Ward Round: Leaders’ ‘Moral’ Obligations Expert Briefing on Cost of Living Crisis

final version of ward round discussed the government’s public sector salary announcement. The announcement saw most NHS workers take substantial pay cuts.

After it was published, I received a message from an NHS staff member whose intention was sadly – but understandably – to leave rather than fight.

A divisional manager, who requested anonymity, described the 1.3-2.6 percent salary increase given to staff in Agenda for Change Band 8 and Band 9 as “insulting.” [and they] After 30 years in the NHS, when retirement beckoned,

Others talked about how they were considering applying for lower band roles, or exploring options in the private sector.

And of course, lower-tier staff are also receiving below-inflation wage increases and are likely to suffer from rising costs of living, with inflation expected to rise. “astronomical” level over the next year. Many NHS employers are very aware of this and are trying to come up with new and creative ways to support their staff.

Darren Tidmarsh, chief people officer and deputy chief executive officer of the Derbyshire Community Health Services Foundation Trust, said the trust is working hard to remove the stigma associated with experiencing financial difficulties.

he said:

Tidmarsh said the trust was particularly concerned about the impact of rising fuel costs on staff, so staff were able to apply for and withdraw an advance of £100 from their salaries, which they could use to cover fuel costs.

“This saves them from having to pay for fuel and claim it,” said Tidmarsh. “In addition to improving fuel efficiency,

The Derbyshire system and we track fuel costs up and down. ”

The NHS has a ‘moral responsibility’ to support staff

Claire Tiney, Chief People Officer at the University of Leicester Hospital, said that 29% of all UHL staff are underpaid, so the trust’s leaders are encouraged to be better employers and support their staff. He said he sees it as a “moral responsibility”. ON data.

Tiny said ward round How UHL focused on five key themes: food, transport, energy, children and hardship.

Among the measures introduced, such as food banks, discounts on public transport and provision of uniforms for children, the Trust said that due to the high proportion of energy consumed at home, it would be necessary for staff to spend more time washing and drying clothes. Facilities are provided free of charge on site.

As my colleague James Illman reported this week, Cambridge University Hospital FT takes a slightly different view, recognizing in its recent Board report the impact of rising housing costs on staff.

The Trust is in the process of converting its former offices into staff accommodation, available to anyone who needs it, including on-call staff, and plans to open a further 60 rooms over the next six months. I hope

CUH also acknowledged that Cambridge’s housing market is “very competitive” and said it has more plans and is in talks with local agents in and around the city.

However, he also acknowledges that “directly provided accommodations are only available for a relatively short period of time,” and so are short-term plasters rather than long-term fixes.

When it comes to relieving pressure on staff, the trust says it’s focused on what they can manage, rather than worrying too much about national salary awards.

But the leaders I’ve spoken with have made it very clear. They believe the NHS has a moral obligation to support staff when inflation starts to worsen.

If you or your employer are doing anything unusual to help staff during this difficult time, please let us know

Details of NHSE restructuring revealed

In an email to staff last week, NHS England Delivery Officer Mark Cubbon provided an update on major job cuts and a merger with Health Education England and NHS Digital. It was announced by Amanda Pritchard earlier this month.

Cavon said the combined vacancy rate for the three organizations in June 2022 was over 15% and he hoped “some of the vacancies could contribute to overall reductions.” He said the NHSE needed to be “strict” about what. It does it in a new way.

“As the detailed design becomes clearer, we will share what this means for redeployment,” he said.

He also noted the “clarification” that has already been obtained in feedback from staff, including requests for more detail on scale, recruitment management, and in particular how equality, diversity and inclusion will be at the heart of this work. I also explained about “themes”.

Cubbon explained a lot of what the NHSE is doing, including single equality, diversion, developing inclusion strategies, and equality impact assessments, but no details on how the changes will affect individuals. Not disclosed.

mixed message

However, Nora Colton, director of the UCL Global Business School for Health, said in a messenger review on leadership announced just a month ago that plans have been announced to slash the number of staff working at the NHSE. said there were “many contradictions”. We focused on how cultural change drives change and improves performance.

Professor Colton explained the signal being sent: “When we really need people, we really need good leaders, we need people who come up with solutions.”

“We tend to underestimate leadership and management until something goes wrong,” Professor Colton warned.

Ward Round: Leaders’ ‘Moral’ Obligations Expert Briefing on Cost of Living Crisis

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