This system holds data on the age, gender and banding of staff employed by Trusts; it also documents start and leave dates for all staff on the payroll.
Analysis of this data can provide information on turnover rates and tenure. It can also provide postcode information for leavers which may provide clues as to whether staff are moving out of their sustainability and transformation partnership (STP) area.
With a commitment to a robust exit interview process and good data management, Trusts also have the opportunity to record and analyse reasons for leaving that could support better understanding of where targeted intervention - through the provision of Homes for NHS Staff - might be effective going forward
Understanding the nature of the recruitment and retention challenge is key to understanding the type, number and location of housing to inform the business case and preparing a comprehensive planning argument in favour of an affordable housing offer that prioritises Homes for NHS Staff.
An analysis of the data already held by NHS Employers would identify lines of enquiry. Estate owners can then work closely with workforce leads to understand what kind of housing might be attractive to staff and, in particular, those who are considering leaving employment.
It should be emphasised, however, that a complex model of demand is not a pre-requisite for implementing this policy. At its core, the policy is about an offer of first refusal. Securing a housing offer that would most assist staff would be beneficial but, even if the type of housing is determined solely by the LPA/developer, an offer of first refusal is still in line with the policy. For strategic reasons, an estate owner may look to have more influence over the nature of the affordable housing delivered. In this scenario, using data and information available within the organisation and speaking to staff will be beneficial.
In March 2019, NHS Employers undertook a survey via their weekly workforce bulletin. There were 44 responses from a range of organisations across England.
77 per cent of respondents believed that there was a lack of affordable housing in their area and 70 per cent confirmed that this was impacting on employees in their area.
A third had lost staff who had cited the cost of housing as a reason for leaving.
Affordability of housing will depend upon the circumstances of the individual including their household makeup. The Royal Collage of Nursing (RCN) London Survey 2016 found that just under half of respondents were sharing housing with partners or spouses; 17 per cent were sharing with others or living with parents; and 15 per cent were living alone. Just under a third had dependent children and just under 40 per cent of all respondents were renting homes in the private sector.
This toolkit provides further information and guidance on understanding the potential social value of delivering Homes for NHS Staff. However, there are also opportunities to realise financial savings as part of a package of recruitment and retention interventions and these should be considered alongside the opportunity for disposal. Some useful metrics to consider could be:
- Savings in the cost of temporary housing
Some NHS employers are spending hundreds of thousands per annum on the cost of temporary housing for newly recruited staff. The potential savings that could be achieved through the provision of direct housing is a key metric to be considered in the business case.
It may be appropriate to include the potential for recruitment cost savings linked to the provision of Home for NHS Staff, in the business case.
- Value of reduction in staff turnover.
The overall value of a reduction in staff turnover may be a little more challenging to quantify. The overall cost to the service of those leaving the NHS altogether in terms of lost skills and experience and the residual impact on increased risk and pressure on the workforce should not be underestimated.
The Homes for NHS Staff guidance makes clear that provision of the offer of first refusal for NHS staff on affordable homes developed on NHS estate should not negatively impact the disposal value. Estate owners should achieve market value when disposing of sites and appropriate professional advice should be retained with NHS organisations following HBN 00-08 (also known as the NHS Estate code).
Setting clear objectives for the site prior to marketing including a consideration of the social value of the opportunity will help to strike a balance between potentially competing priorities.
Estate owners should engage with their LPA on a regular and ongoing basis on a range of issues that may affect their estate. Regular engagement allows partners to build a stronger relationship with clearer understanding of each other’s requirements, processes and issues.
Our planning section sets out the planning context for delivery of the guidance in more detail and provides some useful tips on how to implement it. In most cases planning policy will have set an expectation around the unit and tenure mix required of a new residential development application. The most straightforward route to achieving a planning consent is delivering a policy compliant mix.
When setting the planning brief for surplus sites, estate owners are encouraged to engage early with workforce leads to undertake some qualitative research to inform the type of housing mix that may support staff. Conducting focus groups with staff in positions with high turnover or that are frequently covered by agency staff could provide useful insights into specific housing needs and aspirations of staff at risk of leaving. It can also form part of the body of evidence presented to planners in favour of a particular unit and tenure mix. This will be especially important if you are asking the LPA for any flexibility in their interpretation of their affordable housing policy.
