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Challenges and Opportunities for the Health and Care Workforce

Jamie RentoulDirector of Workforce StrategyDepartment of Health

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Delivering High Quality Health and Care

It is the commitment, professionalism and dedication of the NHS, public health and social care staff that can make the greatest difference in providing high quality services and care for patients, service users and their families

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Enabling a high quality health and care workforce:challenges & opportunities

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Enabling a High Quality Workforce

Developing the workforce to deliver high quality, effective compassionate care requires:

• the right values

• the right leadership

• the right capacity

• the right skills

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Right values

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Right Leadership

“Good management of NHS staff leads to higher quality of care, more satisfied patients and lower patient mortality. Good staff management offers significant

financial savings for the NHS, as its leaders respond to the challenge of sustainability in the face of increasing costs and demands […] By giving staff clear direction, good support and treating them fairly and supportively, leaders create

cultures of engagement, where dedicated NHS staff in turn can give of their best in

caring for patients”‘NHS Staff Management and Quality: Results from the NHS Staff Survey’

DH funded report by Prof. Michael West at Lancaster University Management School, 2011

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Right Capacity

Right Capacity

GPs 40,265

Consultants 40,394

Registrars 39,404

GP practice nurses 23,458

Support to doctors & nursing staff 269,714

Support to ambulance staff 13,451

Central functions 106,696

Hotel, property and estates 71, 242

Manager and senior manager 37,314

Qualified ambulance staff

18,645

Allied health professionals 74,902

Healthcare scientists 31,173

Other scientific, therapeutic

& technical staff 47,490

GP providers 26,886

Estimated number of NHS hospital & community health service and general practice

workforce as at 30 September 2012:

1.36 million

Professionally qualified clinical staff

687,810

Other doctors in training and equivalents 13,952Other medical and

dental staff 12,302

Other GPs 8,898

GP registrars 4,426

Qualified nursing, midwifery & health

visiting staff 346,410

Support to clinical staff

343,927

Infrastructure support 215,071

Nursing369,868

Doctors146,075

Scientific, therapeutic & technical 153,472

Support to scientific, therapeutic & technical staff 61,345

Residential 675,000

Domiciliary 831,000

Estimated number of adult social care jobs by employer type in England, 2011:

1.85 millionDay 96,000

Community 251,000

Other GP practice staff 113,832

Direct care 776,200

Managerial/supervisory 31,700

Other 18,400

Professional 4,300

Right Capacity

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Right Skills

The Cavendish Review: An Independent Review in Healthcare Assistants and Support Workers in the NHS and

Social Care Settings

“Helping an elderly person to eat and swallow, bathing someone with dignity and without hurting them, communicating with someone with early onset dementia; doing these things with intelligent kindness, dignity, care and respect requires skill […] Calling this “basic” care does not reflect the fact that getting it right is a deeply skilled task.”

“This Review can only ever be a first stage on a long journey. These recommendations are intended to start that journey, by ensuring that support staff are treated as a strategic resource in health and social care. For some of

them are the most caring of all.”

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Right Outcomes for people

“It is not sufficient to have a well-trained workforce. There also needs to be good clinical and managerial leadership… leaders that demonstrate the right values and behaviours at every level of the sector provide the best foundation for transforming social care”.(Winterbourne View Review)

“… we will work with care providers, service users and carers to develop a sector-specific compact, including a skills pledge, to promote culture change and skills development”. (White Paper – Caring for our future: reforming care and support)

“…there needs to be a relentless focus on the patient’s interests and the obligation to keep patients safe and protected from substandard care. This means that the patient must be first in everything that is done: there must be no tolerance of substandard care; frontline staff must be empowered with responsibility and freedom to act in this way under strong and stable leadership in stable organisations”.

“The common culture and values of the NHS must be applied at all levels of the organisation, but of particular importance is the example set by leaders”.

(the Francis Inquiry)