Common use of Change to Structure Clause in Contracts

Change to Structure. What - A review of a current people policy is undertaken, or a new people policy is required. When - As part of either in cycle or out of cycle review. Who - P&P ER team or Policy owner and PSA delegates who are trained in policy feedback. How - Information is provided by the policy owner or P&P to the PSA delegates. There is a minimum of 1-week turnaround for feedback for policy changes, where the changes are not considered significant*. There is a minimum of a 2- week turnaround to feedback for new policy/significant changes. The Ministry will give genuine consideration to PSA feedback and will either incorporate or discuss the What - The Ministry is required to introduce changes due to new legislation requirements or the impact of a change in government policy. When - At times of legislation changes, or government policy changes. Who - The P&P ER team will engage with the PSA through regular meetings such as Strategic Engagement Meeting and the National Delegate and P&P Engagement forum or as and when required. How - Once SLT have approved the requirement for change the PSA will be engaged with to develop an appropriate process and plan for member involvement*. Feedback and input from the PSA will be provided What - The Ministry proposes to introduce changes to ‘how we work’ in terms of a business improvement or continuous improvement initiative. This includes changes such as the introduction of new or a review of existing processes, systems or technology, or the Ministry identifies improvements on how quality and delivery of service can be achieved. Who - P&P, manager from the business and the nominated PSA delegate/s and official. When • At the time the TOR are developed • Through each stage of the process How - Because the work is significant and likely to be multifaceted, the work may be supported with a Terms of Reference (ToR). The Ministry will work collaboratively with the PSA to draft the ToR. What - The Ministry proposes to review or change the structure of a business unit, to ensure it continues to be fit for purpose and/or align with the Ministry’s strategic goals. Who - P&P, manager from the business and the nominated PSA delegate/s and official. When • When it becomes evident that structural change may impact on members’ roles; • during the design stage; • during consultation stage; and • at time of decision. How - The Ministry will engage early with the PSA on any proposal to change or decision to review the structure of a business unit or a role. The PSA will have opportunity to provide input into the development of: • MOJ’s draft structural/organisational proposal; • the consultation process with members; • any review of draft proposals; • any alternative solutions or proposals. Information will include timeframes, potential impact/s and the level of required/ anticipated PSA involvement. The work may be supported with a Terms of Reference (ToR). The Ministry will work collaboratively with the PSA to draft the ToR. The PSA will represent members at each stage of a review process, including attendance at any consultation meetings, workshops or other forms of engagement. Employees, who are PSA members, are not considered to be representing direction taken. *If there is disagreement about what is considered significant change, then this will be discussed and resolved with the relevant Business Relationship Manager. Where escalation is required this should be to the weekly National PSA and P&P engagement forum. through regular meetings. PSA delegates will offer support and information where possible and as appropriate. *If the future direction requires change to ways of working or a structural change, then the relevant steps will apply as per column C and D. Information will be shared with the PSA at each level of engagement and the PSA will have delegate representation on operational working groups. Because we will be working together to design solutions, ideally, we will agree on the way forward. However, if consensus is not possible the Ministry can make the ultimate decision. the PSA unless where they are formally invited, or it is agreed that they are acting in that capacity. The relevant PSA delegates and organisers will be sent change information at agreed times, so they can support members. Delegates (and organisers if necessary) can support members through change processes; this includes collating members feedback and submitting on their behalf. Feedback from the PSA will be given genuine consideration prior to making any decisions on a final outcome. PSA will support any affected/impacted members through the process and its implementation including agreeing with the Ministry’s application of change clauses. Pilots and Trials What - The Ministry has identified a concept which they would like to trial or pilot before proposing a broader roll out or implementation. Who - P&P and nominated PSA delegate/s. When - When a pilot or trial is being considered. How - All proposed trials and pilots require engagement with the PSA and P&P. The size and scope of the trial will indicate the levels of engagement required. The purpose for having a trial or pilot must be clearly defined, with identified key measurables which will be considered in determining successes or failures. Pilots and trials will have a specified date for review determined at the beginning in the Terms of Reference and will have delegates or organisers involved in the review process. Once a review is complete, next steps will be identified, supported by the relevant principles. This proposed settlement is subject to ratification by PSA members by 20th November 2020 Appendix Three List of roles and associated pay bands (Appendix C in CA)

Change to Structure. What - A review of a current people policy is undertaken, or a new people policy is required. When - As part of either in cycle or out of cycle review. Who - P&P ER team or Policy owner and PSA delegates who are trained in policy feedback. How - Information is provided by the policy owner or P&P to the PSA delegates. There is a minimum of 1-1- week turnaround for feedback for policy changes, where the changes are not considered significant*. There is a minimum of a 2- week turnaround to feedback for new policy/significant changes. The Ministry will give genuine consideration to PSA feedback and will either incorporate or discuss the What - The Ministry is required to introduce changes due to new legislation requirements or the impact of a change in government policy. When - At times of legislation changes, or government policy changes. Who - The P&P ER team will engage with the PSA through regular meetings such as Strategic Engagement Meeting and the National Delegate and P&P Engagement forum or as and when required. How - Once SLT have approved the requirement for change the PSA will be engaged with to develop an appropriate process and plan for member involvement*. Feedback and input from the PSA will be provided through regular meetings. PSA delegates will offer support and information where What - The Ministry proposes to t o introduce changes to ‘how we w e work’ in terms of a business improvement or continuous improvement initiative. This includes changes such as the introduction of new or a review of existing processes, systems or technology, or the Ministry identifies improvements on how quality and delivery of service can be achieved. Who - P&P, manager from the business and the nominated PSA delegate/s and official. When • At the time the TOR are developed • Through each stage of the process How - Because the work is significant and likely to be multifaceted, the work may be supported with a Terms of Reference (ToR). The Ministry will work collaboratively with the PSA to draft the ToR. Information will be shared with the PSA at each level of What - The Ministry proposes to review or change the structure of a business unit, to ensure it continues to be fit for purpose and/or align with the Ministry’s strategic goals. Who - P&P, manager from the business and the nominated PSA delegate/s and official. When • When it becomes evident that structural change may impact on members’ roles; • during the design stage; • during consultation stage; and • at time of decision. How - The Ministry will engage early with the PSA on any proposal to change or decision to review the structure of a business unit or a role. The PSA will have opportunity to provide input into the development of: • MOJ’s draft structural/organisational proposal; • the consultation process with members; • any review of draft proposals; • any alternative solutions or proposals. Information will include timeframes, potential impact/s and the level of required/ anticipated PSA involvement. The work may be supported with a Terms of Reference (ToR). The Ministry will work collaboratively with the PSA to draft the ToR. The PSA will represent members at each stage of a review process, including attendance at any consultation meetings, workshops or other forms of engagement. Employees, who are PSA members, are not considered to be representing the PSA genuine consideration to PSA feedback and will either incorporate or discuss the direction taken. *If there is disagreement about what is considered significant change, then this will be discussed and resolved with the relevant Business Relationship Manager. Where escalation is required this should be to the weekly National PSA and P&P engagement forum. through regular meetings. PSA delegates will offer support and information where possible and as appropriate. *If the future direction requires change to ways of working or a structural change, then the relevant steps will apply as per column C and D. Information will be shared with the PSA at each level of engagement and the PSA will have delegate representation on operational working groups. Because we will be working together to design solutions, ideally, we will agree on the way forward. However, if consensus is not possible the Ministry can make the ultimate decision. the PSA unless where they are formally invited, or it is agreed that they are acting in that capacity. The relevant PSA delegates and organisers will be sent change information at agreed times, so they can support members. Delegates (and organisers if necessary) can support members through change processes; this includes collating members feedback and submitting on their behalf. Feedback from the PSA will be given genuine consideration prior to making any decisions on a final outcome. PSA will support any affected/impacted members through the process and its implementation including agreeing with the Ministry’s application of change clauses. Pilots and Trials What - The Ministry has identified a concept which they would like to trial or pilot before proposing a broader roll out or implementation. Who - P&P and nominated PSA delegate/s. When - When a pilot or trial is being considered. How - All proposed trials and pilots require engagement with the PSA and P&P. The size and scope of the trial will indicate the levels of engagement required. The purpose for having a trial or pilot must be clearly defined, with identified key measurables which will be considered in determining successes or failures. Pilots and trials will have a specified date for review determined at the beginning in the Terms of Reference and will have delegates or organisers involved in the review process. Once a review is complete, next steps will be identified, supported by the relevant principles. This proposed settlement is subject to ratification by PSA members by 20th November 2020 Appendix Three List of roles C – Roles and their associated pay bands As per section 54 of the Employment Relations Xxx 0000, a collective agreement must contain the the rates of wages or salary payable to employees bound by the agreement. Where there is a discrepancy between the roles on this list and the roles described in the Coverage Clause (Appendix C 1.4) of this agreement, then the roles in CA)the coverage clause take precedence. J5 Team Leader Operations and Service Delivery Team Leader Court Security Corporate and Digital Services Team Leader Criminal Records Operations and Service Delivery Team Leader/Personal Assistant Operations and Service Delivery J6 Xxxxxxxx Manager Operations and Service Delivery Manager Initial Criminal Legal Services Office of Legal Counsel Team Leader Collections Finance Strategy, Governance and Finance Team Leader Transactional Service Strategy, Governance and Finance Team Manager Operations and Service Delivery Team Manager (Transcription) Operations and Service Delivery Team Manager Judicial & Business Service Operations and Service Delivery Team Manager, Bailiff Support Operations and Service Delivery Team Manager, Bailiffs Operations and Service Delivery Team Manager, Central Registry Operations and Service Delivery Team Manager, Contact Centre Operations and Service Delivery Team Manager, Home Agents Operations and Service Delivery Team Manager, Legal Aid Debt Operations and Service Delivery Team Manager, Legal Aid Grants Operations and Service Delivery Team Manager, Registry Contact Centre Operations and Service Delivery

Change to Structure. What - A review of a current people policy is undertaken, or a new people policy is required. When - As part of either in cycle or out of cycle review. Who - P&P ER team or Policy owner and PSA delegates who are trained in policy feedback. How - Information is provided by the policy owner or P&P to the PSA delegates. There is a minimum of 1-1- week turnaround for feedback for policy changes, where the changes are not considered significant*. There is a minimum of a 2- week turnaround to feedback for new policy/significant changes. The Ministry will give genuine consideration to PSA feedback and will either incorporate or discuss the What - The Ministry is required to introduce changes due to new legislation requirements or the impact of a change in government policy. When - At times of legislation changes, or government policy changes. Who - The P&P ER team will engage with the PSA through regular meetings such as Strategic Engagement Meeting and the National Delegate and P&P Engagement forum or as and when required. How - Once SLT have approved the requirement for change the PSA will be engaged with to develop an appropriate process and plan for member involvement*. Feedback and input from the PSA will be provided through regular meetings. PSA delegates will offer support and information where What - The Ministry proposes to t o introduce changes to ‘how we w e work’ in terms of a business improvement or continuous improvement initiative. This includes changes such as the introduction of new or a review of existing processes, systems or technology, or the Ministry identifies improvements on how quality and delivery of service can be achieved. Who - P&P, manager from the business and the nominated PSA delegate/s and official. When • At the time the TOR are developed • Through each stage of the process How - Because the work is significant and likely to be multifaceted, the work may be supported with a Terms of Reference (ToR). The Ministry will work collaboratively with the PSA to draft the ToR. Information will be shared with the PSA at each level of What - The Ministry proposes to review or change the structure of a business unit, to ensure it continues to be fit for purpose and/or align with the Ministry’s strategic goals. Who - P&P, manager from the business and the nominated PSA delegate/s and official. When • When it becomes evident that structural change may impact on members’ roles; • during the design stage; • during consultation stage; and • at time of decision. How - The Ministry will engage early with the PSA on any proposal to change or decision to review the structure of a business unit or a role. The PSA will have opportunity to provide input into the development of: • MOJ’s draft structural/organisational proposal; • the consultation process with members; • any review of draft proposals; • any alternative solutions or proposals. Information will include timeframes, potential impact/s and the level of required/ anticipated PSA involvement. The work may be supported with a Terms of Reference (ToR). The Ministry will work collaboratively with the PSA to draft the ToR. The PSA will represent members at each stage of a review process, including attendance at any consultation meetings, workshops or other forms of engagement. Employees, who are PSA members, are not considered to be representing the PSA genuine consideration to PSA feedback and will either incorporate or discuss the direction taken. *If there is disagreement about what is considered significant change, then this will be discussed and resolved with the relevant Business Relationship Manager. Where escalation is required this should be to the weekly National PSA and P&P engagement forum. through regular meetings. PSA delegates will offer support and information where possible and as appropriate. *If the future direction requires change to ways of working or a structural change, then the relevant steps will apply as per column C and D. Information will be shared with the PSA at each level of engagement and the PSA will have delegate representation on operational working groups. Because we will be working together to design solutions, ideally, we will agree on the way forward. However, if consensus is not possible the Ministry can make the ultimate decision. the PSA unless where they are formally invited, or it is agreed that they are acting in that capacity. The relevant PSA delegates and organisers will be sent change information at agreed times, so they can support members. Delegates (and organisers if necessary) can support members through change processes; this includes collating members feedback and submitting on their behalf. Feedback from the PSA will be given genuine consideration prior to making any decisions on a final outcome. PSA will support any affected/impacted members through the process and its implementation including agreeing with the Ministry’s application of change clauses. Pilots and Trials What - The Ministry has identified a concept which they would like to trial or pilot before proposing a broader roll out or implementation. Who - P&P and nominated PSA delegate/s. When - When a pilot or trial is being considered. How - All proposed trials and pilots require engagement with the PSA and P&P. The size and scope of the trial will indicate the levels of engagement required. The purpose for having a trial or pilot must be clearly defined, with identified key measurables which will be considered in determining successes or failures. Pilots and trials will have a specified date for review determined at the beginning in the Terms of Reference and will have delegates or organisers involved in the review process. Once a review is complete, next steps will be identified, supported by the relevant principles. This proposed settlement is subject to ratification by PSA members by 20th November 2020 Appendix Three List of roles and associated pay bands (Appendix C in CA).

Change to Structure. What - A review of a current people policy is undertaken, or a new people policy is required. When - As part of either in cycle or out of cycle review. Who - P&P ER team or Policy owner and PSA delegates who are trained in policy feedback. How - Information is provided by the policy owner or P&P to the PSA delegates. There is a minimum of 1-1- week turnaround for feedback for policy changes, where the changes are not considered significant*. There is a minimum of a 2- week turnaround to feedback for new policy/significant changes. The Ministry will give genuine consideration to PSA feedback and will either incorporate or discuss the What - The Ministry is required to introduce changes due to new legislation requirements or the impact of a change in government policy. When - At times of legislation changes, or government policy changes. Who - The P&P ER team will engage with the PSA through regular meetings such as Strategic Engagement Meeting and the National Delegate and P&P Engagement forum or as and when required. How - Once SLT have approved the requirement for change the PSA will be engaged with to develop an appropriate process and plan for member involvement*. Feedback and input from the PSA will be provided through regular meetings. What - The Ministry proposes to introduce changes to ‘how we work’ in terms of a business improvement or continuous improvement initiative. This includes changes such as the introduction of new or a review of existing processes, systems or technology, or the Ministry identifies improvements on how quality and delivery of service can be achieved. Who - P&P, manager from the business and the nominated PSA delegate/s and official. When • At the time the TOR are developed • Through each stage of the process How - Because the work is significant and likely to be multifaceted, the work may be supported with a Terms of Reference (ToR). The Ministry will work collaboratively with the PSA to draft the ToR. What - The Ministry proposes to review or change the structure of a business unit, to ensure it continues to be fit for purpose and/or align with the Ministry’s strategic goals. Who - P&P, manager from the business and the nominated PSA delegate/s and official. When • When it becomes evident that structural change may impact on members’ roles; • during the design stage; • during consultation stage; and • at time of decision. How - The Ministry will engage early with the PSA on any proposal to change or decision to review the structure of a business unit or a role. The PSA will have opportunity to provide input into the development of: • MOJ’s draft structural/organisational proposal; • the consultation process with members; • any review of draft proposals; • any alternative solutions or proposals. Information will include timeframes, potential impact/s and the level of required/ anticipated PSA involvement. The work may be supported with a Terms of Reference (ToR). The Ministry will work collaboratively with the PSA to draft the ToR. The PSA will represent members at each stage of a review process, including attendance at any consultation meetings, workshops or other forms of engagement. Employees, who are genuine consideration to PSA members, are not considered to be representing feedback and will either incorporate or discuss the direction taken. *If there is disagreement about what is considered significant change, then this will be discussed and resolved with the relevant Business Relationship Manager. Where escalation is required this should be to the weekly National PSA and P&P engagement forum. through regular meetings. PSA delegates will offer support and information where possible and as appropriate. *If the future direction requires change to ways of working or a structural change, then the relevant steps will apply as per column C and D. Information will be shared with the PSA at each level of engagement and the PSA will have delegate representation on operational working groups. Because we will be working together to design solutions, ideally, we will agree on the way forward. However, if consensus is not possible the Ministry can make the ultimate decision. Employees, who are PSA members, are not considered to be representing the PSA unless where they are formally invited, or it is agreed that they are acting in that capacity. The relevant PSA delegates and organisers will be sent change information at agreed times, so they can support members. Delegates (and organisers if necessary) can support members through change processes; this includes collating members feedback and submitting on their behalf. Feedback from the PSA will be given genuine consideration prior to making any decisions on a final outcome. PSA will support any affected/impacted members through the process and its implementation including agreeing with the Ministry’s application of change clauses. Pilots and Trials What - The Ministry has identified a concept which they would like to trial or pilot before proposing a broader roll out or implementation. Who - P&P and nominated PSA delegate/s. When - When a pilot or trial is being considered. How - All proposed trials and pilots require engagement with the PSA and P&P. The size and scope of the trial will indicate the levels of engagement required. The purpose for having a trial or pilot must be clearly defined, with identified key measurables which will be considered in determining successes or failures. Pilots and trials will have a specified date for review determined at the beginning in the Terms of Reference and will have delegates or organisers involved in the review process. Once a review is complete, next steps will be identified, supported by the relevant principles. This proposed settlement is subject to ratification by PSA members by 20th November 2020 Appendix Three List of roles and associated pay bands (Appendix C in CA).

Change to Structure. What - A review of a current people policy is undertaken, or a new people policy is required. When - As part of either in cycle or out of cycle review. Who - P&P ER team or Policy owner and PSA delegates who are trained in policy feedback. How - Information is provided by the policy owner or P&P to the PSA delegates. There is a minimum of 1-1- week turnaround for feedback for policy changes, where the changes are not considered significant*. There is a minimum of a 2- week turnaround to feedback for new policy/significant changes. The Ministry will give genuine consideration to PSA feedback and will either incorporate or discuss the What - The Ministry is required to introduce changes due to new legislation requirements or the impact of a change in government policy. When - At times of legislation changes, or government policy changes. Who - The P&P ER team will engage with the PSA through regular meetings such as Strategic Engagement Meeting and the National Delegate and P&P Engagement forum or as and when required. How - Once SLT have approved the requirement for change the PSA will be engaged with to develop an appropriate process and plan for member involvement*. Feedback and input from the PSA will be provided through regular meetings. PSA delegates will offer support and information where What - The Ministry proposes to introduce changes to ‘how we work’ in terms of a business improvement or continuous improvement initiative. This includes changes such as the introduction of new or a review of existing processes, systems or technology, or the Ministry identifies improvements on how quality and delivery of service can be achieved. Who - P&P, manager from the business and the nominated PSA delegate/s and official. When • At the time the TOR are developed • Through each stage of the process How - Because the work is significant and likely to be multifaceted, the work may be supported with a Terms of Reference (ToR). The Ministry will work collaboratively with the PSA to draft the ToR. Information will be shared with the PSA at each level of What - The Ministry proposes to review or change the structure of a business unit, to ensure it continues to be fit for purpose and/or align with the Ministry’s strategic goals. Who - P&P, manager from the business and the nominated PSA delegate/s and official. When • When it becomes evident that structural change may impact on members’ roles; • during the design stage; • during consultation stage; and • at time of decision. How - The Ministry will engage early with the PSA on any proposal to change or decision to review the structure of a business unit or a role. The PSA will have opportunity to provide input into the development of: • MOJ’s draft structural/organisational proposal; • the consultation process with members; • any review of draft proposals; • any alternative solutions or proposals. Information will include timeframes, potential impact/s and the level of required/ anticipated PSA involvement. The work may be supported with a Terms of Reference (ToR). The Ministry will work collaboratively with the PSA to draft the ToR. The PSA will represent members at each stage of a review process, including attendance at any consultation meetings, workshops or other forms of engagement. Employees, who are PSA members, are not considered to be representing the PSA PSA feedback and will either incorporate or discuss the direction taken. *If there is disagreement about what is considered significant change, then this will be discussed and resolved with the relevant Business Relationship Manager. Where escalation is required this should be to the weekly National PSA and P&P engagement forum. through regular meetings. PSA delegates will offer support and information where possible and as appropriate. *If the future direction requires change to ways of working or a structural change, then the relevant steps will apply as per column C and D. Information will be shared with the PSA at each level of engagement and the PSA will have delegate representation on operational working groups. Because we will be working together to design solutions, ideally, we will agree on the way forward. However, if consensus is not possible the Ministry can make the ultimate decision. the PSA unless where they are formally invited, or it is agreed that they are acting in that capacity. The relevant PSA delegates and organisers will be sent change information at agreed times, so they can support members. Delegates (and organisers if necessary) can support members through change processes; this includes collating members feedback and submitting on their behalf. Feedback from the PSA will be given genuine consideration prior to making any decisions on a final outcome. PSA will support any affected/impacted members through the process and its implementation including agreeing with the Ministry’s application of change clauses. Pilots and Trials What - The Ministry has identified a concept which they would like to trial or pilot before proposing a broader roll out or implementation. Who - P&P and nominated PSA delegate/s. When - When a pilot or trial is being considered. How - All proposed trials and pilots require engagement with the PSA and P&P. The size and scope of the trial will indicate the levels of engagement required. The purpose for having a trial or pilot must be clearly defined, with identified key measurables which will be considered in determining successes or failures. Pilots and trials will have a specified date for review determined at the beginning in the Terms of Reference and will have delegates or organisers involved in the review process. Once a review is complete, next steps will be identified, supported by the relevant principles. This proposed settlement is subject to ratification by PSA members by 20th November 2020 Appendix Three List of roles C – Roles and their associated pay bands As per section 54 of the Employment Relations Xxx 0000, a collective agreement must contain the rates of wages or salary payable to employees bound by the agreement. Where there is a discrepancy between the roles on this list and the roles described in the Coverage Clause (Appendix C 1.4) of this agreement, then the roles in CA)the coverage clause take precedence. J5 Team Leader Operations and Service Delivery Team Leader Court Security Corporate and Digital Services Team Leader Criminal Records Operations and Service Delivery Team Leader/Personal Assistant Operations and Service Delivery J6 Xxxxxxxx Manager Operations and Service Delivery Manager Initial Criminal Legal Services Office of Legal Counsel Team Leader Collections Finance Strategy, Governance and Finance Team Leader Transactional Service Strategy, Governance and Finance Team Manager Operations and Service Delivery Team Manager (Transcription) Operations and Service Delivery Team Manager Judicial & Business Service Operations and Service Delivery Team Manager, Bailiff Support Operations and Service Delivery Team Manager, Bailiffs Operations and Service Delivery Team Manager, Central Registry Operations and Service Delivery Team Manager, Contact Centre Operations and Service Delivery Team Manager, Home Agents Operations and Service Delivery Team Manager, Legal Aid Debt Operations and Service Delivery Team Manager, Legal Aid Grants Operations and Service Delivery Team Manager, Registry Contact Centre Operations and Service Delivery