Scroll down

Coronavirus staff guidance University Hospitals Birmingham NHS Foundation Trust

Childcare impact guidance

Last updated: 24 December 2021 at 17:00

This guidance sets out the options on working and leave arrangements for staff affected by childcare issues where children are sent home from school or nursery due to COVID-19 where another child is symptomatic or has tested positive.

There are a number of options for staff and managers to consider. We encourage preparing for the possibility of a childcare issue arising. Staff and their line manager should agree in advance a personalised plan which will reduce stress and uncertainty on how to respond in such a situation, and ensure we maximise availability of staff at a time when our services are under heightened pressure.

These are challenging circumstances and it is therefore important for staff and managers to think creatively about working and leave arrangements to minimise personal and Trust impact.

The use of these flexible options in response to the childcare impact of COVID-19 will be monitored at an individual, divisional and Trust level.

Key worker letters

What is a key worker letter?

A key worker letter can be requested by employees to enable their children to be exempt from closure of schools.

Who can request a key worker letter?

A key worker letter can be requested by all NHS staff.  The key worker exemption is designed to enable our staff to be able to work and know that their children are being cared for.

How do I apply for a key worker letter?

If an employee requires a key worker letter, they must email the HR team providing their full name, job role and the reason why they need a key worker letter.

Email: FirstContact@uhb.nhs.uk

Upon receipt of the request, the HR team will endeavour to produce the letter within two working days.

Home working

Where staff can work from home and currently have that facility in place to do so, home working should be agreed. However, managers will need to be flexible in how the hours are worked as the member of staff may need to take more regular breaks throughout the day. If necessary, hours may be worked back at an agreed later date.

Where staff are in a role where working from home is not practical and they do not have the remote working facility, the manager and staff member should agree what work they can undertake. The types of tasks could include:

  • Online learning packages.  Reflection log on how the learning will be implemented, including mini briefing note for colleagues
  • Policy/Procedure/SOP review
  • Data review (complaints, compliments, etc.)
  • Review of appraisal objectives or completion of appraisal documentation if appraisal due within two months
  • Research on agreed topics
  • Wellbeing messages for staff notice boards
  • Motivational messages for patients
  • Ideas generation on improvement opportunities. What could be improved, why and how
  • Welcoming message for new starters. What is helpful information for a new starter to know from their peers

The above are indicative examples, and managers and staff will be best placed to know what could be meaningfully done in their own area. These may be tasks that the member of staff would not typically get involved in, and they may be tasks which we would not get around to at this time, but are nevertheless things that will make a difference.

Flexible working

Some staff may be able to continue working and manage their childcare arrangements. However it might be that their current working hours or shift pattern needs temporarily adjusting. In these situations, a temporary flexible working arrangement should be considered to enable the member of staff to continue working. Any such agreements must be agreed with the member of staff and confirmed in writing.

Options to consider include:

  • Change of start and finish times
  • Change of working days
  • Change of shift patterns
  • Condensed hours

Special leave

Section 4 of the Trust’s Special Leave procedure allows provision for paid special leave in the event that immediate care arrangements are needed for a dependent. This provides members of staff with a maximum of 3 days special leave in any annual leave year.

Annual leave

Where a member of staff has exhausted the special leave provisions, managers should discuss the use of annual leave with the member of staff. If the member of staff has already received authorisation for future annual leave to be taken, they would not be expected to cancel this leave in order to free up annual leave to meet the childcare impact. However, any remaining annual leave should be used where the above options on home working, flexible leave and special leave are not applicable. Use of any available annual leave should be agreed before consideration of unpaid leave.

Unpaid leave

The use of unpaid leave must be considered as a last resort, where the manager and member of staff are able to demonstrate that all other alternative options outlined above have been exhausted.

Any such requests for unpaid leave must be agreed and signed off by a Divisional Director of Operations or Deputy Director of Nursing and for all corporate areas by the respective Deputy to Executive Director.

For any unpaid leave that is approved, the "COVID-19 Childcare impact - authorised unpaid leave form" (see "Downloads") should be completed and forwarded to the HR First Contact team.

Back to top