Prospect Scotland's Rural College

Statement of Intent / Partnership Agreement

Partnership Agreement: Statement of Intent 2006/7

SAC/Prospect

• Overview

This document sets out the general principles and specific examples of how SAC and Prospect will work together in 2006/07 and beyond. The statement of intent is founded from meetings held between Prospect and the SAC Human Resources (HR) Group. We wish to use this framework document as a practical guide to working in partnership.

• General Principles: SAC/Prospect Working Together

SAC has set out its vision, aims and objectives in the 2006/07 Corporate Plan. The Plan acknowledges SAC’s evolution to meet the changing needs of our customers, and provide a secure future for our staff. The basis of change is described in the SAC Business Transformation Plan (BTP).

Prospect and SAC will work together to ensure:

• Progress is made to deliver the vision, aims and objectives as described in the SAC Corporate Plan to include working together specifically in support of:

• Delivery of the BTP.

• Progressing achievement of IiP standards across SAC Divisions including staff training and development plans.

• Securing the practices and policies of heath and safety management.
• Enabling effective cross Divisional communication.

• Partnership working incorporates open, constructive dialogue and an atmosphere where the validity of different opinions is recognised and resolution is generally reached by accommodating differences in views.

• The recognition of: a) SAC’s right to manage the business and consult with its staff; and b) Prospect’s right to represent the views of its members.

• A working relationship that will illustrate progress in achieving our partnership ambitions through completion of specific actions (item 3), regular progress reviews (item 5) and annually evolving statements of intent.

3. Specific Joint Initiatives 2006/07

1. Core Values

SAC is looking to underpin its mission statement with a clear set of core or shared values that represent the image and behaviours that are deemed to be the essence and best of SAC as an organisation.

As such, a joint initiative started early this year to involve key staff including Prospect in early discussion and planning as to how to go about such an exercise.

Focus groups have been run throughout SAC, which selected staff, managers and Prospect representatives have attended.

The next phase is all about communication and support and on a practical level an all staff survey asking staff to help us select the top five values. All key parties have given a commitment to aid this process in whatever way possible and to encourage staff participation.

Once the survey is completed the IiP Champions, plus some Group Managers and the Branch Secretary will be invited to look at the results, select a small number of core values and define them further and, finally, to put forward recommendations as the SAC core values to the EMT.

The major job of promoting and embedding the values will follow and a strategy will need to be established and implemented.

It is expected that all this will be done in Partnership at every stage and that Partnership should take the lead in demonstrating and living the values.

1. Training & Development

It was agreed that to improve partnership working, conjoint training sessions for both Prospect and SAC management would be implemented in the second part of 2006/7. The focus of the training will be to develop the practice of understanding partnership and secure a belief in its value. This is to be sourced through Prospect and invitations sent out as appropriate.

1. SAC Stress Survey

Joint work has already commenced on the survey and this phase is now complete. The results and analysis are expected in April and this information will be shared and the branch secretary invited to be the representative on the ‘triple’ working group (HR/H&S/Prospect). This group will be responsible for investigating any trends and formulating a comprehensive action plan to tackle areas where high levels or patterns of stress are indicated. They will conduct any necessary research into the causes and make any appropriate recommendations, whilst consulting widely with key individuals and staff in general. The group will work with external occupational psychologists and it is expected that focus groups will be run as part of this exercise.

Communication with staff will be essential as will consultation and this will be the responsibility of all parties.

1. Pay Review

This will be conducted initially by the pay steering group, composed of Management and union representatives, who met in early May 2006 to define the remit for the review. Views have already been sought in advance of this meeting from key players to ensure transparency and inclusiveness.

It is anticipated that pay negotiations will be conducted in good time with relevant information shared in full by both parties from an early stage. Consultation will be key and any negotiations will be carried out as constructively and openly as possible (as in the past few years). Both parties will attempt to bring practical and meaningful solutions or suggestions to bear on any potential stalemate situation. The background to any pay discussion must always be affordability.

1. Age Discrimination

Due to the expected changes to legislation in October 2006, there will need to be major revision made to retirement policies and there may be smaller revision to recruitment, promotion or other HR policies.

It has been agreed that Prospect and HR will work on this policy together from a very early point and will meet initially to assess how best to take this work forward in Partnership.

Both parties are clear that representatives working on this policy may need to attend one or two meetings and be prepared to contribute both verbally and in writing as required. Wider consultation with staff will be expected.

1. Redundancy

It is agreed that it is timely to revisit the redundancy protocol and any related policy and practice to ensure it is fit for purpose. It is expected that a small team of union/HR will undertake this mini review and make recommendations as appropriate.

A remit was prepared in May 2006 and will be further considered by the joint working party i.e. HR and Prospect. Business case principles as well as the setting and implementation of any selection criteria will be discussed. This may mean revisiting the current protocols and policy to enhance the overall process.

• General Communication

To improve planning, and set standards for the administration of agendas, minutes and meetings, it is agreed that:

• an agenda template should be set up and items forwarded for inclusion no later than 5 days in advance of formal joint meetings.

• simple minutes should be taken at formal meetings effectively highlighting action points and any significant views expressed.

• formal meetings with HR would be at least once a quarter, but it is agreed that if issues arise in the meantime local representatives will bring them to the attention of the HR Group Manager.

• MTU will meet at least twice a year.

• meetings between the Branch Secretary, Convenor and/or Prospect Full Time Officer and the Finance & Corporate Affairs Director may be requested as necessary.

• communications should include regular de-briefings from SAC Board meetings.

Formal Joint Consultation and Negotiating (JCN) Committee meetings will be held by mutual agreement as and when deemed necessary.

All parties will strive to treat each other with dignity and respect and to resolve any issues as informally and speedily as possible as outlined in the Partnership Agreement.

1. Summary of 2006/07 Programme of Partnership Working

This Table should be updated following each formal joint meeting to revise target dates and recorded outputs or results. This summary will be used as the basis of an Annual Progress Report.