The priorities in our Business Plan are:

1. Act as the voice of occupational health providers in the NHS, to inform, influence and shape national policy,promoting the strategic importance of the specialty

1.1 We believe NHS OH Services can make a real difference to patient care through influencing the culture of the NHS with our expertise in understanding the relationship between health and work.  We will support and encourage our Members becoming integrated, strategic and proactive partners in the OH and wellbeing of NHS staff, being recognised as an invaluable clinical service, providing a critical role in NHS people strategies.

1.2 We will promote and represent the NHS OH brand and seek to influence national OH strategy directly and through active collaboration with key stakeholders.  We will continue to strengthen our close working relationships via formal representation on Boards/Steering Groups, or through more informal working arrangements with a range of key stakeholders including:

  • NHS England [NHSE]

  • Council for Work and Health (Board representation)

  • NHS Employers 

  • NHS Staff Council (Steering Group Representation)

  • Department of Health and Social Care and the Department for Work and Pensions

  • Faculty of Occupational Medicine

  • Faculty of Occupational Health Nursing

  • Society of Occupational Medicine

  • The Association of Occupational Health and Wellbeing Professionals (iOH)

  • Safe Effective Quality Occupational Health Services (SEQOHS) 

  • National School for Occupational Health

  • UK Health Security Agency

  • UKAP

  • National, regional and local OH projects/groups 

1.3 We will also engage with Network Members, directly through a monthly email bulletin, via their Board representatives and through direct contact from the Chair.


2. Collaboration with key stakeholders to facilitate the recruitment, training and retention of OH professionals, and the development of the multi-disciplinary team

2.1 We will work with, and support, key stakeholders to understand and address the sector-wide concern around the demographic, and specialty-specific challenges of occupational health specialists.  

2.2 OH workforce sustainability issues affect all sectors, and not just the NHS.  As such, the response requires a coordinated effort from all the key players, notably the Council for Work and Health, the FOM, SOM and the National School for OH.  The Network will collaborate with the key stakeholders in developing strategy and actions, including:

  • active support of OH workforce surveys so that we can better understand existing skills gaps and future OH workforce projections

  • showcase the benefits of multi-disciplinary team-working so that each professional group’s expertise is utilised in the best way
  • promoting NHS OH leadership programmes and training opportunities to empower and equip NHS OH leaders with the skills needed to run a complex clinical service

 

3. Inform and influence best practice, exchanging information and expertise to enhance the quality and capability of NHS OH Services

3.1 We will deliver an annual network conference to recognise progress and achievement and share good practice. 

3.2  We will build upon our NHS OH Professionals Awards (OHPRAS) to celebrate, share and inspire others, using case studies.

3.3 Via the website, monthly e-bulletin and our social media channels, we will continue to share evidence-based guidelines, research, and a bank of Clinical Guidance and Good Practice resources. 

3.4 The Network will continue to encourage all members to secure full SEQOHS accreditation and/or re-accreditation.  In addition, the Network will contribute to the ongoing review and monitoring of the SEQOHS standards, helping to refine the accreditation system where required.

3.5 We will offer access to the Faculty of Occupational Medicine’s MOHAWK clinical benchmarking tool to all Members as part of the overall membership package to help strengthen clinical governance.