More than a quarter of NHS staff (28%) say they spend more than 10 hours - the equivalent of over a day a week - on administrative tasks.
Alongside this, more than nine in ten say they spend time each week dealing with inefficient or duplicated processes
(92%) and IT system issues (92%). That is the finding of new YouGov research commissioned by corporate services provider NHS Shared Business Services (NHS SBS).
The time NHS staff spend on administrative tasks alone is equivalent to around 220,000 full-time staff roles - or approximately 430 million hours a year - highlighting the potential productivity gains from more joined-up operational systems. Not every hour can be saved, but reducing the duplication and workarounds through better, more joined-up systems creates the opportunity to give significant time back to care, decision-making and service improvement.
The research looked at the everyday operational tasks that sit around clinical and professional work, from administrative activity to duplicated processes and IT systems that require staff time to manage.
Among those who spend time on admin, inefficient processes or IT issues, almost nine in ten (87%) said it had at least one negative impact on them or their work. Around half (51%) said it increased stress or burnout. A third (34%) said it meant less time with patients or service users, while three in ten (30%) said it led to staying late or working longer than contracted hours, and a quarter (25%) said it delayed decision-making.
The findings suggest that enhancing operational systems could support staff experience, protect time for patients and help decisions and services move more smoothly
Staff also identified practical changes that would make a difference. Two thirds (67%) mentioned more joined-up operational systems and processes across NHS teams and organisations. More than half (56%) said standardisation of processes and systems across NHS services would make a difference. Another 45% reported more reliable operational systems, and 26% greater automation of routine administrative tasks.
The research then asked what staff would most want to do with time given back by better systems. The largest group (29%) said they would spend it on their core role or professional responsibilities. A further 22% said they would spend it with patients or service users, and 16% said they would use it to improve services or reduce backlogs. Taken together, around two thirds of staff said they would reinvest that time into their core role, patients or service improvement.
The findings follow the publication Futureproofing the NHS: The case for transforming corporate services for innovation and productivity. The report sets out how strengthening the operational systems around clinical work supports better and more efficient patient care. Those systems include finance, procurement, payroll, HR, workforce systems and operational data.
As the NHS enters a major period of reform and digital investment, NHS SBS says the findings underline the opportunity to make sure staff time, public money and technology go further.
Erika Bannerman, Managing Director of NHS Shared Business Services, said:
“NHS staff are navigating significant change while continuing to deliver for patients every day. This research highlights the opportunity to reduce administrative burden and provide people with better tools, simpler processes and more joined-up systems.
“By freeing up valuable time, we can support not only better patient care and service improvement, but also greater investment in training, skills and workforce development. At a time when the NHS is transforming, giving people the capacity to learn, grow and adapt will be just as important as the technology itself in building a stronger, more sustainable health service for the future.”
Richard Stubbs, Chief Executive of Health Innovation Yorkshire & Humber and Expert Advisor to the Health Foundation Productivity Commission, said:
"These findings put numbers to something NHS staff have known for a long time - too much of their week is spent working around systems rather than delivering care. The encouraging part is what staff say would help. They are not asking for more technology for its own sake, but for joined-up, reliable systems that work together across the NHS.
"Reliable, joined-up operational systems are not about taking control away from local leaders. Done well, they create the headroom for leaders and teams to focus on what matters most: the people they serve. If the NHS is to make reform and digital investment stick, we need to see operational infrastructure as part of the transformation itself. Shared platforms, common standards and better processes can help release time, support staff and make improvement easier to sustain."
NHS SBS says the findings point to three practical priorities for national, regional and local NHS leaders:
● Protect staff time by reducing avoidable administrative burden and duplication.
● Modernise operational infrastructure through reliable, joined-up systems, common standards and targeted automation.
● Maximise value from public investment by expanding proven shared solutions while supporting local priorities and innovation
The report is available to download here: https://www.sbs.nhs.uk/futureproofing-the-nhs/