Despite the challenging operational context, it is clear that community provider leaders are working hard to develop innovative initiatives to support recruitment and retention in their local communities. Each case study shows the ways community providers are working to improve staff engagement, wellbeing and satisfaction.
The case studies also highlight the importance of supporting staff to develop in their careers by providing learning and development opportunities, including through formal apprenticeships or on the job learning. Again, this can be central to supporting the retention of staff, who can see there are clear career pathways and routes for progression.
The value of 'growing your own' workforce is another common theme from the examples above and reflects the role of community providers as anchor institutions. Community providers are working with system partners, including local authorities and education institutions, to engage with local communities, including seldom heard groups, and promote careers in the health and care sector. To support this, providers are developing flexible career pathways, with more skills-based entry routes.
Although community providers are innovating to address workforce pressures, national support will be instrumental in scaling up this work, especially around expanding apprenticeships and career pathways, supported by reform of the apprenticeship levy, and promoting the community sector as a place to work. Community providers need sufficient national prioritisation, funding and support to ensure there are the right number and mix of staff in the community sector. This will support the new government's commitment to shifting from a national health service towards a neighbourhood health service, with more care delivered in local communities.
Given the government's central ambition to unlock economic growth, investment in community health services for the benefit of the wider economy should be a priority. Research commissioned by NHS Confederation and conducted by Carnall Farrar shows that for every £1 invested in community or primary care, there is up to a £14 return back into the local economy through gross value added. Community services, and staff providing care, should not be viewed as a cost, they are an investment.
Finally, it is important that the new government delivers on the NHS Long Term Workforce Plan's commitment to doubling the community workforce by 2036/37. The vision behind the plan is welcome and demonstrates the vital role community providers play in supporting people to remain independent at, or closer to, their homes. However, this will require a clear and fully funded implementation strategy, and a meaningful commitment to addressing the various barriers to recruitment and retention within the sector.