HEALTHCARE ESTATES 2024 KEYNOTES
average basis would see the organisation in the 2.6 times more successful ‘bucket’. She said: “If you take anything away from what I’ve said today, it should be the importance of clarity of vision. Your people and senior leaders need to translate that vision clearly and consistently in everything they do. As leaders, you’ll need to be adaptable, recognising that the skills you need today won’t necessarily be those you need in the future, and to foster teaming, collaboration, and innovation. Problems are becoming more complex, and will likely require multiple viewpoints to reach solutions, so create psychological safety – with an opportunity to actively listen, allow people to speak up, take action, and create a culture of trust. You need to foster autonomy and experimentation, considering how you can exhibit some ‘disciplined freedom’.” Katherine Savage also emphasised the need to ‘use
tech’, and to ensure that user experience recognises ‘that you can make communication instant, and can use technology in quite an innovative way to do your day job’. She told delegates: “You must make people feel comfortable with the technology you are going to require them to use, and create ‘radical independence’, so do foster the connectivity and collaboration between teams that may historically have been quite siloed. If as a leader, you prioritise each of those six levers, you will – I believe – be more successful in what you’re trying to transform.”
A view from the Director of Sustainability and Workforce Katherine Savage having now concluded, NHS England’s Fiona Daly, began her address. She explained: “I’m the Director of Sustainability and Workforce, and the National Deputy Director of Estates, at NHS England. My team and I lead the workforce agenda for 120,000 estates and facilities personnel. Looking back, and it’s been two and a
half years since we published our NHS estates workforce action plan. As a snapshot, we said we would focus on four areas – ‘Equality and Diversity’ is really important, as is ‘Developing our people’. Also vital are ‘Improving the health and wellbeing of our people’ – something we need to focus a bit more on in the EFM community, and ‘Building the next generation’.” Fiona Daly added here that it had been especially pleasing the night before, at the Healthcare Estates 2024 IHEEM Awards Dinner, to see all the apprenticeships, and the support that they enjoy from their colleagues. She went on to explain that the NHS estates workforce action plan aligns to all the national strategies, including the NHS Long Term Workforce Plan. She told delegates: “There is some clear stuff in the latest Lord Darzi report (the Independent investigation of the NHS in England) about the importance of the NHS workforce.” Recommending all to read it, Fiona Daly said it contained some ‘really good information, presented in very positive way for Estates and Facilities’. She added: “There are obviously also our ICS infrastructure strategies – the cornerstone of what we will be doing across the ICSs over the next decade.” Continuing her presentation, she said: “We were asked to talk about the challenges, and I’ve got four for you – the first being about around building the next generation of our people, and how we can attract people into the estates and facilities profession. We are attracting more people than ever before; we have launched our NHS Estates and Facilities Workforce: Apprenticeship Challenge, and doubled the number of apprentices in Estates and Facilities. However, they still only represent just 0.5% of the workforce, and we want to see that massively increase.”
Encouragement to ‘get involved’ To support this, Fiona Daly encouraged estates and facilities personnel to ‘get involved in the programmes’
Above left: Fiona Daly said attracting young people into NHS EFM careers was one of the key priorities for she and her team, and she outlined a number of associated initiatives.
Above: The NHSE speaker said some of the hardest staff to retain when it came to competitive pay levels were those in chef and cleaning operative roles, while there were instances of ‘really extensive pay disparity’ between engineering roles in the NHS and corresponding jobs in the private sector.
January 2025 Health Estate Journal 31
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