Croydon, May 2026 — Croydon Health Services NHS Trust has unveiled plans for a new “Management Passport” development programme, aimed at strengthening the skills, confidence and professional recognition of operational and administrative managers. While the initiative has been broadly welcomed by UNISON as a positive investment in staff development, the union has also outlined a series of concerns and safeguards it says are essential to ensure the programme succeeds without unintended consequences.
A Structured Approach to Management Development
The proposed Management Passport will introduce a structured, modular training programme running from April to October each year, with monthly sessions covering key areas such as finance, procurement, and service improvement. Participants will complete learning modules, undertake practical service reviews, and receive “passport” sign-offs to demonstrate competence in core management skills.
The scheme emerges following the Trust’s administrative and clerical review, which identified a historical gap in protected learning time and structured development for managers. Trust leadership has framed the passport as a way to professionalise operational roles and embed consistent standards across services.
Sheila Roberts, Interim Managing Director for Acute Services, described the programme as “a positive step forward,” emphasising that participation is expected rather than optional and should be supported by managers providing time to attend and complete learning.
UNISON Support — With Conditions
UNISON has expressed clear in-principle support for the programme, recognising the importance of investing in operational management capability within the NHS. The union notes that the initiative could help address long-standing issues around inconsistent training, limited progression opportunities, and lack of formal recognition for managers.
However, UNISON has stressed that the success of the programme will depend on how it is implemented in practice — particularly around workload pressures, fairness, and the use of assessment data.
In correspondence with the Trust, Branch Secretary David Burgess welcomed the ambition of the programme but set out five key areas requiring clarification and safeguards.
Key Areas of Concern
1. Protected Time and Workload Pressures
UNISON has raised concerns about whether staff will genuinely have protected time to participate. While Trust leadership has said managers should be given time, the union is seeking assurance that workloads will be adjusted accordingly, rather than expecting staff to complete missed work in their own time. Without this, there is a risk the programme could add to existing pressures rather than relieve them.
UNISON has raised concerns about whether staff will genuinely have protected time to participate. While Trust leadership has said managers should be given time, the union is seeking assurance that workloads will be adjusted accordingly, rather than expecting staff to complete missed work in their own time. Without this, there is a risk the programme could add to existing pressures rather than relieve them.
2. Use of the Passport and Assessments
The programme includes assessments and central tracking of progress. UNISON has asked for confirmation that these measures will be used solely for development purposes, and not repurposed for performance management, disciplinary processes, or role reconfiguration without consultation. The union argues that blurring these boundaries could undermine trust and discourage engagement.
The programme includes assessments and central tracking of progress. UNISON has asked for confirmation that these measures will be used solely for development purposes, and not repurposed for performance management, disciplinary processes, or role reconfiguration without consultation. The union argues that blurring these boundaries could undermine trust and discourage engagement.
3. Equity and Accessibility
Ensuring equitable access is another major focus. UNISON is seeking clarity on how the programme will accommodate part-time staff, those with caring responsibilities, and employees on leave. The union has called for flexibility in delivery and appropriate reasonable adjustments to prevent disadvantage or exclusion.
Ensuring equitable access is another major focus. UNISON is seeking clarity on how the programme will accommodate part-time staff, those with caring responsibilities, and employees on leave. The union has called for flexibility in delivery and appropriate reasonable adjustments to prevent disadvantage or exclusion.
4. Alignment with National Standards
The Trust has indicated that national management standards may emerge in the future. UNISON has asked for a commitment that any alignment with such frameworks will be subject to partnership discussion in advance, to avoid duplication or additional pressure on staff.
The Trust has indicated that national management standards may emerge in the future. UNISON has asked for a commitment that any alignment with such frameworks will be subject to partnership discussion in advance, to avoid duplication or additional pressure on staff.
5. Impact on Role Expectations
Finally, the union has flagged concerns that participation in the programme could lead to informal expansion of job roles. UNISON has emphasised that any changes to role expectations must go through proper job evaluation processes and collective engagement, rather than being introduced indirectly through development programmes.
Finally, the union has flagged concerns that participation in the programme could lead to informal expansion of job roles. UNISON has emphasised that any changes to role expectations must go through proper job evaluation processes and collective engagement, rather than being introduced indirectly through development programmes.
Constructive Engagement Continues
Despite these concerns, the tone between both parties remains constructive. The Trust has proposed an early review of the programme with participants, and UNISON has expressed strong interest in being involved in shaping that process to ensure staff feedback is captured and acted upon.
Both sides appear aligned on the overarching goal: improving management capability and supporting staff to deliver high-quality services. The key challenge will be ensuring that the programme enhances working conditions rather than adding pressure to an already stretched workforce.
As the Management Passport moves into rollout, its reception among managers — and how effectively these concerns are addressed — will likely determine whether it becomes a model for workforce development or a source of contention.
Summary: Positives and Concerns
✅ Positives
- Structured, consistent development programme for managers
- Recognition of management as a professional workforce group
- Opportunity to build skills in key areas (e.g. finance, service improvement)
- Formalised learning with clear progression (“passport” model)
- Commitment from leadership that training should not be optional
- Acknowledgement of past lack of protected development time
⚠️ Concerns
- Risk that “protected time” is not matched by real workload reduction
- Potential misuse of assessments for performance management or capability processes
- Access barriers for part-time staff, carers, or those on leave
- Possible duplication or added pressure if national standards are introduced without consultation
- Risk of role expansion without proper job evaluation or agreement
- Need for clear safeguards to maintain staff trust and engagement