Although there is no one-size-fits-all approach to improving the wellbeing of your workforce, the evidence base on the most effective initiatives and approaches is constantly evolving. This can provide a useful basis for reviewing the approach and making decisions as we know how important it is to retain our valued NHS workforce. 

‘Working environments and break out spaces are key,’ says Raffaela Goodby, Chief People Officer at Birmingham Women’s and Children’s Hospital. 

Speaking recently to the team at Darwin Group, the leading healthcare construction company helping to create NHS estates fit for the future, Raffaela explained how working closely with her teams has helped create wellbeing and energy hubs on the Trust’s sites and gave an insight into how staff are benefitting from their arrival. 

‘Spaces are powerful,’ explained Raffaela.  

‘Taking control of our own environment is essential if we are to support our staff with their physical and mental health.’ 

Staff stress has long been a critical issue for the NHS and many sites have taken steps to encourage their staff to relax and recharge in more relaxing break out areas and green spaces. 

‘Upgrading estates needs to be a collaborative effort,’ Raffaela continued, ‘shared visions, decisions and leadership, with a system wide approach, putting people at the heart of our decision making, is key.’ 

The introduction of wellbeing hubs on each main hospital site, the Children’s Hospital, Women’s Hospital and Parkview Clinic sites, offering busy staff a breakout facility to relax, recharge and refocus during hectic shift patterns, are used by teams from every part of the hospital. 

‘We spend our days caring for others but sometimes we’re not good at asking for help ourselves, said Raffaela, ‘we believe one of our biggest assets is our people here and by having a proactive approach to health and wellbeing it supports the delivery of the Trust’s strategic priorities – looking after all our people in order to continue to provide exceptional patient care. 

‘Spaces to decompress and unwind are vital and our energy hubs offer everything from massage chairs to books and a piano to a community pantry, or for many, it is just a about a quiet area to sit and take a power rest if needed. 

‘At Birmingham Women’s and Children’s Hospital, our sickness level amongst our 6300 strong workforce is the lowest it has been in two years,’ continued Raffaela. 

With a particular focus on empowering her colleagues to ‘bring their whole selves to work,’ Raffaela, awarded the HPMA HR Director of the Year during Covid in 2020, is committed to driving true inclusion through innovative, forward-thinking people practice. 

Developing the national pregnancy loss policy for the NHS with Trade Unions and, as a visible advocate for women’s services in Birmingham and Solihull, Raffaela led on the development of a new facility for patients using her passion for not just improving NHS staff environments, but also that of the patients at the hospital. 

Through a successful charity appeal, which raised £3million, Woodlands House became a reality, a haven for some of the 2,000 grieving mums and dads every year who lose a baby through miscarriage, stillbirth, or neonatal death. 

A brand-new, purpose-built, centre away from the hustle and bustle of the main hospital, where families can spend time together in safe, secure, and serene surroundings before they feel ready to face the world again, Woodlands House provides a quiet haven for families to spend time with their babies.  

The first of its kind in a UK hospital setting – families experiencing the heartbreak of loss, can grieve in private, away from the busy main hospital.  

‘Every loss is a devastating and uniquely personal experience,’ said Raffaela, ‘but prior to Woodlands House becoming a reality, the space in which our expert bereavement midwives had to hold heartbreaking conversations didn’t reflect the significance of each family’s loss. 

‘Receiving devastating news in cramped ‘quiet’ rooms, often on the maternity ward or in busy outpatient areas, our patients repeatedly speak of feeling rushed and having ‘nowhere to go’ after receiving devastating news. 

‘Woodlands House is all about improving patient experience for all the women and families at our hospital, we are striving to provide our patients with a service over and above what the hospital alone can deliver, whilst also prioritising employee wellbeing and mental health.’