Source · Select Committees · Public Accounts Committee
Recommendation 3
3
Although it had to act quickly to scale up the service, NHST&T is still overly...
Conclusion
Although it had to act quickly to scale up the service, NHST&T is still overly reliant on expensive contractors and temporary staff. To scale up the test and trace service rapidly, the Department and NHST&T worked with a wide range of public and private sector partners, including consultants. By the end of December 2020, the Department had signed over 600 contracts for NHST&T-related services. At the beginning of November 2020, a ministerial announcement said there were 2,300 consultants and contractors working on NHST&T. When we took evidence in mid-January the Department estimated that from Deloitte alone there were still around 900 contractors on the books. In early February NHST&T said it was still employing around 2,500 consultants, at an estimated average daily rate of around £1,100, with the highest daily rate paid of £6,624. It is concerning that the DHSC is still paying such amounts—which it considers to be “very competitive rates”—to so many consultants. Recommendation: NHST&T should put in place a clear workforce plan and recruitment strategy which aim to reduce significantly, month by month, its reliance on costly consultants and temporary staff. NHST&T would benefit from learning lessons on how other NHS bodies manage the need for additional personnel, for example, through staff banks and should explore incorporating these into its approach.
Government Response
Acknowledged
HM Government
Acknowledged
3.1 The government agrees with the Committee’s recommendation. Recommendation implemented 3.2 Consultants offer quick access to expertise that may otherwise be difficult to recruit – either quickly or indeed at all. They will always have a place but need to be used selectively. NHST&T has therefore established a consultancy ramp-down plan, based on current demand assumptions, which aims to reduce the number of consultants by over 40% between March 2021 and December 2021. 3.3 NHST&T continues to reduce consultancy headcount through the following mechanisms: • capability mapping and staff development; • increasing recruitment – NHST&T has launched a careers microsite and as of March 2021 had over 154 campaigns live; • replacing consultancy resources with cheaper contract resources while long-term recruitment continues; • a Commercial Challenge Board to provide increased scrutiny when consultancy resource is requested and ensure there is clear evidence that there is no alternative and that rates are appropriate to the work being delivered; • regular challenge sessions with each business area; and • including short term termination clauses in contracts to ensure maximum flexibility and to support the roll-off of consultants. 3.4 NHST&T is currently working across government and with Public Health England (PHE) to understand the most effective ways to attract and secure clinical capability. It is also reaching out to NHS networks to understand better and learn from their supply routes and where NHST&T can improve.