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What is it?

A Programme across the entire NHS designed to:

Eliminate inconsistencies in pay

Provide a Pay/Grade structure that isdemonstrably equal in application

Describe routes for personal & careerdevelopment

Develop a climate for service modernisation ofthe NHS

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What is it?

Undertake a comprehensive job evaluation for allidentified NHS Jobs exceptMedical Staff andSenior Management.

As a result of the evaluation allocate all jobs to a pre-determined level in an Eleven grade structure.

Provide for consistency in Terms & Conditions otherthan basic pay:- Shift Pay,

On Call allowance, Holidays

Working hours.

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Where are Terms and Conditions setout?

Agenda for Change Agreement

Agenda for Change Terms & ConditionsHandbook

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Pay Bands

There are 9

Although band 8 is split into 4 (8A, 8B, 8C and8D)

Very few staff would ever reach band 9(politically impossible at BPL!)

Different terms and conditions on band 8 e.g.

no overtime; longer notice period etc.

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AfC Payscales - 2005

Pay bands

Band 1 Band 2 Band 3 Band 4 Band 5 Band 6 Band 7 Band 8a Band 8b Band 8c Band 8d Band 9

0 11,494.00 11,494.00 12,044.00 13,914.00 16,389.00 19,523.00 22,768.00 31,127.00 35,527.00 41,246.00 49,496.00 59,395.00

1 11,879.00 11,879.00 12,539.00 14,739.00 17,049.00 20,458.00 24,198.00 32,117.00 36,957.00 43,336.00 51,695.00 61,870.00

2 12,209.00 12,209.00 13,144.00 15,289.00 17,598.00 21,448.00 25,628.00 33,217.00 38,387.00 45,756.00 54,115.00 64,894.00

3 12,539.00 12,539.00 13,694.00 16,004.00 18,698.00 22,328.00 26,948.00 34,372.00 40,036.00 48,176.00 57,745.00 68,194.00

4 12,924.00 14,189.00 16,389.00 19,248.00 23,208.00 27,828.00 35,527.00 41,246.00 49,496.00 59,395.00 71,494.00

5 13,309.00 14,739.00 16,994.00 19,798.00 24,198.00 28,817.00 36,957.00 43,336.00 51,695.00 61,870.00 74,925.00

6 13,694.00 15,069.00 17,598.00 20,458.00 25,188.00 30,247.00 38,387.00 45,756.00 54,115.00 64,894.00 78,521.00

7 14,189.00 15,509.00 18,148.00 21,118.00 26,068.00 31,127.00 40,036.00 48,176.00 57,745.00 68,194.00 82,291.00

8 14,739.00 16,004.00 18,698.00 21,723.00 26,948.00 32,117.00 41,246.00 49,496.00 59,395.00 71,494.00 86,240.00

9 16,389.00 19,248.00 22,328.00 27,828.00 33,217.00

10 23,208.00 28,817.00 34,372.00

11 24,198.00 30,247.00 35,527.00

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Pay spines

Two pay spines:

Nurses and other professional staff = payreview body

Other NHS staff = NHS Staff Council (similar toWhitley)

Future differences?!

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Transitional Points

Used where the minimum of the newpay band is significantly higher than

existing pay. Will be removed year on year

Implications for pay of newly recruitedstaff

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Process

Job matchingto national profiles

Job evaluationa 16 factor Job Analysis

Questionnaire (JAQ) Both undertaken in partnership (a panel of

3 or 4 where staffside must be equal or inthe majority)

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Process

BPL experience is that:

Job matching is better for NHS standard postslike IT, Finance, Personnel

Job evaluation is better for scientific andtechnical posts

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Process

Job evaluation AfC Job Evaluation is unusually complex. This coupled

to the weighting given to the factors has resulted in arevaluation of some of the components that have beentraditionally rewarded .

For example there is no value distinction between theresponsibility for a 10,000 budget and a 1m budget.Similarly HR responsibility for a department with 2people & 20 people carries no differential.

This difference in weighting will alter some previouslyestablished differentials.

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Process

Identifies a number of different factorswhich all jobs require:-

Knowledge & Experience. Complexity & Judgement

Responsibilities

Physical Effort. Dealing with People.

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Process

Factor Maximum Points

Knowledge 200

Complexity 140

People Skills 100

Responsibilities 140

Physical Effort 70

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Process

Each factor level gives a score (e.g.Freedom to Act level 1 = 5 points, level 2 =12 points, Knowledge level 1 = 16 points)

Some factors are more heavily weighted(have more points) than others (Knowledgeis most heavily weighted)

Total score for job gives pay band (e.g. 300total points is in pay band 4)

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ProcessAgenda for Change Job Evaluation System

Factor Weightings

Factor Total Available Points % of Total

Communication 60 6

Knowledge & Experience 240 24

Analytical & Judgement 60 6

Planning & Organisation 60 6

Physical skill 60 6

Patient & Client care 60 6

Policy & Service

Development 60 6

Responsibility Finance

and physical resources 60 6

Responsibility HR 60 6

Responsibility Information 60 6

R&D 60 6

Freedom to Act 60 6

Physical Effort 25 2.5

Mental Effort 25 2.5

Emotional Effort 25 2.5

Working Conditions 25 2.5

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Process

The JAQ

The Key document ! 38 pages long.

Covers all the Job Evaluation Factors

When completing each section consider whatthe evaluators will be looking for.

Important to include all aspects of your jobeven those that you may consider insignificante.g. use of keyboards.

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Process

Job matching

Not very precise

Assumes large numbers doing same or verysimilar job

Not as time consuming as Job Evaluation butstill requires a significant time commitment

May still require a Job Evaluation (if no match)

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Process

Results can be categorised into 4 maintypes :

An increase in pay,An increase in pay with a Recruitment &

Retention Premium

Transfer to the Transitional Register ( with an

increase in pay) Pay Protection.

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Process

Other outcomes:

Grade compression

Change in relative position, status anddifferentials

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Incremental Dates-For staff assimilated or appointed to TransitionalPoints

Existing staff Will retain existing incremental date (BPL didnt

do this)

New employees

Will have incremental date at the anniversaryof starting

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Temporary Movement into a higher pay band(Previously know as -acting -up)

Normally at minimum of new pay band

or

If no pay increase would result, the firstpay point which would deliver anincrease

Usually 1 - 6 months duration

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Protection Provisions onAssimilation

Pay protection based on:-

- Average & combined previous earnings

- Reference period - 12 weeks or 3

months This means that staff will not receive an

increase as a result of AfC and that theircurrent pay will be frozen until generalincreases to the AfC scales overtake theircurrent pay.

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Protection continued

Conditions protection based on

- hours & annual leave entitlements

- Prior to assimilation- After assimilation

Key end date for both - 31 March 2011

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High Cost Area Allowance

High Cost Area supplements

% of Basic Pay Minimum*Maximum*

Inner London 20% 3,300 5,500

Outer London 15% 2,750 3,850Fringe 5% 825 1,430

*1st April 2005 rates

Payment zones defined by;-

PCT geographical boundaries

NBS location postcodes. Post codes of essential home workers.

Recruitment & Retention Premia

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Recruitment & Retention Premia[RRP]

Applied to posts in definedcircumstances.

For recruitment and retention issuescaused by the external labour market

Long or Short Term

Payments will not exceed 30% A committee will decide if applicable

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Unsocial Hours & On Call

Both arrangements decoupled from AfC

Certain elements of both types of arrangementswill be in accordance with AfC e.g. Sickness payments, Annual Leave entitlements &

Overtime payments

Both to be reviewed by March 2006

O C ll & U i l H

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On Call & Unsocial Hours

On-call option to retain existing agreements (4yrs)

or transfer to AfC payment (by agreement -

by group)Frequency of On Call Payment % of basic

pay

1 in 3 or more frequent 9.5%

1 in 6 but less than 1 in 3 4.5%

1 in 9 or more but less than 1 in 6 3.0%

Between 1 in 12 or more but less than 1 in 9 2.0%

Less frequent than 1 in 12 By local agreement

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Unsocial hours

Enhancements (unsocial hours etc.)

Existing enhancement & shift regimes

continue Where none exists Nursing & Midwifery

applies

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Annual Leave

Length of service Annual Leave +

General Public Holidays

On appointment 27 days + 8 days

After 5 years service 29 days + 8 daysAfter 10 years service 33 days + 8 days

There will be a protection period for 5

years from 1st October 2004 for annualleave entitlements that exceed the newharmonised entitlements.

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Review & Grievance Procedures

Two new procedures often produced

AfC Grievance Procedure

AfC Review Procedure

Both normally time limited and specifically forAssimilation process

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Review continued

An appeal may be lodged on the basis of process

e.g. There was not a staff side representative present at yourjobs evaluation.

That you feel that your job could be more accurately matched

against another National Profile. An appeal can be made on on the basis that the evaluation panel

did not understand some component of the job and consequentlyunderscored 1 or more of the factors.

You cannot appeal simply because you dont like the result or

because you think some other job is more highly valued thanyours.

Finally scores can go down as well as up in a Review

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Hours of WorkA standard working week of 37.5 hours excluding meals

Current full time standard Protection arrangements

hours Years from 01/12/04

37 hours Three years on 37 hours

36.5 hours Three years on 36.5 hoursOne year on 37 hours

36 hours Three years on 36 hours

Two years on 37 hours

35 hours Four years on 35 hours

two years on 36 hoursOne year on 37 hours

33 hours Four years on 33 hours

Two years on 35 hours

One year on 37 hours

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BPL outcomes

90% staff no loss of pay

60% staff a pay increase

From 6.95 to 8,000 but 40% no further increments

10% on pay protection (between 500 and13,000!)

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KSF

AfC also brings a new appraisal system

Knowledge and Skills Framework

Personal Development Review

All pay bands have gateways (form ofcompetency / performance pay)

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Useful Links

nbsweb/supplemental/agenda_for_change/a_to_z_index/afc_handbook.pdf

http://www.nhsemployers.org/KeepingInTouch/publications_paycirculars.asp

www.doh.gov.uk

www.modern.nhs.uk/agendaforchangehttp://

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Any Questions?