SPF Members' Handbook 2012

WELCOME TO THE SOCIAL PARTNERSHIP FORUM The Social Partnership Forum (SPF) is a partnership between the Department of Health (DH), NHS Employers (NHSE) and NHS Trade Unions. The SPF is a forum to discuss, debate and involve partners in the development and implementation of the workforce implications of policy.

How this handbook can help you

This handbook contains useful information about the SPF. It explains what the SPF is about, the role of partners and how you, as a member of the forum, can get involved to support the aims of the SPF. It also provides practical information on the SPF's detailed working arrangements. The handbook will be reviewed annually to ensure content is up to date.

This handbook should be used alongside the SPF Partnership Agreement and the SPF website (www.socialpartnershipforum.org).

Key contacts

The SPF is supported by a network of staff in the DH, NHSE and NHS Trade Unions. For further information or advice, please contact:

SPF TU Lead j.chandler@.co.uk SPF NHSE Lead [email protected] SPF DH Lead [email protected] SPF Project Manager [email protected]

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Social Partnership Forum

The SPF is a forum to discuss, debate and involve partners in the development and implementation of the workforce implications of policy. The aim of the SPF is to:

. contribute and employer perspectives to the development of policy

. provide constructive comments on emerging policy at a formative stage

. contribute ideas on the workforce implications of developing policy and implementation

. promote effective communications between partners.

The SPF is built on a framework of effective partnership working. The principles, processes and structures of partnership working are linked to partners’ shared goals and objectives. The shared approach and principles of for effective joint working are set out in the SPF Partnership Agreement.

Why work in partnership?

Effective partnership working has the potential to produce some important benefits for all parties. These include:

. delivering improved services to patients/users

. improved mutual understanding

. an opportunity for partners to contribute their experience and ideas to the development and implementation of the workforce implications of policy on health and social care

. an ability to assess the likely impact of emerging policy on the NHS workforce and to mitigate risk

. more effective implementation of policy

. ensuring high standards of employment practices

. providing a transparent and streamlined structure for Trade Union, employer and staff engagement.

What are the benefits for each partner?

The SPF enables partners to work together to promote effective partnership working on the workforce implications of policy. It brings together representatives from the DH, trade unions representing NHS staff and NHSE who provide the employers' voice. This tripartite partnership model enables partners to discuss, debate and involve each other in the development and implementation of the workforce implications of policy.

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DH perspective: Ministers and the DH value the SPF, as it provides a forum which upholds high levels of cooperation and commitment to improve the health and social care outcomes for patients. The forum provides valuable input into the workforce implications of policy development and supports the implementation of policies.

Working in partnership and engaging with the workforce is key to making the best decisions about patient care. Evidence shows that engaged, satisfied employees are more productive and that in the NHS, staff and patient satisfaction are closely linked. We believe that engaging NHS staff in decisions that affect them is a crucial factor in the delivery of high quality care for our patients.

TU perspective: The NHS trade unions believe it is in their members' best interests to engage in partnership working with governments and employers to seek solutions to challenges and problems. Partnership working puts an onus on both employers and trade unions to engage and consult on all decisions that affect staff. Partnership underpins and facilitates sound and effective employer and trade union relations and has a track record of delivering real gains for staff and patients. As a crucial determinant of the quality of healthcare, a growing body of evidence-based research shows that effective staff engagement in NHS organisations improves the patient experience and healthcare outcomes.

Employers’ perspective: The SPF allows employers to get an early sight of health policy. It also allows them to give their perspective on how policy should be developed and highlight the possible workforce implications of a policy. In particular, the forum allows employers to influence how proposals are implemented and, through discussions with colleagues in the DH and NHS Trade Unions, make sure they are workable and realise maximum benefits for patients.

Partnership working in practice

The SPF is committed to working in partnership nationally and believes that partnership working between employers and trade unions is crucial to delivering priorities across the NHS.

Some good examples of where the national SPF is working together to deliver real benefits for NHS staff, employers and patients are set out below:

HR transition

Through the HR Transition Partnership Forum (HRTPF), SPF partners work in partnership to achieve positive outcomes for NHS, Arms Length Body (ALB) and DH staff which are supported by fair and effective HR policy during the transition phase of the NHS reforms.

The HRTPF provides a single national forum for the discussion of and development of HR policies and processes to support transition across the NHS, DH and ALBs. The HR Transition Framework (published in July 2011) was developed through the HRTPF; it outlines the principles that should be followed when staff are transferred between organisations as part of the proposed health and social care reforms and aims to ensure that processes are transparent and staff are treated fairly and equally. The HRTPF continues to engage with the development of ongoing national HR transition guidance, covering NHS, DH and ALB staff.

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NHS staff flu campaign 2011

SPF partners have successfully led a national seasonal flu campaign for NHS staff. In partnership, NHSE, Trade Unions and the DH have produced a wide range of materials and resources to encourage greater uptake of the flu vaccination by NHS staff. This has led to a 300% improvement in the number of staff vaccinated compared to the same point the previous year. The success of the campaign has demonstrated the strength of partnership working at the national level to achieve positive results for patients and staff.

Regional and local case studies

The SPF continues to gather examples of good practice. There are over 30 case studies on the SPF website demonstrating the positive outcomes experienced where NHS organisations have used partnership working to help keep staff informed, engaged and supported in the workplace. This includes good practice examples of engagement through the process of transfer; delivery of the Quality, Innovation, Productivity and Prevention (QIPP) programme, and improvements to staff morale and engagement. SPF case studies can be found at www.socialpartnershipforum.org/CASESTUDIES/Pages/Casestudies.aspx

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Roles and Responsibilities

To enable effective operation of these partnership arrangements, all partners agree to recognise and respect each other’s roles and functions which are distinct but complementary.

At national level partners recognise that:

. Ministers are democratically elected and have formal responsibility for developing and implementing public policy through the DH

. Trade Unions have a responsibility to represent the interests of their members

. NHSE has a responsibility to represent the views of its members.

A range of other groups and networks exists at national level with whom the SPF liaise and interface. This includes the NHS Staff Council which is responsible for formal negotiations on pay and terms and conditions issues for staff covered by Agenda for Change.

At Regional level partners recognise that proposed NHS reforms including the emergence of new organisations, will necessitate new models of partnership working to be established at regional level, which replicate the broad principles and values laid out in the Partnership Agreement.

At Local Employer level partners retain a common aim to ensure that effective partnership working is sustained and embedded in all employer organisations.

Members' Behaviour

The SPF and its subgroups are a place where meetings are conducted in an atmosphere of mutual respect even when the partners are in disagreement over a specific issue. The following guidelines provide some agreed ground rules to support a positive and constructive working environment: a) Wherever possible keep the language simple and avoid jargon. If you do not fully understand an issue, ensure that you ask for clarification before agreeing or disagreeing b) Respect other members of the forum as individuals with equal rights c) Recognise and respect the responsibilities that individuals have as representatives of their respective partner organisations d) Where appropriate, maintain confidentiality on issues of a sensitive nature and where agreed, do not share confidential papers outside of the meeting. If an issue is potentially sensitive agree how and when it will be communicated externally. During the meetings individuals have the right to express opinions without having their views quoted outside of the meeting e) Strive for consensus as far as possible. Sharing of information should be encouraged and sufficient time allowed for meaningful discussion f) It is acceptable to disagree and if a consensus is not reached but a recommendation still has to be made, then the disagreeing parties and their reasons need to be clearly noted.

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As a member of the national SPF or one of its subgroups, you represent one of the three partners i.e. NHSE, NHS Trade unions or DH (not the SPF as a whole). As an SPF member you should use your judgement guided by the principles of partnership working to engage with your own constituents outside the group as and when necessary. Each partner organisation has its own processes in place for gathering wider views to input into discussions.

Representatives should:

. Use their judgement to engage with their own partner constituents within SPF for views/feedback, as and when necessary

. Report back to their SPF colleagues on relevant developments or progress via the lead contact for the partner they represent.

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Detailed Working Arrangements

Membership

The three partners (DH, NHS Trade unions and NHSE) each nominate a lead person who is responsible for co-ordinating relevant views. The lead person is normally the DH Managing Director of NHS and Social Care Workforce; Director of NHSE; and the Chair of the Trade Union Side. This group may meet occasionally to consider any issues which might arise outside formal meetings.

The current leads are:

. Christina McAnea, National Secretary for Health at UNISON . Dean Royles, Director of NHSE . Charlie Massey, Director General, External Relations Directorate

Each of the three partners is responsible for nominating and regularly reviewing its representatives for the SPF. Membership of the SPF steering group consists of:

. five DH representatives . six employer representatives . eight Trade Union representatives . one SHA cluster lead

Additional representatives from all three partners sit on the SPF wider group.

With the agreement of partners, nominated individuals are also permitted to attend as observers; for example the TUC has a permanent observer seat.

A full list of members can be found at Annex A.

Meetings

The wider SPF meets twice a year with the smaller steering group meeting three times a year. Meetings are chaired by the Minister of State for Health. The steering group is accountable to the wider SPF.

Conduct of meetings

Items may be placed on the agenda by any of the parties. Secretariat arrangements are provided by the DH who liaise with key contacts from Trade Unions and NHSE. All partners are encouraged to use the forum to showcase effective partnership working in line with the aims of the forum.

The agenda and any supporting papers will be circulated one week before the meeting date where possible. The SPF chairs will conduct business and maintain proper conduct of meetings, and be responsible for ensuring that individual members uphold the partnership principles and the co- operative spirit of the forum.

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Consultation and Information

In addition to SPF meetings, consultation and dialogue will continue and partners will meet informally as necessary to discuss specific policy issues.

To help facilitate effective working the partners agree to the following:

. every effort will be made to provide information in good time for discussion and/or consultation . all parties will undertake to provide a considered, co-ordinated and timely response to issues on which their views are sought/on which they are consulted . all parties undertake to respect confidentiality where that is required or requested; and otherwise to conduct their dialogue openly.

Minutes and Communications

All meetings are formally minuted. Joint key communications are also agreed by all partners and published on the SPF website.

Subgroups

From time to time, as appropriate, the SPF may establish subgroups to develop specific pieces of work or to look at particular issues in more detail. There are currently four SPF subgroups:

. HR Transition Partnership Forum (co-chairs: Karen Didovich, Staff Side (RCN) and Stephen Welfare, NHS Midlands and East) - the subgroup provides a single national forum for the discussion of and development of HR policies and supporting processes to support transition across the NHS, DH and ALBs . Staff Passport Group (co-chairs: Jon Restell, Staff Side (MiP) and Tim Sands, DH) - the subgroup discusses and considers workforce implications of NHS system reform policy and practice . Embedding Partnership Working Group (chair: Gill Bellord, NHSE) - the subgroup promotes the benefits of partnership working and its impact on the patient experience, and shares good practice to embed partnership working at national, regional and local levels . Communications Group - this subgroup is a virtual group which focuses on the SPF’s communications profile and the SPF website.

Secretariat support is provided by the SPF Project Manager. Each subgroup is made up of representatives from the three partners and has agreed Terms of Reference and work plans.

The Terms of Reference are regularly reviewed for each group and the current version can be obtained from the SPF Project Manager.

An update of subgroup activity is presented at each national SPF meeting.

SPF website

The SPF website is an excellent resource for members; it provides information on the forum's key priorities and showcases good practice in partnership working through a range of case studies. It also includes key documents which have been developed in partnership through the SPF such as the Staff Passport Toolkit.

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Evaluation and Review

The SPF partnership arrangements set out in this document will be subject to regular evaluation and review to ensure they remain relevant and fit for purpose.

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Annex A - Membership of Social Partnership Forum

STEERING GROUP

Minister of State for Health Chair

Trade Unions

Christina McAnea UNISON (Staff Side Lead) Vicki Chapman British Medical Association (BMA) Claire Sullivan Chartered Society of Physiotherapy (CSP) Rehana Azam General Municipal & Boilermakers (GMB) John Restell Managers in Partnership (MiP) Jon Skewes Royal College of Midwives (RCM) Janet Davies Royal College of Nursing (RCN) Brian Harris Society of Chiropodists and Podiatrists Alice Hood Trade Union Congress (TUC) – observer Barrie Brown Unite

NHS Employers

Dean Royles NHSE (Employers Side Lead) Gill Bellord NHSE Plus 4 nominated representatives

Department of Health

Charlie Massey Director General, External Relations Directorate (DH lead) Nic Greenfield Director NHS Pay, Pensions & Employee Relations Richard Douglas Director General Policy, Strategy & Finance Jamie Rentoul Director Workforce Development Claire Armstrong Deputy Director, NHS Staff Experience & Employee Relations

SHA cluster

Stephen Welfare NHS Midlands and East

Secretariat

Corrin Shepherd NHSE Georgie Whitfield SPF June Chandler NHS Trade Unions Helen Cohen DH Lynn Slater DH

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WIDER GROUP (includes Steering Group members) plus

Trade Unions Sara Gorton British Association of Occupational Therapists Steve Austin British Dietetic Association (BDA) Lesley-Anne Baxter British Orthoptic Society Andrew Taylor Federation of Clinical Scientists Eddie Saville Hospital Consultants & Specialists Assoc (HCSA) Marisa Howes Managers in Partnership (MIP) Denise Linay Royal College of Midwives (RCM) Josie Irwin Royal College of Nursing (RCN) Warren Town / Paul Bromley Society of Radiographers (SOR)

Devolved Administrations Diane Taylor Northern Assembly John Nicholls Scottish Devolved Administration Liz Davies/Greg Segelov Welsh Assembly

Additional stakeholders John Taylor Advisory, Conciliation and Arbitration Service (ACAS) Jo Webber Ambulance Service Network Mark Fox/Adam Leeder Business Services Association (BSA) John Rogers Skills for Health Position currently vacant Independent sector healthcare provider

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Annex B - Resources: websites and research

SPF partners' websites

Social Partnership Forum www.socialpartnershipforum.org Department of Health www.dh.gov.uk NHS Employers www.nhsemployers.org www.tuc.org.uk UNISON www.unison.org.uk Royal College of Nursing www.rcn.org.uk GMB www.gmb.org.uk Unite www.unitetheunion.org Royal College of Midwives www.rcm.org.uk Society of Radiographers www.sor.org British Medical Association www.bma.org.uk Society of Chiropodists & Podiatrists www.feetforlife.org Chartered Society of Physiotherapy www.csp.org.uk The British Orthoptic Society www.orthoptics.org.uk British Dietetic Association www.bda.uk.com Federation of Clinical Scientists www.acb.org.uk British Association of Occupational Therapists www.cot.org.uk Managers in Partnership www.miphealth.org.uk The Hospital Consultants & Specialists Association www.hcsa.com Business Services Association www.bsa-org.com

Other useful partnership organisations' websites

Advisory, Conciliation and Arbitration Service www.acas.org.uk Chartered Institute of Personnel and Development www.cipd.co.uk Involvement and Participation Association (IPA) www.ipa-involve.com Partnership Institute www.partnership-institute.co.uk Skills for Health www.skillsforhealth.org.uk

Relevant Research and Guidance www.driveforchange.org.uk Drive for Change was developed through a partnership between TUC and Cabinet Office. It provides a practical guide for improving services through the effective engagement of the trade unions and the workforce.

NHS Staff Management and Health Service Quality (2011) Aston Business School http://www.dh.gov.uk/en/Publicationsandstatistics/Publications/PublicationsPolicyAndGuidance/ DH_129643

Reducing patient mortality in hospitals: the role of human resource management (2002) Michael A. West et al

Partnership Under Pressure: How Does it Survive? (2002). Peter Reilly – Institute of Employment Studies.

Strategic Unionism and Partnership: Boxing or Dancing? (2004). Edited by Tony Huzzard, Denis Gregory, Regan Scott.

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Trade Union and Employee Involvement in Public Service Reform (2004) Steve Bevan, Louise Horner and Natalie Turner http://www.theworkfoundation.com/research/publications/publicationdetail.aspx?oItemId=147

Partnerships under Pressure, 2002 The Kings Fund www.kingsfund.org.uk/document.rm?id=121

Staff involvement -Better decisions, better care (2003) Department of Health http://www.dh.gov.uk/en/Publicationsandstatistics/Publications/PublicationsPolicyAndGuidance/ DH_4071622

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Annex C - Social Partnership in Context

Definitions

Social partnership can be defined as a tri- or multi-partite arrangement involving employers, trade unions, public authorities and/or others eg, voluntary sector. Social partnership is usually concerned with areas of economic and social policy and might be based on a binding agreement or declaration of intent. ‘Social partners’ is the term used to designate the representative organisations of trade unions and employers. What differentiates social partnership from collective bargaining arrangements or consultation is that at its heart is shared decision-making, with the outcomes of the process agreed and supported.

Other Models of Partnership

Below, are some illustrative examples of social partnership developed in other countries and sectors to explore the types of issues covered in other partnership agreements, their guiding principles and some of the outcomes of working in partnership.

Scottish Partnership Forum

The forum where the Scottish Executive Health Department (SEHD), NHS employers, trade unions and professional organisations work together to improve health services for the people of Scotland. Members engage with key national policy leads from across SEHD to inform thinking around national priorities on health issues. It has a broad, strategic role and is involved in policy formulation as well as leading practical implementation initiatives and championing partnership behaviours.

Specifically, the aims of the forum are to:

> provide the main forum where representatives of trade unions, professional organisations and NHS Scotland work together to influence national priorities and policy on health issues in Scotland > ensure the principles of partnership are practiced in NHS Scotland and the Scottish Executive > champion partnership between NHS Scotland and other organisations > develop partnership working through evidence based practices > promote and facilitate the behavioural changes that genuine partnership working entails.

An evaluation of the Scottish Partnership Forum concluded that ‚the current partnership arrangements have delivered some significant benefits to NHS Scotland both nationally and locally. It is recognised by all partners that establishing and maintaining a climate that is conducive to constructive problem solving is more productive than one where there is little co- operation or trust.‛

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Legal & General Partnership Model

In 1997, Legal & General struck a partnership agreement with the trade union representing it staff. This was done as part of an explicit move away from an old-style adversarial system of industrial relations towards a collaborative management approach.

The partnership arrangement allowed L&G to discuss with the trade union representatives any issues affecting its workforce in a structured manner. Workplace representation was also reshaped, by L&G agreeing to extended trade union facility time for a smaller group of representatives. As a result stronger relationships have developed and trade union/management interactions have shifted to become more collaborative.

Multi-union Partnership, City of Seattle, USA

In the mid-1990s, the first steps were taken to create a city-wide coalition of the 25 unions representing the city's workforce and to reach an agreement with the City of Seattle. The resulting ‘Service Excellence Partnership’ recognised that while each City Department had autonomy, it was important to build a shared culture. Taking an initial city-wide approach to building partnership was important in setting the tone and building constructive union / management trust and agreement.

A review undertaken in 1999 by the social partners noted a dramatic decrease in the number of staff grievances, as well as time lost due to injuries and illness; this resulted in cost savings. Partners reflected that these improvements had been helped by a Mayor and City Council statement of commitment to union / management decision-making, a culture of worker participation and a joint approach to problem-solving and change management.

The partnership has seen a great deal of flux since 2000, with changing leadership and fiscal pressures to reduce the workforce and outsource work. However, the commitment to partnership by city management and union leadership has remained solid.

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