ASK former nurse Sir Stephen Moss about the pressure facing NHS staff on the wards today and he admits: "I wouldn't have been able to cope with it".
This is despite being named one of England's top 100 most-influential medics and, because he loved his job so much, the fact that he would get back into his nurse's uniform "without hesitation" if he could.
"The turnover of patients is enormous, the pressure on the beds in hospitals is so great – there really is no respite," said Sir Stephen, a former chief nurse at the Derbyshire Royal Infirmary who has worked in the NHS for more than 40 years.
"There's no way I could cope on the front line with what staff cope with now."
These are worrying words from a man as experienced as Sir Stephen, who helps to run Derby's hospitals and is now advising on the education and training of all NHS workers across the country.
But he insisted there was some good news – that one thing which had not changed from his days on the wards was what motivated staff to do the job in the first place.
Sir Stephen said: "You always hear people of my generation say things like: 'When we were on the wards, we didn't do that'
"There's this impression we were all Florence Nightingales more than we are today and it simply isn't true.
"I spend a lot of time talking to retired nurses about their really strong values on caring for people and, actually, you realise that this hasn't changed. People in the profession now feel the same way.
"What has changed is what they have to cope with day-to-day – it's just very different.
"Back then, a nurse on a ward would be caring for the same group of patients for about 10 days. Now, when a member of staff comes back to the ward on their next shift, those people will be completely different.
"Today, when people are over the most serious phase of their illness, they go home or to where they next need to go to continue their care.
"The pressure is very different but it makes me really proud to see what hospital staff – and particularly those at the Royal Derby Hospital – are achieving every day."
But Sir Stephen still gets chance to walk the wards at the Royal Derby Hospital and said he likes to muddle in with the staff when he can.
This is because, in February 2013, he became a non-executive director for the trust which runs the city's two hospitals – the Royal Derby and London Road Community hospitals. The role means he is a member of the board's trust of directors but not part of its management team.
And he has now been appointed on the national board of Health Education England – responsible for the education of every member of staff in the NHS.
Sir Stephen: "As a student nurse, we were always trained to see the patient as a member of our family. It makes you think: 'If this was someone in your family, how would you want their nurses to treat them?'
"It's a simple thing but I think it's things like this which make people talk about the past and the 'good old days' – not everything was perfect but there are good things we can take from the past to help us in the future.
"That's why I'm delighted to have joined Health Education England as a non-executive director. I hope that, with my experience working in Derby's hospital, we can make sure we don't lose values like this."
But, as a financial crisis looms over the NHS – which is trying to get to grips with an increase in demand from a growing and ageing population – Sir Stephen admits the profession may not seem attractive to those coming into it.
He said: "I'm under no illusion it's a laugh out there, providing front-line care to patients.
"But that's what our role on these boards is about – doing what we can to support staff and provide them with the tools they need to do their jobs properly.
"And that's why I love spending an afternoon on the wards, with an A&E consultant or something like that, because there's no shortage of front-line staff coming up with ideas on how to make things better in the NHS."
Sir Stephen has seen the aftermath when things have gone wrong in the NHS.
Between 2009 and 2012, he was chairman of the Mid Staffordshire NHS Foundation Trust, having been brought into the trust after a national report revealed "appalling standards of care" there.
It followed the unnecessary deaths of hundreds of patients at Stafford Hospital, between 2005 and 2009, because of substandard care.
Sir Stephen said: "One of the lessons I think has been learned from Mid Staffordshire is the importance of making staff feel valued and making sure they know what's expected of them.
"The tragic thing is, while the focus was on the bad practice there, I met some incredibly kind, caring and skilled staff there.
"You'd speak to, for example, the engineers and they have nothing to do with the care there. But they told me, when they were down at their local pub, they'd be afraid to tell people where they worked.
"One interesting conversation I remember having there was when I was having coffee with a few members of staff and I said: 'What can the board do more to support you?'
"Someone answered: 'Come out and see us, see what it's like on the front line. Don't expect us to come to meetings to tell you what we need.'
"It was a very good point and it's not rocket science that staff want to be listened to."
There certainly has been plenty of debate about the future of the NHS and whether or not a free healthcare system at the point of entry is still sustainable.
Sir Stephen said: "A lot of decisions need to be made nationally about the NHS.
"There certainly needs to be fundamental changes – although exactly what those are, it's hard to say. But people are aware it cannot carry on as it is for the next 20 years.
"I think everyone's been aware of the challenges we are now facing for some years but the problem is, they've all come at the same time. The increasing population, the fact people are living longer – I don't think anyone anticipated these challenges at the same time.
"But, whatever happens, the politicians must be transparent about what their plans are and there must be an open debate with the public about its future.
"The NHS is so highly valued and treasured by everyone and it touches everyone's lives at some point. It's only right and proper people have their say about its future."
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