NHS pay: will you dare to lead by example?

In HSJ this week you will find two arguments that the NHS needs to consider something of that magnitude to deliver sustainable productivity gains. The two proponents, KPMG’s Mark Britnell and York University’s Alan Maynard, are not natural bedfellows.

Devon County Council chief executive Phil Norrey has volunteered to cut his salary by 5 per cent

But outside of the unions – staff and professional – a consensus appears to be forming that action needs to be taken to re-engineer the cost base of the NHS workforce. Pay and recruitment freezes are unlikely to suffice. But how will change be delivered?

Are the tools available – the consultant and GP contracts, Agenda for Change etc – fit for purpose? Few managers seem to think they are robust enough for such challenging times. This is reassuring for those who might see rewards reduce or jobs change, but eminently frustrating for those who will have to struggle with ongoing inefficiencies. National action may be required.

Then there is the thorny question of setting an example. Devon County Council chief executive Phil Norrey has volunteered to cut his salary by 5 per cent to £149,000. Will any NHS leader feel the need to follow suit?