7 Workforce Planning

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Page 7-1Southern Derbyshire Acute Hospitals NHS TrustFull Business Case for Reshaping Health Services

7 Workforce Planning

7.1 Introduction1

Having described the new models of care in Chapter 2 NewModels of Care and Future Service Requirements, this chapterwill discuss the Trusts contribution to the health and socialworkforce community. In addition to this, the workforce planningprocess undertaken by the Trust is currently being mirrored within

the wider health community in order to develop the primary careworkforce.

The approach within the Trust to HR and the NHS Plan R57 isfocused upon the core principles set out in Working Together Securing a Quality Workforce for the NHS R62, subsequentlyexpanded and developed in HR in the NHS PlanR26

1Staff within the synopsis relates to the number of staff employed, rather than the whole time

equivalent staff levels indicated within figure 7.3.R57

The NHS Plan: A Plan for Investment, A Plan for Reform, July 2000 R62Working Together: Securing a Quality Workforce for the NHS, Department of HealthR26

HR in the NHS Plan, July 2002

Synopsis

The achievement of National Plan requirements has hadimplications on the overall Human Resource (HR) Strategy.

In March 2000 a workforce profile was formed.

Review commenced in April 2002 whereby an approach toworkforce planning was adopted providing a year on year iterationwith individual departments resulting in:

152 more Medical Staff

435 more Nurses

226 more Health Care Assistants (HCA)

293 more Allied Health Professionals (AHP)

153 more Scientific Staff

323 more Admin. and Clerical Staff

18 fewer Ancillary Staff

45 more Managerial Staff1

This chapter also provides an in depth analysis of issuessurrounding Human Resources (HR) and change management,Retention of Employment (RoE) and the Transfer of Undertakings(Protection of Employment) (TUPE) Regulations 1981.
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to achieve an increase of 30,000 by 2008 (from a 2001baseline).

Increase the number of health care assistants employed bythe NHS by 27,000 by 2005 (from a 2002 baseline).

7.2 The Trust Human Resource Strategy

The Trust HR Strategy (Appendix 7:2 Human ResourceStrategy) continues to build on the above at the local level andsets out to demonstrate the way in which the HR function will meetthe challenging workforce objectives of HR in the NHS andachieve the four pillars (Figure 7-1: The Four Pillars of HR inthe NHS) in line with local and national targets for HumanResource performance.

Figure 7-1: The Four Pillars of HR in the NHS

The NHS Plan

Headline Objectives

Re-engineering NHS Jobsaround patient pathways

Increasing staff numbers

The Workforce Taskforce

Oversight of Formulation and Delivery

HRDThe executive wing

External MembersSpreading the message

Modernisation AgencySupporting some areas of

delivery

StHAs, WDCsSupporting delivery at

ground level

Strategy UnitDeveloping the HRM

function

All supported by an evidence base

Frontline Clinical Teams

The Patient Experience

General Management HR Management SHAs / WDCs Staff Unions

The Skills EscalatorThe NHS as a Model Career

4 Modernisations:

Workforce Planning

Pay

Regulation

Education & Training

The Three Star TrustThe NHS as a Model

Employer

Improving Working Livesand Beyond

Improving Staff MoraleThe Psychological Contract

Between Staff and Employers

Between Staff and

Government

Between Staff and Patients

HR Management

DevelopmentBuilding Capacity Quality

and Attitude

7.3 Local Response to National Requirements

In March 2000 the Trust set out to identify the staffing requirementsfor the new hospital taking account of the introduction of newservice models and the impact these would have on the workforceprofile.

A baseline figure for March 2000 was set for all directorates, andstaffing figures projected forward in line with the anticipated activity.This approach was adopted across all staff groups, but principallyfor the major staff groups of medical, nursing and AHPs takingaccount of increases in patient activity, and quality improvements.
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7.4 Review April 2002 Process & Outcomes

At Outline Business Case (OBC), discussions took place betweenHR and general managers / user groups resulting in redesignedworkforce requirements in support of the new service models.

This process and output was reviewed in February 2002 (Figure7-2: Workforce Staffing Key Examples April 2002).

Figure 7-2: Workforce Staffing Key Examples April 2002

Date to beAchieved

Requirement Fulfilled

2008/09 An additional 20 whole time equivalent (wte)nursing staff would be required for Trauma andOrthopaedics (T&O);

2006/07 Medicine and surgery require more juniormedical staff under the preferred option toensure provision of cover and meeting new dealhours and training requirements;

2008/09 All clinical support / diagnostic departments,such as imaging, pharmacy and pathologyrequire more staff to deliver their services onthe Derby City General Hospital (DCGH) andcommunity facility sites; and

2008/09 There are also significantly more nursesneeded in medicine (12 wte) and surgery (20wte). Figure 7-3: Workforce Projections.

Figure 7-2: Workforce Staffing Key Examples April 2002helped form the basis of the final workforce profile. This profile wasprojected forward to 2008 to enable the Trust to meet nationaltargets, but equally maintain split site working during theconstruction period of the new hospital (April 2003 2008) andfinal opening of the new hospital 2008/09, and the reconfigurationof the Derbyshire Royal Infirmary (DRI) into a community facility.

There are clear indicators that the issues of recruitment, selection,training, development and retention of staff will be critical in theyears leading up to transfer of services into the new hospital.

A detailed change management process will be devised by theTrust and service providers in partnership with the relevant unions.This will enable the workforce to be supported through the processof organisational change and the introduction of new ways ofworking.


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Figure 7-3: Workforce Projections2

Staff 1 April 1 April 1 April 1 April 1 April 1 April

Group 2001 2002 2003 2004 2005 2006

(wte) (wte) (wte) (wte) (wte) (wte)

Medical 410.60 462.30 471.71 485.94 508.27 522.89

Nursing & Midwifery 1,317.36 1,509.35 1,519.49 1,555.87 1,611.46 1,661.38

HCAs 555.04 678.33 699.49 722.73 738.46 751.05

AHPs 261.34 370.89 407.22 426.31 470.50 518.21

Scientific & Technical 400.12 438.30 457.82 469.63 495.32 514.18

Admin & Clerical 642.49 767.15 798.30 837.25 884.14 920.13

Ancillary 46.72 28.36 28.86 28.86 28.86 28.86

Management 141.16 175.25 176.61 178.01 180.01 184.61

Total 3,774.83 4,429.93 4,559.50 4,704.60 4,917.02 5,101.31

FCE's Year on Year 109,907 114,663 115,579 120,060 122,189 124,023

2These figures exclude all TUPE / RoE staff

3The workforce plan indicates large increases in both administrative and managerial staff over the period. These increa

appendix 7:4 Comparison of Management and A & C Staff Numbers. Of the increase a significant proportion relates to 86.91% of the managerial increase and 46.36% of the administrative increase were in response to national or local initMarch 2003 and Marcch 2009 the forcast increases are expected to be 5.22% for managerial staff and 13.29% for adm


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Figure 7-4: Costs associated with the Workforce Plan4

Staff 31 March 1 April 1 April 1 April 1 April 1 April

Group 2000 2002 2003 2004 2005 2006

Medical 21,534,461 31,047,350 31,058,299 31,070,282 31,363,428 33,446,2

Nursing & Midwifery 31,248,136 39,932,307 40,413,698 40,563,310 41,477,311 42,205,3

HCAs 8,738,558 9,772,665 10,013,746 10,292,273 10,473,371 10,606,1

AHPs 7,934,570 9,156,028 9,308,886 9,693,366 10,654,880 11,708,1

Scientific & Technical 5,791,518 9,435,480 9,510,379 9,618,574 9,975,507 10,183,9

Admin & Clerical 8,687,326 10,823,639 10,883,281 11,184,194 11,561,807 11,639,4

Ancillary 537,973 372,445 372,445 372,445 372,445 372,4

Management 6,011,669 6,134,793 6,170,034 6,207,432 6,229,381 6,343,1

Total 90,484,211 116,674,707 117,730,768 119,001,876 122,108,130 126,504,8

4These figures exclude all TUPE / RoE staff


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7.5 Staff Change and Transition

Managing change and the transition from two sites to single siteacute services have already been demonstrated by the transfer ofthe Derbyshire Childrens Hospital from central Derby to new

facilities within DCGH. Also, several transfers of soft servicesfacilities staff, under the Transfer of Undertakings (Protection ofEmployment) Act (TUPE) 1981 R59, 5-6 years previously, theprocess in each case being completed with the maintenance ofgood employee relations.

7.6 Retention of Employment

7.6.1 Introduction

The significant difference in the PFI transfer was the added

complexity and uncertainty surrounding RoE. The Governmentand unions, particularly UNISON, agreed the model of RoE duringthe summer of 2001, as a means of retaining the core NHSfacilities family that in the past had commonly been divided as aresult of contracting out.

Under the traditional arrangements of contracting out, ALL facilitiesservices were previously subject to TUPE, which meant that stafftransferred to the private sector with their NHS terms andconditions of service. However, their NHS pension was frozen, butthey were given the opportunity to join the private sector pension

scheme.

7.6.2 Legal Mechanism for RoE

The mechanism for objecting to TUPE and affecting the right tosecondment under RoE, is by way of Regulation 5 (4A), whichprovides for re-engagement on Trust terms and conditions ofemployment. In the case of the Derby PFI, the majority of staffwould potentially fall under this umbrella including third partycontracted staff working for Sodexho. The secondment date is 1April 2003.

On 1 April 2003, the staff employed in the trades outlined inFigure7-5: DCGH and DRI Facilities Management (FM) tradesat bothsites of the Trust were seconded under the managementarrangements of Medirest, the soft service provider under the RoEmodel

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Figure 7-5: DCGH and DRI Facilities Management (FM) trades

The 5 Trades + 1

Housekeeping

Portering (incl. receipt and distribution)

Catering

Security / car parking (including waste)

Sewing linen & laundry

Switchboard staff5

At the DCGH site, a number of the above staff were employed bySodexho and at the DRI site, by the Trust. Similarly ward

housekeepers and theatre porters were also seconded to the newservice provider, to enable the new facilities service solution to beintegrated at ward level.

The staff in estates transferred to Skanska Rashleigh Weatherfoil(SRW) under TUPE. IT Voice and Data Network staff will transferby July 2003 when Project Agreement has been reached.Similarly, all managerial, clerical and certain supervisory staff haveTUPE transferred to SRW / Medirest respectively.

7.6.3 The Facilities Service Providers

Medirest are part of the Compass Group and are market leaders inthe field of catering and soft service provision.

SRW are a division of Skanska Construction, and havedemonstrated success in the TUPE transfer of estates staff underPublic Finance Initiative (PFI) arrangements at other sites such asthe Queen Elizabeth Hospital (Greenwich).

The services and numbers of staff that were seconded to Medirestand transferred to SRW under TUPE / RoE on 1 April 2003 have

been identified in Figure 7-6: Trust Staff Subject to TUPE/RoE.

5 Included at a later stage as a result of the Partnership Agreement and with prior consent ofthe Private Finance Unit (PFU) Section7.6.5 Third Party Contractor Staff.


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Figure 7-6: Trust Staff Subject to TUPE/RoE

Department ContractType

Post Number

DCGH Staff Seconded to Medirest (RoE)6

Catering Trust Local Operational staff 79

Portering Sodexho Operational staff 35

Domestic Sodexho Operational staff 106

Security Sodexho Operational staff 13

Linen & Sewing Trust Local7 Assistants/Supervisors

7

Wards/Theatres Trust Local Housekeepers &

Porters

21

Switchboard Trust Operatives 9

Transport Trust Drivers 6

Receipt &Distribution

Trust Operatives 5

DRI Staff Seconded to Medirest (RoE)

Catering Trust Operatives 80

Portering Trust Operatives 48

Domestic Trust Operatives 252

Security/CarParking

Trust Operatives 16

Switchboard Trust Operatives 16

Courier Drivers Trust Drivers 3

Sewing Room Trust Supervisor 1

Theatres Trust local Porters 17

DCGH Staff Transfer to SRW (TUPE) and Medirest

FacilitiesManagement &Administration

Sodexho /Trust

Managers/Supervisors/Clerical

25

Estates Trust Operatives andClerical

30

6Figures based on the TUPE / RoE employee list April 2003

7 Trust local refers to locally determined terms and conditions of service, outwith nationallyagreed Whitley terms.


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Department ContractType

Post Number

DRI Staff Transfer to SRW (TUPE) and Medirest

FacilitiesManagement &Administration

Medirest /Carillion Managers/Supervisors/Clerical

42

Estates Trust Managers 5

Estates Trust Operatives 37

Switchboard Trust Manager & Clerical 2

IT Network Trust Operatives (July2003)

3

Total 858

7.6.4 Facilities Staff

The Trust, comprising the DRI and DCGH had over 1000 facilitiesstaff employed at these locations. At the DRI site, the Facilitiesstaff had enjoyed a similar model to RoE for several years as thestaff had been retained as Trust employees and managed on adaily basis by Medirest / Carillion. The structure of the RoEagreement is therefore similar to that previously in existence at theDRI site.

Under the RoE proposal the operational staff associated with thecore facilities services of catering, cleaning, portering, security / carparking, receipt and distribution also linen / laundry and sewing andswitchboard would be offered the opportunity to remain with or jointhe NHS if they wished, under what would be known as a RetainedStaff Agreement (RSA) / RoE.

This has taken effect on the transfer date of 1 April 2003. On adaily basis this would ensure that their contract was held by theTrust with no change to terms and conditions of service, and the

staff would be seconded to the new partner to be managed bythem on a daily basis, under jointly agreed policies and procedures.Importantly, this arrangement would allow staff to retain their NHSpension or even join / rejoin, as was the case with third partycontractor staff (Sodexho) within the Trust.

7.6.5 Third Party Contractor Staff

A significant proportion of facilities staff in portering, housekeepingand security / car parking at the DCGH site were employed bySodexho either as a result of a previous TUPE transfer or directly

employed.


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Under RoE, these staff would have the opportunity to choose toTUPE to the new service provider, or object and be re-engaged bythe Trust on secondment contract under Trust terms and conditionsof service. For staff previously employed, this would be anattractive option and would enable them to pick up their preserved

NHS pension. For staff directly employed by Sodexho this moveprovided the first opportunity to join the NHS Pension scheme andfor the Trust to move towards some degree of harmonisation interms and conditions of service for this group of staff in readinessfor future implementation of pay modernisation underAgenda ForChangeR6.

Considerable pay modelling had to take place prior to transfer toenable staff to assess the relative effects of TUPE / RoE on theirtotal employment package. A remuneration package was putforward, which would not disadvantage staff, but which would

create some equity between similar posts at either site of the Trust.Agreement was therefore reached to offer Trust terms andconditions of employment, which would:

Acknowledge length of NHS service on an individual basis forpurposes of incremental progression, annual leave andsickness entitlement.

Preservation of basic pay where this exceeded the Trustmaximum until the implementation of Agenda for Change in2003/04.

The Trust considered switchboard staff to be core facilities staff interms of grade, duties and integration with core services such asreception and helpdesk. To TUPE transfer the group would dividethe healthcare family further. The Trust in partnership with theservice providers and unions, lodged a request with the PFU inOctober 2002.

The PFU subsequently confirmed the inclusion of this staff groupunder RoE on 24 October 2002 for all PFI schemesAppendix 7:3RoE Switchboard Staff Letter.

The remainder of the staff managers, supervisory8 and clericalplus all staff associated with maintenance of the infrastructure ofthe hospital, namely, estates staff and, IT network, have or willtransfer directly to Medirest or SRW, under TUPE arrangementsand offered the opportunity to join the respective GovernmentActuaries Department (GAD) certified pension schemes. GADassessed the broad comparability of Medirest and SRW pension

R6Agenda for Change, Department of Health, 1998

8Supervisory staff were subject to joint discussion with the unions in respect of TUPE of RoE

according to role definition. This was concluded in November 2002 and posts adjusted intime for the final TUPE / RoE list in the New Year 2003.
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schemes(Appendix 7:1 GAD Letter of Support), and negotiatedbulk transfer terms for the TUPE staff (operational) transferring toSRW. Third party staffs working for Sodexho and Carillion inmanagerial posts were allowed into the GAD scheme of therespective service providers, even though there is no obligation to

do so for 2nd

wave transferees, who have been through a previousTUPE transfer.

7.6.6 Consultation and Communication

Involvement of Union Representatives

TUPE transfer and secondment arrangements for RoE staff tookeffect as of 1 April 2003 with a projected mobilisation period up tofinal build in 2008, which will enable the Trust Liaison Committee

(TLC), to manage the process of planning the movement of staffacross site and city, by a staged process of consultation and jointpartnership working.

The Reshaping Health Services Project was a standing agendaitem at most Trust Joint Staff Committee meetings (TJC), held bi-monthly since 2001. Union representatives were thereforecontinually updated on the process from the OBC stage, through toFinal Invitation to Negotiate (FItN) and Full Business Case (FBC)(Chapter 5 PFI Procurement Process). Early agreement onunion recognition and the co-opting of two union representatives,

clinical / non-clinical, onto the Reshaping Health Services (RHS)Project Board, ensured early involvement in the decision makingprocess.

During the preferred bidder stage, union representativesaccompanied members of the project team on site visits to otherPFI projects such as Greenwich, and University College LondonHospital (UCLH), and had the opportunity to meet other unionrepresentatives that had already experienced a transfer situation.Separate HR meetings also took place with the bidders and unionrepresentatives to enable them to gain information and to raise any

areas of concern, such as staffing, training and health and safety.From a HR perspective, the Trust was also anxious to ensureintegrated on-site HR support, which had not been as apparent inprevious transfers due to the remote location of some serviceprovider HR teams.

At preferred bidder stage, the initial TUPE / RoE list was discussed,and a decision was therefore taken to adopt a policy of opennesswhen speaking to staff groups to keep them fully aware of progresswith RoE, particularly in cases where staff and unions hadexpressed a desire for a particular staff group to be included in the

five trades - for example, switchboard. Trade Union (TU)
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representatives had the opportunity to meet with both bidders andprovided a report to the Project Board

When the preferred partner was announced on 12 August 2002, ajoint communications plan was agreed, setting the foundation for

mobilisation. The Trust and Medirest / SRW proceeded to set upthe HR / FM committee and various sub groups, to progress thevarious service solutions. In particular, the HR sub-group set out toagree pragmatic solutions to the complexities of RoE such as thetransfer of certain supervisory posts and maintenance of the RoEpayroll. This stage was successfully completed by joint workingwith the relevant Trade Unions UNISON, TGWU and GMB forsoft service staff and AMICUS, UCATT and UNISON for hard FMstaff.

Internal Communications with Staff

As soon as the preferred bidder was announced in August 2002 allfacilities staff were immediately briefed, followed up with a series ofFM briefings in September 2002 and supported by thedevelopment of a newsletter on RoE in conjunction with theCommunications department. A further newsletter related to TUPEwas issued to enable the staff in estates and IT Network, plus allmanagers, certain supervisors and clerical staff to understand whythey had to transfer directly to the new service provider.

The extensive pensions presentations carried out in October 2002were backed up by comprehensive question & answer sessionscarried out by the GAD, which were then collated and distributed toall FM staff in January 2003.

In October, regular union updates were arranged to keeprepresentatives informed of developments, which rapidly developedinto a larger communications sub-group with an extendedmembership, and terms of reference. This was complemented by aworking group for hard FM staff to address their specific TUPEtransfer issues. Local representatives, full time officers and

management were co-opted onto the group.

During November 2002, the Trust and Project Company formed aCommunications sub group to develop whole hospital briefings forJanuary 2003 using the facility of a fly-through Digital Video Disc(DVD) / video which demonstrated the decant proposals for bothclinical and non clinical staff throughout mobilisation.

Schedule 20 TUPE / RoE list

The initial employee lists were prepared in line with therequirements of the PFU guidance issued in November 2001. An


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initial TUPE / RoE list was produced and verified in October 2002,to enable joint checking with managers and Medirest of all postsand to ensure inclusion of a further group of staff who had beenidentified under RoE as a result of the need to meet NHS Planguidelines ward housekeepers and theatre porters.

A separate schedule was maintained for supervisory staff anditerations supplied on a regular basis, with the final TUPE / RoE listprepared at point of transfer, 1 April 2003.

7.6.7 Supervisory level posts

The Trust, Medirest and UNISON consulted closely over whichposts would transfer under TUPE, and those posts that wouldremain subject to RoE. Medirest had the final say over whichsupervisory posts would TUPE, using the following BAFO criteria

as listed in Figure 7-7: Definition of the supervisory role.

Figure 7-7: Definition of the supervisory role

Taking responsibility for service

delivery.

Taking responsibility for a team.Issuing instructions to other people.

Leading and motivating a team.

Communication / team briefings.

Coaching individuals in teams.

Training and corrective training.

Supervision.

Monitoring quality service: corrective

action taken for poor quality.

Giving advice and supporting solutions.

Dealing with complaints or queries.


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Ward Housekeeper / Hostess and Theatre Porters

The Ward Housekeeper role was originally introduced to facilitatethose aspects of enabling patient care at ward level, and haddeveloped further according to the needs of the specialties. The

introduction of the NHS Plan necessitated scoping of the role toenable the facilities elements of the role to be integrated at wardlevel. Amongst others, this included assisting with the serving ofpatient meals, in order that Medirest could be in a position toprepare for the introduction of the zonal concept (Figure 6.4Description of PFI Service Components) via a joint managementapproach between catering and the nursing team.

Staff were consulted with and offered the same TUPE / RoE optionin line with other facilities staff, to enable them to retain their termsand conditions of service with the Trust but to transfer their

accountability to Medirest on a daily basis under the secondmentarrangement. Similarly, theatre porters in the critical carecirectorate were offered TUPE / RoE to integrate them within thezonal concept. The cirectorate then undertook to develop a holistic,dedicated support role for all work within the Red Line area oftheatres.

7.6.8 RoE Process to Transfer

Individual meetings with facilities staff took place throughoutNovember / December 2002 to check personnel details and to gain

an insight into the staffs understanding of RoE before writtenconsent was sought at a later stage. Union representatives and FMmanagers were fully briefed on the process beforehand andencouraged to be in attendance if required to offer advice. Thisstage also had to encompass those staff, which for a variety ofreasons were long-term absent from the workplace or were casualworkers e.g. university students. A final sweep up of staff 1:1meetings took place between January and March 2003.

7.6.9 TUPE transfer and Notice Of Objection

The Trust issued formal notice of the TUPE transfer to allrecognised trade unions (UNISON, TGWU, GMB, UCATT &AMICUS (AEEU)) on 12 December 2002, incorporating suchmeasures9 as have been identified by Medirest and SRW.Fortnightly consultative and negotiating meetings took place fromNovember 2002 onwards.

To allow the formal consultation process on measures to proceedfrom December 2002, a decision was taken to issue the Notice ofObjection in February 2003. This allowed staff to consider their

9 Measures are proposed changes to the employment of staff such as those affecting workingpractises or terms and conditions of service.
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employment options carefully in the case of RoE and the Trust toissue the notice of TUPE transfer for those staff with noemployment choice. Formal replies were collated via a post boxsystem at both hospital sites and monitored centrally to enablenon-returnees to be followed up promptly, as staff technically had

the right to object to TUPE right up until the date of transfer 1April 2003.

It was also essential that the Trust reached all facilities staff as theconsequences of failing to object would entail automatic TUPEtransfer to Medirest. Some 90% of notices were returned withinthree weeks of issue, with RoE being indicated as the preferredoption for soft services staff. A subsequent 100% of objectionnotices were received prior 1 April 2003. Only one member of staffopted to TUPE transfer for reasons of pension status this wasdiscussed with UNISON.

7.6.10 Retained Staff Agreement

The RSA was issued the first week of April 2003 followingconsultation with the unions and returns secured by 31 April 2003.

Staff who had not previously enjoyed Trust terms and conditions ofservice, i.e. Sodexho staff, were issued with standard Trustcontracts of employment to complete the transition.

7.6.11 RoE Payroll

Discussions over the maintenance of the RoE payroll began inDecember 2002 when it became clear which staff would potentiallyTUPE / RoE. The Trust, Medirest and outsourced payroll providers(Derwent Health) were able to reach a working arrangement to:

Provide payroll services for RoE staff.

Facilitate service provider access to employee payrollinformation

Capture all facilities staff records under the proposed nationalintegrated HR / Payroll system in line with the electronic staffrecord.

Lay the foundations for the effective implementation ofAgenda for Change, pay modernisation in 2003/04.

Provide access or re-entry to the NHS Pension Scheme

The RoE Payroll Group continued to meet regularly up until thetransfer date to ensure that the seamless transfer of staffinformation could take place from Sodexho to the Trust, and viceversa for TUPE transfer staff.


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7.6.12 Joint HR Policies and Procedures

The Trust already has comprehensive Personnel Polices andProcedures, which are firmly embedded throughout theorganisation by way of consultation and communication with key

stakeholders, managers, staff and unions. The Trust has adoptedjoint working with Medirest / SRW to produce a clearly definedstrategy for change with regular communication at all levels. Thisincluded developing joint policies to ensure comparability oftreatment for all staff but also between TUPE / RoE employees andto highlight key HR responsibilities in the RoE agreement.

The Trust Managing Organisational Change Policy was adopted toform the basis of effecting change throughout the mobilisationperiod, and to aim for nil redundancies through the identification ofa range of measures such as re-training/redeployment

opportunities either within or outwith the Trust. As the case for theDerby Community Facility develops for the DRI site, the workforceplan will identify roles and numbers required. However, at April2003 all facilities staff were treated holistically, subject to TUPE /RoE for the purposes of transfer and mobilisation.

7.7 Conclusion

This chapter has described and explained the Trusts overall HRStrategy; the impact of changes in national priorities, and theimplications of managing change at the local level throughout the

RoE and TUPE process.

The Trust has assessed its future staffing requirements and workedwith its healthcare partners & unions. The workforce plan hasproved to be an effective analysis tool for directorates to provide aproactive approach to year on year iterations throughoutmobilisation until final build and beyond. This will effect a changemanagement programme for all staff working to modernisehealthcare for the benefit of patients.

7 Workforce Planning

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