Nationally, the NHS has set out clear priorities for developing and growing the workforce as well as for restoring core performance standards across urgent and emergency care. In addition, to key the enablers and funding required from government and national NHS bodies, to train and recruit skilled staff in the right numbers, in EEAST and LAS we can see two examples where leaders have prioritised wellbeing and inclusion to deliver real improvements.
These two examples from EEAST and LAS, clearly illustrate how important support for the workforce is, in its own right, as well as how central it is to improving performance and quality of services.
Focusing on wellbeing and inclusion is clearly key to retaining and developing the NHS workforce as well as creating attractive working environments for new recruits. What is more, being able to thrive in the workplace influences performance, patient care and job satisfaction. We hope these case studies prove helpful to other trusts on similar journeys and look forward to continuing to track the improvements in the two ambulance trusts featured.
Alongside its member trusts, the Association of Ambulance Chief Executives has, in conjunction with partners, such as NHS England, Samaritans and the College of Paramedics, produced national resources for ambulance services, such as a mental health continuum for everyone who works in the ambulance service, a family handbook, to guide and support employees’ family members or friends in supporting their loved ones in their role, and suicide postvention guidance, to ensure that in the devastating event of an employee suicide, managers are as well-equipped as possible to respond in a compassionate, appropriate and timely way. These resources can be found here: Suicide Prevention in Ambulance Services - aace.org.uk.