Event: COVID Impacts – sharing lessons learnt hosted by NEBOSH
This NEBOSH seminar was attended by VSNW. Lasting two hours it takes a long time to view. There is a section that can be ignored – unless you want to know how the British Safety Council test Covid visors. This interesting, but not very useful, section takes place between 50 minutes and 75 minutes into the session. It did make for a little light relief when drinking a mug of decaff.
The first session, 45 minutes, dealt with office return. Much is obvious; much is already known. The most interesting comment (25 minutes in) is that visors are not PPE – they are Community Protective Equipment (CPE) which was a phrase I had not heard before.
The final session – Mental Health and Grief in the workplace has many useful bits and pieces of information within it. This is well worth watching. The “funding professional” in me had ears pricking up at the suggestion for community based services. Here we have an expert sating that we are needed – a lovely clip to put into a funding proposal (and 9.22 into this section). They also made the point that there is a lot of “odd” stuff on the internet and that legitimate sources of support should be used.
All in all a good use of time. The office return section may be useful to staff (re)induction as this takes place.
Download the presentation slides
Andrew Rainsford
VSNW
Aug 2021
The Greater Manchester VCSE Mental Health Leadership Group
THe VCSE Mental Health Leadership Group is inviting expressions of interest to join the GM VCSE Mental Health Leadership Group.
During the pandemic, this group has played an integral role as a champion of the needs and issues of VCSE service users and a vital role in the development of the Community Mental Health Transformation bid.
There are currently 7 vacancies, which include:
Locality leads for Bolton, Mancheser, Rochdale, Tameside and Glossop & Trafford
Priority Leads for Equalities and System Change.
Applicants must currently hold a senior/executive position in a mental health and wellbeing organisation in the VCSE sector in Greater Manchester.
Deadline is 9am Monday 9th August.
Click here, for more info and how to apply.
Summary: VCSE North West Networking Meeting #1 Workplace Well-being
We were happy to begin our new networking event series with the theme of ‘Workplace Well-being’. Not only is it Mental Health Awareness Week but this past year has plagued the VCSE sector with more work, less staff and new working environments. Those who work in the VCSE sector are often under immense pressure, which can cause strains on mental health. It is vital that the wellbeing and mental health of staff in the sector are protected, so that we can continue to provide the depth and breadth of support to our communities under the right conditions
The aim of our new networking series is to connect organisations from across the North West to share issues, solutions and best practices.
We have six takeaway lessons from our first networking session, which we would like to share across the VCSE sector to help advance the sector’s workplace well-being strategy:
Think through informal support for staff e.g. a dedicated wellbeing role for a trustee
Mental health first aid training e.g. from MIND
Develop blended/hybrid models of working e.g. working from home (WFH) and/or office work
Develop policies to manage workplace well-being
Staff well-being surveys e.g. quarterly surveys asking how staff are feeling/coping and reaching out to those in need
Staff appreciation vouchers
We would like to thank our eloquent speakers, Mustafa Hassan who is a Project Officer at Lancashire BME Network (LBN) and Maisie Hulbert, Policy Officer from ACEVO. Furthermore, thanks to all those who came and contributed to the session; we hope it was useful and can benefit future practices.
You can find here more detailed notes from the speakers and breakout rooms.
Our next networking meeting is on the June 15th and will focus on the NHS reconfigurations; we will update more details via Twitter and our website. We hope to see you there.
VCSE NW Networking #Workplace Well-being
We begin our networking series with the theme of ‘Workplace Well-being’ to coincide with Mental Health Awareness Week. This pandemic has strained all of us, at home, and at work; as we navigate our way out of lockdown it is imperative we focus on well-being in the work place.
We are excited to be joined by Maisie Hulbert, Policy Officer at at ACEVO and author or “workforce wellbeing in charities” and Sehrish Qureshi Well-Being Service Manager at Lancashire BME Network.
Join us and have the chance to network and discuss with other organisations.
The Greater Manchester Bereavement Service
The Greater Manchester Bereavement Service offers support for those who have been bereaved or affected by death. From April 1st 2021, it joined forces with the Greater Manchester Suicide Bereavement Information Service and merged, delivered by Six Degrees Social Enterprise.
Dedicated suicide bearevment support is still available and dedicated practitioners are sill there to offer appropriate help.
Please find here a ‘Social Media Pack’ to help promote the service so that those suffering can be equipped with the suitable support.
Below please find updated contact information:
0161 983 0902 (Monday to Friday, 9am to 5pm)
Mental Health Issues in the Workplace
In current times it is too easy to push on with the “day job” by concentrating on service users/customers/clients/those who we help. Regardless of the nomenclature we focus on outward facing services. Those same outward facing services are delivered by staff or volunteers. How do we reach out to them?
Charities and community bodies pride themselves on support, despite this, there is always scope to learn from others. This article, from Route One magazine, provides some very helpful thoughts on what and why to do. Some highlights:
1. The company director actually has qualifications in the subject
2. The ideas are practical for all.
3. The company director has also created a mental health charity to support others. This is no “lip service” operation. There is commitment.
4. She also appears to engage with the work that she expects her employees to do which does break down barriers.
The company mentioned in the article is a long established family business operating in a sector of the economy that has been badly hit by Covid lock downs and tiers. They also have to contend with a concerted government campaign which urges people not to use the services offered in the sector in which this company operates. So, just because they are well established and highly respected does not mean that they are immune from the issues that many of us face. If they can find time for staff well being so can we.
Greater Manchester Covid Insight Reports
Safely Managing Covid-19: Manchester Population Survey
The impacts of coronavirus across the Greater Manchester population have not been evenly distributed. In order to address the lack of detail in national surveys the Greater Manchester Combined Authority are going to carry out regular research on behalf of their partners, exploring the issues and impacts of Covid-19 across Greater Manchester, including it’s 10 local authorities.
BMG research are using a mixture of monthly online and telephone surveys to collect data from a minimum of 1000 residents in GM, with at least 100 residents in each local authority. Measures are being taken to ensure that respondents reflect the profile of the different areas
Thus far, there have been two surveys:
Survey 1:
Aim: to provide an overview of key issues/barriers/motivations relating to how GM, individual localities and specific parts of the GM population are “living with Covid-19"
Brief Summary of findings:
These groups have been more negatively impacted than others:
Young people, particularly those aged 16-24;
Residents with young children, and particularly those aged 0-4yrs
BME residents overall, but Asian residents in particular;
Muslim residents and those for whom English is not their first language;
Carers, and residents where someone in their household has been told they are at high risk from COVID;
Those with a disability;
Residents that have served in the armed forces;
Those living in the ‘most deprived’ communities of Greater Manchester, among others.
Examples of some of the feelings and concerns due to Covid-19 include:
High levels of worry about the virus, especially amongst those with a disability, children and those in the most deprived neighbourhoods
Worries regarding the economy and future of young people, mental health, education
Many have big concerns affording bills, food, rent, mortgages etc
BAME residents regarded caring for family, those in needs etc a ‘big concern’.
Selection of impacts Covid-19:
Loss of jobs, redundancy (more frequent for 16-24 year olds, students, Asian residents etc), furlough
Many self-employed have seen reduction in work
1 in 14 have used foodbanks (1 in 5 amongst those with children aged 0-4 and ex armed forces).
1 in 10 have had to borrow money
Reports of more support needed widely spread (finding employment, mental health, monetary, childcare)
Survey 2:
Some questions remained the same from survey 1, comparisons made
Aims to understand concerns and impacts of the virus
Also aims to understand residents feelings towards a second national lockdown and thoughts on vaccinations and mass testing
Highlights:
1 in 5 have had coronavirus (only 2/3 have had a positive test)
1 in 3 have had to self-isolate (only small number aware of financial suppot payment during this time)
Levels of concern have increased
Individual concerns increased such as mental health, finances, impacts on children
1 in 10 couldn’t name any of the key symptoms of coronavirus
9 in 10 follows key guidelines for stopping spread of virus
52% feel it is okay to leave house when self-isolating
Faith in restrictions decreasing
68% would take part in community testing, those who wouldn’t not informed
75% likely to get vaccine
Life satisfaction decreased
The Importance of Being MIND-ful of Workplace Well-being
In December we posted a ‘news’ piece exploring ACEVO’s recent report observing well-being of the workforce int he VCSE sector. Workplace well-being is of paramount importance; so-called ‘burnouts’, are explored by Eleanor Ross in her recent Daily Telegraph article. She recounts her story of striving for success in freelance journalism and how continuous pressure contributed to a decline in performance. This led to poorer wellbeing and, in her case, suicidal thoughts. The author is now slouch – she has a Master’s degree and was generally considered a high achiever.
One of the traits of working in the Voluntary Sector is that we strive to be the best in what we do. This is seemingly a good thing except that we cannot all be the best in what we do unless we are the only person doing it! That is extremely rare. A more realistic option may be to aim to be the best that we can be – and to seek support and help to enable us to do that in a manner which enables continuous effective performance. We still give ourselves the challenge of development but we also give ourselves permission to slow down the treadmill.
Stress and pressure can be helpful. Some people work best when there are deadlines. However, when it gets out of control it ceases to be helpful. It can become oppressive. So, please
Don’t get to the crisis stage
Recognise warning signs
Seek help at the earliest stage of recognition.
MIND has an excellent range of resources that can help. Mental health and well being are important matters and should not be ignored. It also vital to be MIND-ful of our colleagues and those around us and offer to support to those in need.
In future years 2020 may be seen as the “year of the pandemic”. 2021 could be the year of greater awareness of all health issues; visible and invisible – physical and mental.
Workforce Well-being in the VCSE Sector.
Workforce Well Being – ACEVO
ACEVO, in conjunction with Mental Health Foundation England, has published a significant report exploring the well being of the workforce in the VCSE sector. The report can be found here.
The main findings are grouped under four headings:
What makes it tough: the vulnerability of charity staff where the commitment and pressures brought by lived experience/personal connection or even a drive for social justice all combine to over burden the workforce – who may not realise that they are over burdened.
The impact on leaders with issues around the need to balance authentic honesty, with taking very difficult organisational decisions that can have an impact on people’s lives. Holding responsibility for workforce wellbeing, and the desire to compensate for the challenges of working in the sector, can be draining for CEOs. The scale of the challenges can feel overwhelming, and it is easy for leaders to feel they are ‘not coping’.
When the ground shifts which has become apparent as the operating environment for charities suddenly changed. Many teams and communities are experiencing deep sadness, loss, isolation and fear as they witness growing need and falling income as a result of the Covid-19 pandemic.
Governance and strategy which states that the sector will not be able to meet challenges unless the mental health of staff and leadership is prioritised. Boards play an important role in highlighting mental health as an organisational priority if organisations are to do their best work, ensuring that leaders know they are not alone by giving them the permission they need to reach out and share the load.
The report explores many issues that are too often put into the “too difficult”, “tomorrow” or “to introduce this may imply weakness” piles. 2021 will continue to bring pressures. Trustees and CEO’s are urged to take time out to read this report and consider the impact on their organisation.
Andrew Rainsford, Policy and Research Officer, VSNW.
