After Cameron's haste, it is Miliband who has shown leadership on Syria

By forcing the PM to delay a decision on military action until after the UN inspectors have reported, Miliband has taken account of the legacy of Iraq.

Where Miliband leads, Cameron follows. That is the political upshot of tonight's events. Everything we heard from Downing Street and William Hague earlier today suggested that MPs would vote tomorrow on whether to authorise British military action against Syria, despite the UN warning that its weapons inspectors would not complete their work for at least four days. But a few hours ago, after speculation that Labour was preparing to abstain, Miliband made his move.

He announced on Twitter that the party would table an amendment to the government's (then non-existent) motion requiring Cameron to return to the Commons to consult MPs after the UN team had reported on the Ghouta massacre. He added: "Parliament must tomorrow agree criteria for action, not write a blank cheque." Labour sources subsequently briefed that were the amendment not accepted, the party would vote against the motion.

At 5:15pm, according to Labour's account, Cameron "totally ruled out" a second vote. But just an hour and a half later, confronted by an incipient rebellion on the Tory backbenches, he blinked. The government motion was published and guaranteed that a "further vote of the House of Commons" would be held before any "direct British involvement". In line with Labour's position it stated that "[This House] agrees that the United Nations Secretary General should ensure a briefing to the United Nations Security Council immediately upon the completion of the team’s initial mission; Believes that the United Nations Security Council must have the opportunity immediately to consider that briefing and that every effort should be made to secure a Security Council Resolution backing military action before any such action is taken."

Cameron is now faced with the embarrassment of recalling parliament to hold a vote on a vote. Had he proceeded with less haste, MPs could have returned to Westminster next week as planned and voted after the UN inspectors had reported.

For Miliband, the question remains how he will respond once the evidence has been presented. He has merely postponed, rather than obviated, this dilemma. But whether or not Labour eventually supports intervention, few would dispute, after the experience of Iraq, that is prudent to wait until all the facts are in. A sceptical public, rightly, expects nothing less. In an inversion of Blair, he has ensured that the policy is shaped around the facts, rather than the facts around the policy and insulated himself from the charge that the inspectors "should have been given more time".

By seeking to proceed from action to evidence, rather than from evidence to action, Cameron misjudged the mood of both Labour and his own MPs. Tonight, it is Miliband who looks like both the stronger and the smarter leader.

David Cameron and Ed Miliband look on during the service to celebrate the 60th anniversary of the Coronation of Queen Elizabeth II at Westminster Abbey in London. Photograph: Getty Images.

George Eaton is political editor of the New Statesman.

Photo: Getty
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The NHS's sustainability is under threat if more isn't done to look after its staff

More work is needed to develop the health service's most precious resource.

As the NHS nears its 70th anniversary, the time is ripe for a workforce rescue plan. Staffing worries, even more than funding pressures, are the biggest cause of concern for NHS trust leaders. There are not enough trained health workers in the UK to meet today’s needs, let alone those of the future.

Demands on hospitals, mental health and community trusts, and ambulance services are growing. More patients need treatment. Increasingly, they require complex care, with specialist expertise. This is not just about numbers. We need a clinical workforce that is skilled and equipped to work in new ways to deal with the changing needs of the population it serves. 

That means improving the supply of people coming to work for the NHS, and doing more to develop and motivate them so they want to stay. These problems are not new but the scale of the challenge has reached a tipping point which threatens the future sustainability of the NHS.

Ministers rightly point out that the NHS in England has more clinical staff than ever before, but numbers have not kept pace with rising demand. The official "shortfall rate" for nurses and midwives across England is close to 10 per cent, and in some places significantly higher. Part of this is down to the recognition, after the events at troubled health trust Mid Staffordshire, of the importance of safe staffing levels. Yet for successive years during the coalition government, the number of nurse training recruits fell.

Far from being a problem just for hospitals, there are major nursing shortages in mental health and community trusts. Between 2009 and 2016 the number of district nurses employed by the NHS in England fell by more than 40 per cent. Just as the health service tries to accelerate plans for more treatment closer to home, in key parts of the workforce the necessary resources are shrinking.

There are also worrying gaps in the supply of doctors. Even as the NHS gears up for what may prove to be its toughest winter yet, we see worrying shortfalls in A&E consultants. The health service is rightly committed to putting mental health on an equal footing with physical health. But many trusts are struggling to fill psychiatry posts. And we do not have enough GPs.

A key part of the problem is retention. Since 2010/11 there has been a worrying rise in “leaver rates” among nurses, midwives, ambulance staff and scientific technical staff. Many blame the pressures of workload, low staffing levels and disillusionment with the quality of care. Seventy per cent of NHS staff stay on for extra hours. Well over a third say they have felt unwell in the past year because of work-related stress.

Add in cuts to real basic pay, year after year, and it is hardly surprising that some are looking to other opportunities and careers outside the public sector. We need a strategy to end pay restraint in the NHS.

There is also a worrying demographic challenge. Almost one in three qualified nurses, midwives and health visitors is aged 50 or older. One in five GPs is at least 55. We have to give them reasons to stay.

NHS trusts have made important strides in engaging with their workforce. Staff ratings on being able to report concerns, feeling trusted to do their jobs, and being able to suggest improvements are encouraging. But there are still cultural problems – for example around discrimination and bullying – which must be addressed locally and nationally.

The NHS can no longer be sure that overseas recruits will step in to fill workforce gaps. In the early 2000s many trusts looked beyond Europe to meet nursing shortages. More recently, as tougher immigration and language rules took hold, a growing proportion came from the EU – though not enough to plug the gap.

Now we have all the uncertainty surrounding Brexit. We need urgent clarity on the status of current EU nationals working in the health and care systems. And we must recognise that for the foreseeable future, NHS trusts will need support to recruit and retain staff from overseas. The government says it will improve the home-grown supply, but that will clearly take time.

These problems have developed in plain sight. But leadership on this has been muddled or trumped by worries over funding. Responsibility for NHS workforce strategy is disjointed. We need a co-ordinated, realistic, long-term strategy to ensure that frontline organisations have the right number of staff with the right skills in the right place to deliver high quality care.

We must act now. This year's long-delayed workforce plan – to be published soon by Health Education England – could be a good place to start. But what we need is a more fundamental approach – with a clear vision of how the NHS must develop its workforce to meet these challenges, and a commitment to make it happen. 

Saffron Cordery is the director of policy and strategy at NHS Providers