Example: air traffic controller

NHS Pay Review Body - assets.publishing.service.gov.uk

NHS Pay Review BodyThirty-First Report 2018 Chair: Philippa HirdCm 9641 NHS Pay Review body Thirty-First Report 2018 NHS Pay Review BodyThirty-First Report 2018 Chair: Philippa HirdPresented to Parliament by the Prime Minister and Secretary of State for Health and Social Care by Command of Her MajestyPresented to the Scottish Parliament by the First Minister and the Cabinet Secretary for Health and SportPresented to the National Assembly for Wales by the First Minister and the Cabinet Secretary for Health and Social ServicesPresented to the Permanent Secretary for the Department of Health, Northern IrelandJune 2018Cm 9641 Crown copyright 2018 This publication is licensed under the terms of the Open Government Licence except where otherwise stated. To view this licence, visit or write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or email: we have identified any third party copyright information you will need to obtain permission from the copyright holders publication is available at enquiries regarding this publication should be sent to us at:Office of Manpower Economics 8th Floor Fleetbank House 2-6 Salisbury Square London EC4Y 8JX

iii NHS Pay Review Body The NHS Pay Review Body (NHSPRB) is independent. Its role is to make recommendations to the Prime Minister, the Secretary of State for …

Tags:

  Review, Body, Nhs pay review body

Information

Domain:

Source:

Link to this page:

Please notify us if you found a problem with this document:

Other abuse

Transcription of NHS Pay Review Body - assets.publishing.service.gov.uk

1 NHS Pay Review BodyThirty-First Report 2018 Chair: Philippa HirdCm 9641 NHS Pay Review body Thirty-First Report 2018 NHS Pay Review BodyThirty-First Report 2018 Chair: Philippa HirdPresented to Parliament by the Prime Minister and Secretary of State for Health and Social Care by Command of Her MajestyPresented to the Scottish Parliament by the First Minister and the Cabinet Secretary for Health and SportPresented to the National Assembly for Wales by the First Minister and the Cabinet Secretary for Health and Social ServicesPresented to the Permanent Secretary for the Department of Health, Northern IrelandJune 2018Cm 9641 Crown copyright 2018 This publication is licensed under the terms of the Open Government Licence except where otherwise stated. To view this licence, visit or write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or email: we have identified any third party copyright information you will need to obtain permission from the copyright holders publication is available at enquiries regarding this publication should be sent to us at:Office of Manpower Economics 8th Floor Fleetbank House 2-6 Salisbury Square London EC4Y 8JX 06/18 Printed on paper containing 75% recycled fibre content in the UK by the APS Group on behalf of the Controller of Her Majesty s Stationery OfficeiiiNHS Pay Review BodyThe NHS Pay Review body (NHSPRB) is independent.

2 Its role is to make recommendations to the Prime Minister, the Secretary of State for Health and Social Care, the First Minister and the Cabinet Secretary for Health and Wellbeing in Scotland, the First Minister and the Cabinet Secretary for Health, Wellbeing and Sport in the National Assembly for Wales, and the First Minister, Deputy First Minister and Permanent Secretary of the Department of Health, Northern Ireland, on the remuneration of all staff paid under Agenda for Change and employed in the National Health Service (NHS) reaching its recommendations, the Review body is to have regard to the following considerations:the need to recruit, retain and motivate suitably able and qualified staff;regional/local variations in labour markets and their effects on the recruitment and retention of staff;the funds available to the Health Departments, as set out in the Government s Departmental Expenditure Limits;the Government s inflation target;the principle of equal pay for work of equal value in the NHS.

3 The overall strategy that the NHS should place patients at the heart of all it does and the mechanisms by which that is to be Review body may also be asked to consider other specific Review body is also required to take careful account of the economic and other evidence submitted by the Government, Trades Unions, representatives of NHS employers and Review body should take account of the legal obligations on the NHS, including anti-discrimination legislation regarding age, gender, race, sexual orientation, religion and belief, and and recommendations should be submitted jointly to the Prime Minister, the Secretary of State for Health and Social Care, the First Minister and the Cabinet Secretary for Health and Wellbeing in Scotland, the First Minister and the Cabinet Secretary for Health, Wellbeing and Sport of the National Assembly for Wales, and the First Minister, Deputy First Minister and Minister for Health of the Northern Ireland of the Review body are.

4 Philippa Hird (Chair) Bronwen Curtis CBE Patricia Gordon Joan Ingram OBE Professor David Ulph CBE Professor Jonathan Wadsworth Lorraine ZuletaThe secretariat is provided by the Office of Manpower References to the NHS should be read as including all staff on Agenda for Change in personal and social care service organisations in Northern In the absence of a First Minister, Deputy First Minister and Minister for Health of the Northern Ireland Executive, the report should be submitted to the Permanent Secretary to the Department of Health, Northern Shamaila Qureshi resigned as a member of the Review body in February PageExecutive Summary viiChapter 1: Introduction 1 Introduction 1 The context for the 2018/19 pay round 1 The 2018/19 remits 2 Visits and evidence submissions 4 2: Context 7 Introduction 7 The NHS Five Year Forward View 7 Demand for NHS services 7 NHS service transformation 9 The financial challenge in the NHS 11 NHS workforce 13 The context for our pay considerations 16 3.

5 The Parties Evidence 17 Introduction 17 Economy and labour market 17 Productivity 20 NHS demand and service transformation 22 NHS finances, efficiency savings and affordability 25 Workforce 28 Supply and recruitment 31 Vacancies and shortage groups 40 Retention 42 Motivation and engagement 46 Earnings, pay progression and pay comparisons 49 Total Reward 55 4: Agenda for Change Staff in the NHS Our Analysis of the Evidence 57 Introduction 57 Economy and labour market 57 Workforce 61 Supply and recruitment 68 Vacancies 77 Retention 80 Motivation and engagement 84 Earnings, pay progression and pay comparisons 93 Our overall conclusions on AfC pay 103vi 5.

6 Framework Agreement on the Reform of Agenda for Change 106 Introduction 106 Background to the AfC negotiations 106 Framework agreement on Agenda for Change 2018/19 to 2020/21 108 Our observations on the AfC agreement 110 Our overall conclusions and monitoring arrangements 118 High Cost Area Supplements (HCAS) 121 Appendix A: Remit Letters 123 B: Agenda for Change Pay Scales for Existing Staff Under the Framework Agreement in England 2018/19 2020/21 133 C: Composition of our Remit Group 135 D: The Parties Website Addresses 143 E: Previous Reports of the Review body 145viiNHS PAY Review body 2018 REPORTE xecutive Summary1. We report this year in the context of the most significant change to the Agenda for Change (AfC) pay structure since its introduction in 2004.

7 This major pay development covers million staff (FTE) across the UK and affects a pay bill of over 43 billion. The UK Government intends a substantial investment in the AfC workforce who are working hard to maintain services to patients while under pressure from changing and increasing demand. Against this background, our report considers the evidence and makes observations on the implementation and operation of the three-year AfC pay overall conclusions on our standing remit and our observations on the AfC pay agreement from 2018/19 to 2020/21 We have been struck by the high levels of consensus among external commentators and the parties on the opportunities and significant challenges facing the NHS. It is clear that workforce issues are of the most significant concern and of the highest priority for healthcare providers.

8 The evidence suggests that pay restraint has contributed to efficiency savings within the NHS, but is not contributing to the recruitment, retention and motivation of NHS staff. There is a workforce gap identified in the draft Health and Social Care Workforce Strategy for England which is creating an unsustainably high level of vacancies, work pressures and potential risks to patient care. There are some plans in place, which contain significant risks, to bridge that gap by 2021 but the gap will persist to 2027 if there is no action on workforce numbers, productivity or service redesign. The recruitment risks to the plans are chiefly domestic routes into nursing, potential impacts of Brexit, reduced advocacy among AfC staff and medium term reward. The retention risks to the plans are high workload, insufficient flexible working, leadership capacity and medium term reward.

9 There has been considerable effort and goodwill by the NHS Staff Council in reaching a three-year agreement on AfC pay in England. The agreement provides a balanced package of pay reforms that aim to address the concerns of both AfC staff and employers, and to contribute to the sustainability of the workforce. It includes enhanced starting pay, protection for the lowest paid, restructuring of pay bands and improved pay progression supported by renewed performance management. In agreeing the design of the new pay structure the parties have taken a planned, medium term approach to manage the transitional effects and to address the affordability of pay increases. Overall, we conclude that the elements of the agreement, when taken together, begin to respond to our conclusions from the evidence on recruitment, retention and motivation.

10 We look forward to monitoring the impact of the pay agreement on bridging the workforce gap, and stress the importance of delivering wider workforce developments as part of pay The complexity of the agreement requires effective communications with AfC staff, given that the effect on pay increases for individual AfC staff, and within each band, will vary considerably. Effective performance management systems, which improve organisational performance and working lives for staff are difficult to implement and operate. To ensure that the proposed system does support the delivery of better patient care, NHS organisations should not underestimate the substantial volume of work required to implement and run the new system. The gender pay gap for AfC staff and any effects the new pay structure may have on that gap will require monitoring.


Related search queries