HUMAN RESOURCES ORGANISATIONAL CHANGE POLICY

Transcription

1 Item HUMAN RESOURCES ORGANISATIONAL CHANGE POLICY Policy Manager Christopher Smith Policy Group Organisational Change Group Policy Established Last Updated December 2012 Policy Review Period/Expiry December 2016 This policy does / does not apply to Medical/Dental Staff UNCONTROLLED WHEN PRINTED

2 Policy Development, Review and Control Policy Version Control Version Number Purpose/Change Author Date 1.0 Version Control was introduced in July 2011 and previous versions of this Policy, prior to this date, are available in the Electronic Document Store. 2.0 The policy has been amended to take into account changes to the organisation and to provide a framework for ensuring the transition process is consistently implemented. A Small C Smith 8 July

3 TABLE OF CONTENTS CONSULTATION AND IMPLEMENTATION ON OPTIONS FOR RESTRUCTURING 1. DEFINITION 2. RE-ORGANISATION a. Tayside Wide Re-organisation b. Department Re-organisation affecting Group of Staff c. Re-organisation affecting 1 or 2 Staff 3. PROCESS AND PRINCIPLES FOR MANAGING ORGANISATIONAL CHANGE a. Transition Team Process b. Selection Process c. Key Principles d. Appointment Process 4. PROCEDURES FOR MAXIMISING EMPLOYMENT a. General 5. ALTERNATIVE EMPLOYMENT 6. VOLUNTARY REDUNDANCY 7. PROTECTION OF PAY AND CONDITIONS a. No Detriment to Overall Terms and Conditions b. Grade Protection c. Earning Protection d. Responsibilities of Line Managers, HR and Payroll Staff 8. CALCULATION PERIOD a. Normal Calculation Period b. Rota to Rota Changes 9. CONDITIONS ATTACHED TO PAYMENT AND ELIGIBILITY FOR CONTINUING ENTITLEMENT 10. RESOLVING DIFFERENCES 11. REASONABLE NOTICE PERMANENT CHANGE 12. REASONABLE NOTICE TEMPORARY CHANGE 13. REVIEW PERIOD APPENDIX 1 APPENDIX 2 APPENDIX 3 SPECIMEN LETTER NO DETRIMENT PROTECTION SPECIMEN LETTER NO DETRIMENT PROTECTION TRANSITION TEAM FRAMEWORK 3

4 CONSULTATION AND IMPLEMENTATION ON OPTIONS FOR RESTRUCTURING 1. DEFINITION Organisational change is defined as a structural or managerial change in the way services within NHS Tayside are organised which may have consequences for directly employed staff such as an impact on employment, pay and conditions of service or roles and responsibilities. For the purposes of this policy staff are considered to be in a redeployment situation as a result of organisational change in the following circumstances: where staff are displaced as a result of their substantive post ceasing to exist or altering substantially; staff whose post remains substantially the same but who undergo some form of change which requires contractual adjustment, e.g. change in duties, hours, location The policy is not, however, designed to cover minor changes, for example in managerial reporting arrangements affecting only one or two individuals. These can be dealt with through appropriate local consultation and partnership arrangements. 2. RE-ORGANISATION a) Tayside Wide Re-organisation When organisational change is being considered on an NHS Tayside basis, a Steering Group (Transition Team) will be established to manage the restructuring process. This will involve generating and appraising options for the restructuring and developing appropriate methods of evaluation. Options may entail varying degrees of service redesign; in such cases staff involved in the current service will be invited to participate, along with key stakeholders, in the development of redesign options. The Steering Group (Transition Team) will include representatives from the NHS Tayside Area Partnership Forum (both management and staff) plus additional agreed members by co-option. There will be an appointed leader for the group who will, in conjunction with the Director of HR, ensure that regular reports are provided to the Executive Team. The Steering Group (Transition Team) will agree the options to be consulted upon, the consultation arrangements, the timescale and the evaluation mechanisms to be adopted. (When complex options are involved, there may be a requirement for more formal appraisal of all resource implications, with the assistance of professional advisers as necessary). The group will also take forward the redeployment aspects of the changes. b) Department Re-organisation affecting Group of Staff i.e. More than 2 Employees As above, but local staff side representative(s), local management and HR representative on Steering Group. c) Re-organisation affecting 1 or 2 Staff As above, but local staff side representative(s), local management and HR representative to discuss individual cases. 4

5 3. PROCESS AND PRINCIPLES FOR MANAGING ORGANISATIONAL CHANGE This procedure has been designed to support the introduction of a new staffing structure resulting from organisational/service change. Its main aims are to maximise job security and to promote equity, consistency and fairness in treating staff that have been displaced as a result of such change. Organisational redesign is done in accordance with the Staff Governance Standard which includes partnership working with staff side. The role of a Transition Team is to be a partnership vehicle which ensures the staff side and managers are proactively involved with the staff change in accordance with Staff Governance Standard and local policies. Where organisational change results in the displacement of staff, this will be facilitated in accordance with the redeployment framework. (see Skills Register Policy). a. Transition Team Process 1. The Transition Team is chaired by the Senior Manager responsible for the redesign/restructuring and the management side will be comprised of representative(s) from the HR Directorate and the relevant service managers from the particular directorate/chp. 2. The Chair of the Transition Team will contact the staff side of the APF/WAG Secretariat who will identify staff side representatives from unions/organisations with members affected, to participate in the Transition Team. 3. The Secretariat will notify WAG meeting of redesign/review under For Information Only. 4. The Transition Team will set its own criteria based on the framework attached as Appendix Staff at Risk will be highlighted to the HR representative and they will inform the Deployment Group. 6. Management side will be responsible for all administrative arrangements i.e. arranging the venue, dates, notes of meeting etc. 7. Additional members can be opted by either side through discussion within the Transition Team. 8. All Transition Teams will adhere to the appointment process that is contained in the NHS Tayside Organisational Change Policy. 9. The Service manager will inform any members of staff if they are to receive either band/grade protection or non band/grade protection (held or managed locally) and will be included on the Grade Register of the Skills Register. 10. Only at the point that there are no appropriate and/or reasonable vacant posts in the local area i.e. directorate/chp, an employee will be advised that they have been displaced and will be registered on the Skills Register for redeployment within NHS Tayside. 11. The role of the Skills Register Coordinator will be to match vacant posts to those employees who have been declared as displaced by the local Transition Team. 5

6 b. Selection Process To ensure that the right people are appointed to the right job, an agreed systematic approach will be taken in the process of appointing people to posts within the new structure. Equally, in appointing people to these new posts, the process adopted will be fair, just and open to scrutiny. c. Key Principles Matching to roles within the new structure will be on the basis of job function and current grade, that is, the core activities of the new role and existing grade. This process assumes that all staff are considered to meet the performance standards within their current post. Criteria for assessing eligibility for inclusion in a cohort for a new post: 1. The employee s existing post is directly affected by the organisational change. and 2. The new post is no more that one band/grade higher than the employee s existing post. and 3. The employee s experience, skills and competencies are broadly comparable with those required in the new post. and 4. There is a significant degree of commonality between the old and new post in terms of job content (at least 50%). and The job belongs to the same job family. Where only one person wholly carries out the core duties of the post within the new structure or when one person spends more that half their time on these duties, that person will be automatically matched into that post. If the number of people who wholly or predominantly carry out the core activities of the posts within the existing structure equals the number of people required to perform similar roles within the new structure, those individuals will be automatically matched into those roles. Where more than one person wholly or predominantly carries out the core activities of the new roles, but there is a requirement within the new structure for fewer people to perform that role, an agreed selection process will be initiated. The selection process will be by limited internal competition from amongst this group of staff. This will apply to posts at all levels within the organisation. Where no one person currently wholly or predominantly carries out the core activities of a role required within the new structure, the selection process will be by limited internal competition from staff within the service affected by change. Where a new role is created within the revised structure, the selection process will be by limited internal competition from staff within the service affected by change. 6

7 Where trade union/professional organisation representatives have concerns that an individual(s) has been unreasonably excluded from the limited competition process for a particular post(s), representation may be made on behalf of the staff involved. d. Appointment Process In order to facilitate the appointment process, all posts in the new structure will be profiled with an agreed graded job description and knowledge and skills outline. Posts in the new structure will be filled on a grade-by-grade basis or by salary equivalent where Executive or Senior Managers are involved from the top down. The appointment process will be undertaken on the basis of relating the new job profiles to the job grades/descriptions for existing postholders to establish which jobs are substantially similar. This may include eligibility for inclusion in more than one pool. Where there is any doubt or disagreement, the decision will ultimately rest with the Director of HR, and Employee Director (or nominated deputies). This process will also establish whether and to what extent limited competition is required. Selection processes will be discussed with trade union/professional organisation representatives to ensure a fair and equitable approach, given the sensitivities around such exercises. Skills training will be made available where required to staff required to undergo a selection process. Those involved in the selection process will follow an established selection process, using the agreed pre-determined objective criteria for each post. Standard forms will be used throughout the selection process. Unsuccessful candidates will be offered feedback on the selection process and counselling/advice on exploring all alternative options remaining open to them. Following the conclusion of the appointment process, staff unsuccessful in gaining a post on their existing grade, may be considered for other posts within the service affected by the change, provided there are vacant posts. In such circumstances, staff will be subject to the agreed redeployment procedure for these posts. 4. PROCEDURES FOR MAXIMISING EMPLOYMENT a. General NHS Tayside will work in partnership with trade unions and professional organisations to maximise the security of employment of staff during periods of organisational change. The primary focus will be to offer retraining, redeployment, voluntary redundancy and other support to retain staff affected by such change. Where retraining, redeployment, etc. have not been able to secure alternative employment then NHS Tayside will work with staff organisations regarding other actions which can be taken such as: Restrictions on recruiting staff Non-filling of vacancies Voluntary reduction in hours Seeking volunteers for consideration for redundancy / retiral within NHS Tayside s current guidance as detailed in the policy document Redeployment & Reduction Agreements for Managing Staff. Seeking alternative employment. 7

8 Partial Retirement 5. ALTERNATIVE EMPLOYMENT As part of the organisational change process it may be necessary to redeploy staff or seek alternative employment. Any redeployment will be undertaken in partnership and in accordance with NHS Tayside s Skills Register: Redeployment Protocol. 6. VOLUNTARY REDUNDANCY a. Following engagement with staff organisations NHS Tayside may ask for volunteers for redundancy where it has not been possible to redeploy affected staff. Any volunteers may be eligible for redundancy payments in accordance with the national term and conditions and superannuation circulars in force at the time of the redundancy which are applicable to the employee(s). b. Requests for voluntary redundancy will require the approval of Tayside s NHS Remuneration Committee taking into account a number of factors, e.g. the cost of the redundancy and any associated payment, e.g. early payment of pension, cost of retaining the member of staff, organisational efficiency including the balance of skills and experience required to ensure service delivery. c. Requests for voluntary redundancy must be endorsed by both the Director of HR and the Director of Finance. Final authority for approval of such requests rests with the NHS Tayside Remuneration Committee. d. Voluntary redundancy applications will normally be processed within 3 months of receipt of the request. Where this timescale cannot be met then the member of staff will be notified in writing 7. PROTECTION OF PAY AND CONDITIONS a. No Detriment to Overall Terms and Conditions The basic intention is to protect the normal earnings which could be reasonably expected by an employee. b. Band/Grade Protection Where organisational change results in an employee moving to a post with a lower band / grade maximum, and where shift rosters in the old and new posts are broadly similar, employees should retain their substantive band / grade on a no detriment. c. Earning Protection Such earnings are deemed to comprise: - basic pay; cash sum allowances; unsocial/out of hours payments; any other regular additional payments. 8

9 Overtime a commitment by an individual to work where an employee has a formal agreement contained within their contract of employment to overtime as part of their normal working pattern and / or a commitment by an employee to work whereby the individual employee enters into agreement to undertake overtime at a given time or frequency from which point they can only leave on arrangement by giving formal notice in writing of a minimum of 4 weeks. d. Responsibilities of Line Managers, HR and Payroll staff. It is necessary to specify, in explicit terms, prior to an organisational change taking place, which earnings are being included and their value in monetary terms. It is the responsibility of the line manager and HR representative to Identify at the earliest opportunity instances where organisational change will be likely to result in an employee suffering a detriment to overall terms and conditions of employment Ensure that the Payroll Department are asked to provide the necessary financial details based on the calculation periods specified in paragraph 8 below. This means than an employee is protected at a level and that level is known to them in advance of a change occurring. Specimen letters are attached as Appendices 1 and 2. Where actual earnings for work carried out as part of the standard working week during a pay period fall short of the protected level, the shortfall is paid as protection. Where actual earnings for work carried out as part of the standard working week during a pay period exceed the protected level, no protection payment is payable in respect of that period. Where overtime has been excluded from the determination of the protected level, any overtime subsequently worked should not be offset against protected earnings. Pay awards as determined from time to time will be applied to the protected level. Where, at the time of the organisational change, the employee has not reached their pay scale maximum, future increments should not be offset against protected earnings. 8. CALCULATION PERIOD a. Normal Calculation Period The calculation period will normally be 4 months (monthly paid staff), or 17 weeks (weekly paid staff), unless there are exceptional individual or organisational circumstances which will be the subject of agreement between management and Trades Union representatives. Such circumstances might include where a service had significant seasonal fluctuations in workload, where an employee has had significant long-term sickness absence, or where an employee has had a period of maternity leave. b. Rota to Rota Changes. In instances where organisational change involves a group of employees or an individual employee moving from one shift roster to another, the Payroll Department will calculate earnings in the old and new rotas. Where average earnings in the new rota are less than previous earnings no detriment protection will apply. Public Holiday enhancements in this situation require to be protected on an individual basis. The Payroll Department must be consulted where changes in working arrangements are being considered which will result in a reduction in the number of public holidays worked in a year. 9

10 9. CONDITIONS ATTACHED TO PAYMENT AND ELIGIBILITY FOR CONTINUING ENTITLEMENT As a condition of receiving no detriment protection, individual employees must agree to accept suitable alternative posts on an appropriate grade/terms and conditions of service and any agreed changes in duties, responsibilities and/or location. However where individual employees are asked to undertake permanently duties at the protected grade employees will be able to add these duties to their substantive job description and have the post re-evaluated. Where individual employees are deemed to be unreasonably withholding such agreement, the employer will be entitled to withdraw the no detriment protection. 10. RESOLVING DIFFERENCES Where differences arise as a result of application of this policy, it is expected that attempts will be made to resolve such issues locally with HR staff and Staff Representative input and involvement. If an employee remains aggrieved following this initial stage, the procedure regarding individual grievances should be followed. 11. REASONABLE NOTICE - PERMANENT CHANGE Where an opportunity arises for an individual to permanently work up to the level of protection sufficient notice must be provided which in most instances would be a minimum of one month. However, consideration will be taken of individual circumstances in determining a reasonable period of notice as agreed by both the manager and the individual. Where an offer is deemed reasonable and is subsequently refused this will result in protection being withdrawn. In determining what constitutes an unreasonable refusal managers should consider the reasons provided by the individual and thereafter notify the individual in writing of the outcome which will be either:- a. Confirmation that the reasons provided have been deemed reasonable and on this occasion protection shall not be affected; or b. Notify the individual that the refusal is considered unreasonable and will result in the protection being withdrawn. 12. REASONABLE NOTICE - TEMPORARY CHANGE In determining what constitutes an unreasonable refusal, managers should consider the reasons presented by the individual and thereafter notify the individual in writing of the outcome which will be either: a. confirmation that the reasons provided have been deemed reasonable and on this occasion protection will not be affected; or b confirmation that the refusal is considered unreasonable and will result in protection being withdrawn (temporarily or permanently). 10

11 13. REVIEW PERIOD This policy will be subject to review and to any further clarification and/or instruction received from the Scottish Government HR Directorate. 11

12 SPECIMEN LETTER 1 APPENDIX 1 This letter only applies to employees affected by organisational change, not secondments for other reasons. Dear xxxxx, (Reason for change eg service redesign, management restructure etc) No detriment protection As you are aware as a consequence of the closure of Ward and the subsequent redeployment process, it has not been possible, at present, to match you to a post which allows you to work up to your previous terms and conditions of service. As discussed with you, I write to confirm details of your no detriment protection. Your protection has been calculated in accordance with the NHS Tayside Policy on Organisational Change. In your circumstances, your average earnings have been calculated over a four-month period (if you are paid monthly) or a seventeen-week period (if you are paid weekly) and you will be protected at this average level under the terms of the policy. This payment includes protection for contractual overtime, on-call payment, call out payment, grade, night duty hours, weekend hours. The calculations provided by Pay Office are attached. I require to draw to your attention the conditions of accepting no detriment protection are contained in section 9 12 of the Organisational Change Policy. By accepting no detriment protection you are agreeing to accept suitable alternative posts on an appropriate grade/terms and conditions of service and any agreed changes in duties, responsibilities and/or locations. Where an opportunity arises for you to permanently work up to the level of protection sufficient notice will be provided which in most instances would a minimum of one month. Where a temporary change is available reasonable notice of the change will be given. Where a reasonable offer is made to you and you refuse to accept this offer, this will result in no detriment protection being withdrawn either on a permanent or temporary basis. Should you have any queries regarding the foregoing please discuss this with your immediate manager who will seek HR/Pay Office guidance as necessary. Please sign the section on the copy attached to confirm understanding and acceptance of the terms attached to this protection. Yours sincerely, HR Lead. I understand the requirements of Sections 9-12 of the Organisational Change Policy as further described above. Name. Date Name of individual, pay number, Department 12

13 SPECIMEN LETTER 2 APPENDIX 2 This letter only applies to employees affected by organisational change, not secondments for other reasons. Dear xxxxx, (Reason for change eg service redesign, management restructure etc) No detriment protection As you are aware as a consequence of the change in shift pattern/working arrangements in your area your current earnings will be affected. As discussed with you, I now write to confirm details of your no detriment protection. Your protection has been calculated in accordance with the NHS Tayside Policy on Organisational Change. In your circumstances, this protection has been calculated on a rota to rota basis, as per paragraph 8b of the Policy. This means that Pay Office have calculated average earnings in the old and new rotas and compared the figures. As average earnings in the new working rota are less than previous average earnings, no detriment protection applies. The calculations provided by Pay Office are attached. This payment includes protection for contractual overtime, on-call payment, call out payment, grade, night duty hours, weekend hours. I require to draw to your attention the conditions of accepting no detriment protection that are contained in section 9 12 of the Organisational Change Policy. By accepting no detriment protection you are agreeing to accept suitable alternative posts on an appropriate grade/terms and conditions of service and any agreed changes in duties, responsibilities and/or locations. Where an opportunity arises for you to permanently work up to the level of protection sufficient notice will be provided which in most instances would a minimum of one month. Where a temporary change is available reasonable notice of the change will be given. Where a reasonable offer is made to you and you refuse to accept this offer, this will result in no detriment protection being withdrawn either on a permanent or temporary basis. Should you have any queries regarding the foregoing please discuss this with your immediate manager who will seek HR/Pay Office guidance as necessary. Please sign the section on the copy attached to confirm understanding and acceptance of the terms attached to this protection. Yours sincerely, HR Lead I understand the requirements of Sections 9-12 of the Organisational Change Policy as further described above. Name. Date Name of individual, pay number, Department 13

14 NHS TAYSIDE - POLICY/STRATEGY APPROVAL CHECKLIST This checklist must be completed and forwarded with policy to the appropriate forum/committee for approval. POLICY/STRATEGY AREA: (See Intranet Framework) HUMAN RESOURCES POLICY/STRATEGY TITLE: ORGANISATIONAL CHANGE POLICY LEAD OFFICER: CHRISTOPHER SMITH Why has this policy/strategy been developed? Has the policy/strategy been developed in accordance with or related to legislation? Please give details of applicable legislation. Has a risk control plan been developed? Who is the owner of the risk? Who has been involved/consulted in the development of the policy/strategy? Has the policy/strategy been assessed for Equality and Diversity in relation to:- Race/Ethnicity Gender Age Religion/Faith Disability Sexual Orientation Please indicate Yes/No for the following: To ensure consistent approach to organisational change N/A N/A WAG Forum, APF, Managers & Staff Side Has the policy/strategy been assessed For Equality and Diversity not to disadvantage the following groups:- Minority Ethnic Communities (includes Gypsy/Travellers, Refugees & Asylum Seekers) Women and Men Religious & Faith Groups Disabled People Children and Young People Lesbian, Gay, Bisexual & Transgender Community Please indicate Yes/No for the following: Does the policy/strategy contain evidence of the Equality & Diversity Impact Assessment Process? Is there an implementation plan? Which officers are responsible for implementation? When will the policy/strategy take effect? Who must comply with the policy/strategy? How will they be informed of their responsibilities? Is any training required? If yes, has any been arranged? Are there any cost implications? If yes, please detail costs and note source of funding Who is responsible for auditing the implementation of the policy/strategy? What is the audit interval? Who will receive the audit reports? When will the policy/strategy be reviewed and by whom? (please give designation) N/A All Managers Immediately approved NHS Tayside Staff Policy will be distributed/staffnet NO N/A NO N/A APF 3 years Director of HR/APF Organisational Change Group December 2016 Name: Christopher Smith Date: 8 July

15 EQUALITY AND DIVERSITY IMPACT ASSESSMENT Name of Service Improvement / Redesign, Policy or Strategy Organisational Change Policy Location Area of Service Improvement / Redesign, Policy or Strategy NHS Tayside What are the main aims of you Service Improvement / Redesign, Policy or Strategy? To support the introduction of a new staffing structure resulting from organisational/service change. To maximise job security and to promote equity, consistency and fairness in treating staff who have been displaced as a result of such change. Organisational redesign is done in accordance with the Staff Governance Standard which includes partnership working with staff side. What are the intended outcomes from the proposed Service Improvement / Redesign, Policy or Strategy? To ensure that the right people are appointed to the right job, an agreed systematic approach will be taken in the process of appointing people to posts within the new structure. Equally, in appointing people to these new posts, the process adopted will be fair, just and open to scrutiny. Review Team Who is assessing or considering the assessment? Organisational Change Group Names and Titles of Team Members Christopher Smith Head of HR Jenny Alexander, Staff Side Billy Alexander, Head of Production Judith Golden, Employee Director Shiona Lumsden, Head of Payroll Services Caroline Hay, HR Lead Jennifer Mudie, Associate Director of HR Alison Johnston, HR Manager John Boland, Staff Side Raymond Marshall, Staff Side When completed please attach to the policy prior to endorsement/approval at the relevant committee. MUST BE COMPLETED IN ALL CASES 15

16 Item No Considerations Detail Impact and Identify Groups Affected 1. Which groups of the population All Staff within Tayside. will be affected by the policy/strategy/service redesign 1.1 Will it impact on the whole population? No Document the Evidence Which Supports This Research you need to carry out in order to understand the impact more clearly. If not applicable please give reason why. What Further Actions Require to be Taken? 1.2 If not which groups of the population do you think will be affected by this function/policy? Minority ethnic population (including refugees, asylum seekers & gypsies/travellers) Women and men People in religious/faith groups Disabled people Older people, children and young people Lesbian, gay, bisexual and transgender people People with mental health problems Homeless people People involved in criminal justice system staff Staff 16

17 Item No Considerations Detail Impact and Identify Groups Affected 2. What impact will the policy/strategy/service redesign The policy will have a neutral effect have on lifestyles? on lifestyle. For example will the changes affect: Diet & nutrition Exercise & physical activity Substance use: tobacco, alcohol or drugs Risk taking behaviours Education & learning or skills Other Document the Evidence/Research Actions Taken/To be Taken 17

18 Item No Considerations Detail Impact and Identify Groups Affected 3. Does your function/policy consider the impact on the By providing a structured and communities? detailed approach to the Things that might be affected Management of Organisational include: Change, the policy provides Social status reassurance about the fair Employment (paid/unpaid) treatment of all employees affected Social/family support including protection arrangements Stress for payment and continuity of Income employment. Document the Evidence/Research Actions Taken/To be Taken NHS Tayside will adhere to protection agreements that apply and will work in partnership with staff side and use supportive measures, e.g., OHSAS, to minimise stress levels. 18

19 Item No Considerations Detail Impact and Identify Groups Affected 4. Will the proposal have any impact on: The policy will apply equally to all Discrimination members of staff in a non Equality of opportunity discriminatory fashion. Relations between groups Other Document the Evidence/Research Actions Taken/To be Taken APF/WAG will have an overview if Transition Teams do not comply with the non-discriminatory approach. 5. Will the function/policy have an impact on the physical environment? For example will there be impacts on: Living conditions Working conditions Pollution or climate change Accidental injuries/public safety Transmission of infectious diseases Other The policy provides for protection of pay and continuity of employment and will not adversely affect living conditions. Working conditions will benefit from the structured approach to employment opportunities arising from change. 19

20 Item No Considerations Detail Impact and Identify Groups Affected 6. Will the function/policy affect access to and experience of This policy will have no direct services? impact. For example Healthcare Social services Education Transport Housing Document the Evidence/Research Actions Taken/To be Taken 7. Consultation 1) What existing consultation data do we have? Existing consultation sources Original consultations Key learning 2) What consultation, if any, do you need to undertake? This policy has been developed in partnership and consultation will be undertaken with APF, WAG, staffside and the organisation. This will be reflected in minutes of APF and WAG. 20

21 Item No Considerations Detail Impact and Identify Groups Affected 8. In relation to the groups identified This policy will have a neutral What are the potential impact. impacts on health? Will the function/policy impact on access to health care? If yes - in what way? Will the function/policy impact on the experience of health care? If yes in what way? Document the Evidence/Research Actions Taken/To be Taken 21

22 Item No Considerations Detail Impact and Identify Groups Affected 9. Have any potential negative impacts been identified? This policy may have a perceived If so, what action has been negative impact on staff that are proposed to counteract the subject to change. negative impacts? (if yes state how) For example: Is there any unlawful discrimination? Could any community get an adverse outcome? Could any group be excluded from the benefits of the function/policy? (consider groups outlined in item 3) Does it reinforce negative stereotypes? (For example, are any of the groups identified at item 3 being disadvantaged due to perception rather than factual information?) Document the Evidence/Research Actions Taken/To be Taken By providing a structured approach to Organisational Change along with other organisational support. The Policy aims to minimise any adverse impact. 22

23 Item No Considerations Detail Impact and Identify Groups Affected 10. Data & Research Is there need to gather Whilst there is no need to gather further evidence/data? any further evidence there is a need Are there any apparent to ensure all managers have an gaps in knowledge/skills? understanding of the policy. 11. Monitoring How will the outcomes be monitored? Who will monitor? What criteria will you use to measure progress towards the outcomes? Implementation of the policy is overseen by WAG. Criteria for success will be reflected through the number on the Skills Register and the number of grievances lodged through application of the policy. Document the Evidence/Research Actions Taken/To be Taken Additional flow chart and check list will be developed to support managers and the policy will be widely communicated. The policy will be monitored through minutes from WAG Forum and tracker systems. 12. Recommendations State your conclusion of your Impact Assessment Group feel that no additional work beyond that already identified requires to be undertaken. 23

24 Item No Considerations Detail Impact and Identify Groups Affected 13. Is a more detailed assessment needed? No. If so, for what reason? Document the Evidence/Research Actions Taken/To be Taken 14. Completed function/policy Who will sign this off? When? 15. Publication Christopher Smith On completion of consultation and following approval at Staff Governance Committee. Policy will be publicised through Partnership News, Staffnet and Policy Tracker. Consultation process, submission to WAG for endorsement, submission to APF for submission and submission to SGC for final approval. Submission to October WAG. 24

25 Conclusion Sheet for Equality Impact Assessment Positive Impacts (Note the groups affected) Negative Impacts (Note the groups affected) Structured approach to dealing with employment issues arising from organisational change. Protection of earnings Protection of continuity of employment No negative impact identified Review of existing policy. Additional Information and Evidence Required From the outcome of the Equality Impact Assessment what are your recommendations? (refer to questions 10-13) Additional flow chart and check list to be developed and widely circulated. Full EQIA not required. This conclusion sheet should be attached to the relevant committee report. MUST BE COMPLETED IN ALL CASES Manager s Signature: Christopher Smith Date: 8 July 2013