Our Future Workforce Consultation Launch

1. Our Future WorkforceConsultation Launch

2. Aims of this Launch Pack • To explain the requirement for changes to our rostering • To explain the initial proposals for change • To begin the process of gathering questions, concerns and feedback on the proposed changes • To inform staff of all processes and the timeframe of consultation and implementation This material is intended for all staff, including managers and Trade Union representatives

3. Background – NHS 111 The NHS Direct 0845 service will be replaced by NHS 111 by April 2013 NHS Direct staff are increasingly involved in delivering the service through the pilots, and will continue to deliver the service when it is rolled out nationally Early findings show that NHS 111 will have a different call pattern to 0845 46 4731% of calls to 0845 4647 are made between 8am and 6 pm. Evidence from the NHS 111 pilots to date indicates that this figure drops to 14%, and that there has been a corresponding increase in the weekend load of 30%. An increase in evening call loads is also anticipated. We need to ensure that we can competently resource the NHS 111 service The time taken to complete changes of this nature necessitates beginning this consultation now

4. Background – 0845 46 47 Service The proposed changes are as much about the present as the future We need to be able to continue to deliver a reliable and efficient 0845 service until April 2013 Since the beginning of the year we have seen a shift in call volumes, with more calls coming into the 0845 service out-of-hours We are consistently finding ourselves with more staff on shift than we need in the daytime and not enough staff in the evenings and at the weekends

5. Why do we need to consult? • Many front line staff have agreed to shift their working patterns to the out-of-hours period, or have supported the service by providing extra hours in these periods – thank you to those who have • However, insufficient numbers of staff are available at peak times now and, from what we know about NHS 111, even fewer in the future • Consultation with front line staff will look at ways to guarantee the same excellent service to patients at all times, and to reduce the pressure on colleagues who already work in the out-of-hours periods • Having explored other options for change, we have decided that consultation is the most practical vehicle for change at this time

6. The Consultation • The consultation will last 90 days • The consultation begins on 21 July 2011, and will close on 18 October 2011 • Consultation will comprise 3 phases: • Engagement:- the launch of the detailed proposals, face-to-face briefings where possible, and the gathering of initial questions and feedback • Discussion:- the debate around further questions, and the development of alternative proposals where appropriate. • Recommendations:- the development of firm recommendations and alternatives to the original proposals. • We will provide support through the divisional consultation teams, line managers, HR, and Trade Unions throughout the consultation. A single 1:1 will be carried out with individuals during the 90 days

8. The Proposals The following slides detail the specific proposals for change. These have been grouped as follows: • Review of Standard Working Practices • Review of individual staff restrictions • Review of existing Roster Options • Review of TAL and Health Information Advisors moving to ‘Roster Option’ scheduling Each of these proposals is summarised in the following slides Please note that not all of the content is a change but is included as context (this has been highlighted where relevant).

9. 1. Review of Standard Working Practices • Context • The Standard Working Practice (SWP) framework was agreed in 2007 when NHS • Direct started to deliver the 0845 service from a national ‘virtual contact centre’ • We have continued to develop and evolve, and the SWP is no longer relevant in its current form • to our current and future service • Proposals • It is proposed that the SWP framework is removed and replaced with some simple scheduling guidelines. It is not proposed that the guidelines should form part of the contract of employment • It is proposed that a ‘memorandum of understanding’ will be developed to outline the common elements of operational practice previously covered by the SWP agreement. It is not proposed that this should form part of the contract of employment

10. 2. Review of Individual Staff Restrictions • Context • Approximately 50% of staff have restricted availability within their chosen roster option • These restrictions have been agreed with us over the last 12 years • These restrictions have limited our ability to meet current and future requirements • Proposal • It is proposed that individual restrictions will be removed unless they comply with the reviewed Roster Options and scheduling guidelines, with due consideration given to NHS Direct’s obligations in relation to equality legislation

11. 3. Review ofExistingRoster Options • Context • ‘Roster revolution’ options were implemented on 15 August 2010. Although this was a step in the right direction, it was not enough. We still have more staff on shift than needed in the daytime and not enough staff on in the evening and at the weekend • As a result of the change to future service requirements these have now been reviewed by the senior operations team in partnership with Human Resources. • Proposal • It is proposed that we update the roster option choices for front line staff. This proposal may include the removal, amendment and addition of roster options.

12. 4. Review of TAL and Health Information Advisors’ Scheduling Context • In order to provide a safe, cost effective service we must create flexibility within our structure. • This process has begun with the recent TAL consultation and the common practice of utilising Health Information Advisors to handle 0845 calls Proposal • It is proposed that Health Information Advisors move into the Roster Option scheduling process • It is proposed that TAL staff move into the Roster Option scheduling process

13. Review of Standard Working Practice Additional Information

14. Roster Option Guidelines These are not contractual terms and are subject to change The proposed guidelines: • Work patterns are not contractual but will be within the availability outlined by the roster option • Schedules will be released 4 weeks in advance of the first day of the period to be worked • Shift start times may vary within the schedule but the latest finish time is stated in the availability for each roster option • ‘Must Haves’ are only applicable to the Silver roster option

15. Memorandum of Understanding • The Memorandum of Understanding is proposed guidance for staff and management regarding our position relating to a number of areas associated with common working practice and service requirement • We propose that this should not constitute a contractual agreement between the individual staff member and the Trust, but should establish an agreed basis for scheduling, performance management and other common actions within the normal range of operational practice

16. Memorandum of Understanding – Summary of Proposal

17. Memorandum of Understanding - Summary of Proposal

18. Memorandum of Understanding – Summary of Proposal

19. 2. Review of Individual Staff Restrictions Additional Information

20. Restricted Availability • We are committed to remaining a flexible employer • This proposal includes the entitlement of all employees for reasonable consideration of request for flexible working arising from their personal circumstances • We envisage that flexibility can be met through the use of Roster Options to achieve a work life balance that is acceptable • Members of staff can submit a request under the Flexible Working Policy for consideration

21. 3.Review of Existing Roster Options Additional Information

22. Roster Option Changes The proposal is to remove: Blue Green Purple Bronze Pink • The amendments to the remaining roster options and additional choices are outlined in the following slides

23. Early shifts with flexibility at weekends Aim: To give consistent weekday working pattern with flexible weekend working to meet service needs Changes: All work patterns will change in light of the changes to working practice outline in preceding slides Work patterns allowing greater frequency of weekend working will be added Benefits: Allows for forward planning All early shifts on midweek shifts No long stretches of shifts No nights Considerations Possible reduction in enhancement payments due to less unsocial working ORANGE

24. To schedule predominantly shifts that carry enhancements. Aim: To enable staff to work later in the day on weekdays with full range of availability at weekends Changes: All work patterns will change in light of the changes to working practice outline in preceding slides Work patterns allowing greater frequency of weekend working will be added All work patterns will have increased evening work Benefits Allows forward planning No long stretches of shifts No Early shifts midweek Possible increase in enhancement payments Considerations Shifts tend to be out-of-hours YELLOW

25. Permanent rotational night shifts Aim: To offer consistency when working a permanent night pattern Changes: All work patterns will change in light of the changes to working practice outline in preceding slides Work patterns allowing greater frequency of weekend working will be added Benefits: Allows forward planning No long stretches of shifts Extra rest day on work patterns with long nights Possible increase in enhancement payments Considerations: Unsociable working NHS Direct will comply with Working Time Regulations related to night time working RED

26. PEACH • Variety of shifts on a rotational pattern • Aim: To give structure to an otherwise variable rota • Changes: • All work patterns will change in light of the changes to working practice outline in preceding slides • Work patterns allowing greater frequency of weekend working will be added • Benefits • Allows forward planning • No long stretches of shifts • Considerations • Full range of start and end times

27. SILVER • Fully flexible incorporating ‘best practice’ • Aim: To allow staff to be fully flexible with bonus • of added ‘must haves’ • Changes: • Options for increased weekend working will be included within Silver • Benefits • Full flexibility to all shifts • One week of ‘vetoes’ per rota period • Considerations • Less notice period of shifts to work • Inability to forward plan

28. SILVER – Days Off • Fully flexible incorporating ‘best practice’ • Aim: To allow staff to be fully flexible with fixed days off to allow for other considerations • Changes: • Options for increased weekend working will be included within Silver • Staff on this option would fix their days off, but lose their allocation of must haves • Benefits • Full flexibilty to all shifts • Extra rest days for work patterns with long nights • Considerations • Less notice period of shifts to work

29. Silver - Annualised Hours • A roster Option that allows staff 6 weeks off between May & September • Aim: to enable staff on Silver only to pre-book annual leave in blocks during the summer months • Changes: • Advisors would be on fixed rotations • Options for increased weekend working will be included • Benefits • Allows forward planning • Considerations • Staff would continue to receive 12 monthly salary payments • Staff would use the remainder of their annual leave entitlement outside the summer period.

30. White - Home Working • All home workers will be required to work split shift • Aim: To recoup the investment in home working technology, and to better enable limited capacity to be planned to meet demand • Changes: • Advisors would be on fixed rotations with availability at the beginning and end of the day • Options for increased weekend working will be included • Only available for 6 and 7.5 hour shift lengths • Benefits • Allows forward planning • No long stretches of shifts • Considerations • Less notice period of shifts to work • NHS Direct will comply with Working time Regulations

32. Staff Contribution to Consultation Staff involvement in all aspects of the consultation is extremely important. We would particularly value feedback to develop the following: • Offline time - we are committed to providing structured offline time to meet individual and group development needs. Staff input to the amount of offline time required and process for this is vital • Team scheduling - one of the goals of this change is to schedule staff at sites on common shift start times, etc. to reduce feelings of isolation and increase team working and communication • Level of support - as part of the move to increased out-of-hours working it is essential that staff receive the right level of support. It is expected that the frequency and kind of support required will be defined through the consultation

33. The Role of the Team Manager Supporting staff through the consultation Being available to discuss the consultation and helping staff to understand the proposals Keeping up to date with the consultation Liaising with the Divisional Consultation Team to ensure all staff are engaged

34. The Role of the Divisional Consultation Team: The Divisional Consultation Team will be made up of operational and HR staff from that division. Their role is: Helping staff to understand the impacts of the changes on them Helping staff understand their choices Helping staff to understand the consultation Holding 1:1 meetings with staff Capture feedback and questions Report progress and other issues into the collective consultation committee

35. Support Material All Material relating to this consultation will be available on the intranet at: http://intranet/Consultations/Pages/OFW.aspx This page will also host the FAQ document which will be updated every fortnight All material is shared – there are not ‘manager/TU/Staff’ versions of the material