issue 20 | number 4 | July 2014 thehospitalconsultant

thehospital consultant&specialist

issue 20 | number 4 | July 2014

NewsPay & NHSfunding

Bi-monthly journal of the Hospital Consultants and Specialists Association

3 PensionsEddie Saville on governanceand choice4 HCSA

In the workplace5

views | people | contacts

YESSecretary of State says no to DDRB, we ask you to say...

2 CEO’s Notes

3 News

Pay BallotNHS funding

4 Pension changes

Eddie Saville on governance and choice

5 HCSA

Hospital Representatives are important

6 Casework and Representation

Reports from Joe Chattin, Emma Champion and Rob Quick

8 Connect, share and learn

Annette Mansell-Green on partnership working

9 Notices

Subscription rates | HCSA representatives to meet | AGM conference

10 Your HCSA contacts

11 Join HCSA

12 Direct Debit

Call for contributions

If you’d like to submit an article orsuggestion for the Newsletter, we’d love to hear from you. Please get in touch [email protected].

Media reports show that members of unions acrossthe public sector remain angry and frustrated overthe government’s decision to ignore the DDRBrecommendation on doctors pay for 2014/15. Weknow HCSA members feel the same way. That’s whywe will be holding a consultative ballot of members

on this question and asking what you would be prepared to do.

A number of members have contacted the HCSA about the way inwhich their Local Negotiating Committees are being organised.In a number of Trusts we are told that HCSA members are beingtold that they cannot participate unless they join the BMA. Thisshould not be the case.

The fact is that LNCs must be truly representative of doctors as awhole within a Trust. That means those that are members of theBMA, the HCSA and those not in any membership body. LNCsmust be inclusive, not exclusive, if they are to engage with themedical workforce.

Our motions to the TUC conference this year are on issues thatare important to us in many ways. The first on Bullying in the NHSclaims that the Secretary of State is failing to care for the carersand that the culture of bullying starts from the top. It goes on tosay that bullying causes intolerable anxiety, relationshipbreakdowns and can lead to a complete burn out.

Our second motion is on the Transatlantic Trade and InvestmentPartnership which is a US/EU trade treaty currently beingnegotiated. We are calling for the NHS to be excluded from thetreaty. Full details will appear in the next edition of this magazine.

The government has begun consultations on a document calledRecovery of public sector exit payments. I am sure we all have aview on the practice of public sector workers leaving their postswith redundancy/other payments. This consultation seeks to implythat primary legislation could be enacted to claw back paymentsmade to higher paid staff. Take a look at the consultationdocument on our website and let head office know what youthink.

Eddie Saville

thehospital consultant &specialist2 issue 20 | number 4 | July 2014

in this issue

the hospital consultant and specialist

bi monthly magazine ofthe Hospital Consultants

and SpecialistsAssociation

Editorial: Eddie Saville Nick Wright

01256 [email protected]

www.hcsa.com

Any opinions and viewsexpressed in this

publication are notnecessarily those of the

Editor, Publisher,Sponsors or Advertisers

of HCSA News.

Where links take you toother sites, the Editor,

Publisher andWebmaster cannot be

held responsible for thecontent of those sites.

HCSA News and relateddevices are protected by

registered copyright.

Layout: [email protected]

©2014 All RightsReserved.

Hospital Consultants &Specialists Association

No reproduction of anymaterial is permitted

without expresspermission of the

respective owners.

CEO’s notes

Cover Image: Jeremy Hunt, Farnham, 2010.© Dalton Firth Limited, released underCreative Commons (CC)

The government decision toreject the Doctors’ andDentists’ Pay Review Body(DDRB) recommendation toaward a one per cent payincrease to all NHS staff hasaroused great anger. Afterhearing a range of member’sviews on the issue, the HCSAleadership feels that aconsultative ballot in Englandof all association members isneeded, reports Eddie Saville.

The issueThe HCSA has always respected theindependence of the DDRB and itsrecommendations on pay. Whilst this onepercent award is well below the currentcost of living and comes on the back ofseveral years of pay decline for doctors, thiswas its independent recommendation.

The DDRB take evidence and soundingsfor many months leading up to thepublication of the recommendations and theexpectation of the public and the profession

is that they should be implemented.The Government rejected the DDRB’s

proposals saying that honoring andimplementing a one percent pay award fordoctors would risk reductions in front linestaff that could lead to unsafe patient care.The HCSA categorically rejects thissuggestion.

Why ballot?We know that HCSA members arefrustrated and angry at what they seehappening around them – after five yearsof pay restraint morale is at rock bottom.

Our national health service, by its verynature, has the ability to recruit and trainthe brightest and best workforce. Theresponsibility to retain and improve thisworkforce extends to giving a fair deal onpay – and not simply brushing aside therecommendations of the independent payreview panels.

Our NHS Staff deserve to be valued,respected, and properly rewarded for theirdedication, hard work and excellence. Withthis in mind, it is essential that the fullrange of member’s views are expressed anda consultative ballot is the best way ofdoing this.

The results of this ballot will inform thecourse of action the union will take overthe coming weeks.

Make your views known

issue 20 | number 4 | July 2014 thehospital consultant &specialist 3

pay NHS

By the time the NHS reaches 71years of age, it could be losing outon £25bn worth of funding. This isthe prediction made in the TUC’s AllTogether for the NHS campaign.

This real terms freeze in funding* meansthat although the economy is growing,heath care spending is not, in fact…it’s justthe opposite. NHS funding shortfalls havealready caused widespread loss in services,a five year pay freeze and it looks like weare set for more of the same over the nextfew years. Healthcare workers are angry,doctors are angry and, the public are angry.

TUC general secretary Frances O’Gradysums the situation up well: “It may be NHSstaff taking the hit in their pay packetsnow, but if the health service is going to belosing out on funding to the tune of a cool£25.5bn by the end of the decade, it willsoon be patients paying the price”.

These figures underline what some HCSAmembers already fear, that withoutinvestment in our healthcare system, thestandards that the UK has set as a worldleader, will start to slip. Without the necessaryinvestment, we will find it hard to recruit andretain the doctors so badly needed to care forour ageing population and the UK’s everchallenging healthcare needs.

NHS funding and NHS staff pay are longterm issues and it is essential that we keeppressing for sensible, lasting solutionswhich ensure a stable and efficient NHS fitfor the coming decades .

* This calculation by the TUC is based onNHS England’s own projections of zeroreal terms increases in governmentspending until the end of the decade. Theanalysis considers forecast spending onthe NHS over the next Parliament (from2015-2020) compared to the position thehealth service would have been in at theend of the decade had health spendingresumed growth at the same pace that ithad during the last Parliament (2005-2010) when there was a 21 per centincrease in spending in real terms.

Freeze in NHS funding

scheme at national level for consideringmajor changes to scheme rules.”

As a consequence the former governancegroup has now transformed into theScheme Advisory Board (SAB). Unlike theformer governance group which was directlyaccountable to the NHS Staff Council, theSAB is directly accountable to the Secretaryof State for Health (SoS). Its role is to advisethe SoS on pension scheme issues.

The SAB is made up from staff andemployer side representatives and theHCSA’s Chief Executive/General Secretarywill sit on the SAB. In addition to the SAB isa new pension board, again made up ofstaff and employer side representatives. TheBoard’s main role is to act as trustees to the

scheme and ensure effective operationsand sustainability.

The Choice 2 exercise will offer eligiblemembers of the 1995 section a secondopportunity to move their schememembership into the 2008 section,following changes to the State Pension Agethat arose after the initial Choice exerciseconcluded.

The communications sub group of theSAB are progressing work on the keymessages for the Choice 2 exercise. Eacheligible member will receive a personalisedChoice 2 letter via their employer.

This letter will introduce Choice 2 and setout what the member should consider. It willpoint members towards the NHS Pensionswebsite to use the online calculator.

This website will also contain:

● a fact sheet detailing the keyconsiderations for members

● information about the 2015 NHS PensionScheme

● information about how to make theirchoice

● frequently asked questions

All letters will be distributed by the endof November. The NHS Business ServicesAuthority will encourage recipients to actnow. A deadline for NHS Pensions toreceive the Choice is likely to be the end ofFebruary 2015. A dedicated helpline andemail address will be established tomanage queries.

Governance and choice


New arrangements for the running of the NHS pension scheme are underway reports Eddie Saville.

pensions

‘A deadline for NHS Pensions to receive the Choice is likely to be the end of February 2015. A dedicated helpline and email address will be

established to manage queries’

Following the Hutton review inMarch 2011 much was said aboutthe way in which the NHS pensionscheme should be administered andgoverned. This year a new form ofgovernance arrangement wasintroduced, which is quite differentfrom the previous system.

Hutton said in his review that: “Every publicservice pension scheme should have aproperly constituted, trained andcompetent Pension Board, with membernominees, responsible for meeting goodstandards of governance including effectiveand efficient administration. There shouldalso be a pension policy group for each


HCSA at work

members about campaigns, distributeleaflets and keep members informed aboutlocal and national issues. The HospitalRepresentative is the first and main point ofcontact with the members. They areadvisers and sounding boards, talking tomembers about workplace problems. Theyalso have an important role in ensuring thatthe views within the workplace are fedback to the HCSA at national level and toother unions within the Trust.

How much time does it take? The role can be flexible – you decide

how much time you can put in. Anycontribution towards building theAssociation is greatly appreciated. Thestrength of the Association is based uponmembers participating and making theirvoices heard. By acting together at workwe can make a difference to the issues thatare of importance to HCSA members.

No contribution is too small, and theunion provides the support you will need.

If you want to know more aboutbecoming an HCSA representative pleasecontact HQ.

Get involved in the LocalNegotiating Committee

From the principles and approach to SPAtime in job planning to the remuneration

for extra contractual on-call cover, therange of issues is wide and the LNC is thebody which is required to negotiate andagree these on behalf of all doctors in theTrust. It is vital that Local NegotiatingCommittees be truly representative of alldoctors. Many HCSA members sit on LNCsalong with BMA members and those whoare members of neither organisation.

As an HCSA representative you are wellplaced to stand for election to the LNC.This is a Trust wide body and we encourageall of our Hospital Representatives toengage with the process and seek electionto the LNC, so as to ensure the HCSA has aseat at the table.

The HCSA is growing and we want tomake sure that all members have localHospital Representatives in place. So ifyou’d like to help please get in touch withHQ on 01256 771777.

Hospital Representatives are importantThe HCSA is embarking on a major drive to secure a hospitalRepresentative in every hospital across the UK.

‘No contribution is too small, and the union

provides the support you will need’

The association has produced aHospital Representatives Pack whichwill be sent out to existingrepresentatives within the next fewweeks. It is clear to us that having alocal HCSA representative in placecreates better engagement withmembers, opens opportunities forlocal recognition and leads to anincrease in the number of members.

What is an HCSA HospitalRepresentative?

Our Hospital Representatives are thevital link between the membership and theAssociation, and the work representativescarry out on behalf of their colleaguesmakes a great deal of difference to them. Itgives them peace of mind and confidencein the HCSA as well as being the focalpoint for HCSA activity. HCSArepresentatives also have direct access toour team of experienced officers who cangive advice on all workplace issues.

What does an HCSA HospitalRepresentative do?

Hospital Representatives are HCSAmembers who talk to other members,recruit members and represent members onworkplace issues. They provide informationabout Association matters, notify HCSA

The range of matters on whichHCSA regional officers are activelyengaged in advising andrepresenting members is broad butit is possible to detect emergingpatterns in the issues our membersface and in respect of which theyneed our help.

Advice with job planning discussions andhelp with job plan disagreements is aconstant theme. As funding cuts andservice reviews bite deeply, the predictionof the Kings Fund – that the search forsavings would mean a rigorous review ofmedical staffs job plans – is being realised.Scrutiny and pressure always increases thelikelihood of disagreement and the numberof job plan mediations and appealsrequiring help has increased sharply. In anumber of cases the approach to jobplanning by clinical directors and divisionalmanagers lacks any semblance of the‘partnership approach’ prescribed in thebest practice guidance: reductions in PAs(usually SPAs) are simply demanded orunilaterally handed down.

The need to preserve confidentialityprevents the disclosure of some details butthere have been recent cases in whichclinical directors and medical directors havesought, by way of a job plan review, tomodify the application of nationalnegotiated terms and conditions of service,withdraw part time family-friendly workingarrangements and to demand a cut in PAspaid without any reduction in working time.Without support, advice and representationsuch changes could be unwittingly acceptedas legitimate areas for change through jobplanning, or worse, members may feel theyhave no alternative choice but to acceptwhat they know to be questionable.

Among the issues which have beenrevealed by a number of recent job planningcases is excessive work loading. Often theresult of unfilled vacancies and the productof badly handled service reviews, this isincreasingly the cause of work related stress.Stress amongst hospital doctors is anincreasing problem and stems mainly fromthe well-recognised causes of increasingworkload pressures, decreasing control ofwork and a lack of ability or willingness on


casework

The need to provide support andrepresentation to our members bothindividually and collectively is growing reports Joe Chattin.

I stood in for Joe Chattin at the JuneSPF meeting for the North (this isnow the geographical area of theNorth West, Yorkshire and Humberand the North East and Cumbria)

The Forum discussed two key areas at themeeting held in the Leeds headquarters ofNHS Employers organisation.

The new Chief Nurse of Royal Liverpooland Broadgreen University Hospitals Trustgave an excellent presentation on the verytopical issue of safe staffing levels.Following on from the Francis Enquiry intoevents at Mid-Staffordshire there was awide ranging discussion on what we meanby safe-staffing (the media clearly think it’sjust nursing). This is certainly a topic that

Northern Social Partnership Forum

Rob Quick reports from the Northern SocialPartnership Forum meeting

Member support and

‘As funding cuts andservice reviews bite deeply,the prediction of the KingsFund – that the search for

savings would mean arigorous review of medicalstaffs job plans – is being

realised’


the part of managers to address concernsraised about the situation. In at least twocases it has been necessary to call for stressrisk assessments under health and safetyregulations as well as filing job plan appealsin order to get to grips with unacceptablework loading problems.

Senior practitioners are increasinglyfacing investigations over allegations ofmisconduct which become protracted andcause members considerable distress. Manyrecent cases have been disposed of after theinvestigation phase but the process exacts aconsiderable toll in worry and diminishedself-confidence. In some of the cases itseems that alternative means of resolutionhave been eschewed in preference to thepractitioner being subjected to the ordeal ofan investigation. Recent cases have seen ushelping and representing in some fairlycomplex grievances regardingunderpayment, selection and appointmentprocedures etc. One such case prompts theneed for a reminder about the propercalculation of annual leave.

Members should check that their annualleave - in many Trusts this is now calculatedin hours rather than days and weeks – isbeing properly assessed. Hours regularlyworked beyond the standard 10 PAs, e.g. atthe weekend because of on call work,weekend trauma lists and late working,should be properly factored into the leaveallowance granted. Thus holiday entitlementshould reflect the average hours per weekworked by the doctor. In many cases aweeks leave may be more than 40 hours.

the forum will come back to. The SocialPartnership Forum then considered the roleand activities of the newly established LocalEducation and Training Boards ( LETBs) withpresentations from the managing directorsof Health Education Yorkshire and Humber,Health Education North West and the chiefstrategist for Health Education North East.These newly created bodies have extensivebudgets and responsibilities forcommissioning education and training ofhealth care professionals and for providinginformation and networking in the complexarea of workforce planning and analysis.

These are just some of the topics beingdiscussed; partnership working is morethan just pay and conditions, unionparticipation gives us a real involvement insome of the key policy areas in health care.

I have been getting to grips with myregion, which spans a largegeographical area and includesLondon. As is easily imagined, at themoment my role is very heavilycasework based and I haverepresented many members over avariety of employment issues.Although hard work it has beenvery rewarding and I have had somuch positive feedback.

As I settle into the role I can see a need formore Hospital Representatives across theregion. I would like to hear from memberswho are prepared to become a point ofcontact for me in their workplaces. Thiswould enable me to respond to local issuesin a pro-active way, which can be achallenge in an area with such a widegeographical span. If you would be happyto keep me in loop about the local issuesaffecting your workplaces, I would love tocome and meet you and discuss how youcan become a bit more involved. I promiseit won’t be a time onerous task!

On top of my casework, I have been tonetworking meetings with other NHS TradeUnions in London and attended a veryinteresting conference on Promoting aHarmonious Workplace with an extremelyinteresting presentation from Dame CarolBlack. Her presentation covered issues suchas the importance of effective leaders,positive mental and physical health atwork, fairness and flexibility.

All in all it has been a busy, interestingand rewarding first six months.

Emma Champion, HCSA’s regional officer for the South, reports

representation

‘Members should checkthat their annual leave -

in many Trusts this is nowcalculated in hours ratherthan days and weeks – isbeing properly assessed’

The 14 stream conferenceprogramme at Acute & GeneralMedicine (AGM) has been verifiedfor 12 CPD points accredited by theRoyal College of Physicians (RCP).

Hospital doctors from all grades and acrossall of the core medical specialties whoattend the two day conference (awarded4/4 on the RCP CPD log), will have theunique opportunity to update their acuteand advanced internal medicineknowledge, providing the essential skillsthey need whilst on the ward and on call.

Why attend Acute & General Medicine?

New guidance from the Academy ofMedical Royal Colleges will see one doctorresponsible for the whole of a patient’s careduring their stay in hospital.

The initiative follows a request fromhealth secretary Jeremy Hunt to promoteaccountability of clinicians and sees theneed for more hospital doctors with acuteand general medicine knowledge.

Make sure you are equipped with theclinical skills to be able to treat patientswith complex medical conditions byattending AGM conference.

The Midlands and East SocialPartnership Forum networks – fortheir July event – took as its theme‘Connect; Share; Learn”whichhappily turned out to be an accuratedescription.

The aim was to examine the value ofpartnership working and explore ways ofimproving its use and effectiveness. The dayopened with a presentation from DeanRoyles of NHS Employers and June Chandlerof UNISON on how to stay in dialogue.

The discussion illustrated different pointsof view expressed from staff side andmanagement using the topics of pay, sevenday working and whistleblowing forillustrative purposes.

I was particularly interested in the issueof whistleblowing as it has featuredrecently in a number of individual cases.

Table discussions resulted in some usefulideas from both management and tradeunion participants on the behaviour requiredto facilitate a non-confrontationalpartnership approach to problem solving. It isquite evident, for example, that there is agreat deal of work to be done in order toreach a position where all staff feel confidentin bringing forward issues of concern.

There was a consistent view from thetrade unionists present that members, inraising issues, fear retribution andvictimisation or simply perceive that nothingwill be done. Cultural change can only bebrought about effectively with the supportand engagement of all parties throughpartnership working. Recently, there havebeen a number of developments includingan announcement, on 24 June, that SirRobert Francis QC is to lead an independentreview into whistleblowing in the NHS called‘Freedom and Responsibility to Speak Up’.

There will be a call for evidence fromstakeholders including trade unions towhich I am sure the HCSA will wish tocontribute.

● Further information on the review andthe current legislative framework can befound at http://bit.ly/1seeJHp

There is still some work to be done inorder to ensure that the West MidlandsSocial Partnership Forum is ready to pick upthe challenges that lie ahead. Compared toother regions, progress has been slow insetting up the forum. However, I foundthat the event was extremely useful inproviding an opportunity to hear from theother groups who are running successfullyand with full engagement and I will betaking ideas for moving forward to futureWest Midlands Social Partnership Forummeetings.

The day concluded with a presentationfrom ACAS on the work that they do infacilitating dispute resolution on both acollective and individual basis and aroundup of regional initiatives.

There has always been an element ofscepticism about the idea that partnershipcan work in an industrial relationsenvironment. This event went a long wayto challenging that view but it does requirewillingness to engage and a set ofbehaviours to be developed on both sides.

The key messages that I left with were:openness, effective, timely and clear two-way communication plus consistent andsustained leadership and honesty areessential if the modern NHS is to moveforward. Above all the objectives ofpartnership must enable all staff to deliversafe and effective patient care in asupportive and enabling environment.


Connect, share, learn Acute &NHS AGM

Annette Mansell-Green reports onpartnership working in the NHS

Twelve CPD points accreditedby the RCP available at Acute & General MedicineConference

“As a concise review of acuteand general medicine thereis little to compete with this

annual conference”


General Medicine Conference

Receive essential updates from expertsacross the core medical specialties:

● Cardiology● Diabetes & Endocrinology● Elderly Medicine● Haematology● Nephrology● Neurology● Respiratory Medicine● Gastroenterology● Rheumatology● Emergency Medicine● Hot Topics● Palliative Medicine● Medical Essentials● Critical Care ● Career Development

AGM is rated 4/4 on the RCP CPD Log

An unrivalled conference programmemakes AGM the number one training eventchosen by consultants throughout the UK.99% of 2013 delegates met their learningobjectives at the show. Last year’s delegatecomments speak for themselves:

“Excellent topics for practical use in dayto day practice. A must attend conferencenext year.”

“This was an excellent meeting withopportunities to update on all aspects ofacute medicine. Good value for money.”

“The objective of the meeting was in myview completely met. It keeps me on theball. I will certainly attend this conferenceagain, brilliantly organised.”

● HCSA members can register for just £149+VAT using discount codeHCSA until the 31st August viaagmconference.co.uk

A national meeting of all HCSArepresentatives takes place onThursday 16 October 2014.

HCSA is growing in presence and influenceand this will be a great opportunity for alllocal hospital representatives to meet,network and gain important informationand training. The day will begin at around12 noon with a light lunch and will includetraining on job planning, bullying andClinical Excellence Awards.

At their meetings on 25 June theHCSA Finance and Executivecommittees considered the issue ofsubscription rates.

It is always the case when subscriptions arediscussed that any change needs to bejustified and the membership benefits thatchange will bring clearly outlined. We are agrowing organisation and want to continuethis growth, expand and increase ourpresence, become more influential andimprove the service provided.

There are many facets that make up thebenefits of HCSA membership, the keyissue is that we deliver the following:

● Effective workplace representation● Contract checking service● Advice on pay and terms and conditions

of service● Employment law advice when needed● An expert team of HCSA regional

officers to support you at work● Job planning advice and support● Advice to those in the independent

sector.

Over the last twelve months we havelaunched a new website and employedmore staff in the field, with furtherincreases to be considered. However thereis more we want to do to continuouslyimprove the service and the results we canachieve. Therefore the 2014/5 subscriptionwill be as follows:

● Full membership £240 per year● Following our decision to expand our

membership to specialist trainees wehave introduced a new rate as follows:– Specialist trainees rate £192 per year.

● All rates will commence on the 1October 2014.

Subscription Rates

HCSA President John Schofield will openthe event and our Chief Executive/GeneralSecretary Eddie Saville will give an updateon the national issues of pay, contracts andpensions. The day will end with a plenarysession and close around 4.30pm.

The meeting is at Chandos House, 2 Queen Anne Street, London W1G 9LQ. All representatives are invited to attend

and all travel will be paid by the HCSA.Please contact the Overton office toconfirm your attendance.

“This was an excellentconference which was nottoo expensive to attend

for people like myself whohave no external funding resource”

“Excellent mix of medicaltopics spanning the fullspectrum of conditions

commonly seen on an acuteunselected medical take. Thespeakers were of good qualityand the range of topics wereboth broad, interesting withgreat emphasis on clinical

application”

Hospital Representatives Meeting

Executive Committee

President Professor John Schofield [email protected] of Executive Professor Ross Welch [email protected] Past President Dr. Umesh UdeshiHonorary Treasurer Dr. Bernhard HeidemannHonorary Secretaries Dr. Cindy Horst, Dr. Paul Donaldson

Dr. Subramanian Narayanan, Dr. Claudia PaoloniChairman – Education & Standards Professor Amr MohsenIndependent Healthcare Mr. Christopher Khoo

Education & Standards Sub-Committee

Chairman Professor Amr MohsenDr. M. Madlom Mr. O. Sorinola Dr. B. Heidemann Dr. H. MehtaMr. C. Welch

Finance Sub-Committee

Chairman Dr. Bernhard HeidemannMr. M.J. Kelly [Trustee] Dr. R. Loveday [Trustee]Mr. W.J.N. Peters [Trustee] Professor John SchofieldProfessor Ross Welch

HCSA Officers and Staff

Chief Executive/General Secretary Mr. Eddie Saville [email protected] Manager Mrs. Sharon George [email protected] Manager, Northern Region Mr. Joe Chattin [email protected] Officer, South Mrs. Emma Champion [email protected] Officer, North Mr. Rob Quick [email protected] Officer, MidlandsMrs. Annette Mansell-Green [email protected] Secretary Mrs. Brenda Loosley [email protected] Services Adviser Mrs. Gail Savage [email protected] of Communications and Web ServicesMrs. Jenifer Davis [email protected] Mrs. Edidta Bom [email protected]

Office Telephone: 01256 771777 Facsimile: 01256 770999E-mail: [email protected]

HCSA Hospital Representatives

You can find the contact details of your local HCSA Hospital Representative onthe website at: hcsa.com/contact-us - just click on national/hospital contactsand select your area from the drop down options.


hcsa contacts

Prefer to receive this newsletterand other communication fromHCSA electronically?

Just drop us an email – [email protected] –and we’ll update your preferences. Thank you.

Grade: a Consultant a Associate Specialist a Speciality Trainee

a SAS doctor a Staff Grade/Trust Speciality Doctor

Signature Date

Title Surname

Forenames Male/Female

Qualifications

GMC No

Speciality

Year Qualified Year of Birth

Main Hospital

Preferred Mailing Address

Post Code

E-Mail

Contact Telephone Number


Hospital Consultants & Specialists AssociationHCSA, Number One, Kingsclere Road, Overton, Basingstoke, Hampshire, RG25 3JAT 01256 771777 F 01256 770999 E [email protected] W www.hcsa.com

Membership Application 2014/2015

Important - Please Note:We are not normally in a position to provide personal representation over issues that have arisen prior to joiningthe HCSA. Please DO NOT fax or e-mail this application form - we need an original signature on the Direct Debit.Mandate for your bank to authorise payments.

Current Subscription Rates:

a Full Annual - £240 per annum commencing October 1st 2014 (pro rata for first year of membership)

a Full Monthly - £20.75 per month

a Specialist Trainee Annual - £192 per annumcommencing October 1st 2014 (pro rata for first year of membership)

a Specialist Trainee Monthly - £16.75 per month

Please complete the Direct Debit Mandate overleaf and send it to the Overton Office address on reverse.

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HCSA, Number One, Kingsclere Road, Overton, Basingstoke, Hampshire, RG25 3JAT 01256 771777 F 01256 770999 E [email protected] W www.hcsa.com

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Documents

issue 20 | number 4 | July 2014 thehospitalconsultant