How to include staff in change lessons from PFI Projects

1
(No Transcript)
2
How to include staff in change - lessons from
PFI Projects

• Tuesday 3rd June, 2003

3
Format of break-out session

• Introductions
• Joint presentation by the New Health Network,
  Amicus and Interservefm
• Question and Answer session
• Draft code of best practice

4
Question?

• How long does the PFI process take from beginning
  to end?

5
Answers

• Carlisle - (45 years)
• Dudley - (42 years)
• UCLH - (33 years)

6
This presentation is not about the politics of
PFI. We aim to deal with the problems arising
from the process itself
7
The Process

• Preliminary discussions, Business Case
• OJEC
• ITT
• ITN
• Final Three/Two
• Preferred Bidder
• Contract signed / staff transfer
• Post transfer

8
Key stakeholders

• Staff
• Trade Unions
• Private Sector Partners (PSP)
• Patients
• Local community
• Wider NHS community

9
Why use Trade Unions to consult staff in change?

• Supplies direct access to staff groups
• Supplies in-direct access to the wider team
• Communication structures
• Potential to hinder or help!
• Problem solving
• Successful hospital design
• Staff provide the service and will continue to do
  so for the lifetime of the contract!

10
Why work with the PSP HR Director?

• Tripartite meetings highlight potential problems
• This is a relationship which could last up to
  forty years
• Staff who transfer to a PSP remain working inside
  the NHS family
• Troubleshooting and joint working will become
  vital.

11
Key Issues

• Communication
• Lack of knowledge
• Morale
• Relations between Trust, PSP and TUs
• Training/Education

12
Communication
13
Communication

• This is vital and covers every aspect of the
  process. The overall perceived success of the
  PFI is dependent on when, where and how the key
  stakeholders communicated with each other.
• Communication should occur early and often and
  should adapt as the process changes
• Introduce PSP as soon as possible, in order to
  establish normality

14
Types of communication

• Engage local community (joint) with a defined
  message
• Invite prospective PSPs to open days
• General meetings, covering all shifts (joint)
• Engage with all staff, including those who arent
  transferring
• One to ones
• Display technical drawings of the new hospital

15
Main concerns from the TU side

• Communication is too late
• Not often enough
• Not accurate
• Staff are not actively involved in the process
• Lack of detailed information on key areas - such
  as who could be transferring
• Union representatives should be trained on how to
  communicate to staff.

16
Areas of concern for the private sector

• Communication can be done as an afterthought
• Bad news sells papers, not enough effort to focus
  on the positives
• Question of honesty, you need to say what you
  mean and mean what you say
• The PSP requires access to staff at all stages of
  the process
• Lack of informal dialogue

17
Case Studies

• Open Days
• Series of presentations to all transferring staff
• Welcome packs
• UCLH website
• Post transfer - Dudley 7s.

18
Lack of knowledge
19
Lack of knowledge

• This is still a relatively new process
• All stakeholders require basic information on the
  process
• Detailed information must be issued to staff on a
  number of issues, i.e. Pensions, TUPE etc
• The biggest fear for staff is uncertainty, this
  can be eased through issuing knowledge

20
Main concerns for the TU side

• Lack of knowledge and information can lead to
  uncertainty
• The experts who are tasked to advise staff,
  rarely are able to communicate effectively

21
Areas of concern for the PSP

• Lack of experience/understanding of the process
  complicates the process
• The Trust staff need to use the expertise
  available through the DOH PFU
• The PSP has experience from other sites, but
  there is often an issue of trust
• Co-operation is the key

22
Case Studies

• GAD presentations
• Independent financial advise - UCLH

23
Morale
24
Morale

• This is the main concern for all involved
• Uncertainty of the process and added stress
  associated with change
• Impact of new employer
• Staff feel discarded by the NHS, but have no new
  employer as of yet
• New building will also bring new stresses
• Can impact on patient!

25
Main concerns of TU side

• Staff are not engaged by the process
• TUs need to have input into all areas of the
  change management process
• Be honest about (hu)manpower levels
• People need certainty as soon as possible
• The people advising staff on the process are
  actually the ones who are remaining employed by
  the NHS.

26
Main areas of concern for the PSP

• Manage expectations, staff need to know things
  are not going to change overnight
• Transfer staff early, so people can begin to
  adapt to the change
• Allow TUs to meet and talk to the PSP as early
  as possible, to begin dialogue
• Run team meetings and engage staff both on an
  individual and departmental basis
• BE HONEST

27
Case Studies

• Christmas party
• Rumour Hotlines
• Uniforms - Carlisle

28
Relations between Trust, PSP and TU
29
Relations between Trust, PSP and TU

• In any relationship there may be a point where
  relations sour. But it is vital that neither
  staff nor patients get effected by any problems
• There are a number of potential pitfalls both
  with the PSP and with Trade Unions
• Communication is the key, this is a forty year
  relationship and should be treated as such. This
  is no place for tantrums (from anybody!)

30
Main concerns of the TUs

• Staff need to be involved at all levels of the
  process and should start at the beginning. This
  should help to prevent some of the problems.
• Everybody needs to be clear about their positions
  and their objectives
• Be flexible, shop stewards will require
  additional facility time
• There needs to be some flexibility especially
  during the staff transfer period and during the
  opening of the new building

31
Areas of concern for the PSP

• Be Honest
• Raise issues as and when they arise
• Include staff at all levels
• Trust should facilitate and/or participate in TU
  meetings with the PSP
• Allow PSP on site regularly before transfer
• Establish formal procedures

32
Case Studies

• Away days with Trust and PSP representatives
• Regular meetings before and post transfer
• Joint working arrangements- HS and training

33
Training and Education
34
Training and Education

• New hospitals require new and varied skills.
• This is a vital area for partnership
• Ensures a smooth patient experience
• Huge opportunity for team working

35
Main concerns from the TUs

• Ensure that training facilities continue after
  the PFI scheme has been announced.
• If staff remain working for the Trust until the
  last minute, facilitate regular periods of
  on-site training at the new build
• Give all staff access to the new build - show
  ward
• All staff need educated about the PFI process as
  well as the new building

36
Areas of concern for the PSP

• Lack of opportunity for training prior to
  transfer
• Transferring staff fail to receive required
  technical training in the run-up to transfer
• All staff require training at the new site, this
  has to be facilitated

37
Case Studies

• Carlisle - show ward
• Joint Health and Safety training - Dudley

38
(No Transcript)
39
PFI is not a panacea for the HR problems that
exist in the Trust.

• Dont leave HR problems unresolved for the
  Private Sector Partner to solve

40
Questions?