Annual Report 2004 - 05
Services
Our Staff
During the year, the PCT made a clear commitment to the importance it places
on its staff by recruiting an in-house Human Resources director and team.
The new dedicated team of HR professionals is working in partnership with
managers and staff to help ensure that the Trust is well equipped to respond
to changing workforce needs and challenges.
Improving Working Lives
A main focus this year has been continuing and building on the Improving
Working Lives (IWL) national NHS initiative. Its aim is to create well-managed,
flexible working environments that support staff, promote their welfare
and development, and respect their need to achieve a healthy and productive
balance between work and home life.
During the year, staff were asked for their views
on the PCT as a workplace, and the Trust also completed a self assessment
to benchmark progress against national standards. We have achieved IWL ‘practice’ status and
are now working towards ‘practice plus’.
Agenda for Change
A major challenge this year has been the implementation of Agenda for Change.
Nationally, Agenda for Change involves the biggest changes to the pay and
terms of conditions of staff since the health service was established.
To bring about this change locally, selected management
and staff from across the PCT have been working in partnership to evaluate
jobs and agree implementation plans. In order for this part of the process
to work successfully, all staff will – for the first time - have
an up-to-date job description, which they have agreed with their managers,
and which reflects the roles and responsibilities of their jobs.
Recruitment
Recruitment continues to be important to the Trust, as we are always seeking
to improve the health services we offer. This means attracting staff with
the key skills and competencies that can make a real difference.
During the last year, we have used a broad range of approaches to target
potential candidates. We have run specific campaigns for hard-to-fill vacancies,
like dentists and speech and language therapists. And we have developed partnerships
with groups like the Shaw Trust (a voluntary organisation that supports disabled
and disadvantaged people into employment), and Action for Employment, which
has placed ex-offenders into employment at our Stroud and Cirencester Hospitals.
Training and Development
We know how important it is to continue to offer development opportunities
to our existing staff and, during this last year, we have put increased
emphasis on assessing staff development needs.
During the year we audited our performance on completing appraisals for all staff. Following the audit, we reviewed the PCT’s appraisal process and gave all staff groups guidance on how to complete appraisal reviews, set objectives and draw up personal development plans.
Human Resources successes
Other notable developments over the last year have included:
- setting up an equality and diversity working party to ensure the Trust
understands its cultural needs, meets race equality legislation and provides
a robust strategy for the future;
- improving the awareness of human resource issues by update briefings
in bulletins and making HR policies and procedures accessible to
all staff via the intranet;
- negotiation of the salary sacrifice scheme contract due for implementation
in July 2005;
- starting work with GP practices to promote shared best practice
in staffing.
