Championing positive change in partnership

Overview

The Royal Free London NHS Foundation Trust worked partnership with trade unions to transfer more than 300 soft facilities management staff from a range contracts onto Agenda for Change (AfC), improving pay, terms and conditions, career opportunities and workforce stability.

The programme benefited a workforce that is predominantly from ethnic minority backgrounds (80 per cent) and female (70 per cent). The trust also reported a reduction in sickness absence from 7 per cent to 5 per cent and a 39 per cent reduction in the use of temporary staffing.

The issue faced

In 2023, soft facilities management staff transferred into North Middlesex University Hospital under TUPE arrangements. Staff were employed under a range of pay terms and conditions, leading to inequity and lower morale. The trust committed to moving these colleagues onto AfC.

Following the merger between Royal Free London and North Middlesex University Hospital in 2025, this commitment remained a priority. The trust worked closely with trade unions, staff and leaders to address challenges and support the transfer of soft facilities management staff onto AfC from October 2025.

The actions taken

• Trade unions were involved from the outset, helping to shape the pre-consultation phase, communications and engagement approach. Representatives attended staff meetings, supported consistent messaging and helped build trust throughout the process. Information shared with senior leaders was shared with trade union representatives.
• A joint management and trade union job-matching panel was established to evaluate roles using the NHS Job Evaluation Scheme. This ensured a fair, transparent and consistent approach, with shared ownership of decisions.
• Key principles and solutions were developed in partnership, including pay protection arrangements for staff working more than AfC full-time hours. As some staff were earning below the London Living Wage, advice and support were also made available for colleagues concerned about the potential impact on benefits.
• Staff were invited to contribute to the work through group sessions, 150 one-to-one meetings and ongoing feedback opportunities. Meetings were scheduled around different shift patterns, including evenings and weekends, to maximise participation. Staff were also encouraged to engage with union representatives throughout the process. 
• Regular engagement and communication channels were established, including a staff town hall meeting and a newsletter providing updates on progress and key milestones.
• HR, management and trade union colleagues worked closely together through weekly meetings to support consultation, pay alignment and staff engagement, ensuring the process remained collaborative and transparent.
• Trade union representatives provided additional support to staff who had concerns about the proposed changes, helping to address questions and build confidence in the process.

Results and benefits

• More than 300 staff moved onto AfC contracts on 1 April 2026, with pay backdated to 1 October 2025. This addressed long-standing inequities and provided access to standardised pay bands, job descriptions and career pathways.
• Staff experience improved significantly. Colleagues reported greater fairness, transparency and trust in the organisation. Many felt more valued and respected and experienced a stronger sense of belonging within the NHS workforce.
• Access to improved employment benefits increased financial security and wellbeing. Staff benefited from occupational sick pay, enhanced annual leave, greater consistency in working hours and improved career opportunities. Some staff reported that this was the first time they had received a formal contract of employment.
• The initiative strengthened workforce stability and reduced organisational risk associated with inconsistent pay, terms and conditions. Trade union representatives also reported receiving fewer complaints from this staff group.
• Operational performance improved, with sickness absence reducing from 7 per cent to 5 per cent. The use of temporary staffing also reduced significantly following changes to staffing structures and shift patterns.
• The programme supported the trust's anchor institution ambitions, contributing to improved employment standards within local communities and supporting efforts to reduce gender and ethnicity pay gaps.
• The project created a foundation for future workforce transformation. The jointly developed principles and governance model have since been applied to other insourcing programmes across the trust.
• New career pathways were established, including the creation of a band 5 soft services team leader role, providing progression opportunities from band 2, with scope for further progression through to management positions.

Social partnership working: lessons learned

The programme highlighted several key factors that support successful partnership working. This includes: 

• involve trade unions early and maintain transparency throughout the process
• build shared ownership of decisions through genuine partnership and joint governance
• communicate clearly and consistently using a range of engagement methods
• provide tailored support to help staff understand and navigate change
• ensure visible commitment and sponsorship from senior leaders.

Summary

Working in partnership with trade unions, Royal Free London NHS Foundation Trust successfully transferred more than 300 soft facilities management staff onto AfC contracts. 

The programme improved pay, terms and conditions, career opportunities and staff experience, while reducing sickness absence and reliance on temporary staffing. It also strengthened trust between staff, managers and trade unions, creating a sustainable model for partnership working and organisational change.

The approach demonstrates how early engagement, shared decision-making and a commitment to fairness can deliver positive outcomes for both staff and organisations, providing a practical model that can be adapted and replicated by other NHS organisations.