Recommendations & Conclusions
33 items
1
Conclusion
Second Report - Workforce burnout and r…
Burnout is a widespread reality in today’s NHS and has negative consequences for the mental health of individual staff, impacting on their colleagues and the patients and service users they care for. There are many causes of burnout, but chronic excessive workload is a key driver and must be tackled …
Government response. 2.1 Recommendation 1 and 2 have been grouped together for an overarching response to the committee. 2.2 The government agrees with the committee that monitoring staff wellbeing is essential both to better understand the various factors that impact upon wellbeing …
Department of Health and Social Care
2
Conclusion
Second Report - Workforce burnout and r…
Understanding the scale and impact of workforce burnout can only be achieved with a metric for staff wellbeing and staff mental health that covers both the NHS and social care. We therefore recommend that the Department for Health and Social Care extends the NHS Staff Survey to cover the care …
Government response. 2.2 The government agrees with the committee that monitoring staff wellbeing is essential both to better understand the various factors that impact upon wellbeing and to take action to drive continuous improvement. We support the work that the NHS and …
Department of Health and Social Care
3
Recommendation
Second Report - Workforce burnout and r…
We further recommend that the NHS Staff Survey and any social care equivalent includes an overall staff wellbeing measure, so that employers and national bodies can better understand staff wellbeing and take action based on that understanding. The Staff Survey already allocates a scale out of 10 for each ‘theme’ …
Government response. Recommendation 1 and 2 have been grouped together for an overarching response to the committee. The government agrees with the committee that monitoring staff wellbeing is essential both to better understand the various factors that impact upon wellbeing and to …
Department of Health and Social Care
4
Conclusion
Second Report - Workforce burnout and r…
We welcome the additional support provided to health and care staff during the pandemic. However, we conclude that such additional support will need to be maintained during the recovery period and beyond to stop further staff from leaving. Furthermore simply offering support services, however important, is not on its own …
Government response. Recommendation 3 and 4 have been grouped together for an overarching response to the committee. NHS and social care staff have undoubtedly been through a very challenging period and they have been dedicated to providing the highest quality of care …
Department of Health and Social Care
5
Recommendation
Second Report - Workforce burnout and r…
We recommend that Integrated Care Systems (ICSs) be required to facilitate access to wellbeing support for NHS and social care workers across their systems, and that they are accountable for the accessibility and take-up of those services.
Government response. Recommendation 3 and 4 have been grouped together for an overarching response to the committee. NHS and social care staff have undoubtedly been through a very challenging period and they have been dedicated to providing the highest quality of care …
Department of Health and Social Care
6
Recommendation
Second Report - Workforce burnout and r…
We further recommend that the level of resources allocated to mental health support for health and care staff be maintained as and when the NHS and social care return to ‘business as usual’ after the pandemic; and that the adequacy of resources allocated to that support be monitored on a …
Government response. Recommendation 3 and 4 have been grouped together for an overarching response to the committee. NHS and social care staff have undoubtedly been through a very challenging period and they have been dedicated to providing the highest quality of care …
Department of Health and Social Care
7
Conclusion
Second Report - Workforce burnout and r…
It is imperative staff have the opportunity and the confidence to speak up. However, this needs to be matched with a culture in which organisations demonstrate that they are not just listening to, but also acting on, staff feedback. While NHS organisations have a formal structure to raise concerns through …
Government response. 3.1 We recognise the importance of encouraging a positive culture where people are empowered to speak up and where they feel that their voices will be heard, and ideas acted upon. We will explore with the sector whether and how …
Department of Health and Social Care
8
Conclusion
Second Report - Workforce burnout and r…
Improvements to workplace culture have been made, but equally, there is more work to be done. Embedding and facilitating cultures which support compassionate leadership must be at the heart of that work. There is a strong appetite for that leadership from both managers and staff, but structural barriers remain. The …
Government response. 3.2 As a Government, we recognise that leaders and senior managers are central to creating a supportive, healthy and compassionate workplace culture. The NHS People Plan recognises that the most effective route to making change in the NHS is through …
Department of Health and Social Care
9
Recommendation
Second Report - Workforce burnout and r…
We recommend that NHS England undertake a review of the role of targets across the NHS which seeks to balance the operational grip they undoubtedly deliver to senior managers against the risks of inadvertently creating a culture which deprioritises care of both staff and patients.
Government response. 3.2 As a Government, we recognise that leaders and senior managers are central to creating a supportive, healthy and compassionate workplace culture. The NHS People Plan recognises that the most effective route to making change in the NHS is through …
Department of Health and Social Care
10
Recommendation
Second Report - Workforce burnout and r…
We further recommend that the Department of Health and Social Care work with stakeholders to develop staff wellbeing indicators, on which NHS bodies can be judged.
Government response. 3.7 As detailed in recommendation 2, the annual NHS Staff Survey provides a key indication of staff wellbeing across NHS Trusts. The new Wellbeing Dashboard incorporates relevant questions from the staff survey alongside other measures such as sickness absence and …
Department of Health and Social Care
11
Conclusion
Second Report - Workforce burnout and r…
The Committee welcomes the Workforce Race Equality Standard (WRES), along with the People Plan, as an important step towards an NHS which offers equal opportunities to all its staff. We were pleased to hear in our oral evidence session that work had begun to provide similar information to the WRES …
Government response. The Government agrees that Workforce Race Equality Standard (WRES) and Workforce Disability Equality Standard (WDES) data should be included in the ‘balanced basket of indicators’ for Integrated Care Systems. Our view is that the targets which organisations set themselves should …
Department of Health and Social Care
12
Conclusion
Second Report - Workforce burnout and r…
We therefore recommend that WRES data be made part of the ‘balanced basket of indicators’ we suggest for Integrated Care Systems, with the result that they become accountable for progress across their domains. As part of this process, organisations should set themselves ambitious yet achievable targets that include timings.
Government response. 3.11 The Government agrees that Workforce Race Equality Standard (WRES) and Workforce Disability Equality Standard (WDES) data should be included in the ‘balanced basket of indicators’ for Integrated Care Systems. 3.12 Our view is that the targets which organisations set …
Department of Health and Social Care
13
Conclusion
Second Report - Workforce burnout and r…
We heard that colleagues from Black, Asian and minority ethnic backgrounds across the NHS and social care continue to face additional challenges. As stated above, we welcome the commitments of the People Plan to a truly inclusive workforce, and the accountability brought by the WRES. But the People Plan does …
Government response. 3.18 Recommendations 9 and 16 have been grouped together for an overarching response to the committee. 3.19 The social care workforce is critical to enabling the highest standards of care and support. We are listening to and engaging with frontline …
Department of Health and Social Care
14
Recommendation
Second Report - Workforce burnout and r…
We recommend that adult social care have its own People Plan, which includes parallel commitments to those for the NHS on diversity and inclusion.
Government response. 3.18 Recommendations 9 and 16 have been grouped together for an overarching response to the committee. 3.19 The social care workforce is critical to enabling the highest standards of care and support. We are listening to and engaging with frontline …
Department of Health and Social Care
15
Conclusion
Second Report - Workforce burnout and r…
Staff from overseas play a key role in enabling the NHS and social care to function. Whatever role overseas staff will play in the long-term, they are essential to the health and social care system in the short-term and medium-long term because any 56 Workforce burnout and resilience in the …
Government response. 3.22 We hugely value the contribution of international staff from across the world who provide excellent care. International recruitment has long been part of the NHS workforce strategy. The NHS People Plan recognizes that international staff are critical to a …
Department of Health and Social Care
16
Recommendation
Second Report - Workforce burnout and r…
We recommend that the Department develops an NHS and social care national policy framework around migration to support national and local workforce planning and identify the balance between domestic and international recruitment in the short, medium and long-term. (Paragraph 91) The impact of covid-19 on burnout
Government response. 3.22 We hugely value the contribution of international staff from across the world who provide excellent care. International recruitment has long been part of the NHS workforce strategy. The NHS People Plan recognizes that international staff are critical to a …
Department of Health and Social Care
17
Conclusion
Second Report - Workforce burnout and r…
Covid-19 has exacerbated existing problems with staff welfare, but also brought some benefits, including higher levels of recognition and different ways of working. While enhanced recognition of the work of health and care staff is welcome, adequate and holistic support for their mental health and wellbeing is of primary importance. …
Government response. 4.1 We recognise the impact the COVID-19 pandemic may have over the longer term and are committed to monitoring its effect on the workforce to ensure we respond to any arising needs. 4.2 In the adult social care sector, high …
Department of Health and Social Care
18
Recommendation
Second Report - Workforce burnout and r…
We recommend that national bodies must continue to monitor the impact of covid-19 on the NHS and adult social care workforce and ensure that workforce planning builds in time for recovery after the pandemic is over.
Government response. 4.1 We recognise the impact the COVID-19 pandemic may have over the longer term and are committed to monitoring its effect on the workforce to ensure we respond to any arising needs. 4.2 In the adult social care sector, high …
Department of Health and Social Care
19
Recommendation
Second Report - Workforce burnout and r…
We recommend that the Department of Health and Social Care, the national bodies, and individual organisations across the NHS and social care commit to capturing and disseminating the innovations—in particular giving greater levels of autonomy to staff and new forms of integrated working—during the pandemic so that they can be …
Government response. 4.15 The pandemic brought about rapid and profound changes in ways of working across the health and social care sectors. As noted by the committee, whilst recognising the challenges the pandemic has posed, there has also been some great examples …
Department of Health and Social Care
20
Recommendation
Second Report - Workforce burnout and r…
It is clear from the evidence collected by Government, the NHS and other organisations that staff from Black, Asian and minority ethnic groups have been disproportionately affected by the pandemic in a way that has shone a light on deeply worrying divisions in society. Both the Public Health England and …
Government response. 4.25 The Minister for Equalities, Kemi Badenoch MP, has been leading cross- government work to address the findings of the PHE report (June 2020) on Covid-19: review of disparities and risks in outcomes, which highlighted the disproportionate impacts of covid-19 …
Department of Health and Social Care
21
Recommendation
Second Report - Workforce burnout and r…
We further recommend that Integrated Care Systems have a duty to report on progress made against those recommendations made to improve the support for their staff from Black, Asian and minority ethnic backgrounds. (Paragraph 134) Workforce planning
Government response. 4.33 We recognise the importance of ICS involvement in ensuring progress on the recommendations made to improve the support for their staff from ethnic minority backgrounds. 4.34 As detailed in our response to recommendation 8, as part of the wider …
Department of Health and Social Care
22
Conclusion
Second Report - Workforce burnout and r…
It is clear from our witnesses that although the People Plan presents comprehensive ambition to address the failings in the culture of the NHS, and address the needs and wellbeing of NHS staff, its delivery will depend on the level of resourcing allocated to these priorities. Without adequate funding the …
Government response. 5.1 Delivery of the People Plan is overseen by NHSEI’s People Plan Delivery Board (PPDB) which brings together national People Plan leads, DHSC representatives, Regional People Board Chairs, system, trust and Primary Care Network representatives. 5.2 Throughout the pandemic, the …
Department of Health and Social Care
23
Recommendation
Second Report - Workforce burnout and r…
We recommend that the Department published regular, costed updates along with delivery timelines for all of the proposals in the People Plan.
Government response. Delivery of the People Plan is overseen by NHSEI’s People Plan Delivery Board (PPDB) which brings together national People Plan leads, DHSC representatives, Regional People Board Chairs, system, trust and Primary Care Network representatives. Throughout the pandemic, the four themes …
Department of Health and Social Care
24
Recommendation
Second Report - Workforce burnout and r…
The absence of a People Plan for social care serves only to widen the disparity in recognition and support for the social care components of health and social care. The Government should rectify this as a matter of urgency in their upcoming work to reform the social care sector; and …
Government response. The social care workforce is critical to enabling the highest standards of care and support. We are listening to and engaging with frontline staff, sector leaders and our partners about how the Government can best support those who work in …
Department of Health and Social Care
25
Conclusion
Second Report - Workforce burnout and r…
We therefore recommend that, as a priority, the Department produces a People Plan for social care that is aligned to the ambitions set out in the NHS People Plan.
Government response. The social care workforce is critical to enabling the highest standards of care and support. We are listening to and engaging with frontline staff, sector leaders and our partners about how the Government can best support those who work in …
Department of Health and Social Care
26
Conclusion
Second Report - Workforce burnout and r…
We have made recommendations to the Department on the reform and funding of social care in previous Reports. We believe that they are worth restating. Those recommendations are as follow:
Government response. The social care workforce is critical to enabling the highest standards of care and support. We have listened to and engaged with frontline staff, sector leaders and our partners about how the Government can best support those who work in …
Department of Health and Social Care
27
Recommendation
Second Report - Workforce burnout and r…
(a) Alongside […] a long term funding settlement we strongly believe the Government should publish a 10 year plan for the social care sector as it has done for the NHS. The two systems are increasingly linked and it makes no sense to put in place long term plans for …
Government response. The social care workforce is critical to enabling the highest standards of care and support. We have listened to and engaged with frontline staff, sector leaders and our partners about how the Government can best support those who work in …
Department of Health and Social Care
28
Recommendation
Second Report - Workforce burnout and r…
(b) The social care sector needs reassurance that both the structural and financial problems it faces will be tackled by the Government in a timely way. For that reason, we recommend that a duty is included in the Bill for the Secretary of State to publish a 10-year plan with …
Government response. The social care workforce is critical to enabling the highest standards of care and support. We have listened to and engaged with frontline staff, sector leaders and our partners about how the Government can best support those who work in …
Department of Health and Social Care
29
Conclusion
Second Report - Workforce burnout and r…
The emergency that workforce burnout has become will not be solved without a total overhaul of the way the NHS does workforce planning. After the pandemic, which revealed so many critical staff shortages, the least we can do for staff is to show there is a long term solution to …
Government response. 5.9 The Committee recommended HEE publish independent annual reports on workforce shortages and future staffing requirements that cover the next five, ten and twenty years, and that these projections should also cover social care as well. We note that the …
Department of Health and Social Care
30
Conclusion
Second Report - Workforce burnout and r…
The way that the NHS does workforce planning is at best opaque and at worst responsible for the unacceptable pressure on the current workforce which existed even before the pandemic. (Paragraph 183) 58 Workforce burnout and resilience in the NHS and social care
Government response. 5.9 The Committee recommended HEE publish independent annual reports on workforce shortages and future staffing requirements that cover the next five, ten and twenty years, and that these projections should also cover social care as well. We note that the …
Department of Health and Social Care
31
Conclusion
Second Report - Workforce burnout and r…
It is clear that workforce planning has been led by the funding envelope available to health and social care rather than by demand and the capacity required to service that demand. Furthermore, there is no accurate, public projection of what health and social care require in the workforce for the …
Government response. 5.9 The Committee recommended HEE publish independent annual reports on workforce shortages and future staffing requirements that cover the next five, ten and twenty years, and that these projections should also cover social care as well. We note that the …
Department of Health and Social Care
32
Recommendation
Second Report - Workforce burnout and r…
We recommend again, that Health Education England publish objective, transparent and independently-audited annual reports on workforce projections that cover the next five, ten and twenty years including an assessment of whether sufficient numbers are being trained. We further recommend that such workforce projections cover social care as well as the …
Government response. The Committee recommended HEE publish independent annual reports on workforce shortages and future staffing requirements that cover the next five, ten and twenty years, and that these projections should also cover social care as well. We note that the committee …
Department of Health and Social Care
33
Recommendation
Second Report - Workforce burnout and r…
We further recommend that those projections: • Are informed by the future shape of services and anticipated demand. • Take into account the labour market as a whole. • Make clear the opportunity cost of not training, employing and retaining sufficient numbers of staff. (Paragraph 186) Workforce burnout and resilience …
Government response. The Committee recommended HEE publish independent annual reports on workforce shortages and future staffing requirements that cover the next five, ten and twenty years, and that these projections should also cover social care as well. We note that the committee …
Department of Health and Social Care