For those of us in staff-side roles, whether as Staff Side Lead, RCN Steward, or Learning Representative, within an Integrated Care Board (ICB) these difficult times highlight the real value of what we do. They remind us why strong staff advocacy and partnership working matter.

The government’s announcement in March 2025 to reduce ICB running costs by 50% by December 2025 has accelerated the pace of change and been really hard for staff who have already seen their services reduced recently. The intention behind this shift is clear: to direct more resources to frontline care and reduce organisational cost. Within that ambition, staff-side colleagues play a crucial role in helping teams navigate the transition and lobby to protect the communities we serve.

Understandably, colleagues have questions about what the changes will mean for them, their teams, and their future. Often, we don’t have the answers and need to put those questions to employers to gain clarity for us all. Supporting people through that uncertainty is central to our work.

When staff feel heard, informed, and respected, they are better able to stay engaged and continue delivering high quality care. Acknowledging the emotional impact of change isn’t a weakness, it’s a vital part of maintaining a healthy, resilient workforce.

As Staff Side Lead, I see my role as creating a constructive bridge between management and staff. During cost reduction programmes, this means championing fairness, promoting transparency, advocating for the nursing profession, and ensuring consultation processes genuinely reflect the voices of those affected. Psychological safety is essential; colleagues need to know they can raise concerns and share ideas openly with me.

My responsibilities as an RCN Steward complements this. I support members individually, guide them through policies, and represent them when needed. As a Learning Rep, I help colleagues identify development opportunities, even in times of transition. Change doesn’t halt growth, it often highlights new paths for it, but this doesn’t mean it’s any easier for those affected.

All of this sits alongside my day job, and that’s true for many staff-side colleagues across the system. It’s a testament to the commitment and professionalism that underpin these roles. Especially when we are personally affected by the same changes that we are supporting colleagues with.

Change is inevitable, but how we approach it shapes our culture.

Staff-side roles are not about resisting progress; they are about ensuring progress is fair, inclusive, and sustainable.

We are advocating for services, professions and communities. In an ICB environment built on collaboration, these principles are more important than ever.

At a time when colleagues need reassurance that their voices matter, staff side roles help ensure those voices remain central to every decision.