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As Chair of the NHS Health at Work Network, representing occupational health teams who provide services to NHS staff, I share the views expressed by Dr Paul Nicholson.1
The original anonymous letter painted a derisory and I believe largely incorrect picture of OH services in the NHS.2 However I agree that after the events of Mid Staffordshire the NHS must prioritise staff health and wellbeing. The Boorman Review has already demonstrated that NHS staff who feel nurtured, valued, and are healthy are more likely to deliver quality patient care.3 There is good evidence that access to good occupational health support improves staff engagement, and therefore has a direct impact on patient care.4
NHS staff work in difficult and complex conditions that may be full of risk. We need to recognise value and reward their contribution, not least by ensuring that they are healthy, well and looked after. The Francis report identified immature and ineffective early warning systems in Mid Staffordshire.5 Occupational health is in a unique position at the interface between staff and managers to be part of effective ‘early warning systems’ which can alert managers if staff are in difficulties and if they believe a blame and bullying culture pervades.
Medical Directors have a key responsibility for monitoring the performance of all Trust medical staff. As ‘Responsible Officers’, it is their role to identify and address performance concerns. Occupational Physicians, with their expertise in understanding the relationship between health and work, can support them in discharging their responsible officer role, ensuring appropriate care for staff and managing the risk to patients.
Jeremy Hunt said the response to the Francis Review marked the start of a "fundamental change to the system" and that "We cannot merely tinker around the edges - we need a radical overhaul with high quality care and compassion at its heart”.6
Occupational health services should not be seen as an ‘add-on service’ but an integral part of that radical change, they should be adequately funded and resourced. Far from ‘diverting funds unnecessarily from front-line care’ this will save money by making a major contribution to staff productivity and reducing sickness absence. More importantly it will be a significant step in creating a positive culture and improving the quality of care for patients.
Dr Anne de Bono
Chair NHS Health at Work Network
References
1. Nicholson, P . BMJ 2013:346:f2158
2. Anon. After Mid Staffs: the NHS must do more to care for the health of its staff. BMJ 2013; 346.
3. The Boorman Review, www.nhshealthandwellbeing.org. 2009
4. West, M. et al (2011), NHS Staff Management and Health Service Quality: Results from the NHS Staff Survey and Related Data, Department of Health.
5. Report of the Mid Staffordshire NHS Foundation Trust Public Inquiry. Stationery Office. London. 2013
6. Government response to Francis, www.gov.uk/government/news/putting-patients-first-government-publishes-r...
Re: Importance of occupational health services for staff
As Chair of the NHS Health at Work Network, representing occupational health teams who provide services to NHS staff, I share the views expressed by Dr Paul Nicholson.1
The original anonymous letter painted a derisory and I believe largely incorrect picture of OH services in the NHS.2 However I agree that after the events of Mid Staffordshire the NHS must prioritise staff health and wellbeing. The Boorman Review has already demonstrated that NHS staff who feel nurtured, valued, and are healthy are more likely to deliver quality patient care.3 There is good evidence that access to good occupational health support improves staff engagement, and therefore has a direct impact on patient care.4
NHS staff work in difficult and complex conditions that may be full of risk. We need to recognise value and reward their contribution, not least by ensuring that they are healthy, well and looked after. The Francis report identified immature and ineffective early warning systems in Mid Staffordshire.5 Occupational health is in a unique position at the interface between staff and managers to be part of effective ‘early warning systems’ which can alert managers if staff are in difficulties and if they believe a blame and bullying culture pervades.
Medical Directors have a key responsibility for monitoring the performance of all Trust medical staff. As ‘Responsible Officers’, it is their role to identify and address performance concerns. Occupational Physicians, with their expertise in understanding the relationship between health and work, can support them in discharging their responsible officer role, ensuring appropriate care for staff and managing the risk to patients.
Jeremy Hunt said the response to the Francis Review marked the start of a "fundamental change to the system" and that "We cannot merely tinker around the edges - we need a radical overhaul with high quality care and compassion at its heart”.6
Occupational health services should not be seen as an ‘add-on service’ but an integral part of that radical change, they should be adequately funded and resourced. Far from ‘diverting funds unnecessarily from front-line care’ this will save money by making a major contribution to staff productivity and reducing sickness absence. More importantly it will be a significant step in creating a positive culture and improving the quality of care for patients.
Dr Anne de Bono
Chair NHS Health at Work Network
References
1. Nicholson, P . BMJ 2013:346:f2158
2. Anon. After Mid Staffs: the NHS must do more to care for the health of its staff. BMJ 2013; 346.
3. The Boorman Review, www.nhshealthandwellbeing.org. 2009
4. West, M. et al (2011), NHS Staff Management and Health Service Quality: Results from the NHS Staff Survey and Related Data, Department of Health.
5. Report of the Mid Staffordshire NHS Foundation Trust Public Inquiry. Stationery Office. London. 2013
6. Government response to Francis, www.gov.uk/government/news/putting-patients-first-government-publishes-r...
Competing interests: No competing interests