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Wellbeing Wednesday
Wednesday 9th March 4pm-5pm
#Caring4NHSpeople # OurNHSPeople
Welcome to the NHS England and NHS Improvement
#WellbeingWednesday event supporting the health and wellbeing of our
NHS people and partner organisations
Supporting our NHS people
after distressing events

2. • 35 virtual meetings of the community with
more than 11,500 participants
• 135,000 + views of the sessions and
materials
• 150,000 + words shared in the chat boxes
during the sessions
• Over 35 million Twitter impressions
#Caring4NHSPeople
The community of people who support the
health and wellbeing of #OurNHSPeople
(and those in partner organisations)
Source
of
image:
NHS
North
West
Leadership
Academy

3. 3 |
Aims of today’s national health and
wellbeing community event…
• Offer support, ideas, knowledge and wisdom to those with a role
in supporting the health and wellbeing of our staff
• Share the range of wellbeing support activities that are
available
• Connect with each other and collectively build our community of
those who support the health and wellbeing of our staff
#Caring4NHSPeople #OurNHSPeople

4. 4 |
Welcome!
Speakers:
• Welcome – Zoe Lord & Elizabeth Nyawade
• Importance of leadership and checking in with teams – Claire Parker
• Supporting our NHS people after distressing events – Dr Idit Albert
• The Role of the Professional Nurse Advocate in supporting staff – Emma Wadey
• Future wellbeing Wednesday sessions – Zoe Lord & Harriette O’Shea
• Reflections and close
#Caring4NHSPeople #OurNHSPeople

5. 3 Ways to join Menti:
1. Click on the link to the poll which
has been shared in the chat box
2. Scan the QR code below on your
phone
3. Go to menti.com and use the code
2806 9992
What is your main role
in supporting the
wellbeing of NHS
people and/or people in
partner organisations?

6. 3 Ways to join Menti:
1. Click on the link to the poll which
has been shared in the chat box
2. Scan the QR code below on your
phone
3. Go to menti.com and use the code
2806 9992
Where do you work/
who are you
representing today?

7. NHS England and NHS Improvement
Claire Parker
Senior Programme Lead – Health & Wellbeing
NHS England and NHS Improvement
Importance of leadership
and checking in with
teams

8. NHS England and NHS Improvement
Dr Idit Albert
Consultant Clinical Psychologist & PTSD Lead
South London & Maudsley NHS Foundation Trust
Supporting our NHS people
after distressing events

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9 |
Examples of
Distressing
Events at Work
• Working on or witnessing incidents that have
led to a grave outcomes, such as serious
injury or loss of life
• Caring for patients dying alone, without there
loved ones
• Experience of abuse and harassment by
patients or carers
• Difficulties with colleagues
• The above are more distressing if we think
that they could have been prevented

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Issues Impacting our NHS People
Data from our Health and Wellbeing programme include themes from staff contacts with; SHOUT,
Samaritans, People Pulse data and the 40 Mental Health hubs indicate that:
• Anxiety and work-related stress are common issues for our NHS people at this time
• Some staff are contacting with mental health and wellbeing concerns, such as low mood, burnout,
trauma, insomnia and moral distress
• Moral distress results from actions, or the lack of them, which strongly clash with a person’s moral or
ethical code. This could also include a feeling of betrayal by colleagues and leaders. Moral distress
can affect anyone but, they are commonly associated with occupational groups including healthcare
staff. For example, if a member of staff has been unable to deliver high-quality care to a patient due
to understaffing, or lack of training or resources.
• Persistent experience of moral distress can result in moral injury that whilst is not a mental illness it
can be related to depression and post traumatic stress disorder. PTSD is a psychiatric diagnosis that
is characterised by a number of key symptoms that cause significant and persistent distress and
impairment in functioning. In particular, this includes unwanted vivid intrusive memories and/or bad
dreams of traumatic events.

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Reported Stressors
• A correlation between physical health and overall mental health and wellbeing, including for those with underlying health
conditions / Long COVID​
• Work concerns, including lack of support / leadership​ concerns
• Concerns about teams and team members, re-building teams​
• Home life and work life balance​
• Relationship / interpersonal issues​
• Bereavement
• Time to access support is also a concern

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Vulnerability
Personal vulnerabilities –different vulnerabilities related to our; biopsychosocial makeup, past and current
experiences and circumstances
Systemic vulnerabilities -
• Redeployment due to pandemic pressures
 Work in unfamiliar clinical environment, with other teams, possibly less time for training and induction for
new roles
 Individuals may have been unaware or unprepared for emotional/psychological reactions of patients and
carers as of their own reactions
• Exposure to multiple challenges or traumatic situations over a short period of time
• Not having access to the basic welfare facilities such as water stations, food, showers, breaks etc.
• Reduced social contact and support from colleagues due shift work or work with unfamiliar teams
• Ongoing pressures
• Experiencing discrimination
• When there is lack of/ or perceived lack of support after from trusted others such as a manager or colleague

13. Recovery
Preparation Acute
Psychological
interventions
Psychosocial
Support
Social Support
Basic needs
(PPE, realistic shifts, chance to
Organisational level
Role of Senior Leaders
Role of team leaders
and line managers
The role of
Communication
Evidence Base Psychological Care Approach for Health & Care Staff Responding to the Pandemic

14. Social support is Protective
Needs to be actively encouraged
Personal social support
Family and friends
Support at work
• Clear communication
• Compassionate leadership
• Supervision
• Reflective practice
• Chances to catch up with each other
• Inexperienced staff buddied with more experienced colleagues
• Additional opportunities to be together
• Support diverse needs of our diverse workforce
• Attention to staff who may be especially vulnerable
• Support leaders
Psychological
interventions
Psychosocial
Support
Social Support
Basic needs
(PPE, realistic shifts, chance to rest
and eat, sleep etc.)
https://www.kingsfund.org.uk/sites/default/files/2020-04/rapid-
guidance-stress-diagram.pdf

15. Psychosocial support – Be Proactive
Facilitating self-care, coping and
problem solving
Provision of information
Normalising emotional reactions
Moral distress and injury
Advice on wellbeing resources
How to access help
Active listening without expectation
people should talk about their feelings
Active monitoring
Promote the role of health and
wellbeing champions
Psychological
interventions
Psychosocial
Support
Social Support
Basic needs
(PPE, realistic shifts, chance to rest
and eat, sleep etc.)

16. Psychological Interventions
After opportunity for rest and recovery
assessment by mental health practitioner
• Bereavement counselling
• Evidence-based psychological therapies
should be offered as recommended by NICE,
including for PTSD
• Delivered by practitioners with approved
registrations and qualification in the specific
therapy who receive clinical supervision
• Consider the cultural background of people,
including values and spiritual perspectives
Psychological debriefing should not be
offered
Unproven psychological interventions
should not be offered to NHS staff
Psychological
interventions
Psychosocial
Support
Social Support
Basic needs
(PPE, realistic shifts, chance to rest
and eat, sleep etc.)

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Wellbeing Conversations are an Important Protective
Approach
• Line managers of all grades and experience are being asked to safely talk to their colleagues about wellbeing.
• There is a positive correlation between having a positive wellbeing conversation and feeling that the organisation positively
supports health and wellbeing
• The People Pulse data for January shows that a majority of staff responding had a wellbeing conversation, and of those most
were with line managers and most found them supportive
• Colleagues who ask for more wellbeing initiatives and support are more likely to have had recent conversations about their health
and wellbeing, but are less likely to have found them supportive.
National training programme:
• In order to support line managers to hold safe and effective wellbeing conversations, a national training programme was
commissioned which aims to equip and upskill line managers in having wellbeing conversations with colleagues and staff.
• Over 2,300 people have completed our wellbeing conversations training, and 75% have put this into use with colleagues and
team members
• Evaluation shows that the training has improved confidence and capability in conducting a wellbeing conversation, and 85%
advised that the training had also supported their own wellbeing.

18. A range of guides, apps and resources are available to support the wellbeing of you and your team:
www.england.nhs.uk/people or contact ournhspeople.hwb@nhs.net
Supporting Our NHS People
Helping you manage your own health and wellbeing whilst looking after
others
Staff support line: Confidential staff support line, operated by the Samaritans and free to access from
7:00am – 11:00pm, seven days a week.
Call: 0800 069 6222 or Text: FRONTLINE to 85258 for support 24/7 via text
Access to your local staff mental health and wellbeing hub: to provide rapid access to assessment
and local evidence-based mental health services and support where needed.
Free access to a range of mental health and wellbeing apps including access to Headspace and
Unmind.
Training for line managers to support you in having safe and effective wellbeing conversations.
Financial wellbeing support line, provided by MoneyHelper Service, along with a range of tools and
resources
We also offer an ongoing development programme for Health and Wellbeing Champions, including access to monthly online sessions with the
national team, and a free e-learning module available through the HEE e-Learning for Healthcare website.

19. NHS England and NHS Improvement
Emma Wadey PHD, RN
Professional Nurse Advocate (PNA)
Deputy Director Mental Health Nursing
NHS England and NHS Improvement
Professional Clinical
Nursing Leadership
Training Programme
#teamCNO
#PNA
#PNAdvocates
Twitter: @NursingEmma

20. Executive Summary
o5,110 Registered nurses in 2021/22 will qualify as Professional Nurse
Advocates (PNA) across all fields of Nursing practice and in all
healthcare settings
In 2022/23 further funding will provide:
ocirca. 6,500 additional PNA training places, booster sessions and
independent evaluation
oPNAs deliver restorative clinical supervision, lead and influence
quality improvement and foster cultures of learning and development

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• The PNA programme delivers training and restorative supervision for colleagues right across England.
• The programme launched in March 2021, towards the end of the third wave of COVID-19. This was the start of a critical
point of recovery: for patients, for services and for our workforce.
• The training equips PNAs to listen and to understand challenges and demands of fellow colleagues, and to lead support
and deliver quality improvement initiatives in response.
The course content of the PNA Training Programme focuses on the four functions of the Advocating for Education and
Quality and Improvement (A-Equip) Model, but it primarily focuses on restorative clinical supervision. The four functions of
the A-Equip Model are as follows;
1. Clinical Supervision (Restorative)
2. Monitoring, Evaluation and Quality Control (Normative)
3. Personal Action for Quality Improvement
4. Education and Development (Formative)
The PNA role ties in with the supportive work nurses are considering, since the PNA training will provide them with the
necessary skills to facilitate restorative supervision to their colleagues and teams within nursing services and beyond.
The PNA Training will also equip those nurses enrolled on the training programme to lead and deliver quality improvement
initiatives in response to the service demands and the ongoing changing patient requirements.
Professional Nurse Advocates Programme

22. All trusts confirmed as pilot
sites across England
commenced reporting on
providing the Provider
Workforce Return (PWR)
PNA data from October
2021.
In addition, further
reporting on providing the
Provider Workforce Return
(PWR) PNA data will launch
for all other trusts in
England from 1 April 2022.
Regional Breakdown of Qualified PNAs

23. Our Aim
We are committed to supporting the mental health and wellbeing of
the nursing workforce and their fellow healthcare colleagues.
Our ambition is to have a total of circa. 18,000 nurses trained as PNAs
across England by 2024.
2021/22
circa. 5,110
nurses
2022/23
circa. 11,500
nurses
2023/24
circa. 18,000
nurses

24. Professional Nurse Advocate (PNA)
The Investment into the Nursing Workforce
Developed National
Implementation Guide
with Case Studies and
Resources.
Published December 2021
.
Launched December 2021
Research Evaluation
Commissioned February
2022
Literature Review
Commissioned February
2022
PNA Investment
for the Nursing
Workforce across
England
Developed National
Implementation
Guide with Case
Studies and
Resources
Developed Skills for
Health E-Learning
Modules: A-EQUIP
Model and
Professional Clinical
Nursing Leadership
Economic Evaluation
Literature Review
University of
Warwick
Research Evaluation
Coventry University
Professional Nurse
Advocate (PNA)
Workspace on
FutureNHS
Collaboration
Platform
General Practice Nurse (GPN)
PNA Economic Evaluation
Work Currently Underway
Other Investments
Professional Nurse Advocate
(PNA) Animation

25. 4,672 of 5,110
PNA places
have been
fulfilled by 28
February 2022.
PNA Training Places Uptake in 2021/22
92% Booking Rate
PNA Data
1742 attendees joined across the three
national PNA webinars delivered.
The next national PNA webinar is taking
place on 9 May 2022 and will be
available on NHS Events in due course.

26. PNA Achievements
PNA Webpage
https://www.england.nhs.uk/nursingmidwifery/delivering-the-nhs-ltp/professional-nurse-advocate/
PNA Regional Team Contacts
All PNA regional team contacts can be found at: https://www.england.nhs.uk/nursingmidwifery/delivering-the-nhs-
ltp/professional-nurse-advocate/professional-nurse-advocate-regional-teams/
E-Learning Modules​ (suitable for qualified, in-training and aspiring PNAs)
Professional Clinical Nursing Leadership and Updated Refreshed A-EQUIP Model e-learning modules can be
found here: https://www.e-lfh.org.uk/programmes/professional-clinical-nursing-leadership/
National PNA Implementation Guide
Published 15 December 2021. It can be accessed at: https://www.england.nhs.uk/publication/professional-nurse-
advocate-a-equip-model-a-model-of-clinical-supervision-for-nurses/
National PNA Central Team
Email: england.nursingpna@nhs.net

27. NHS England and NHS Improvement
Zoe Lord
Deputy Director – NHS Horizons
NHS England & NHS Improvement
Future of Wellbeing Wednesdays
Harriette O’Shea
Senior Project Manager - Health & Wellbeing Team
NHS England & NHS Improvement

28. 3 Ways to join Menti:
1. Click on the link to the poll which
has been shared in the chat box
2. Scan the QR code below on your
phone
3. Go to menti.com and use the code
2806 9992
How have you used the
information provided
from attending these
sessions?

29. 3 Ways to join Menti:
1. Click on the link to the poll which
has been shared in the chat box
2. Scan the QR code below on your
phone
3. Go to menti.com and use the code
2806 9992
What would you like to
see in these wellbeing
sessions in the future?

30. 3 Ways to join Menti:
1. Click on the link to the poll which
has been shared in the chat box
2. Scan the QR code below on your
phone
3. Go to menti.com and use the code
2806 9992
Where do you hear
about these sessions?

31. 3 Ways to join Menti:
1. Click on the link to the poll which
has been shared in the chat box
2. Scan the QR code below on your
phone
3. Go to menti.com and use the code
2806 9992
To what extent has
today's session been
useful in your own role
supporting staff health
and wellbeing?

32. 32 |
Question in the chat box
Say:
• What’s one thing that you’ll take away from this session?
• Send to “all participants”

33. 33 |
Thank you and goodbye…
NHS Horizons
Zoe
Lord
Tom
Underwood
Leigh
Kendall
Ani
Majothi
Paul
Woodley
Ian
Baines
And a special thank you to…
Elizabeth Nyawade
Lynsey
Ogilvie
Helen
Bevan

34. 34 |
Hello and welcome….
Kelly
Chal
Harriette
O’Shea
Monica
Sharma
Abbie
Donaldson
Ahmed
Akhtar
Matthew
Feasey
National Health and Wellbeing team

35. Visit The NHS Leadership Academy for Inspiration for mid-level
leaders and Bite-size learning for free short e-learning.
Register here http://ow.ly/55Z450I9V4S for regular updates and to joiner invite.
Lunch and Learn – 24th March- 3-4pm Join psychologist John
Amaechi OBE in conversation on leading and staying well while
building a sense of belonging.
Tea and talk – 15th March – 4:30pm-5:30pm For team leaders and
managers in health and care, this is an informal session to check in,
chat and keep connected
Tweetchat on Twitter follow @NHSLeadership #ProjectM – 5th
April- 7-8pm
Questions will aim for participants to share learning on how to
consider faith and religion as inclusive leaders (Ramadan & Easter)

36. 11th & 12th May 2022
Two-day online event for people who are improving together
at every level of our health and care system
#ImprovingTogether
The NHS Big Conversation for Improvement
Register: www.thebigconversation.nhs.uk

37. • Host an Open Conversation – Submitting an idea, question or asking
for help with a problem and leading a discussion for others to join you
and delve deeper on the subject. We have 18 opportunities for you to
host your own Open Conversation on the themes that matter most to
you.
• Submit for an award– Sharing the successes achieved with your
partners, team, organisation and networks. Showcase and celebrate how
people have contributed to supporting and improving services over the
last 2 years. We have 24 spaces for shortlisted award nominees to
share their stories and will announce 6 overall award winners on day 1
Being part the Big Conversation
#ImprovingTogether

38. • Register for the event now via www.thebigconversation.nhs.uk
• Please share the link and reach out to all your networks to get them
involved too.
• Submit for an award and/or an open conversation session - your
stories make the difference.
• Encourage your colleagues, peers and contacts to submit for the
awards and conversations.
• Share with us any links and resources about your work, your networks
and the sites and groups you connect with #ImprovingTogether .
• Contact us directly at nhsi.thebigconversation@nhs.net
What you can do next:
#ImprovingTogether

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Thank you for joining!