HOLLYBANK TRUST
"I have no problems showing commitment to an organisation that shows commitment to me"
- Ruth Phewliss, Residential Care Team Leader, Hollybank Trust
Hollybank Trust is a charity with a national reputation for excellence. It’s a unique organisation, working with some of society’s most vulnerable members – children and adults with complex physical disabilities. These are often coupled with severe learning difficulties. Hollybank Trust based in Mirfield, West Yorkshire and employs around three hundred staff. There is no recognised trade union, however some of the staff are trade union members.
Hollybank Trust is responsible for running Hollybank school, a special residential school, education section open thirty eight weeks per year but the residential section open 52 weeks per year, a number of administrative and maintenance staff who were employed on 52 week contracts. Its residential services are now open 52 weeks per year providing a homely atmosphere for its service users, whether children or adults whatever their needs.
A variety of pay scales were in operation and other peripheral terms and conditions of employment evolved, often to meet specific issues/problems. This created various anomalies, some of which have been dealt with but a number still existed. It was also the case that the rationale behind the terms and conditions and any changes, were not recorded.
When the Trust’s activities expanded into provision of adult residential services, the terms and conditions of pay, for people recruited, would appear to have been set with little or no reference as to what was going on within the school. For example, the care staff started on scale point 4, a junior rate, whereas school care staff started on SCP6. School employees got an extra weeks paid holiday after five years service, the new recruits did not. These were only a few of the inconsistencies.
The Trust, out of necessity, was trying to achieve a situation where, staff could work throughout the various areas of the Trust, to provide cover, but this had highlighted many of the differences, causing problems and resentment by employees.
It was the Trusts main intention to review their terms and conditions, in so far as they relate to pay etc. throughout the whole of the Trust and to achieve a position where they are standard, consistent and fair, but with the proviso that the financial impact of any such changes are affordable.
The method proposed, to achieve the required objective, was to look at the three distinct operational areas of the Trust. Three review bodies were formed, involving staff in each of the three areas, each headed by the relevant Operations manager, and Acas as an independent body supported the review bodies.
The process did not only include the development of the above but also its implementation and communication throughout the company and ultimately its evaluation.
Through working in partnership, the Trust was able to achieve its goal and harmonise the terms and conditions. Staff were consulted and involved and with an emphasis on good communications, the changes were implemented with the minimum of disruption. In addition the Trust decided to undertake a job evaluation exercise and used external consultants to undertake this.
