NHS Health and Well-being Report
The following provides a summary of the recommendations in this Final Report. 
Improving organisational behaviours and performance
We recommend that all NHS organisations provide staff health and well-being services that are centred on prevention (of both work-related and lifestyle-infl uenced ill- health), are fully aligned with wider public health policies and initiatives, and are seen as a real and tangible benefit of working in the NHS (paragraph 2.4).
We recommend that all NHS leaders and managers are developed and equipped to recognise the link between staff health and well-being and organisational performance and that their actions are judged in terms of whether they contribute to or undermine staff health and well-being (paragraph 2.4).
We recommend that all NHS Trusts develop and implement strategies for actively improving the health and well-being of their workforce, and particularly for tackling the major health and lifestyle issues that affect their staff and the wider population (paragraph 2.5).
All NHS Trusts should implement the guidance both from the National Institute for Health and Clinical Excellence (NICE) on promoting mental health and well-being at work and from the National Mental Health and Employment Strategy (paragraph 2.8).
It is essential that all NHS Trusts put staff health and well-being at the heart of their work, with a clearly identifi ed board-level champion and senior managerial support (paragraph 2.9).
Training in health and well-being should be an integral part of management training and leadership development at local, regional and national levels and should be built into annual performance assessment and personal development planning processes (paragraph 2.9).
We believe that high priority should be given to ensuring that managers have the skills and tools to support staff with mental health problems (paragraph 2.11).
Achieving an exemplar service
We recommend that, when drawing up a staff health and well-being strategy, Trusts undertake a proper assessment of key health priorities and risk factors, which should fully reflect their legal requirements in this area (paragraph 3.4).
We recommend that there should be consistent access to early and effective interventions for common musculoskeletal and mental health problems in all Trusts, as they are the major causes of ill-health among NHS staff (paragraph 3.4).
We recommend that, as well as providing core staff health and well-being services to nationally specified standards, all Trusts should provide a range of additional staff health and well-being services targeted at the needs of their organisation.To do this they will need both to assess the specifi c needs and requirements of their staff and to engage with staff to determine the services they wish to see provided (paragraph 3.5).
Staff engagement will be critical to ensuring that both the range of services and the way in which they are provided are seen as credible and to addressing staff concerns. Trusts need to go beyond simply meeting their legislative obligations to embrace a wider concept of staff engagement (paragraph 3.7).
It is essential that staff health and well-being services commissioned following the sort of risk assessment process we have outlined are then properly resourced (paragraph 3.8).
Core early intervention services should form part of the minimum service specifi cation for staff health and well-being recommended in our earlier report (paragraph 3.11).
There should also be nationally agreed service standards for early intervention (paragraph 3.11).
Embedding staff health and well-being in NHS systems and infrastructure
We now recommend that the NHS Operating Framework should clearly establish the requirement for staff health and well-being to be included in national and local governance frameworks to ensure proper board accountability for its implementation (paragraph 4.2).
We recommend that the Care Quality Commission’s annual assessment of NHS organisations and their delivery partners should in future include standards and targets for staff health and well-being. Similarly, Monitor should consider support for staff health and well-being in its assessment process for Foundation Trust status as well as in its in-year monitoring arrangements (paragraph 4.3).
It is important that the approach to improving support for staff health and well-being is developed in consultation and partnership with staff and trade unions (paragraph 4.5).
We recommend that all NHS organisations put in place a staff health and well-being strategy developed with the full involvement of staff and staff representatives, and that its implementation is routinely monitored, reported and discussed with staff and their representatives (paragraph 4.7).
It is essential that staff health and well being strategies, and the services that are subsequently commissioned, are available to all staff on an equitable basis (paragraph 4.9).
It is also important that delivery of staff health and well-being services is properly monitored and regularly assessed and reviewed (paragraph 4.10).
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