Dr Sunil Nodiyal

The NHS, and psychiatric services in particular, is currently facing an unprecedented crisis. Demand continues to rise sharply, while resources are not only failing to keep pace but are, in many areas, diminishing. This creates a profound challenge for psychiatrists, who must strive continually towards quality, safety and effectiveness of patient care.  

Although the expansion of medical school places and the success of initiatives such as “Choose Psychiatry” led to high levels of interest in the specialty, this has not translated into an increase in consultant posts. In some areas, posts are being reduced or replaced by a non-medical workforce. This is causing low morale, risk of burnout and moral injury among the psychiatrists.  

My priorities are focused and practical.  

1. Enhancing competency assessments for Resident Doctors There is a growing concern that current training pathways do not fully prepare resident doctors for the responsibilities of consultant practice. While Work Placed Based Assessments are valuable, they should be complemented by additional methods that strengthen confidence and capability, particularly in clinical formulation, long-case synthesis, and structured discussion. My aim is to support development of more comprehensive and meaningful assessment approaches.  

2. Reaffirming the value of Social Psychiatry alongside the medical model A strong grounding in brain neurobiology is essential. However, it is equally important to recognise the profound influence of social and psychological factors on both the progression of mental illness and recovery. As a Rehabilitation Psychiatrist, I have seen first-hand how social context shapes clinical outcomes, and I will advocate for embedding these principles more explicitly within training and assessment.  

3. Defining and valuing the role of the Psychiatrist There is increasing concern that the role of the psychiatrist is becoming diluted, with reliance on the other professional groups. While multidisciplinary work is vital and often beneficial, there remain clear advantages to having a consultant psychiatrist leading complex clinical decision-making. I will work to bring greater clarity to role boundaries, ensuring that responsibilities are appropriately allocated and that the unique expertise of psychiatrists is preserved.  

There are several other areas of critical importance. These include promoting research engagement at all stages of training, strengthening the involvement of service users and carers in shaping education, addressing discrimination and differential attainment, embracing technological innovation, expanding development opportunities for SAS doctors, and increasing collaboration with the private and third sectors. I will work closely with College Officers to ensure meaningful benefits for members and patients alike.  

The role of Dean extends into workforce development too. Through my experience across multiple organisations, I have developed a strong understanding of the complexities surrounding recruitment, retention, and professional support. As the AMD for Appraisal, Job Planning, and Mentoring within my Trust, I worked to support doctors throughout their careers. My experience as Chair of the Regional Consultant Committee with the BMA enabled me to advocate for and support consultants alongside delivering training on job planning both locally and nationally. My work with the GMC has involved supporting doctors facing difficulties and supporting them back to work.