Dr Peter Mayer, IAH Hon. Treasurer - Staying as we are?

What are the implications of the workforce crisis and the fact that we have to change to continue to supply a fit for purpose health care system? I start with selective quotes from Roy Lilley’s daily blog of the 28th February This email address is being protected from spambots. You need JavaScript enabled to view it.
“There is almost no part of the NHS that does not have a people problem.
... changing the way, we do things is painful, uncomfortable and contested but is probably the only way out.

Interwoven are the paradoxes; technology changes faster than we are prepared to evolve our services. Outpatients fingered by Britnell and singled out in the LTP, the unreformed backwater of a 60's NHS.

In an OECD survey 70% of doctors and 80% of nurses reported being over-skilled for aspects of their work. It is a criminal waste.

Britnell calls on us to reframe the debate about workforce-planning and shift our thinking to productivity, health and wealth creation. He has been to 77 countries; he knows what's what.”

Mark Britnell’s new book: Human: Solving the global workforce crisis in healthcare is available on Amazon on18 Mar 2019
“By 2030, the world will be short of approximately 15 million health workers - a fifth of the workforce needed to keep healthcare systems going.”

Then:
- “Primary care will step-up; population health management, patient segmentation and stratification, all main stream.
-Patients doing more for themselves.
-Integrated pathways of care and hospitals full-filling their potential as centres of excellence.”

To further quote from Caroline Abrahams Age UK 4.3.2019:

“The Plan (10-year plan) itself was published in January and we were glad to see that, within the 130-page document, there are commitments to support people to age well and to stay independent at home for longer. This includes three ambitious new service models to enhance NHS care in care homes, identify and provide proactive support to people living with frailty in the community, and enhance rapid community response at times of crisis.”

“Over the coming months, Sustainability and Transformation Partnerships (STPs) and Integrated Care Systems (ICSs) will be developing and implementing their own five-year strategies to take forward the ambitions of the Plan locally. Their local plans for the next financial year are due by April 2019 and local five-year plans by autumn 2019.

As part of this process, STPs are expected to engage with their local voluntary sector, the public and other key stakeholders.”

In my role as a public governor in the Birmingham Community Trust I have seen the serious impact of a shortage of health visitors and other nursing staff on our children’s services (CQC report 2019) and the lack of an adequate digital infra-structure leading to poor communications and an inability to access patient information at the point of need.

Some issues need significant new investment but many are difficult to change through lack of diversification of professional roles - “tribalism”
• We must take courage from what works and redesign and retrain for what does not. M. Britnell 2019
Why do I still get letters by snail mail from all local trusts, the cost measured in £millions. Why can’t I see my GP on video, and why has there been such a strong reaction to the interactive on-line services that need regulation rather than banishment. We all have examples of waste and duplication of barriers which stop sharing expertise across professions and the effects of limited budgets for training and retraining.
I was asked recently why I did not return to practice to help our stroke service which is short of medical staff. I would have to re-register for a clinical role. But why not? Or could I help in other ways?
Let me know your ideas for improving our delivery in your area and what you think about retired staff helping which requires flexibility in work scheduling and an understanding of the skills and retraining needed to maintain safe and high-quality services.
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