPD • Developing leadership skills • Learning from each other – may incorporate specific topics i.e. supervision, cCBT, BME, older adults, young people • High turnover – how can we retain staff • Wellbeing in service • Accreditation – recognition of role by BABCP and other professionals www.england.nhs.uk

Senior PWP Network Feedback • ‘I have really enjoyed this first meeting and I am excited about the network going forward’ • ‘This is an exciting move forward for the PWP role and development of the senior practitioner’ • ‘Long time in the making and highly appreciated!’ • ‘Great idea, well implemented, lets keep it going now! Well done!’ • ‘Thanks so much for organising and developing this. Finally PWPs voices will be heard and we can support and learn from one another’ • ‘A useful and inspiring few hours. Looking forward to next meeting' www.england.nhs.uk

Word Cloud Evaluation Summary www.england.nhs.uk

Yorkshire and the Humber Senior PWP Network What is Wellbeing and Why is it Important? (Diamond 9 Activity) Heather Stonebank, Senior PWP, Sheffield Health and Social Care NHS Foundation Trust and Senior PWP Advisor, Yorkshire and the Humber Clinical Network www.england.nhs.uk

Yorkshire and the Humber Senior PWP Network PWP Wellbeing Research Jessie Traves, Senior PWP, Turning Point www.england.nhs.uk

INSPIRATION FOR THE STUDY

PARTICIPANTS 14 Participants in total • All participants worked in the same organisation as the researcher • The therapist’s roles included: 1 counsellor, 4 trainee psychological wellbeing practitioners (PWP), 5 qualified PWP’s and 3 Cognitive behavioural psychotherapists. • Three participants recounted burnout experiences outside of their time working as a therapist, however all of these had prior knowledge of psychological and CBT principles. The participants ages ranged from 24-61 with a mean age of 34 and the number • of years in that role ranged from 6 months to 6 years, with an average period 2 years in that role.

METHOD A semi structured interview with mostly open style questioning was adopted, with the same 24 set questions asked to every participant. The interview schedule comprised of six sections: Section on One: Demographic information gathered Section on Two : Questions related to the individual’s personal experience of burnout e.g. causes, symptoms and maintenance Section on Three ee : Questions related to individual’s responses to burnout i.e. coping strategies employed, both helpful and unhelpful. Section on Four ur: Questions related to hyper- vigilance i.e. an individual’s awareness of signs and symptoms of burnout and focus on them. Section on Five: Questions related to an individual’s avoidance behaviours both inside and outside of work and the impact of burnout. Section on Six: : Questions related to self-efficacy, perceptions of oneself, ability to cope and confidence in the workplace.

ANALYSIS The interview transcripts were analysed and eight themes s relating to mental health professionals experience of burnout were identified. The themes were • Support Acceptance • • Avoidance • Work-life balance • The self • Relationships with others Attitude change • • Time and task management Acceptance and time and task management were applicable to a work related context only, whereas the remaining six themes applied to both inside and outside of work.

RESULTS Eight themes were identified through thematic analysis (see previous slide). The themes provided insight into the following areas: • helpful coping strategies and unhelpful coping strategies, • the effects of burnout on the self (including self-efficacy), • • impact and consequences of burnout, • maintenance factors of burnout, • and preventative strategies identified by the respondents

SUPPORT Gaining support provided a pivotal role in how they coped with the period of burnout, this was usually from management inside of work and friends and family outside of work. He Helpful ful coping strategy: talking it out with other people Unhelpful pful coping strategy: not telling others how they felt or highlighting any issues with management Preventa ntati tive strategies: seeking support was identified as something to engage in if they were to be faced with similar situations in the future, or for support to be sought at a sooner point in time. Maint ntenance enance factor: not seeking support was viewed by one interviewee as a factor that helped to maintain the burnout period and four other respondents identified a lack of support from management as a maintenance factor.

AVOIDANCE Avoidance was found to feature in unhe helpful pful coping strategies, maint ntena nance nce of burnout and as a conse seque quenc nce of burnout both inside and outside of work. Some examples include: • ignoring the problem, • putting off planning sessions/calling clients backs, • not engaging in hobbies, self care or social activities, • avoiding speaking out and seeking support It’s polar opposite tackling avoidance was determined as a helpful ful coping strategy, as well as something that respondents identified that they would do differently if faced with burnout again. This links in to another theme called Time and Task management.

RELATIONSHIPS WITH OTHERS Managing burnout had a detrimental impact mpact on the respondent’s relationships with others. This was in one of two ways: • ‘taking it out on loved ones’ and being irritable with them or withdrawing from them. • Some respondents viewed being irritable with others as an unhe helpful pful coping strategy e.g. short term may alleviate some frustration but has negative effects shortly afterwards. In terms of maint ntena nanc nce of burnout, relationships with others became relevant when respondents described team divides, communication breakdown and lack of managerial support.