HEE Support for SAS Medics Professor Sheona MacLeod Postgraduate Dean, Chair HEE Deans

The Collective Challenge Cost containment Addressing workforce shortages and rising workforce costs Interlinking the fragmented approach to the design, development and training of our workforce Alignment of workforce skills, roles and capacity to service models Collaborative System Leadership Engagement of the healthcare workforce

What we’ve heard… Effects of the growing pressure on services and doctors Little recognition of key role of the key SAS doctors in delivering high quality service Little investment in SAS development and support SAS doctors not involved in determining the future of the NHS But would like to be @NHS_HealthEdEng

Potential impact of ‘Brexit’ NW London South London NC&E London South West Thames Valley East Midlands Yorkshire & the Humber North West Wessex Kent, Surrey and Sussex East of England ~5% of current NHS staff EEA nationals Variation by role (below) and geography* (right) No impact on applications to medical post-graduate training (yet..?) Unknown impact of SAS doctors – huge providers of service, anecdotally less likely to remain than consultants (younger? more comparable salaries elsewhere in the EEA?) *Darker regions indicate a higher proportion of EEA clinical staff

HEE’s purpose To improve health and wellbeing by developing a workforce with the right knowledge, skills and values for them to always deliver outstanding healthcare. It is vital that life-long professional development is available for all healthcare professionals HEE has responsibility for workforce sustainability and transformation. So must ensure it extends its remit to cover the existing as well as the future workforce.

The Challenge How can HEE ensure there is professional development of SAS doctors: as individuals as members of clinical teams as part of wider workforce transformation To enable them to provide, and lead, the services of the future NHS?

HEE’s commitment to SAS doctors HEE was a co-signatory on a BMA charter for Staff, Associate Specialist and Specialty Doctors in 2014   The charter sets out "what SAS doctors can expect from employers..... and the objectives and support mechanisms that HEE promotes and provides through LETBs and LEPs".

You can expect: HEE Heads of School will increasingly consider and include SAS doctors e.g. supporting SAS doctors to have access to education and training resources and to initiatives HEE ARCP review – Improving Training: Supporting Learners. Includes the intention to explore how the ARCP approach could support doctors in non-training posts with their professional development Shape of Training, specifically credentialing, to support an expansion of life-long learning and development Medical revalidation, SAS doctors are required to have an annual appraisal and therefore will have opportunity to discuss their professional development needs and aspirations

The Future Medical Workforce Growing recognition of the fundamental need to both attract and retain SAS grade doctors Supply constraints limits the number of trainees (and thus future consultant supply) available to deliver service in any given specialty/geography But, further, in future: How can we better use SAS doctor expertise? Non-consultant led/delivered services? Better, different, use of non-medical workforce to support efficient delivery of medical rotas? (ANPs, ACPs, PAs?) How can SAS medics play a role in this development? Consultants/GPs (CCT holders) SAS trust grade “Training Grade” Medics The wider non medical workforce?

Variation in staff turnover What are the best trusts doing to support SAS doctors that should be replicated? Source : NHS Improvement

Mind the (generation) gap ‘Baby Boomers’ ‘Generation X’ ‘Generation Y’ ‘Generation Z’ 1946-1964 1965-1980 1981-1994 1995-2010 Motivated and hard working; define self-worth by work and accomplishments. Practical self-starters, but work-life balance important. Ambitious, with high career expectations; need mentorship and reassurance. Highly innovative, but will expect to be informed. Personal freedom is essential. 25% of the NHS workforce 40% of the NHS workforce 35% of the NHS workforce <5% of the NHS workforce What will the next generation of SAS doctors want from their careers? How can HEE (and the wider system) prepare for this? Jones K, Warren A, Davies A. 2015. Mind the Gap: Exploring the needs of early career nurses and midwives in the workplace. Summary report from Birmingham and Solihull Local Education and Training Council.

Midlands and East SAS support Financial support for all trusts to develop an education strategy to cover SAS and trust grade doctors Conferences in each area in M&E which are open to SAS doctors across the region A senior educator with responsibility for promoting the role of SAS doctors in each area Funding for specific development to develop new skills and expertise.

Questions? @NHS_HealthEdEng