Common use of Introduction and Context Clause in Contracts

Introduction and Context. The introduction of Agenda for Change (AfC) in 2004 was a significant achievement; bringing together several different pay arrangements into one overall structure underpinned by job evaluation. Whilst this structure has stood the test of time, NHS trade unions and employers have agreed on the need for changes to be made to modernise AfC in a number of areas. The agreement reached in England in 2013 was recognised by all parties as the start of a wider conversation on a refresh of AfC. At the November budget the Chancellor of the Exchequer reconfirmed the intention to end the 1 per cent basic pay policy, and announced that additional funding could be made available for a multi-year pay deal for AfC staff that would support productivity and recruitment and retention. This draft framework document sets out a proposed three-year agreement covering the years from 2018 to 2021. It sets out both the pay investment that will be made and the reforms that employers, NHS trade unions and the Department of Health and Social Care are agreeing to implement over the period of the agreement and going forward. The key objectives in the discussions leading to the details set out in this framework agreement document have been to:  support the attraction and recruitment of staff by increasing starting pay in every pay band  support the retention of staff by increasing basic pay for the 50 per cent of staff who are at the top of pay bands and speeding up progression to the top of the pay band  increase staff engagement by putting appraisal and personal development at the heart of pay progression, so that staff are supported to develop their skills and competences in each pay band and are rewarded for this. This will help ensure that all staff have the appropriate knowledge and skills they need to carry out their roles, so make the greatest possible contribution to patient care. It will be underpinned by a commitment from employers to enhance the relationship line managers have with their staff and to fully utilise an effective appraisal process  ensure that the pay system can support the growing use of apprenticeships in the NHS.  ensure that the pay system is supportive of new training pathways and that the health service can deliver on the aspiration to focus on ‘careers, not jobs’ as set out in the draft workforce strategy  map out future work that the NHS Staff Council will undertake to encourage consistency of approach to bank working (including how the service can better incentivise staff to offer their own time to the bank) and to the development of apprenticeship routes to healthcare careers.  improve the health and wellbeing of NHS staff to improve levels of attendance in the NHS with the ambition of matching the best in the public sector. The partners have developed this agreement in full awareness of the Public Sector Equality Duties and recognise that an equality impact assessment will need to be commissioned to support this agreement. It is expected that following all clearances required for this draft framework agreement, a joint submission will be made to the NHS Pay Review Body by all parties to the agreement. During the period of the agreement the NHS Pay Review Body retains its standing remit and will monitor the progress of implementation and the impact of the agreement. It remains open to the parties to submit evidence to the Pay Review Body on specific areas of concern that they may have through the course of this agreement. It is expected that during the period of this agreement the NHS Pay Review Body will be asked to consider the role of Recruitment and Retention Premia (RRPs) and High Cost Area Supplements (HCAS).

Introduction and Context. The introduction of Agenda for Change (AfC) in 2004 was a significant achievement; bringing together several different pay arrangements into one overall structure underpinned by job evaluation. Whilst this structure has stood the test of time, NHS trade unions and employers have agreed on the need for changes to be made to modernise AfC in a number of areas. The agreement reached in England in 2013 was recognised by all parties as the start of a wider conversation on a refresh of AfC. At the November budget the Chancellor of the Exchequer reconfirmed the intention to end the 1 per cent basic pay policy, and announced that additional funding could be made available for a multi-year pay deal for AfC staff that would support productivity and recruitment and retention. This draft framework document sets out a proposed three-year agreement covering the years from 2018 to 2021. It sets out both the pay investment that will be made and the reforms that employers, NHS trade unions and the Department of Health and Social Care are agreeing to implement over the period of the agreement and going forward. The key objectives in the discussions leading to the details set out in this framework agreement document have been to:  • support the attraction and recruitment of staff by increasing starting pay in every pay band  • support the retention of staff by increasing basic pay for the 50 per cent of staff who are at the top of pay bands and speeding up progression to the top of the pay band  • increase staff engagement by putting appraisal and personal development at the heart of pay progression, so that staff are supported to develop their skills and competences in each pay band and are rewarded for this. This will help ensure that all staff have the appropriate knowledge and skills they need to carry out their roles, so make the greatest possible contribution to patient care. It will be underpinned by a commitment from employers to enhance the relationship line managers have with their staff and to fully utilise an effective appraisal process  • ensure that the pay system can support the growing use of apprenticeships in the NHS.  NHS • ensure that the pay system is supportive of new training pathways and that the health service can deliver on the aspiration to focus on ‘careers, not jobs’ as set out in the draft workforce strategy  • map out future work that the NHS Staff Council will undertake to encourage consistency of approach to bank working (including how the service can better incentivise staff to offer their own time to the bank) and to the development of apprenticeship routes to healthcare careers.  careers • improve the health and wellbeing of NHS staff to improve levels of attendance in the NHS with the ambition of matching the best in the public sector. The partners have developed this agreement in full awareness of the Public Sector Equality Duties and recognise that an equality impact assessment will need to be commissioned to support this agreement. It is expected that following all clearances required for this draft framework agreement, a joint submission will be made to the NHS Pay Review Body by all parties to the agreement. During the period of the agreement the NHS Pay Review Body retains its standing remit and will monitor the progress of implementation and the impact of the agreement. It remains open to the parties to submit evidence to the Pay Review Body on specific areas of concern that they may have through the course of this agreement. It is expected that during the period of this agreement the NHS Pay Review Body will be asked to consider the role of Recruitment and Retention Premia (RRPs) and High Cost Area Supplements (HCAS).