The most important resource for the NHS is its staff. When people fall ill, they expect the best and safest treatment, but receiving safe and effective treatment will depend on having an NHS that is well-resourced, with an investment in its staff. The NHS has to do more to develop and retain its most precious resource.
Demands on health service providers are growing, with no signs of a lull any time soon. A range of factors mean that patients increasingly require complex, specialist care, and safety for those using ambulance services is a major concern. As of 31 July 2017, 5 out of 10 NHS ambulance trusts were deemed to require safety improvement, with one trust rated as inadequate. Ambulance calls have also increased from 8.2 million to 9.8 million in 6 years (NHS England, 2017).
A clinical workforce that is skilled and equipped to deal with the changing needs of the population is an absolute must. While this means improving the supply of those entering paramedic practice, there is also a need to develop and motivate those who are already serving as paramedics.
The magnitude of the workforce challenge has taken its toll on the ambulance service—it has reached a tipping point and its future sustainability is being threatened. These problems are not new but they have been intensified by a cash-strapped NHS. Political and economic drivers are also having an impact, particularly on the number of new applicants entering the profession. The Health and Care Professions Council (HCPC) (2017) continues to discuss changing the entry-level threshold to register for a paramedic degree. There are a number of ramifications that such a move may have, least of all on admission numbers.
There are several ways to invest in staff, and providing a career pathway is one. NHS Careers (2014) outlines the paramedic career framework to improve career development and job satisfaction. It encourages individuals to learn new skills and take on extra responsibilities. The College of Paramedics (2015) has outlined a Paramedic Career Framework which offers post-registered paramedics ways to develop as they traverse their careers. Offering staff career support with the intention of developing services and patient outcomes requires investment—failure to invest will result in apathy and will negatively impact care provision.
If the Service is serious about this, they need to do more than spout empty rhetoric. Paramedics must have the opportunity to progress, the career framework must become a reality. The paramedic also has a role to play in professional development opportunities, identifying their own needs and ways of achieving them. This is a call to action to managers and paramedics, encouraging all to provide career opportunities that may attract and retain dedicated and competent staff.