It’s well-established that the wellbeing of clinical staff directly impacts the quality and safety of patient care. The NHS regularly measures staff wellbeing through surveys, and while recent results suggest some improvements, the statistics still paint a concerning picture.

• 41.63% of staff report feeling unwell due to work-related stress
• 17.56% have experienced harassment, bullying, or abuse from colleagues
• 58.08% lack the necessary equipment to do their job effectively
• 30.24% feel burnt out because of their work

Darzi’s independent review highlights an NHS in crisis, with patients waiting longer for care, a situation that likely contributes to avoidable deaths. The extent of the UK’s corridor care crisis is told through the testimonials of thousands of frontline nursing staff in a report by the Royal College of Nursing Corridor care crisis | Publications | Royal College of Nursing, highlighting the impact on quality of care, patient safety and staff wellbeing. With the challenge of an ageing population, more people with multiple long term conditions and the NHS funding restraint amid rising costs, recent BBC coverage asks if the NHS can be fixed? BBC One - Panorama, Fixing the NHS: What Will It Take?

Yet, despite these challenges, the national focus remains on how the NHS is structured. Well-intentioned efforts to streamline processes and clarify responsibilities are important, but they won’t directly address the underlying issues affecting patient care and staff wellbeing. These changes are unlikely to result in meaningful improvements unless we shift the focus back to the people who matter most: patients and staff.

In focussing on the money, have we again lost sight of quality and performance? Is it possible amid the recent chaos to refocus the conversation, to change the narrative and to put patient safety, quality of care, and performance at the forefront? Can energy in our organisations be directed to our people as our most valued resource, recognising that that their wellbeing directly impacts on outcomes for patients?

Yes, let’s ensure all the parts of our system are complementary with clearer purpose and increased accountability. But we must create a system where our staff feel safe, have the resources to do their job and are given the autonomy and support to do it well. Let’s focus on what is value for patients and staff. Let’s look at costs bottom up, to truly understand value and productivity,  and to have a laser focus on costs that can be reduced without unintended consequences.

Joy at work and staff wellbeing will increase if we create opportunities to prioritise:

• Culture improvement
• Robust leadership and governance
• Partnership and system working
• Co-design and transformation
• Continuous pathway and process improvement
• Learning for incidents and investigations

The most impactful changes will happen at the point of care—where patient and staff wellbeing intersect.

If you would like to know more about how MIAA can support your organisation, you can contact via email. We can support you with healthcare transformation programmes – Claire.hammill@miaa.nhs.uk, or contact Andy.maloney@miaa.nhs.uk for support to accelerate your people strategy and tackle workforce challenges.