Health and Social Care Secretary, Wes Streeting, has ordered a full and independent investigation into the state of the NHS to uncover the full extent of the issues facing our national health service. Lifelong surgeon, innovator, and former health minister Professor Lord Darzi has been tasked with leading the rapid ‘raw and honest assessment’, which they say will be delivered by September and that its findings will feed into the government’s 10-year plan to radically reform the nation’s health service.
There are evidently numerous challenges facing our health service; from waiting lists for pre-planned hospital treatment at around 7.5 million in England – a 66% increase since the start of the pandemic (Nuffield Trust), an aging population, over 2.5 million Britons being out of work due to sickness and NHS staff leaving the workforce due to burnout, work-life balance or health issues – which is a significant problem, and one that we believe should be front and centre for the new government in order to fund and deliver the NHS Long Term Workplace Plan.
Vacancies in the NHS remain a big concern with an estimated 111,000 posts currently unfilled substantially. The use of locums, bank and agency staff helps fill the void however comes at a significant cost and doesn’t positively impact the culture being developed. 45% of respondents according to Ipsos polling for the NHS Confederation say that increasing staff numbers should be the priority for improving the NHS. However, this challenge is not simply exclusive to the NHS. The social care workforce faces significant challenges and without an equivalent plan for social care and it’s hard to understand how the full benefits of the NHS plan will be met.
As per the NHS Long Term Workforce Plan, training and growing the workforce by significantly expanding domestic education, training and recruitment will result in more healthcare professionals working in the NHS. Retaining staff by improving culture, leadership and wellbeing is also a key priority. NHS Trusts who have the highest retention rates are those who ensure their staff can work flexibly, have access to health and wellbeing support and work within a culture that embraces diversity of thought. This approach not only results in the workforce feeling valued and appreciated but also helps create a culture of inclusivity and belonging, which in turn will mean better care for the communities served.
In order for this to materialise, it’s vital that we ensure leaders at every level are aware of the positive impact that psychological safety and compassionate leadership can bring and understand the impact of wider inequalities on health outcomes and who actively promote equality, diversity and inclusion. Having diversity of thought within the Board and executive team will not only mean staff feel heard, understood and like they belong, it will also impact positively on the communities served, inspire understanding and trust, help build inclusion and reduce inequalities – and ultimately, will play a major part in improving the heath and wellbeing of all.
At Mclean Public we have been fortunate enough to work with some major organisations within health and social care and across the broader public sector in appointing their diverse executive and non-executive teams and know the true importance of having a leadership team that values inclusivity.
