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What type of service users do I work with and what are my opportunities are available? who would benefit from?

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What type of service users do I work with and what are my opportunities are available? who would benefit from?

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- health promotion
- rehabilitation/reablement

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Analyse and reflect upon the political, social, economical and cultural factors which influence public health

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-What are the local and regional policies which are in place which affect the opportunities to access services or facilitate these types of activities/interventions?
-What are the wider political factors which are influencing decisions, national focus and policy drivers.

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where does the service user live/ what impact does this have on their social factors (race, gender, culture, age, family composition) have on aspects of their life.

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Critically reflect on the role of the health and social care practitioner in implementing public health promotion strategies at individual, group, community and population levels

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consider my role in the NHS and within society (legal and policy recommendation and requirements) to implement or affect public health, life opportunities or positive outcomes,

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why do i feel this type of intervention is appropriate to the needs of the service user and what was the value for them in doing this and how might this impact on other area of their life in a positive way.

Focus on the overall evaluation of the inrervention you choose and show your evaluated the outcome, think of the wider interactions of the service user, family, social care services as some examples

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https://www.rcn.org.uk/clinical-topics/public-health

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Critically examines and apply evidence base for individuals with complex health and social care needs, in order to design health promotion, rehabilitation and reablement interventions.

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Less than a minute to read

This report has been produced by the Institute of Health Equity and commissioned by the Health Foundation to mark 10 years on from the landmark study Fair Society, Healthy Lives (The Marmot Review).
The report highlights that:

people can expect to spend more of their lives in poor health

improvements to life expectancy have stalled, and declined for women in the most deprived 10% of areas

the health gap has grown between wealthy and deprived areas

place matters - living in a deprived area of the North East is worse for your health than living in a similarly deprived area in London, to the extent that life expectancy is nearly five years less.

The Health Foundation commissioned the Institute of Health Equity to examine progress in addressing health inequalities in England, 10 years on from the landmark study Fair Society, Healthy Lives (The Marmot Review).

Led by Professor Sir Michael Marmot, the review explores changes since 2010 in five policy objectives:

giving every child the best start in life

enabling all people to maximise their capabilities and have control over their lives

ensuring a healthy standard of living for all

creating fair employment and good work for all

creating and developing healthy and sustainable places and communities.

For each objective the report outlines areas of progress and decline since 2010 and proposes recommendations for future action, setting out a clear agenda at a national, regional and local level.

Find out more

To hear more about the Health Foundation's work, go to our preference centre where you can sign up to receive email updates on topics including the social determinants of health, inequalities and public health.

Cite this publication

Marmot M, Allen J, Boyce T, Goldblatt P, Morrison J. Health Equity in England: The Marmot Review 10 Years On. Institute of Health Equity; 2020 (health.org.uk/publications/reports/the-marmot-review-10-years-on).

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Health Equity in England: The Marmot Review 10 Years On

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This report by the Institute of Health Equity and commissioned by the Health Foundation explores widening health inequalities over the past decade and proposes recommendations for action.

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NHS Sheffield CCG’s Contribution to Reducing Health Inequalities in Sheffield

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NHS Sheffield CCG’s Contribution to Reducing Health Inequalities in Sheffield

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sep 2012 (has anything changed in 8 years?)

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What can Sheffield CCG do to take action on health inequalities? 

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What can Sheffield CCG do to take action on health inequalities? 

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2018

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A compendium of factsheets: wellbeing across the lifecourse: health behaviours and wellbeing

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A compendium of factsheets: wellbeing across the lifecourse: health behaviours and wellbeing

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These factsheets give a flavour of some of the important issues and relationships between wellbeing and health throughout someone's life. For health professionals, understanding the different parts of personal wellbeing may offer insights into how their own work fits into a wider context and how what they do can influence wellbeing. The evidence is largely from published, peer reviewed documents and each factsheet provides references for readers wishing to follow up the literature in more detail. The documents have all been peer reviewed by independent experts.

The key facts of this factsheet are: smoking is associated with lower levels of wellbeing with evidence of a causal link; physical activity is beneficial to wellbeing - those who met government physical activity guidelines reported the highest levels of wellbeing; an increase in the number of portions consumed is associated with increases in levels of wellbeing; people of normal weight had higher levels of wellbeing compared with those who were overweight or obese; perceptions of body weight also matters to wellbeing; and psychiatric disorders were more prevalent in a drug-dependant population.

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wellbeing; health; lifecourse; life; physical activity; overweight; obese

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Compendium of factsheets wellbeing across the lifecourse health behaviours and wellbeing

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These factsheets give a flavour of some of the important issues and relationships between wellbeing and health throughout someone's life. For health professionals, understanding the different parts of personal wellbeing may offer insights into how their own work fits into a wider context and how what they do can influence wellbeing.

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To deliver high-quality patient care, the NHS needs staff that are healthy, well and at work. Looking after the health and wellbeing of staff directly contributes to the delivery of quality patient care. Poor workforce health has high and far reaching costs to NHS organisations and ultimately patients.

To develop and sustain a health and wellbeing approach there needs to be strong and clear leadership, supported by a solid strategy that continues to be developed and is underpinned by a proactive and engaged approach.

Research shows that where NHS trusts prioritise staff health and wellbeing and actively engage with staff to develop work in this area, levels of engagement increase, as does staff morale, loyalty, innovation, productivity, all resulting in higher quality patient care.

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Developing your health and wellbeing strategy

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To deliver high-quality patient care, the NHS needs staff that are healthy, well and at work. Looking after the health and wellbeing of staff directly contributes to the delivery of quality patient care. Poor workforce health has high and far reaching costs to NHS organisations and ultimately patients.

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01/01/2019 00:00:00

This page provides information and resources for health and wellbeing leads and others to help further embed health and wellbeing in the NHS.

Developing and implementing a health and wellbeing strategy

Adopting a strategic approach to employee health and wellbeing has shown to be an important factor in achieving sustained business benefits. This section provides you with an insight into developing a strategic approach to health and wellbeing, by providing examples of trust health and wellbeing strategies for you to adapt and tailor to the needs of your organisation.

Health and wellbeing strategies are often underpinned by a primary focus - reducing sickness absence . A key challenge for a health and wellbeing strategy is to go beyond that core objective. There are several national frameworks, including the National Institute for Care Excellence guidance and the workplace wellbeing charter, that can help you shape your strategy and give you direction if you're not sure where to start. For more information see our national frameworks web page .

Key stages in development

The key stages in producing a comprehensive strategy are:

gain board-level approval

assess needs

formulate strategy (where necessary, or look for synergy between policies)

consult employees

implement strategy

monitor and evaluate.

Your organisation's implementation of its health and wellbeing strategy should be systematic, core to the management and operation of the organisation, relevant to all stakeholders, flexible enough to change with a changing organisation, good for staff, patients and the organisation and intended for the long term. It is integral that you gain board engagement in order to get support from board to ward and develop a supportive organisational culture. Building a successful health and wellbeing business case is a great way to do this.

Crucially, it should be based on the needs of the organisation and support the achievement of the organisation's strategic aims.

Assessing need

Any strategy should be based on the assessed needs of the organisation. Some organisations may carry out a needs assessment among staff. This could involve using a questionnaire, analysing the results from the NHS Staff Survey or holding a health fair where participants answer an agreed set of questions.

Research commissioned by the sub group of the staff council, Health, Safety and Wellbeing Partnership Group (previously known as POSHH), looked into the organisational factors thatimpact on employee health and wellbeing. This research identified that some factors had a greater impact than others. Organisations may wish to consider these when looking at strategic health and wellbeing interventions.

These key factors are:

positive team culture

supportive manager behaviour

positive contribution

participation/being kept informed.

Staff groups and trade unions should be involved in the development of the strategy. These groups and staff representatives often have a wealth of information and good practice that they can bring to the table during the development stage.
Organisations that have developed and implemented successful health and wellbeing strategies often have consulted with employees at the start of the process and throughout. This helps to ensure that employees are engaged and understand what the organisation is trying to achieve and that the strategy is matched to their needs. Involving all staff is key - this means all staff groups and levels, from the board to nursing staff to the catering staff. You may want to pay particular attention to staff groups that are more difficult to engage with, such as medical staff, staff who work shifts and staff who work at remote sites.

Implement strategy

Most organisations form a project group made up of a mix of staff, management and trade union representatives to take forward the development of the workplace health strategy.

When putting this group together, you will need to agree on the answers to a number of initial questions:

What is the purpose of the group - what are you tasked with achieving?

What will be the benefits to the organisation?

How does this work support the values of the organisation?

What are the aims and objectives - are they realistic and can they be met?

What are the expected outcomes?

How will you measure progress?

How will you report progress?

How will you review the strategy?

How will this link to the organisation's corporate objectives? How will you show this?

Assessing where the organisation is at the start of this process and looking at what is already in place and available to build upon is an important stage in the development of the strategy.

The National Institute for Clinical Excellence (NICE) has produced guidance for workplace wellbeing. The NHS Health and Wellbeing Framework can be used to help implement the NICE guidance and improve your staff's health and wellbeing.

Monitor and evaluate

Evaluation of health and wellbeing interventions is crucial to achieving sustained organisational support. This is an area which is often overlooked when implementing initiatives. However, as resources become more and more difficult to secure, it becomes even more important for you to be able to demonstrate the impact and effectiveness of health and wellbeing. It is also something that you need to build into your strategy before you start implementing your interventions, not after. For more information about how to evaluate health and wellbeing interventions, see our sustaining the momentum web pages .

Good practice

We have worked extensively with organisations achieving successes in health and wellbeing to develop good practice case studies based on work to embed health and wellbeing over a number of years. For more information visit our case study resource library .

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01/01/2019 00:00:00 This page provides information and resources for health and wellbeing leads and others to help further embed health and wellbeing in the NHS. Adopting a strategic approach to employee health and wellbeing has shown to be an important factor in achieving sustained business benefits.

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Writing a blog for the first time and my anxiety levels started to rise. As nurse I have my own standards and expectations for how I express myself, alongside a great deal of experience. However, this was new! My anxiety began to rise, "What is a blog" even? Despite encouragement from peers I doubted myself.

We probably all experience this at some time; a natural response to something expected of us outside our comfort zone. How we respond to these feelings will determine how we ultimately deal with the problem but also the impact to our health and well-being.

All of us will have strategies for dealing with situations. Although some people appear to cope much better and be very resourceful, enthusiastic about challenges and good at problem solving, others when faced with a new challenge will get particularly anxious. They may internalise these thoughts and appear unresponsive or create scenarios or solutions which are far more complex than necessary.

Everyone can learn new strategies to support and enhance existing skills or learn new approaches skills they are not aware of. We all have the ability and capabilities within us, but this may be dependent on other external support structures that we can call upon.

We all have a persona, whether we wear a uniform or a work demeanour, we are experienced and know our roles and the expectations from others and ourselves. We are not just defined by our role though; our family friends and wider social experience make us who we are.

The way we respond and react to stresses also affects how we interact with others, how we work, or our relationships. This can be further compounded where others in the team appear to cope better. Pressure builds, anxiety levels continue to rise and our ability to cope becomes so affected, to the detriment of our health and well-being. I know this from personal experience, it is not a nice place to be.

How do we cope? There is no magic wand - how wonderful if there was.

Ultimately it is inherent within - OURSELVES. As professionals we can educate, signpost and there are plenty of resources available but WE as individuals need to take responsibility. As a profession we are trained to think and care for others but "Who cares for carer?" It is essential that we also think about ourselves.
The current pandemic has been turned the world on its head and previous 'normal life' no longer exists. Human beings certainly can be resourceful and adapt but our ability to do so is being tested. This is particularly in health and social care settings which are arguably under pressure like never before. Globally we have seen wonderful acts of kindness, bravery and resourcefulness. As nurses it is in our blood to care, this is often what drives us, this can however, also be to the detriment of our own health and well-being, as we often forget to care for ourselves.

Caring for ourselves the "I", is vital. Don't be afraid to seek support, talk to family, friends and colleagues. Rather than suggesting weakness seeking support and talking about what is worrying you shows strength, it also means you can take control and help with feeling empowered.

Everyone is working hard and pushing themselves to the limits. Our expectations of others and ourselves is particularly high. It is vitally important you care for yourself; you are not indestructible and you have needs.

Here are some ideas from the Bulletin Magazine as to how to do this.

Focus on the basics of self-care:

Such as sleep, rest, routine, eating healthily, hydrating, taking your breaks

Stay connected to family and friends

Find time to switch off

Engage in hobbies during your downtime

Avoid unhelpful coping strategies such as tobacco, alcohol and other drugs "can worsen your mental and physical well being"

The World Health Organization (WHO) says:

"Make use of well-being apps and online resources. Many of these have been made available free to NHS staff. And use any support services offered by your employer."

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Importance of Self Care | Royal College of Nursing

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Writing a blog for the first time and my anxiety levels started to rise. As nurse I have my own standards and expectations for how I express myself, alongside a great deal of experience. However, this was new! My anxiety began to rise, "What is a blog" even?

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The latest NHS staff survey data reinforces this understanding. For years we have recorded high levels of stress that damage staff health, causing a range of issues including cardiovascular disease, diabetes, addictions, cancers, sleep disorders and depression. Fifty per cent more NHS staff now report debilitating levels of work stress compared to the general working population, and year after year, around 40 per cent report being unwell as a result of work stress during the previous year. This affects the delivery of care - undermining safety and quality of care and, in the acute sector, associated with higher levels of patient mortality - and contributes to higher levels of bullying, harassment and discrimination.

After 15 years of surveying NHS staff in England, we still see very high levels of bullying and discrimination and little evidence of improvements in staff experience over recent years. Staff engagement appears to be holding up (rather than increasing dramatically) because of the intrinsic motivation and commitment of staff. But the latest survey results show only minor changes in a context where staff experience unacceptable work conditions day in day out. I talk to staff who tell me they often can't find time to use the toilet on a shift; or get a drink of water; or doctors who say they have nowhere to sleep or rest on night shifts. The experience of many staff is a toxic cocktail of unmanageable demand and little control.
We have to significantly improve the workplace environments for NHS staff in all trusts. But how?
Humans have three core needs and it is particularly important these are met in the workplace. They are the needs for belonging, competence and autonomy. When these needs are met in the workplace, people are more intrinsically motivated and have better health and wellbeing.

The need for competence reflects our need to be able to have a positive effect on the work environments we find ourselves in, as well as to get valued outcomes (to deliver high-quality care, for example). The need for belonging refers to the desire or need to feel and be connected to others - to care and to be cared for. Autonomy refers to having free will, choice and control in order to be consistent with our sense of our self (as a health care professional, for example). It is not about being independent of others. Psychological health requires satisfaction of all three needs; one or two are not enough.

The challenge is translating these elements into appropriate interventions in the many different contexts in which NHS staff operate. For belonging, it is about constantly nurturing cultures and climates that reinforce the sense of relatedness: having a clear, enacted and shared vision focused on the delivery of high-quality and compassionate care; aligning all efforts around that vision; creating commitment among staff by leading and managing them in a way that ensures trust, motivation and positivity and building effective team and inter-team working throughout the system. It is especially about ensuring inclusive and compassionate leadership at every level.

The need for competence is met first and foremost when workloads do not exceed the ability of staff to deliver high-quality, safe and compassionate care. It is also ensuring that staff have enabling and supportive supervisory support, focused on removing the obstacles in the workplace, rather than creating directive, controlling the culture of 'holding to account'. And it is ensuring we continue to help people grow, develop and learn so that their skills and competence are constantly improving throughout their careers.

The need that is least met in the NHS is the need for autonomy or control (it is a quintessentially command and control culture). The challenge then is to ensure everyone feels they have voice and influence (including community groups, patients and carers) in the genuine co-design of services and management of the organisation. This means moving away from excessive hierarchy and encouraging collective leadership. And it requires ensuring that staff feel their organisations are just and fair places to work where procedures are transparent and fair (with regards to promotion, rewards and challenging assignments, for example) especially in relation to discrimination on the grounds of race, gender, disability, sexuality and so on. Simple hygiene factors also make a huge difference to the experience of control - having somewhere to get a drink or some food on a night shift, a locker to put clothes in (that locks) and being able to travel to work relatively easily (and park if required).

In short, the workforce implementation plan is more likely to succeed by focusing on the underlying and basic needs of staff and aspiring to make the NHS the very best place to work.

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With high levels of staff turnover, sickness absence and presenteeism prevalent in the NHS, we need to significantly improve the working environments for staff. But how? Michael West reflects on the NHS staff survey and outlines the three core needs that must be met in the workplace.

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ethnicity of nhs

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1. Main facts and figures

in June 2022, over 1.3 million people were employed by the NHS

out of NHS staff whose ethnicity was known, 74.3% were white and 25.7% were from ethnic minority groups (not including white minority groups)

68.7% of professionally qualified clinical staff were white, and were 15.9% were Asian

ethnic minority staff made up 15.0% of people in managerial level positions, and 11.3% of senior managerial level positions

ethnic minority staff made up 49.9% of hospital and community health services (HCHS) doctors

Asian staff made up the highest percentage of HCHS doctors working in staff grade, specialty doctor, and associate specialist positions

2. Things you need to know

What the data measures

The data shows the number of NHS staff working in NHS trusts and other core organisations in England, and the percentage from each ethnic group.

The data is based on the number of full and part-time NHS staff at the end of June 2022.

The broad areas of the NHS workforce are:

Professionally qualified clinical staff

Support to clinical staff

NHS infrastructure support staff

other staff or those with unknown classification

Data is shown for the following roles:

ambulance staff, nurses and midwives, and hospital and community health services (HCHS) doctors - these are from the professionally qualified clinical staff group of roles

hotel, property and estates (including domestic and estates services, such as cleaning and maintenance), and managers and senior managers - these are from the NHS infrastructure support group of roles

Data is also shown for individual grades of HCHS doctors. Download the data for breakdowns of different roles and grades.

Percentages and rates are rounded to 1 decimal place.

Not included in the data

The data does not include:

staff working in primary care, like GPs and dentists in dental practices

staff working in NHS support organisations, and central bodies like commissioning support units and NHS Digital

agency staff and contractors

The ethnic groups used in the data

Data is shown for the following 6 ethnic groups:

NHS staff report their own ethnicity. Ethnicity was not known for 4.4% of NHS staff. This includes staff whose ethnicity was unknown, refused, not stated, and staff who used discontinued ethnicity codes for categories used by the NHS.

Percentages are based only on staff whose ethnicity is known. They may be different to percentages published by the NHS.

Methodology

Read the detailed methodology document for this data.

Summary of NHS workforce By ethnicity Summary

The data shows that:

in June 2022, over 1.3 million people were employed by the NHS

out of NHS staff whose ethnicity was known, 74.3% were white - by comparison, 80.7% of the working age population in England was white at the time of the 2021 Census

Asian staff made up 12.5% of the NHS workforce, and 10.1% of the working age population

black staff made up 7.4% of the NHS workforce, and 4.4% of the working age population

between 2009 and 2022, the percentage of NHS staff who were white went down from 84.1% to 74.3%

the percentage of NHS staff who were Asian went up from 7.3% to 12.5% - the biggest increase out of all ethnic groups

Summary of NHS workforce By ethnicity and staff group Summary

Summary of NHS workforce By ethnicity (professionally qualified clinical staff) Summary

The data shows that, between 2009 and 2022:

In June 2022:

Summary of NHS workforce By ethnicity and grade (hospital and community health services doctors) Summary

Hospital and community health services (HCHS) doctors work within the 'professionally qualified clinical staff' group of roles in the NHS. They do not include GPs and dentists.

The data shows that:

in June 2022, there were 125,568 HCHS doctors in the NHS, with around 67% of them working at consultant or specialty registrar grades

Asian staff made up the highest percentage of HCHS doctors working in staff grade (40.1%), specialty doctor (44.2%), and associate specialist (43.5%) grades

white staff made up the highest percentage of HCHS doctors working in all other grades, with Asian staff the second largest ethnic group in every case

the grades with the largest percentages of black doctors were core training (10.0%), staff grade (8.6%), and specialty doctor and specialty registrar (both 8.3%)

Summary of NHS workforce By ethnicity and role (hotel, property and estates) Summary

Staff in hotel, property and estates roles are part of the 'infrastructure support' group of roles in the NHS. They include:

The data shows that:

in June 2022, there were around 70,204 staff working in roles within hotel, property and estates in the NHS

80.3% of staff in these roles were white, 8.7% were Asian, 6.8% were black, and 2.2% were from the 'other' ethnic group

between 2009 and 2022, the percentage of hotel, property and estates staff who were white went down from 87.6% to 80.3%

the percentage who were Asian went up from 4.9% to 8.7%

the percentage who were black went up from 4.7% to 6.8%

Summary of NHS workforce By ethnicity and grade (managers and senior managers) Summary

The data shows that, in June 2022:

there were around 35,943 staff in managerial and senior managerial roles in the NHS

ethnic minority staff made up 15.0% of positions at managerial level, and 11.3% at senior managerial level

for every ethnic minority group, there was a higher percentage of staff in manager roles than there were in senior manager roles

for white staff, there was a higher percentage of staff in senior manager roles than manager roles

9. Data sources

Source

NHS Workforce Statistics - June 2022

Type of data

Administrative data

Type of statistic

Official statistics

Publisher

NHS Digital

Publication frequency

Quarterly

Purpose of data source

To monitor equality and diversity among people working for the NHS.

10. Download the data

NHS Workforce Data June 2022 - Spreadsheet (csv) 3 MB

This file contains the following: Measure, Time, Ethnicity, Ethnicity_type, Staff_Group, Role_Group, Grade, Value, Value_type, Numerator, Denominator

Print this page

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Over 1.3 million people were employed by the NHS in June 2022 and 74.3% of them were white (out of people whose ethnicity was known).

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17 / 08 / 2020
In this case study, we hear how North Bristol NHS Trust (NBT) Trust improved performance across the board and saved hundreds of thousands of pounds by prioritising and enhancing staff health and wellbeing.

The trust launched a new staff wellbeing programme in January 2018, which was shaped by staff feedback from a series of surveys and staff listening events. Two themes emerged: workload and staff health and wellbeing. NBT created comprehensive plans to address both issues simultaneously.

Since the inception of the project, there have been a number of achievements, including:

NBT moved from below average to above average in staff engagement and wellbeing terms, and was one of the most improved organisations for health and wellbeing in the 2019 survey.

The trust drove down overall occupancy by four per cent and cared for six per cent more patients with 38 fewer beds in 2018/19.

Almost 4,000 working days were saved due to reductions in sickness, equating to £301,015 saved on sickness costs in one year alone.

There was a tangible shift to staff health and wellbeing being considered as important as patients' health and wellbeing, which put NBT in a good place to look after it's staff during the response to COVID-19.

Read the full case study and find out what activities the trust undertook to achieve this.

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Improving performance by improving staff wellbeing

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17 / 08 / 2020 In this case study, we hear how North Bristol NHS Trust (NBT) Trust improved performance across the board and saved hundreds of thousands of pounds by prioritising and enhancing staff health and wellbeing.