One year on from the launch of the Developing People- Improving Care, this report highlights how leaders across health and social care have implemented the framework | NHS Improvement
In 2016, thirteen organisations from health, social care and local government came together to create the Developing People Improving Careframework, based on national and international research, and conversations held with people across the health and care system.
One year on, this publication highlights some of the work taking place, demonstrating the steps people are already taking to ensure systems of compassion, inclusion and improvement, are at the core of the health and care system. The report also sets out plans for the year ahead.
Northumbria Healthcare NHS Foundation Trust has taken positive action to support the health and wellbeing of its staff through its reward offer.
This case study looks at the importance of communicating the entire reward offer to potential and existing staff, how the approach had been embedded in HR processes and the targeted approach to health and wellbeing.
As a result, there has been a positive impact in what staff think about the trust and there has been a reduction in short-term absence
This case study describes how Chelsea and Westminster Hospital NHS Foundation Trust has significantly reduced their agency spend by developing an app which allows locums to easily self-roster.
LocumTap has increased bank use from 30 to 70 per cent, is saving the trust approximately £40,000 a month for junior doctor shifts alone and is improving morale, recruitment and retention.
This case study highlights how Northern Devon Healthcare NHS Trust used reward, within a clear recruitment strategy, to attract employees, increase applications for roles, and reduce agency spend and nursing vacancies.
This guide contains key information on: using data to understand the workforce, making improvement and change, getting board commitment, building line manager competence and evaluating retention initiatives.
The future of the mental health workforce | Centre for Mental Health
This report is based on insights from service users, carers and professionals and outlines a list of recommendations for a sustainable mental health workforce.
It emphasises the importance of prevention, including the role of GPs in supporting people before they reach crisis point. It describes commissioning of mental health services as in “crisis” with a “shrinking workforce, growing expectations and exhausting demands” putting pressure on staff across the country.
The report makes 22 recommendations for policy, practice, education and training, highlighting 4 key calls to action:
For mental health careers to be promoted in schools and colleges: to build on growing awareness and understanding about mental health to encourage young people to aspire to work in the sector when they’re considering their career choices
For all mental health service providers to support the mental health and wellbeing of their staff: to become ‘compassionate organisations’ that care for the people who work in them
For mental health workers to get training in the skills they will need in the future, including in coproduction, community engagement and psychological interventions
For people to be able to build their careers more flexibly, working in a range of different settings and sectors, and taking on new roles as they get older