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The pursuit of skill mix in the new NHS has divided managers and health care professionals. With staffing accounting for 70% of NHS spending and managers under pressure to cut costs, the attractions of giving tasks to the lowest grades of staff who can perform them are obvious. In such an environment professionals fear the gradual erosion of the quality of care2,3 and trade unions see the spectre of redundancy.4 The debate over skill mix has heightened the belief among health professionals that managers do not understand the complexity of their knowledge and skill.5
The dangerously simplistic approach of the NHS Value for Money Unit's report Skill Mix in District Nursing did
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