Following the launch of its all member survey in the spring 2018, the BMA has published a report highlighting how the views expressed by doctors will contribute to developing a positive vision for what a caring, supportive, and collaborative health and care system should look like.
In May and June 2018, doctors across the UK were invited to share their views on a range of issues affecting their working lives and focusing on three themes: culture, structure and workforce. Just under 8,000 members completed this comprehensive survey. This report sets out the responses received, which together provide a clear picture of the challenges and opportunities facing doctors in the NHS today.
The results reveal that many doctors feel they are working in a non- supportive environment, where patient safety can at times be jeopardised and learning and reflection discouraged. They also demonstrate the dire consequences of insufficient funding, medical personal, support staff, beds and equipment on the doctors working conditions and patient treatments. The results also point out the damaging impact of poor lines of communication and IT support on the efforts to encourage greater innovation and collaboration in our health services.
A new infographic relesased by NHS Employers highligts the different routes into nursing. Until recently, the routes to developing registered nurses within the workforce have been limited, with the university degree being the main way to train this group of staff.
The introduction of the nursing degree apprenticeship gives a new opportunity for employers to train nurses, while the creation of the new nursing associate role can help to be a bridge between healthcare assistants and graduate registered nurses. These new routes can create a confusing picture for employers and so we have created a resource to support you to make the most of the new and existing routes into nursing (Source: NHS Employers).
NHS England | July 2018 | Frequently Asked Questions on the NHS Workforce Race Equality Standard (WRES)
NHS England have released frequently asked questions (FAQs). This document presents the frequently asked questions regarding the NHS Workforce Race Equality Analysis. It is intended to help support the understanding and use of the WRES.
Further information on the work of the national WRES Implementation Team can be found at NHS England
NHS Employers| July 2018| Future of work: the impact of technology and avoiding solutioning
A new podcast from NHS Employers includes discussion around Wilson Wong, head of insights and futures at CIPD, recent presentation to conference delegates at the NHS Confederation’s 2018 annual conference.
Wilson argues that paying attention to the drivers that are shaping our futures will enable us to put some shape to these futures and consequently act on any blind spots in strategic thinking. He also touches on how the NHS could apply futures methodology to its work, referencing Professor Topol’s review on the NHS Workforce (Source: NHS Confederation).
The King’s Fund & NHS Providers | July 2018 | Leadership in today’s NHS: delivering the impossible
The King’s Fund & NHS Providers report the findings from their survey of NHS trusts and foundation trusts conducted in 2017 by NHS Providers, the survey used qualitative interviews and a roundtable event with frontline leaders and national stakeholders.
Among the findings from the survey:
Leadership vacancies are widespread, with director of operations, finance and strategy roles having particularly high vacancy rates and short tenures
A culture of blaming individuals for failure is making leadership roles less attractive. Organisations with the most significant performance challenges experience higher levels of leadership churn. National bodies need to do more to support leaders to take on and stay in these roles.
To tackle high leadership churn, national programmes should target professional roles where concerns over the pipeline of future leaders is greatest. Regional talent
management functions – largely absent since the abolition of strategic health authorities – should be rebuilt in the new joint NHS England and NHS Improvement regional teams (Source: The King’s Fund & NHS Providers).
The news release from The King’s Fund can be viewed here
Health Education England | June 2018 | The Topol ReviewPreparing the healthcare workforce to deliver the digital future
Health Education England (HEE) has published its interim report on preparing the healthcare workforce for future developments. The review is considering four key questions:
How are technological (genomics, digital medicine, artificial intelligence (AI) and robotics) and other developments likely to change the roles and functions
of clinical staff and their support in all professions over the next two decades?
What are the implications of these changes for the skills required?
For which professions or sub-specialisms are these likely to be particularly significant?
What does this mean for the selection, curricula, education, training, development and lifelong learning of current and future NHS staff?
Based on its work so far, HEE’s Review is proposing three key principles, which should govern the NHS’s future workforce strategy, these are: • Patients: If willing and able to do so, will be empowered by new tools to become more actively involved and engaged in their care. The patient generated data will be interpreted by algorithms enabling personalised self-management and self-care.
• Evidence: The introduction of any technology must be grounded in robust research evidence and a fit for purpose and ethical governance framework that patients, public and staff can all trust.
• Gift of time: Whenever possible, the adoption of technology should be used to give more time for care, creating an environment in which the patient-clinician relationship is enhanced.
The Interim Report June 2018- A Call for Evidence is at HEE
An NHS bonus: how fixing the NHS’s broken pay system can deliver better outcomes for patients | Centre for Policy Studies
This report argues that by introducing greater flexibility into the system, and linking pay more closely with performance and objectives, both NHS productivity and patient outcomes could be improved. It urges the Government, and NHS managers, to make reform of the pay system an urgent priority as part of the new funding settlement.