Staff sickness remains a concern at Birmingham and Solihull hospitals
Staff sickness levels at hospitals in Birmingham and Solihull remain high with bosses saying they ‘want to do better’.
Data presented to the University Hospitals Birmingham (UHB) NHS Foundation Trust board of directors showed an overall annual sickness rate in October of 6.2 per cent against its own target of four per cent.
Concerns were raised amongst members due to the impact sickness absence rates were having on staffing costs as the trust struggles to balance the books.
A report to board members said work is continuing to address the issues across all sites including Queen Elizabeth, Heartlands, Solihull and Good Hope Hospitals.
Rates have been a concern for months and the trust set up a Sickness Absence Oversight Group to develop plans for tackling the problem.
The board heard how plans including new reporting mechanisms are being put in place.
The report said: “Sickness absence remains high and work continues to support managers in addressing it.
“Analysis of the Workplace Adjustment Pathway shows a positive impact on sickness absence. Steps continue to be taken to ensure that all sites are accessible.”
Statistics in the report showed both Solihull and Good Hope Hospitals recorded higher sickness rates than the Trust total with 6.97 per cent and 6.28 per cent respectively.
Queen Elizabeth and Heartlands Hospitals recorded six per cent and 5.99 per cent respectively, still two per cent above the trust plan.
Julian Miller, UHB chief financial officer, said: “We talk every month how pay overspend is the biggest of our financial performance.
“Sickness is a big contributory factor and that’s part of what is driving our pay overspend.”
Sir Andrew Morris, non-executive director, added: “For next year, getting to four per cent is going to be quite a challenge.
“Even a one per cent improvement, getting it down to five is big money of our total pay bill.”
Dame Yve Buckland, trust chair, said: “We’ve really focussed on sickness absence. We see it as something where we are an outlier and we want to do better.
“It’s key in terms of our Cost Improvement Programme as well as staff morale and wellbeing.
“It’s really great to hear the work that is going on. Also, the focus around how we talk to leaders and how we follow it up with leaders.”
