Apprenticeship Strategy

Transcription

1 OFFICIAL Apprenticeship Strategy Human Resources Committee Date: 7 October 2016 Submitted By: Chief Employment Serivces Officer Agenda Item: 5 Purpose To highlight the introduction of an Apprenticeship Levy by the Government from April 2017 and apprenticeship targets for large public sector employers and the impact on West Yorkshire Fire and Rescue Service (WYFRS) in particular. Recommendations a) The contents of the report and the implications for West Yorkshire Fire and Rescue Service are noted; b) To agree the formation of a Steering Group to make clear recommendations on how West Yorkshire Fire and Rescue Service will approach the Levy and Public Sector target; and c) To determine the appropriate level of payment for apprentices employed by the Authority. Summary The Government Apprenticeship Levy will become effective from 6 April The aim of the Levy is to support employers in growing the number and quality of apprenticeships in their own workforce with a target of 3 million apprenticeships nationwide by Additionally, public sector organisations have an apprenticeship target and are required to employ 2.3% of their workforce as apprentices. Local Government (Access to information) Act 1972 Exemption Category: Contact Officer: None Joanne Hardcastle, Assistant HR Manager T: E: joanne.hardcastle@westyorksfire.gov.uk Background papers open to inspection: None Annexes: None 10

2 1 Introduction 1 Introduction - What is an Apprenticeship? 1.1 Apprenticeships are no longer just about construction and engineering, they are available in 170 industries with 1400 different job roles such as design assistant, cabin crew, dental nurse or trainee accountant. 1.2 If a candidate lives in England and is over 16, they can apply for an apprenticeship. There are various levels of apprenticeship they can undertake depending on their current skills and qualifications: Intermediate apprenticeship (level 2) Advanced apprenticeship (level 3) Higher apprenticeship (levels 4-7) Degree apprenticeship (levels 6-7) 1.3 All apprenticeships are real jobs so all apprentices earn a salary. They must be paid at least the national minimum apprenticeship wage and many employers pay significantly more. 1.4 Apprentices should work for at least 30 hours per week and an apprenticeship takes between one and five years to complete, depending upon the level of apprenticeship and the industry sector. 1.5 Most of the training is delivered in the workplace, so they will learn the skills they need to do the job well. The rest of the training is given by a training organisation, either at the workplace, off-site (perhaps at college) or via e-learning. The training may take place on a day release basis (e.g. one day per week in College) or block-release. 1.6 Apprenticeships are open to all age groups above 16 years-old whether they are just leaving school, seeking to start a new career or are moving into a new role with their existing employer that requires new skills. Existing staff may undertake an apprenticeship as part of the workforce development strategy. 2. The Apprenticeship Levy 2.1 The Government s Apprenticeship levy will become effective from 6 April The aim of the Levy is to support employers in growing the number and quality of apprenticeships in their own workforce, the target is 3 million apprenticeships nationwide by The levy will equate to 0.5% of total pay bill that is subject to National Insurance (for organisations where pay bill exceeds 3m). Based on WYFRS annual pay bill the levy will cost circa 250,000 per annum. 2.2 Organisations will receive a one-off allowance of 15,000 to offset against the levy, meaning that the total estimated cost to WYFRS would be 235, Employers will have a digital apprenticeship service account set up which they may access on a monthly basis. This account will be solely used to pay for training and assessment for apprentices. Only training for recognised apprenticeship standards delivered by a recognised training provider will be eligible. Funding is payable to the organisation in the form of bands with the lowest payment being 1,500 to a maximum of 27,000 for each apprenticeship. 2.4 The Government will apply a 10% top-up to the funds for spending on apprenticeship training in England. The top-up will be applied monthly, at the same time the funds enter the digital account. So, for every 1 in the account the Government will raise this to

3 2.5 Additional Responsibilities for Public Sector/Apprenticeship targets 2.6 In addition to the Levy, Public Sector organisations will be required to employ 2.3% of their workforce as apprentices from April 2017 (this can include existing employees who wish to undertake an apprenticeship). For WYFRS this equates to approx. 32 apprenticeships. 3. Information 3.1 When choosing a training provider Public sector bodies will need to comply with the Public Contracts Regulations When an apprentice is taken on who is between 16 and 18 years old at the start of their apprenticeship, employers will receive a payment to help meet the extra costs of employing them. This will be paid through the training provider. 3.3 Employers can be extremely successful training providers and the Government want to encourage those who want to take this route to deliver high-quality apprenticeships themselves. If an employer wishes to use funds in their own digital account to pay for apprenticeship training that they provide and manage themselves, they will need to be an approved training provider (subject to Ofsted inspections and the administration that goes along with being a training provider). 3.4 What WYFRS needs to do in preparation 3.5 Currently WYFRS employs 1 apprentice (level 2 in Transport workshop) and have another 3 currently advertised (2 x level 3 in IT, 1 x level 2 in HR). The target for WYFRS will be approximately 32 apprenticeships made up of a mix of existing staff undertaking apprenticeship qualifications and newly appointed apprentices. It will not be expected that employers have the required number of apprenticeships immediately on introduction in April 2017 but they will need to demonstrate that they have a clear plan in place to work towards the target. 3.6 Apprenticeships themselves are changing from Frameworks to Standards from April 2017 and the Levy can only be used against a new approved Apprenticeship Standard and that means looking at what job roles are covered by these. A Standard can be used to train existing staff as well as newly recruited staff. So consideration needs to be given to all of the standards and work out how these can best be used to replace existing workforce development training in WYFRS as well as in support of newly appointed apprentices. 3.7 Pay and Conditions for Apprentices 3.8 All local authorities in our area offer more favourable pay rates than the national apprentice pay framework which is currently: All Apprentices in first year Apprentices in subsequent years age <19 Apprentices age 19+ in second year 3.30 per hour 3.30 per hour NMW applies 3.9 In order to remain reasonably competitive as more organisations seek to increase the number of apprentices they employ, and offer a reasonable standard of living, WYFRS should consider increasing apprentice pay. There are a number of options that can be considered but it may be most appropriate to link pay to either the National Minimum Wage or the Living Wage. The Authority is already a Living Wage employer, although apprenticeships are not covered by that agreement. The rates for both the National Minimum Wage and the Living Wage are shown below: 12

4 Age NMW Hourly Rate Living Wage Hourly Rate (currently paid as a minimum to all employees) Lowest Paid Green Book Employees Hourly Rate < Grade 2 scp (enhanced to 8.25) Grade 2 scp (enhanced to 8.25) Financial Implications 4.1 The cost to the Authority of the introduction of apprenticeships is likely to be in the region of 750,000 once the schemes are fully implemented. This is broken down into the apprentice levy of 235,000 and the cost of employing additional staff of around 500, These costs could be may be reduced if existing staff are transferred on to the apprenticeship scheme or apprentices are used to fill existing posts. 4.3 Provision has been included in the revised medium term financial plan to meet the future cost of these schemes. 5 Human Resources and Diversity Implications 5.1 Any new appointments to WYFRS under any recognised apprenticeship scheme will follow the same fair and transparent processes adopted when recruiting for all other positions. Demographics of applicants and appointees will be tracked and reported upon. 5.2 Any agreed process for identifying and prioritising existing staff wishing to undertake apprenticeship qualifications funded through the digital account will be fair and equitable and nondiscriminatory. 6 Service Plan Links Provide a safe skilled workforce that serves the needs of a diverse community Provide effective and ethical Governance and achieve value for money 7 Conclusions 7.1 Human Resources are in the process of setting up an Apprenticeship Steering Group inviting participation from all key internal stakeholders. The inaugural meeting has been arranged for 29 September The purpose of this group is to make clear recommendations to senior management about how WYFRS is to approach the Levy and the Public Sector target. 13

5 7.2 Some of the key questions for the group to consider and make recommendations on are: 1. What kind of apprenticeships do WYFRS want to offer? i.e. Just traditional apprenticeships such as Transport/Business Admin/IT or do we want to move into Operational apprenticeships? 2. Do we want to link up with existing training providers/colleges or do we want to consider setting up ourselves as a Training Provider as we have the facilities and expertise here to do so? 3. How can the Authority obtain best value from the utilisation of the Levy Fund? 4. How are we going to identify existing staff who wish to undertake apprenticeships/training and who will decide who has priority? 5. Will new apprentices be appointed to established posts within the Service or super numeri with no guarantee of a permanent job on completion of their apprenticeship? 6. A pay strategy for new apprentices needs to be agreed as we are currently not competitive in terms of what we can offer. For example, Leeds City Council pay all their apprentices 8.01 per hour. 7.3 Developing New Standards 7.4 Employer-led Trailblazer Standards may be approved and currently more than 1200 large and small employers are already involved in wide variety of industry sectors. In order for a new Standard to be considered at least 10 employers have to be involved in the development and all 10 have to give an assurance that they will employee at least one apprentice working towards the new Standard. 7.5 Currently Standards are in place for Fire Emergency and Security Systems Technician - level 3 and Business Fire Safety Advisor - level 3 but no specific Standard for a Fire Fighter apprenticeship. However, the Chief Fire Officers Association are considering the requirement for a Standard for a Fire Fighter Apprenticeship and WYFRS are to be involved in these discussions and any subsequent developments. It is anticipated that a new Standard will take on average 12 months to develop and be approved. 14

6 OFFICIAL "Your Voice" staff survey - update Human Resources Committee Date: 7 October 2016 Submitted By: Chief Employment Services Officer Agenda Item: 6 Purpose To provide an update of progress following the Your Voice 2016 Staff Survey. Recommendations That the report is noted. Summary This report provides an update on progress so far in addressing some of the area highlighted in the 2016 staff survey. The organisation is taking a measured approach which will hopefully see long-term benefits. This report lists 12 steps which have been taken in response to the survey. As the work progresses, further updates will be provided. Local Government (Access to information) Act 1972 Exemption Category: Contact Officer: None Emily Davies Diversity, Engagement and Inclusion Manager E:Emily.dew@westyorksfire.gov.uk T: Background papers open to inspection: Your Voice staff survey results, 8 July 2016 HR Committee Annexes: None 15

7 1 Introduction 1.1 In early 2016 West Yorkshire Fire and Rescue Service commissioned Capita Surveys and Research to deliver a comprehensive staff opinion survey. This report provides an update on progress so far in addressing some of the areas highlighted in the survey. 2 Information 2.1 Overall, the survey results were fairly balanced; the organisation s strengths contribute to high employee engagement (75%) however there were some areas of concern which needed addressing. 2.2 The Service decided to focus on the below areas to ensure long-term, sustainable and achievable change: Change management; Communication within the Service and from senior management; Workload and bureaucracy; Recognition from the Service; 2.3 Various activities are currently underway, most of which come to a conclusion in late Progress update: Two communication packs have been distributed to stations and departments to keep staff updated on progress, along with various s from the Chief Fire Officer (CFO) and the Chief Employment Services Officer (CESO). District Commanders are formulating locally based action plans to respond to concerns of staff in their own locality. These will be presented to the Employee Engagement Working Group. A review of West Yorkshire Fire and Rescue Service (WYFRS) values is currently underway, the findings of which will be presented to Management Board in the first instance. A new set of values and behaviours will be introduced in A cross-grade group of staff is looking at the way we manage change in the organisation (project lead by a Group Manager). The Service s Dignity and Respect policy is being reviewed and updated. A new staff network has been set up (Inclusion Action Group), representing staff from all levels and areas, working together to improve the workplace environment for everyone, but with a particular focus on minority groups. The Promotions policy is being reviewed with a particular emphasis on ensuring fairness and transparency. A review of communications within the organisation has been commissioned from the Local Government Association. New communication methods which will enable the Service s Senior Management Team to engage with the workforce are currently being explored. You said...we did communications will be shared with staff in early October. New face-to-face Diversity training will be delivered to all managers by early A further update will be provided at the upcoming Human Resources Committee meetings in January and March

8 3 Financial Implications 3.1 The cost of the survey and the work completed to date has been met from within the existing Human Resources budget. Any new initiatives arising resulting in additional expenditure will be reported to the Committee for approval. 4 Human Resources and Diversity Implications 4.1 The survey results has allowed the Authority access to the views and experiences of our diverse workforce, and to plan projects/programmes to improve the working lives of all staff, including those who share protected characteristics. These will be closely monitored going forward. 5 Health and Safety Implications 5.1 None arising from this report. 6 Service Plan Links 6.1 This report aligns to the Service Plan Priorities of: Deliver a professional and resilient emergency response service Provide a safe skilled workforce that serves the needs of a diverse community 7 Conclusions 7.1 The 2016 Your Voice staff survey is a timely and frank assessment of the West Yorkshire Fire and Rescue Service organisational climate. It has highlighted some areas of concern, which are recognised and being addressed. Change, in particular culture change, takes time, effort and focus. Rather than attempting to quickly fix all the areas highlighted in the survey at once, the organisation is taking a measured approach which will hopefully see long term benefits. As the work progresses, further updates will be provided. 17 Page 3 of 3

9 OFFICIAL Attendance and Absence Management Policy Human Resources Committee Date: 7 October 2016 Submitted By: Chief Employment Services Officer Agenda Item: 7 Purpose To seek approval of the revised Attendance and Absence Management Policy Recommendations It is recommended that Committee approve the revised Attendance and Absence Management policy. Summary It is important that the Authority has an effective and robust policy in place to manage sickness absence, to reduce the impact on its ability to achieve its ambition of Making West Yorkshire safer, but also in ensuring a consistent and fair approach to the management of both short and long term absence. The current Attendance & Absence Management Policy is dated 2012 and was due for review. The policy has been revised and is now in line with best practice in both public and private sector. There are a number of key changes and these are summarised in the report body. Local Government (Access to information) Act 1972 Exemption Category: Contact Officer: None Ian Brandwood, Chief Employment Services Officer Background papers open to inspection: FBU To CESO CESO To FBU FBU To CESO CESO To FBU CESO To FBU CESO To FBU FBU To CESO Annexes: None 18

10 1 Introduction 1.1 It is important that the Authority has an effective and robust policy in place to manage sickness absence, to reduce the impact on its ability to achieve its ambition of Making West Yorkshire Safer, but also in ensuring a consistent and fair approach to the management of both short and long term absence. 1.2 The current Attendance & Absence Management Policy is dated 2012 and was due for review. The policy has been revised and is now in line with best practice in both public and private sector. There are a number of key changes and these are summarised in the body of this report. 1.3 The unions have been consulted on the proposed amendments to the policy following the process detailed in the Information Consultation & Negotiation Policy. Whilst Unison and the Fire Officers Association (FOA) are generally happy with the proposed amendments, the Fire Brigades Union (FBU) have expressed concerns with regard to some of the content. 2 Information 2.1 Detailed below are the main changes: 2.2 Removal of sanctions whilst the application of sanctions when individuals hit the absence triggers had an impact on some staff, their effectiveness was not consistent across the organisation. As an example, the value of applying a secondary employment ban or overtime ban to a firefighter who does not do overtime or have secondary employment is questionable. They were also applied disproportionately to grey book staff as there were fewer sanctions which could be applied to green book staff who do not generally do overtime or have secondary employment. 2.3 Management of short term absence A staged warning process has been included following a similar pattern to discipline. Each stage requires the manager to investigate the reasons for absence and the policy allows for some discretion. However, if there is no mitigation, the individual would be issued with a warning letter and the expectations for improvement made clear. The 12-month monitoring period would then be re-set and the individual given the opportunity to improve so as they do not advance through the process. However, if the triggers are hit, they would follow a similar process to that detailed above and be issued a stage 2 warning. Failure to achieve the required attendance standards again in the next 12-month monitoring period would result in a stage 3 absence hearing. At this point, dismissal on the grounds of capability is one possible outcome. 2.4 Management of long-term absence The policy sets out a framework with timescales as to how cases of long-term absence will be managed and considerations in terms of the length of time an individual should generally be permitted to remain on modified duties or a phased return to work. It also details the process that shall be followed when medical advice is that an individual is unlikely to be able to return to their role in the foreseeable future, which includes possible reasonable adjustments, redeployment, referral to the Independent Qualified Medical Practitioner (QMP) / Independent Registered Medical Practitioner (IRMP) and capability dismissal as a very last resort. 2.5 Contact The policy makes clear the requirement for the Authority to maintain contact and support individuals who are absent from work due to sickness via the Welfare Officer. Arrangements and training for Welfare Officers have recently been strengthened and there is now a small number of more highly trained managers (Level 2) who are in place to support the more serious / long term ill health cases. The policy also makes it clear that the individual has a responsibility to maintain regular contact with the Authority to keep us informed of their condition and likely return to work dates. 19

11 2.6 Support The policy details the arrangements which are in place to support staff when suffering from injury or illness. These include the full range of services from the Occupational Health Unit, appointments with the Authority s Medical Advisor (AMA), physiotherapy referral service, flexible phased return to work and the newly introduced Employee Assistance Programme. 2.7 The proposals have been subject to extensive consultation both with the Representative Bodies and with senior managers. The most vehement opposition to the proposals has come from the FBU who lodged a formal dispute on 10 May The Dispute letter asserts that the changes proposed are contractual and that assistance from the National Joint Council (NJC) Joint Secretaries should be sought. The Chief Employment Services Officer disputes this view and a comprehensive response has been provided. The matter has been dealt with strictly in accord with the Authority s Information, Consultation and Negotiation Policy. 3 Financial Implications 3.1 There will be a small additional cost of 3,500 to modify the HR computer system to manage the revised triggers which can be funded from within the current approved capital plan. 4 Human Resources and Diversity Implications 4.1 The implications of managing sickness absence of staff that may have a disability and therefore covered by the Equality Act 2010 have been discussed with the Diversity & Inclusion Officer and the policy and associated managers guidance will ensure the Authority follows best practice and is legally complaint. An equality impact assessment has been undertaken in conjunction with the Diversity & Inclusion Officer. 4.2 The procedure has been subject to extensive consultation with the recognised Trade Unions and significant amendments have been made as a result of those consultations. The FBU remain opposed to the procedure, their principle concern being that employees will be unreasonably dismissed as a result of sickness absence and that employees should be able to remain on modified duties for an indefinite period. 4.3 Section 3.3 of the procedure makes it clear that any decision to dismiss would be subject to the statutory test of fairness. Employees are further protected through the internal appeals process. 4.4 In terms of modified duties, the approach and rationale is clearly set out in Annex 1 of the procedure and the approach is considered to be entirely fair and reasonable. 4.5 The procedure itself does not make changes to the contracts of employment of any employees and so whilst the agreement of the FBU is desirable, it is not essential. Given that consultation has been on-going for almost 6 months, it is considered that everything reasonable has been done to secure agreement and therefore the policy should now be approved and implemented. 5 Health and Safety Implications 5.1 There are no direct health & safety implications associated with this policy 6 Service Plan Links 1 Deliver a professional and resilient emergency response service 2 Provide a safe skilled workforce that serves the needs of a diverse community 7 Conclusions 7.1 The policy provides a fair and consistent framework within which to manage short and long term sickness absence and supports staff to get them back to work with a range of flexible arrangements & welfare provisions 20

12 Attendance & Absence Management Policy [Protective Markings] Ownership: Occupational Health & Safety Unit Date Issued: [TBC] Version: 3.4 Status: [Final Draft] 21

13 [Protective Markings] Revision and Signoff Sheet Change Record Date Author Version Comments C Hellas 2.1 Review D Dobson 3.1 Review I Brandwood Review Reviewers Name Version Approved Position Organisation Date M Dixon 2.1 OHSM WYFRS J Cumberworth 3.1 OHSM WYFRS Employment 3.2 CESO WYFRS 12/01/16 Services DMT Ian Brandwood 3.3 CESO WYFRS 19/01/16 M Dixon 3.4 OHSM WYFRS Distribution Name Position Organisation All Employees WYFRS Document Properties Item Details Document Title: Attendance Policy Author: Judith Cumberworth Administrator Creation Date: 06 November 2015 Last Updated: 28 September 2016 Issue Date: [Issue Date] Attendance & Absence Management Policy (draft v3.4) 22 Page 1 of 20

14 [Protective Markings] Contents 1 Introduction Employee Responsibility Line Manager Responsibilities Attendance Procedure Absence Reporting Maintaining Contact Return to Work Interview Use of Medical Reports Attendance Monitoring Standards Formal Process First Stage Attendance Meeting Second Stage Attendance Meeting Final Stage Attendance Hearing Appeals process Level of Management Managing Long Term Absence Ill Health Retirement: Redeployment: Withholding Authority Sick Pay Authority Medical Advisor Appointments Appendix 1 - Modified Duties and Phased Return Appendix 2 - Occupational Health Unit Services Appendix 3 Long Term Ill Health Capability Flowcharts Issue Date: [Issue Date] Attendance & Absence Management Policy (draft v3.4) 23 Page 2 of 20

15 [Protective Markings] 1 Introduction This Attendance & Absence Management Policy applies to all West Yorkshire Fire and Rescue Authority employees and details the support available to both managers and employees in respect of sickness absence. The Authority cares about the health, safety and welfare of its employees. The Authority s core values recognise that good service can only be provided if its workforce is well-motivated and healthy. When managing sickness absence, managers should consider both the welfare of the employee and the needs of the service. There are a number of mechanisms which can be put in place to prevent absence and where it does occur, to assist the staff member and to minimise its impact within the team(s). This policy details the responsibilities for maintaining good attendance at work, whilst also addressing absence due to illness and managing this in an appropriate ethical and effective manner. This policy also provides a framework to help managers deal with sickness absence effectively and consistently. Further guidance on the practical application of this policy can be found in the document Managers Guide to the Attendance & Absence Management Policy (insert link). Policy West Yorkshire Fire and Rescue Authority values the contribution made by all employees in the delivery and maintenance of a high quality Fire and Rescue Service to the communities of West Yorkshire. Whilst recognising that employees may be prevented from attending work through sickness and ill health, the Authority has a duty to maintain service delivery and minimise disruption. The Authority is committed to managing attendance and sickness absence and believes that it is the responsibility of all Authority managers, Representative Bodies and employees to work together, to promote the management of sickness absence and ill health. The full range of services by Occupational Health are detailed in Appendix 2. To achieve this, the Authority will:- Ensure necessary absence management training and support is provided in the management of absence. Ensure that any absence is managed in a fair and consistent and professional manner. Promoting the health, safety and well-being of all employees, including the use of risk assessments to identify and manage hazards impacting on health in the workplace. Ensure that sickness absence is dealt with in a way that is non-discriminatory and in accordance with the Equality Act 2010 and the Authority s Dignity and Respect Policy Set out clear standards for attendance so that all employees know what is expected of them. Maintain regular communication with absent employees to establish progress and help identify how recovery can be assisted. Ensure we obtain medical advice from the Authority s Medical Adviser, Occupational Health Nurse(s), the employee s General Practitioner or specialist regarding the nature of the illness and consider any recommendations made by them which could speed up the recovery of the employee and their return to work. Make reasonable adjustments, in terms of rehabilitation, workplace adjustments, or retraining. Use modified duties and/or a phased return when appropriate to rehabilitate an individual back to work. When necessary, consider whether suitable alternative employment is available for either the short or long term, to enable the employee to return to work. Issue Date: [Issue Date] Attendance & Absence Management Policy (draft v3.4) 24 Page 3 of 20

16 [Protective Markings] 1.1 Employee Responsibility Employee key responsibilities include:- Ensure you take proactive steps in seeking medical advice and treatment when appropriate. Contact Central Staffing Team to notify them of your absence from work. Maintain contact with your Line Manager (if inappropriate, another manager will be nominated). Follow any recommendations made by your General Practitioner, the Authority s Medical Adviser or any other specialist or expert that may expedite your recovery. Attend welfare meetings. Attend appointments arranged by the Occupational Health Unit. Cooperate fully with any rehabilitation or retraining programme. Ensure you comply with any reasonable adjustments, such as, modified duties or phased return to work. Ensure absence exceeding 7 days is covered by a Statement of Fitness for Work and once received forward immediately to Central Staffing Team. Raise concerns with your Line Manager or someone from the Occupational Health & Safety Unit, if you feel your job is contributing to your illness or welfare at work. As soon as possible (but within 5 days) upon your return to work following any sickness absence, complete a return to work on SAP. 1.2 Line Manager Responsibilities Some employees will naturally find it difficult to discuss personal medical problems with their Line Manager and it is therefore imperative that the Line Manager reassures the employee that anything they discuss is kept strictly private and confidential. The initial conversation should be around finding out how the employee is feeling, what welfare support they are receiving and if there is anything else which may assist their recovery, establishing the reason(s) for the absence, give a reassurance that any work related absence will be investigated & appropriately managed and exploring when the employee might be able to return to work. Line Managers key responsibilities include:- Recognise and acknowledge good attendance. Contacting the Senior Occupational Health Nurse or Occupational Health Nurse if there are any concerns for an individual s safety or health. Making contact with the individual to ensure they are receiving all appropriate support Making arrangements to meet with the employee either onsite or at any other suitable venue to conduct welfare update meeting(s). Ensure the employee provides a Fit Note if the employee is absent for more than 7 days. Consider modified duties or a phased return to work at the earliest opportunity to support the employee back into work and monitor progress. Ensure this policy is applied in a fair and consistent manner. Ensure that any agreed rehabilitation programme is in accordance with this policy and ensure any agreed reasonable adjustments are delivered. Issue Date: [Issue Date] Attendance & Absence Management Policy (draft v3.4) 25 Page 4 of 20

17 [Protective Markings] Ensure that in any referrals to the Authority Medical Adviser or an Occupational Health Nurse, a clear explanation of the purpose of the referral is given and that any questions that are asked are appropriate and have been discussed with the individual. Be aware of your responsibilities under the Equality Act 2010 in relation to disability related absence. Ensure accurate records are kept of any welfare discussions with the employee on the employees welfare log. The confidentiality protocol will also be discussed with the individual prior to the log being created. Ensure return to work interviews are carried out in a timely manner (ideally first day back) and that SAP is updated Where employees are undertaking modified duties or a phased return to work has been agreed, it is the responsibility of the Line Manager to inform Employee Resourcing in order to ensure that SAP is amended accordingly. The Line Manager must make Employee Resourcing aware if there is a change to location, hours and days. Failure to do so may result in errors in pay for the employee. The Line Manager should also ensure sickness recording within SAP is amended to reflect the employee has returned to work on modified duties. Keep Occupational Health & Safety Unit updated on long term cases. Seek assistance from Occupational Health & Safety Unit if required (this could consist of assignment of a second Welfare Officer or more general support) Please Note: The role and responsibilities of the Welfare Officer will usually be undertaken by the employees Line Manager, unless exceptional circumstances arise. For further guidance refer to the Welfare and Serious Injury Policy. Issue Date: [Issue Date] Attendance & Absence Management Policy (draft v3.4) 26 Page 5 of 20

18 [Protective Markings] 2 Attendance Procedure It is inevitable that employees will sometimes be unfit to attend work. Everyone in the Authority, at all levels, feels the impact of ill health and sickness absence. It can significantly affect how teams and service areas perform. This, in turn, affects the level and quality of service we are able to deliver. 2.1 Absence Reporting All employees who are unable to attend work as a result of illness should telephone the Central Staffing Team phone line on the first day they are unable to attend work prior to the start of their shift. The employee should telephone personally unless he/she is too ill to do so. The employee must confirm the nature of their illness (unless confidential, in which case OH will contact them), provide a contact number and give the anticipated return to work date. Text messages or s are not appropriate methods of communication. 2.2 Maintaining Contact The employee has a duty to ensure that they maintain regular contact with their Line Manager (or other nominated contact if this isn t appropriate given the circumstances of the case) to keep them informed of their progress. The Line Manager may request the employee attends a welfare update meeting onsite, or at another suitable location. The purpose of the meeting is to obtain an update on the employee s wellbeing, to reconfirm the support available through the Authority, to establish the likely return date or to consider any reasonable alternative measures available to the employee that are in line with the employees capability, i.e. reasonable adjustments or modified duties. Failure to comply with the reporting or contact arrangements could result in occupational sick pay being withheld. 2.3 Return to Work Interview When the employee returns to work, the Line Manager should meet with the employee at the earliest opportunity (usually first day they return). The return to work interview will centre on the employee's health and the reason for his/her absence. Welcome the employee back to work. Ensure they are well enough to be at work. Discuss the details of any agreed return to work programme based on advice given by the GP in the Statement of Fitness for Work, or Occupational Health. You should have already agreed the return to work in principle by talking through the issues on the phone or face-to-face during regular contact throughout the absence Offer a referral to Occupational Health (if not already taken up). Confirm the accuracy of the absence record, including the reason for absence. Emphasise the impact on the wider team of the employee being absent. Remind employees about the support available including Occupational Health and the Employee Assistance Programme. Update employees on any news or changes within the organisation or team while they were off The employee's sickness absence record should be reviewed with the employee at the return to work interview. Is he/she above the trigger level? Does there need to be a formal follow-up interview? Are there work-related issues which need to be addressed? Issue Date: [Issue Date] Attendance & Absence Management Policy (draft v3.4) 27 Page 6 of 20

19 [Protective Markings] Are there work-related issues which need to be tackled? The return to work interview is a chance to make time for the employee to open up about problems which managers could help with. This may include home-related issues as well. The interview gives the manager the opportunity to suggest Counselling or assistance via a medical referral if either might be appropriate. 2.4 Use of Medical Reports The Authority may ask the employee to give their consent for access to their medical records or reports held by their General Practitioner or Specialist Consultant when deemed necessary. Such requests are likely to be made by the Authority Medical Adviser he help them to establish a clear prognosis in relation to the employees health. It will be made clear within any consent who copies of records/reports will be made available to. The employee does have a right to refuse to give their consent; however they need to be mindful that should they do so, the Authority is entitled to make a decision based on the information available to them at that time. It is therefore in the employees best interest to ensure the Authority is fully appraised of their situation, so an informed decision can be made. The employee is entitled to produce his/her own medical evidence at any stage of the process and any employee who believes that he/she may have an underlying medical condition, is encouraged to do so. Issue Date: [Issue Date] Attendance & Absence Management Policy (draft v3.4) 28 Page 7 of 20

20 [Protective Markings] 3 Attendance Monitoring Standards Formal Process On occasions, despite support, an employee s attendance will require management through a more formal process. The information below outlines the process for dealing with short term, intermittent ill health absence. Where periods of sickness absence reach a level which raises concerns for the Authority, a formal meeting will follow. The level of concern will be reached when absence reaches 8 working days or 3 occasions of absence in any 12 month rolling period. (Pro rata for part time staff) Once the level of concern has been reached, the appropriate Line Manager will formally review the nature of those absences. This is known as a First Stage Attendance Meeting. 3.1 First Stage Attendance Meeting The First Stage Attendance Meeting will be conducted by the appropriate Line Manager, within two weeks of the employee s return to work (unless not possible e.g. rostered leave in which case it should be done as soon as possible on return). The employee will be advised of their right to be accompanied by a Trade Union Representative or Work Colleague if they so wish and reasonable notice will be given to allow this to be arranged (at least five working days). The following matters should be covered at the interview: The absence records (including dates) should be confirmed and the reasons for the absences should be discussed. The employee should be given the opportunity to explain the absence. It should be clearly indicated that the level of absence is of concern. Discuss any appropriate assistance e.g. Occupational Health, change of hours, temporary adjustments etc. Employees must be referred for Occupational Health advice if there is any reason to consider that an underlying medical condition exists which may impact on the individual s ability to attend work or which may require support in the workplace. The Authority s expectation for improvement in their attendance. Depending on the circumstances of the case, a decision may be made to issue the employee with a first stage attendance improvement notice letter. Factors that may lead a manager to not issue a notice would include: 1. It becomes apparent that the employee has a disability which affects his/her attendance. The organisation must be able to demonstrate that it is not discriminating against the employee on the grounds of his/her disability and that reasonable adjustments have been made. Occupational Health advice should always be sought. 2. If someone has a near exemplary previous record. This is defined as 2 clear years prior to the first period of absence under consideration or not more than 8 working days absence over the 2 years prior to the first absence. 3. Absence which is attributable to maternity. 4. Absence which has arisen as a result of an accident or incident at work where the employee is not to blame. Where a notice is issued, a copy will be given to the individual and a copy placed on their PRF. The SAP workflow must also be annotated to record the outcome. Should the decision be made, not to issue an attendance improvement notice because of mitigating circumstances, then the reason for the decision Issue Date: [Issue Date] Attendance & Absence Management Policy (draft v3.4) 29 Page 8 of 20

21 [Protective Markings] must be recorded on the SAP workflow. The next 12 month monitoring period will commence from the date of the formal meeting. 3.2 Second Stage Attendance Meeting Where the required improvement is not achieved, (i.e. 8 working days or 3 occasions of absence in the subsequent 12 month period) the appropriate Line Manager must arrange a further formal attendance meeting. This is known as a Second Stage Attendance Meeting. It will not be necessary to wait until the end of the 12 month review period to arrange this meeting if triggers are breached prior to this. The employee may be accompanied at this meeting by a Trade Union Representative or Work Colleague if they so wish. At this meeting, the checklist followed at the First Stage Attendance Meeting above must be repeated. The employee must be advised that their employment will be at risk if their level of absence continues to be excessive i.e. 8 working days or 3 occasions of absence, in the next 12 month period. Depending on the circumstances of the case, a decision may be made to issue the employee with a second stage attendance improvement notice letter. A copy will be given to the individual and a copy placed on their PRF. The SAP workflow must also be annotated to record the outcome. Should the decision be made, not to issue an attendance improvement notice because of mitigating circumstances, then the reason for the decision must be recorded on the SAP workflow. The next 12 month monitoring period will commence from the date of the second stage attendance meeting. If the employee remains incapable of fulfilling their contract of employment due to persistent excessive absenteeism, then a Final Absence Hearing will take place and one potential outcome could be that their contract of employment is terminated. 3.3 Final Stage Attendance Hearing Where the required improvement is not achieved, i.e. 8 working days or 3 occasions of absence, in the subsequent 12 month period, the appropriate Line Manager must arrange a Final Absence Hearing, at which termination of employment will be considered. It will not be necessary to wait until the end of the 12 month review period to arrange this meeting if triggers are breached prior to this. An employee may be fairly dismissed for persistent sickness absence, even though they are not off sick when the decision is taken. In all cases where termination of employment is being considered, it is essential that an Occupational Health opinion is sought in order that any relevant medical information can be taken into account at the hearing. If Occupational Health advice indicates an underlying condition and a treatment which would improve attendance, then the Senior Manager conducting the hearing will decide if they consider it reasonable to await the outcome of such treatment. The following factors will be taken into account in reaching a decision as to dismissal: Has the correct procedure been followed? Has advice from HR & OHSU been taken account of? Has there been any improvement in the level of absence following warnings being issued? Would it be reasonable to wait before deciding to dismiss to see whether improvement is sustained? What is the employment history like? Is this only a recent problem? Is there a pattern to the absences? Issue Date: [Issue Date] Attendance & Absence Management Policy (draft v3.4) 30 Page 9 of 20

22 How does the employee's attendance record compare to others? Has all reasonable support and assistance been offered? Has a recent, clear Occupational Health opinion been obtained? [Protective Markings] Are any of the absences attributable to a disability? And if so, have reasonable adjustments been made or considered? Have all alternative work options been considered? Considering all the circumstances of the case, is dismissal reasonable and does the decision fall within the band of reasonable responses open to a reasonable employer The dismissal would be on the grounds of capability. Termination of employment under this procedure will be dismissal with contractual notice. 3.4 Appeals process. The employee will have the right to appeal against any attendance improvement notice, within 7 days from the date of receipt of the letter. The appeal must be put in writing, stating the grounds of appeal and sent to the appropriate Line Manager. 3.5 Level of Management. Below are details of the appropriate management level who will take the lead at the meeting or hearing. Meeting or Hearing: Minimum Management Level: Minimum Management Level - Appeal Hearing: Return to Work Meeting Watch Manager or grade 5 N/A Supervisor First Stage Attendance Meeting Station Manager or grade 10 Supervisor Group Manager or Departmental Manager Second Stage Attendance Group Manager or Area Manager/Executive Officer Meeting Departmental Manager Final Stage Attendance Hearing Area Manager/Executive CESO Officer Case Review HR/OHSU/Managers N/A Issue Date: [Issue Date] Attendance & Absence Management Policy (draft v3.4) 31 Page 10 of 20

23 [Protective Markings] 4 Managing Long Term Absence Long term absence is defined as a period of absence lasting 28 days or more. The Line Manager should remain in regular contact with the employee (at least weekly, unless an alternative frequency has been mutually agreed) to ensure that appropriate on-going welfare & support is being offered. If, on medical advice from the AMA, there is no indication of an expected return to the individuals role after 6 months absence, the Line Manager will arrange a case conference to review the case. Representatives from the individuals line management, Occupational Health & Safety Unit, Human Resources and Equality & Inclusion (where advice regarding a disability may be required) will attend. The employee and their representative shall also be invited to attend. The review will consider: the frequency and causes of repeated absence, or the length and nature of long term absence the nature of the job the circumstances of the absence medical evidence, including the likelihood of return to work, the ability to achieve an acceptable level of attendance in the future, and any restrictions on future capability appropriate and available suitable alternative employment the potential for re-deployment eligibility for ill health retirement reasonable adjustments Capability on ill health grounds The purpose of the review is to consider all the relevant facts of the case (above), possible options and to agree a way forward. NOTE: The timescale detailed in this section (i.e. 6 months) is intended to be used as a framework to ensure a degree of consistency. Each case will be considered individually and there will therefore be an element of flexibility applied whilst still working within the framework. 4.1 Ill Health Retirement: When medical evidence, as advised by the AMA, suggests that the employee is unlikely to return to work in the foreseeable future or not at all, the Authority will, in the first instance, make a referral to an IQMP/ IRMP for eligible employees (members of a pension scheme), to see if the employee meets the requirements of the relevant pension scheme and is able to retire on the grounds of ill health. If ill health retirement cannot be secured and there remains no foreseeable return to work within a reasonable timescale then the manager will arrange a further meeting with the employee and HR. Reasonable Adjustments: Reasonable adjustments must aim to assist a disability in the workplace. The Authority has a Reasonable Adjustments Policy which provides details. The following list gives some examples of reasonable adjustments that an employer may make in relation to a disabled employee:- Issue Date: [Issue Date] Attendance & Absence Management Policy (draft v3.4) 32 Page 11 of 20

24 making adjustments to premises allocating some of the disabled person's duties to another person transferring the disabled person to fill an existing vacancy altering the disabled person's hours of work assigning the disabled person to a different place of work [Protective Markings] allowing the disabled person to be absent during working for rehabilitation, assessment or treatment giving, or arranging for, training or mentoring for the disabled person acquiring or modifying equipment modifying instructions or reference materials modifying procedures for testing or assessment 4.2 Redeployment: Every effort will be made to offer suitable alternative employment within the Authority. If the individual is permanently transferred to a different job then the appropriate terms and conditions for the alternative employment will apply following a trial period of 4 weeks where either party can decide as to whether or not the role is suitable. All potential alternatives (above) will be explored, however, once they have been explored and if discounted, the manager should inform the employee that they will be recommending that their employment should be terminated on ill health capability grounds. Termination on the grounds of capability due to ill health should only be considered when all the available facts and reports have been obtained and ill-health retirement cannot be secured. Dismissal must only be considered where there is clear evidence of the employee having been previously advised of this as a potential outcome. Dismissal should be considered only when it is clear that the employee cannot return to work in the foreseeable future and when all other options, including ill health retirement, reasonable adjustments and redeployment, have been considered and discussed with the employee. See flowcharts at appendix Withholding Authority Sick Pay If an employee refuses or neglects to undergo a medical examination required by the Authority or, in the opinion of the Authority acting on medical advice, has caused or substantially aggravated any illness or injury by neglect or default, or has refused or neglected to co-operate fully in any medical treatment that the Authority considers necessary, he or she shall be entitled only to such paid sick leave as the Authority may determine. If, in the opinion of the Authority acting on medical advice, the absence from duty is due to an illness or injury that is wholly attributable to the employee holding any other office or employment for hire or gain, or carrying on a trade or business, or participation in sport as a profession he or she shall be entitled only to such paid sick leave as the Authority may determine. Issue Date: [Issue Date] Attendance & Absence Management Policy (draft v3.4) 33 Page 12 of 20

25 [Protective Markings] 4.4 Authority Medical Advisor Appointments Appointments with the Authority Medical Adviser are limited due to him only working the equivalent of one day per week for the Authority. To ensure the clinic is used to maximum effect, appointments are strictly managed. Should an individual wish to cancel an appointment, they must first seek permission from the Occupational Health & Safety Manager or the Attendance Support Manager. In their absence, the individual must speak with their Line Manager (Grade 10/Station Commander and above), stating the reason for the request. If the request is considered reasonable, permission will be granted and the manager will inform Occupational Health Unit. If in the managers view, the reason for the request is not reasonable, the appointment must be kept. Employees have a right to grievance the managers decision. Please Note: The Occupational Health Unit cannot cancel or rearrange appointments without the managers permission. Failure to attend appointments may result in the Authority recouping the cost of the appointment ( 75). This will be deducted from the individual s salary in the same way as missed physiotherapy sessions are processed. Appointment letters issued by Occupational Health Unit will also re-iterate these arrangements. It is the responsibility of the individual to bring to the attention of the Authority any mitigation, which they wish to be considered. In exceptional circumstances, where there is good reason for the non- attendance, the charge may be waived. Issue Date: [Issue Date] Attendance & Absence Management Policy (draft v3.4) 34 Page 13 of 20

26 [Protective Markings] 5 Appendix 1 - Modified Duties and Phased Return There may be occasions when an employee is not sufficiently fit to carry out the full requirements of their role; however, they may be able to undertake modified or other duties. There is good evidence to suggest that being at work is good for an individual s health & wellbeing. There are a range of other duties/tasks that can be undertaken by an employee who is not able to fulfil their normal/full role. It is the Line Managers responsibility to consider the use of modified duties when an individual is not able to undertake their normal/full role. When an employee on the Retained Duty System is absent due to sickness from their primary occupation, they still need to be considered for modified duties within their Retained Duty System role. Guidance on the application of modified duties, including for RDS employees, can be found in the document Managers Guide to the Attendance & Absence Management Policy (insert link). Employees cannot undertake modified duties indefinitely. Modified duties will normally only be agreed where the AMA reports a return to full duties is reasonably foreseeable. Modified duties are not a shift pattern in their own right, but are designed to bridge the gap between sickness absence and a return to full duties. Line Managers are responsible for monitoring the progress of employees back to their full duties. Where concern is raised regarding the length of time on modified duties or doubt exists as to whether an employee will ever be able to resume full duties, the Station Manager/Department Manager will arrange a case conference to discuss and agree a course of action. It is not expected that anyone will be on modified duties for a period exceeding 6 months, although someone who is receiving on-going medical treatment will be supported pending a long term prognosis. NOTE: The timescale detailed in this section (i.e. 6 months) is intended to be used as a framework to ensure a degree of consistency. Each case will be considered individually and there will therefore be an element of flexibility applied whilst still working within the framework. When considering modified duties, the Station/Department Manager, should seek advice from Occupational Health Unit on what appropriate tasks the modified duties should entail. There may be a requirement for an individual to attend Occupational Health Unit for a consultation with the Senior Occupational Health Nurse (SOHN) or the Authority Medical Advisor (AMA) before modified duties are agreed. There will be simple cases where the Line Manager is able to identify suitable modified duties without seeking advice. However, if there is any doubt or disagreement with the employee regarding their ability to perform modified duties, seek advice from the Occupational Health & Safety Unit colleagues. It should be noted, that there may be occasions when despite an individual wishing to return to work on modified duties they must remain on sick leave due to their condition. This may be either due to the seriousness of their condition and the risk to their own health and/or safety a return to work poses, or the restrictions imposed due to their condition means no suitable and meaningful modified duty work is available. This decision will be made in full consultation with advice from the Authority Medical Adviser. There will be times when a member of the medical profession will recommend that an employee return to work on a phased basis. This could be on reduced hours/days for a specified period of time to help integrate the employee back into the workplace slowly following illness. Recommendations relating to a phased return to work will be made by the AMA or SOHN and should be accommodated where possible. It is not expected that any phased return should last longer than four weeks. If the phased return continues beyond 4 weeks, consideration will be given to the employee taking leave or to reductions in pay. The return to work plan will be tailored to the specific needs of the individual concerned and should normally include the following:- 1. Date of return to work 2. Goal of return to work, e.g. return to full duties, modified role or alternative working hours, working arrangements 3. Arrangements for receiving further medical treatment 4. What checks will be made to monitor progress by whom and frequency 5. Dates when the plan will be reviewed with the employee and by whom Issue Date: [Issue Date] Attendance & Absence Management Policy (draft v3.4) 35 Page 14 of 20

27 [Protective Markings] Employees who undertake/return to work on modified duties will normally work the flexi-scheme. This includes both operational and control employees, prior to returning to their respective shift duty systems. Line Managers should consider the individual s personal circumstance and where deemed appropriate they may work an alternative duty system or working pattern. However, approval must be obtained at Group Manager Level first. For those employees not familiar with the flexi scheme, the manager must explain how it works, including the recording of working hours on SAP, how to manage leave and the implications for leave already booked. Any physical activities should be agreed with Occupational Health Unit before being undertaken and where these are precluded, the duties will be limited to non-physical training activities and observation plus non- physical work as directed by the Station Manager/Head of Department. When a Retained Duty System employee undertakes modified duties they will receive an average of their salary based on their earnings for the preceding 12 week period. However the corresponding number of hours used for this calculation should be worked by the individual; the Line Manager should ascertain the hours that are being paid by ing SAP database. Should the RDS employee be unable to work the calculated number of hours due to other commitments, a reduced number of hours may be agreed between the employee and the Station Commander and their salary adjusted to reflect the hours worked. Any work undertaken will usually be non-physical unless agreed beforehand with Occupational Health. Further advice should be sought from OHSU or the Retained Liaison Officer if required. Employees undertaking modified duties or returning to work on a phased basis shall undertake useful work matched to their capability and the requirements of the Authority. When allocating modified duties, they should strike a balance between rehabilitating the individual and their specific welfare needs, with the need for meaningful work, which adds value. The work shall conform to any medical recommendations made by the Authority Medical Adviser. In order to help match personnel to suitable work within the Authority, OHSU will maintain a spreadsheet of all individuals on modified duties which will include any restrictions on work as advised by the AMA. Line Managers looking for assistance with work can contact OHSU, who will identify suitable candidates for the manager to then liaise with the appropriate Line Manager to make arrangements. When medical advice states the employee is likely to be unfit for operational duties for a period of 12 weeks or more, that employee MAY be compulsory moved from their station and post. If an operational employee has been moved (due to not being fully fit), the resulting vacancy may be filled on a permanent basis. Should this happen then the employee will be entitled to compulsorily move allowances if their place of work incurs additional traveling costs. See Policy for details. This means there will be no guarantee that an individual, once fully fit, will return to his/her former post. Each case however will be viewed on its own merits in consultation with the Line Manager and Employee Resources. Where possible, an employee shall, on their return to fitness for their usual role, be returned to their respective post. In all cases the Authority will consider the medical advice provided by the Authority Medical Adviser. Where an employee has been declared unfit for full operational duties for a period of 13 consecutive weeks or more (from the date of their last worked shift), that employee must undergo a period of retraining, in accordance with the Authority procedures for Maintenance of Competence. A Statement of Fitness to Work ( Fit Note ) provided by a General Practitioner is for statutory sick pay purposes. The advice given on the Fit Note is not binding and there may be occasions when the Authority Medical Adviser may recommend that an employee is fit to return to work on modified duties whilst they are in receipt of a Fit Note from their General Practitioner. The Authority Medical Adviser may discuss a return to work plan with an employee s General Practitioner or Consultant in order to confirm the conditions and timescales. For the majority of cases, the medical opinions will agree and the employee will be deemed capable of modified/restricted duties. Where a difference of medical opinion exists a resolution will be sought through the divergence of medical opinion process. Where there is a divergence of opinion between the Authority Medical Advisor Issue Date: [Issue Date] Attendance & Absence Management Policy (draft v3.4) 36 Page 15 of 20

28 [Protective Markings] and the employees treating medical practitioner over either the employees fitness for duty or for the purpose of calculating sick pay entitlement, the question of whether an illness or injury has arisen out of authorised duty, an independent medical opinion shall be sought to resolve the matter. The Authority and the employee shall agree an independent person to provide such an opinion, whose appointment should be made solely on relevant medical credentials. Where an appointment cannot be agreed because of differences over the question of a person s independence, the matter shall be referred to the National Joint Council Joint Secretaries for a decision. If an employee refuses to return to either full or modified duties when the Authority Medical Adviser deems them suitable to do so, this may result in a reduction or stoppage of occupational sick pay. Should the finding of the independent practitioner be in the employees favour, any reductions or stoppage in pay shall be reimbursed. When an employee has returned to work on modified duties and/or a phased return to work programme, prior to any initiative or decision to increase hours or amend the previously agreed work pattern, the Line Managers must contact the Occupational Health Unit for advice. Once obtained Line Managers should agree with the employee the hours to be worked and document the outcome until the employee is back to full duties/hours or if necessary review with the guidance of the Authority Medical Adviser or Occupational Health Safety Unit. There will be occasions following prolonged absence, when employees may benefit from attending one of the Fire-fighter s Charity rehabilitation centres. Attendance is coordinated by the Authority s Fire- Fighters Charity Representative. Leave to attend will be authorised on a 50/50 basis and it is expected that the employee will use leave for 50% of the time requested. This applies equally whether on full or modified duties. In exceptional cases there may be grounds for the Authority to grant 100% of the time off for attendance (injury on duty as an example). This will be authorised by the District Commander/Section Head on an individual case basis. Personnel working the Retained Duty system will receive pay equivalent to what they would receive whilst on modified duties for any days not covered by leave. Application should be made through the Special Leave process as detailed in the Leave Policy.. It is the Line Manager s responsibility, in conjunction with Training Support, to confirm any retraining requirements with the individual, prior to them coming off modified duties and inform Employee Resourcing of the individual s return to normal duties. Employee Resourcing will then inform the individual of the work pattern required for their return to normal duties. It will be the individual s responsibility to undertake any retraining deemed necessary and to work the shift/working pattern required to re-join their new work routine. Occupational Health & Safety Unit will monitor the frequency and duration of modified duties to identify and trends which may require further investigation.. Issue Date: [Issue Date] Attendance & Absence Management Policy (draft v3.4) 37 Page 16 of 20

29 [Protective Markings] 6 Appendix 2 - Occupational Health Unit Services The objective of the Occupational Health Unit (OHU) is to promote and facilitate the maintenance of the highest possible standards of health and fitness, both physical and mental, for all employees. The OHU will provide advice to the Authority managers when an employee s capacity to work has been affected through injury or poor health and they will continually support and assist employees to ensure they are fit to perform their role when necessary. The OHU promotes health and wellbeing through health education. Specific health initiatives will be promoted through the production of health promotion campaigns. Medical advice is provided by the Authority Medical Advisor who is a Consultant specialising in Occupational Medicine who provides advice to the Authority on occupational and medical issues relating to the workplace. General Practitioners rarely have this specialist knowledge and as such may provide advice to patients without fully understanding the range of roles, duties and support available to Authority employees. The following medical reviews are undertaken:- Pre- Employment Medicals and Health Screening - Performed for all prospective new employees. Medicals/Health Screening - Performed for all whole-time and retained employees every three years and offered to all non-operational staff on a voluntary basis. Medical Reviews & On-going Clinical Checks when necessary. Long Term Sickness - All employees who are absent from work for 28 days or more are considered to be absent on long term sick and shall attend for a medical. Please Note: Cases of mental health aim to be referred within 14 days to ensure the individual is receiving appropriate treatment/care. Management Referrals - Conducted when a manager has concerns regarding the health and/or capacity to work of an employee under their supervision. LGV Licence Medical - Employees who are LGV licence holders are required to attend a medical every five years once they reach 45. Fork Lift Truck Drivers - All Fork Lift Truck drivers are required to attend a medical on reaching 40 years old and every 5 years thereafter. Other Medical Screenings: Training Centre BAIs - All hot fire training centre staff, in addition to maintaining their own individual records of exposure to hot temperatures, are monitored on an annual basis by the OHU Noise/Vibration - Following a risk assessment, for staff that may in the course of their role be exposed to significant noise and vibration. Eyesight screenings - The Service will provide eyesight screenings for employees under the requirements of the Display Screen Equipment Regulations and for operational staff for driving and incident ground aids to vision. Working Time Regulations - On request from an employee who falls within the definition of a night worker under the Working Time Regulations. Confidential Health Advice - Available to all staff on request (i.e. for an assessment of blood pressure, cholesterol, eyesight, hearing or general fitness) Issue Date: [Issue Date] Attendance & Absence Management Policy (draft v3.4) 38 Page 17 of 20

30 [Protective Markings] Other Services In addition to the extensive range of health screening and medical reviews that are performed, there are other services available to employees to assist them maintain or achieve health and wellbeing, as follows:- Physiotherapy Services - Specialist physiotherapy treatment is available to all employees via OHU. Employee Assistance Programme A comprehensive psychological support, advice and information service available to all employees. Smoking Cessation Support and Advice is available for all employees to assist in smoking cessation. Contacting OHU OHU are part of the Occupational Health and Safety Unit based at Fire Service Headquarters and can be contacted on: Telephone Number: Issue Date: [Issue Date] Attendance & Absence Management Policy (draft v3.4) 39 Page 18 of 20

31 7 Appendix 3 Long Term Ill Health Capability Flowcharts Long Term Ill Health Capability Flow Chart Green Book [Protective Markings] Employee unable to perform role due to ill health Fit for modified duties? (1) No Yes Remain on sick leave Regular OH review and welfare Assessed as fit for modified duties (3) Return to work on modified duties Long Term Sickness Refer to Authority Medical Advisor (AMA). Is a return to full duties likely in the foreseeable future? No Yes No Re-deployment into vacant Green Book post (2) No Could they qualify for ill health retirement? (3) Remain on modified duties Yes Yes Refer to IRMP Not eligible for ill health retirement Eligible for ill health retirement Ill health capability dismissal Redeployment into vacant Green Book post (4) Ill health retirement Return to full duties NOTE: This flowchart is intended as a general guide to the process. Please refer to Absence Management Policy for details. (1) Consider reasonable adjustments. (2) Offered as an alternative to ill health capability dismissal. Subject to available posts and skills match. Individual not obliged to consider/accept. (3) On AMA advice. (4) With corresponding salary. No pay protection. Issue Date: [Issue Date] Attendance & Absence Management Policy (draft v3.4) 40 Page 19 of 20

32 [Protective Markings] Long Term Ill Health Capability Flowchart Grey Book Employee operationally unfit due to ill health Fit for modified duties? No Yes Remain on sick leave Regular OH review and welfare Assessed as fit for modified duties (2) RTW in establishment non-ops role (if available) or project work if establishment role not available (1) Long Term Sickness No Refer to Authority Medical Advisor (AMA). Is a return to full operational duties likely in the foreseeable future? (5) Yes Re-deployment into vacant Green Book post (3) No Could they qualify for ill health retirement? (2) If in non-establishment post, are there any established Grey Book posts? (8) Yes No Yes Yes Refer to IQMP (7) Transfer to established post for fixed term and review (6) Not eligible for ill health retirement Eligible for ill health retirement Permanent redeployment into vacant Green Book post (4) Ill health capability dismissal Ill health retirement Return to full operational duties NOTE: This flowchart is intended as a general guide to the process. Please refer to Absence Policy for details. 1) Remain on Grey Book Terms and Conditions (T&C) 2) On AMA advice 3) Offered as an alternative to ill health capability dismissal. Subject to available posts and skills match. Individual not obliged to consider/accept. 4) Individual transfers from Grey Book T&C to permanent Green Book T&C including salary. No pay protection. 5) Where medical opinion is that a return to full operational duties is unlikely in the foreseeable future but likely within a fixed time period, this must be in an establishment Grey Book post. Remain on Grey Book T&C and salary. 6) Remain on Grey Book T&C including salary. 7) Reasonable adjustments & redeployment considered as part of IQMP referral 8) If already in a grey book establishment post, continue & review. Issue Date: [Issue Date] Attendance & Absence Management Policy (draft v3.4) 41 Page 20 of 20

33 OFFICIAL ROSPA audit review Human Resources Committee Date: 7 October 2016 Submitted By: Director of Service Support Agenda Item: 8 Purpose To inform Human Resources Committee of the progress made regarding the recommendations following the audit of West Yorkshire Fire and Rescue Service s Health & Safety (H&S) management Systems Recommendations That the Committee satisfy themselves that sufficient progress is being made with the action plan. Summary During the months of February & March 2014, the Health & Safety team led an audit of West Yorkshire Fire and Rescue Service s H&S Management System, using the RoSPA (Royal Society for the Prevention of Accidents) Quality Safety Audit (QSA) audit tool. This approach replaced the previous in-house audit tool and has been the most comprehensive audit of the total H&S management system undertaken in the last 10 years. An action plan was developed to address the recommendations made during the audit, which was approved by Management Team (MT), Management Board (MB) & by Human Resources Committee (HR). This report is the third 6- monthly update on progress made by each directorate. Local Government (Access to information) Act 1972 Exemption Category: Contact Officer: None Steve Rhodes, Director of Service Support Tel: Background papers open to inspection: HR Committee reports RoSPA Update (1) & (2) Annexes: Annex 1 Summary by Department 42

34 1 Introduction 1.1 QSA is a propriety health and safety management audit system designed and supported by RoSPA. It follows the principles of auditing set down in BS7229 for quality auditing and measures health and safety performance against guidance of the Health and Safety Executive, HSG65, and the British Standards Institute (BS8800). The system is designed to encourage progressive improvement in health and safety and provides quantitative results to facilitate benchmarking. 1.2 The audit of WYFRS took place from 17 February 9 March 2104 and consisted of the examination of documentation, site inspections, observations, interviews and questions with staff. 2 Information 2.1 The detailed findings of the audit have been reported previously to Management Team. However, in summary, the overall non-weighted score was 83%, which for a first audit of this detail, is very good. 2.2 All non-compliances generated a recommendation, which were then put into an action plan and allocated a responsible person (Director level) and a lead manager identified to assist the Director in its application. The action plan was consulted upon and agreed before being approved by MT, MB and finally the HR Committee in September The H&S Department coordinate the update of the action plan, however the responsibility for completion of the actions, rests with the respective Director. 2.4 Currently, 66% of actions are complete; an increase of 17% on the position reported in March It should be noted that the responses have not been validated. This is the third 6- monthly report submitted to Committee. With 66% of our outstanding actions having now been completed this equates to an approximate overall compliance of 94%. 2.5 Whilst progress in terms of actions complete is an important indicator, it does not reflect the work which has been undertaken, for those actions which have not quite achieved 100% completion. Annex 1 provides a summary by department/directorate. 2.6 It is accepted that we may not wish to achieve 100% in every area as the effort required may not return a proportionate benefit. However, it is now time to place a renewed focus on outstanding actions. 3 Financial Implications 3.1 Any additional costs arising from the recommendations will be met from within the existing revenue budget. 4 Human Resources and Diversity Implications 4.1 There are no equality implications. 5 Health and Safety Implications 5.1 Contained within the report. 6 Service Plan Links 6.1 Providing a safe, skilled workforce which meets the needs of a diverse community. 43

35 7 Conclusions 7.1 Progress is being made against the action plan. However, this varies across departments. Responsible Directors & lead managers have been asked to prioritise this work to ensure appropriate action is being taken to sign off the action plan. 44

36 Annex 1 Summary position by Department Dept. % Actions Complete Comments Health & Safety (Corporate) Property Management Uunit (Corporate) Training (Corporate) Corporate Services Operational Response (Corporate) Human Resources (Corporate) Operational Response (Local) Transport (Local) Training (Local) Fire Prevention 55% Not surprisingly, the majority of actions fell to the H&S Dept. 18/33 actions are now complete with a further 11 at 80%+. Significant work has been done to incorporate recommended actions into corporate H&S policies and the development of a H& S Management System Policy which is very near completion. The draft H&S Plan reported to last month s MT will also assist. 13% Although only 1 out of 8 actions have been completed, a significant amount of work has been undertaken in the two areas of contractor management and planned preventative maintenance, which scored low in the audit and are big pieces of work. All actions, except one are now 50%+ completed. 66% Only 1 of the 3 actions remains outstanding. Significant work has been undertaken in the area of Training Needs Analysis (TNA) and this is now 80% complete. 0% This one outstanding action is dependent on an action being completed by the H&S dept, which has yet to be completed. 100% Complete 100% Complete 100% Complete 0% The dept. have reported back as being 100% complete, however some work is required by H&S Dept. to validate the work to ensure it has met the recommendations and so has remained at 0% until this has been done. 17% Whilst only one of the six actions has been completed all others are at least 50% complete with target dates for completion by the end of September % Complete 45

37 (Local) 46

38 OFFICIAL Human Resources Activity Report Human Resources Committee Date: 7 October 2016 Agenda Item: 9 Submitted By: Chief Employment Services Officer Purpose To inform Members of sickness absence to the end of June 2016 and personnel activity to the end of August Recommendations 1. That Members approve the amendment to the establishment. 2. That Members note the content of the report. Summary This report informs Members of the Authority s key areas relating to Human Resources for 2016/17. Local Government (Access to information) Act 1972 Exemption Category: Contact Officer: None Jim Butters, Area Manager Service Support T: E: jim.butters@westyorksfire.gov.uk Background papers open to inspection: None Annexes: None 47

39 1. NUMBER OF PEOPLE EMPLOYED AS AT 31 AUGUST 2016 Wholetime Retained Control People Posts Brigade Manager 3 3 Area Manager 4 4 Group Manager Station Manager Watch Manager plus one Watch Manager on Secondment Crew Manager plus two Crew Managers on Career Breaks and two on Maternity Leave Firefighter plus three Firefighters on Career Breaks TOTAL 1,026 1,058 People Posts Watch Manager Crew Manager plus two Crew Managers on Career Breaks Firefighter plus five Firefighters on Career Breaks TOTAL People Posts Station Manager 1 0 Watch Manager 8 6 Crew Manager Firefighter TOTAL Green Book Total People Posts Brigade Manager 3 3 EO EO Gd plus one Grade 14 on Secondment Gd Gd Gd plus one Grade 10 on Maternity Leave Gd Gd Gd plus one Grade 7 on Maternity Leave Gd plus one Grade 6 on Career Break Gd plus three Grade 5 staff on Career Breaks Gd Gd Gd2 9 8 Apprentice 1 1 TOTAL People Posts All Staff 1,497 1,503 48

40 2. DIVERSITY PROFILE OF WORKFORCE AS AT 31 AUGUST GENDER Wholetime Male Female Total Brigade Manager 3 3 Area Manager 4 4 Group Manager Station Manager Watch Manager Crew Manager Firefighter TOTAL , Retained Male Female Total Watch Manager Crew Manager Firefighter TOTAL Control Male Female Total Station Manager 1 1 Watch Manager Crew Manager Firefighter TOTAL Green Book Staff Male Female Total Brigade Manager 3 3 EO EO Gd Gd Gd Gd Gd Gd Gd Gd Gd Gd Gd Gd Apprentice 1 1 TOTAL

41 2.2 ETHNICITY Wholetime White British or Irish Any Other White Mixed Asian or Asian British Black or Black British Chinese Total Brigade Manager 3 3 Area Manager 4 4 Group Manager Station Manager Watch Manager Crew Manager Firefighter TOTAL , Retained White British or Irish Asian or Asian British Total Watch Manager Crew Manager Firefighter TOTAL Control White British or Irish Mixed Total Station Manager 1 1 Watch Manager 8 8 Crew Manager Firefighter TOTAL

42 2.2.4 Green Book Staff White British or Irish Any Other White Mixed Asian or Asian British Total Brigade Manager 3 3 EO EO Gd Gd Gd Gd Gd Gd Gd Gd Gd Gd Gd Gd Apprentice 1 1 TOTAL Further information According to the 2011 Census, 21.6% of West Yorkshire citizens are BME. 2.3 AGE Wholetime Total Brigade Manager 3 3 Area Manager Group Manager Station Manager Watch Manager Crew Manager Firefighter TOTAL , Retained Total Watch Manager Crew Manager Firefighter TOTAL

43 2.3.3 Control Total Station Manager 1 1 Watch Manager Crew Manager Firefighter TOTAL Green Book Staff Total Brigade Manager 3 3 EO EO Gd Gd Gd Gd Gd Gd Gd Gd Gd Gd Gd Gd Apprentice 1 1 TOTAL DISABILITY Wholetime Disabled Not Disabled Total TOTAL 8 1,018 1, Retained Disabled Not Disabled Total TOTAL Control Disabled Not Disabled Total TOTAL Green Book Staff Disabled Not Disabled Total TOTAL Further information Workforce disability data is currently out of date as it is not recorded by employees via HR databases, such as SAP. 52

44 3. SICKNESS ABSENCE WORKING DAYS LOST PER EMPLOYEE 1 APRIL JUNE 2016 Green indicates achieving or exceeding target Amber indicates satisfactory performance (within 10% of target) Red indicates not achieving target 1,494 employees as at 30 June 2016 Days per Quarter Q1 14/15 Q2 14/15 Q3 14/15 Q4 14/15 Q1 15/16 Q2 15/16 Q3 15/16 Q4 15/16 Q1 16/17 Q1 14/15 Q2 14/15 Q3 14/15 Q4 14/15 Q1 15/16 Q2 15/16 Q3 15/16 Q4 15/16 Q1 16/17 Ops Response Ops Support Prev & Prot L & G Service Support Emp Services Finance FSHQ Total Target

45 SICKNESS ABSENCE WORKING DAYS LOST PER EMPLOYEE 1 APRIL JUNE 2016 Green indicates achieving or exceeding target Amber indicates satisfactory performance (within 10% of target) Red indicates not achieving target 1,494 employees as at 30 June 2016 Days per Year / / /17 to 30 Jun 2016/17 Forecast 2014/ / /17 to 30 Jun Ops Response Ops Support Prev & Prot Legal & Governance Service Support Employment Services Finance Total Target The organisation is slightly over the target set for this point in the year, with the difference between target and actual equating to 53 days. Ops Response, the largest department in the organisation, continues to perform well. 54

46 SICKNESS ABSENCE DAYS LOST 1 APRIL JUNE 2016 BROKEN DOWN INTO LONG-TERM, SHORT-TERM AND NON-CERTIFIED SICKNESS Days per Year Cert. LT Cert. ST Non-cert / / /17 to 30 Jun Certified long term sickness continues to make up the majority of sickness absence. Individuals are fully supported by OHU SICKNESS ABSENCE MAJOR CAUSES 1 JULY JUNE 2016 Total Days Lost Musculo Skeletal Mental Health Respiratory Gastro Intestinal Cardiovascular Jun May Apr Mar Feb Jan Dec Nov Oct Sep Aug Jul Total 11, , , , Percentage 100% 34.9% 26.4% 10.0% 8.8% 3.0% Support for individuals and managers in dealing with Mental Ill Health continues to be a high priority and OHSU is continuing to promote Mental Health awareness for all staff. 55

47 4. SICKNESS ABSENCE BENCHMARKING WORKING DAYS LOST PER EMPLOYEE 1 APRIL 31 DECEMBER 2015 Twenty-five UK fire services currently share sickness and absence data amongst themselves. Unfortunately, because the reporting requirements differ between services, it is not possible to benchmark against all of our own information. The results to the end of the third quarter of 2015/16 are tabulated below. Five of the seven metropolitan FRS s have shared their latest data and these are highlighted in the tables. Wholetime Staff including Control FRS Score Rank Anon Anon Anon Metropolitan FRS - Anon Anon Metropolitan FRS - Anon West Yorkshire FRS Anon Anon Cleveland Fire Brigade Anon Metropolitan FRS - Anon Anon Anon Anon Royal Berkshire FRS Durham FRS Anon Anon Anon Essex FRS Anon Gloucestershire FRS Northern Ireland FRS London Fire Brigade Wholetime, Control and Green Book Staff FRS Score Rank Anon Anon Metropolitan FRS - Anon Anon Metropolitan FRS - Anon West Yorkshire FRS Metropolitan FRS - Anon Anon Anon Durham FRS Cleveland Fire Brigade Anon Anon Anon Royal Berkshire FRS Anon Anon Anon Essex FRS Anon London Fire Brigade Anon Gloucestershire FRS Northern Ireland FRS Although the twenty-five FRS s have agreed to share their data, only some of them have given their permission to be named in this report hence the number of anonymous entries in the table above. The WYFRS figures above do not include Retained Duty System personnel in the number of staff, nor the sickness days lost for those staff, and therefore they differ slightly from those figures reported in Section 3 for the same period. 56

48 5. ESTABLISHMENT AND STRENGTH AS AT 31 AUGUST 2016 Establishment Employees Staff Group No. of Posts following HR Committee 8 July 2016 Amendments to Establishment Proposed Number of Posts (New Establishment) Enrolments 1 Jun to 31 Aug 2016 Leavers and Retirees 1 Jun to 31 Aug 2016 Number of People Employed Whole Time # Retained ## (91 posts) Control Green and Blue Book (Non-Operational) Personnel Total Further Information - Establishment # On 17 October 2014 the Fire Authority approved (as a revision to part of the Integrated Risk Management Plan) the change in duty system at Rawdon fire station from Wholetime to Day Crewed with a reduction of two Watch Manager, two Crew Manager and six Firefighter posts. Further Information - Employees Two of the Whole Time retirements and one of the Retained retirements were due to medical reasons. ## Seventeen of the Retained employees are new recruits who have just commenced their training. 57

49 6. CHANGES IN ESTABLISHMENT AND STRENGTH IN PAST FIVE YEARS Total Establishment and Strength TOTAL ESTABLISHMENT TOTAL STRENGTH Nov 28 Jan Jul Nov 27 Jan Jul Nov Jan Apr July Nov Jan April Sep Nov Jan 27 Mar 10 Jul 25 Sep Dec Feb Jul Oct

50 Summary Figures Establishment and Strength TOTAL ESTABLISHMENT TOTAL STRENGTH WHOLETIME ESTABLISHMENT WHOLETIME STRENGTH RETAINED ESTABLISHMENT RETAINED POSITIONS COVERED CONTROL ESTABLISHMENT CONTROL STRENGTH GREEN BOOK ESTABLISHMENT GREEN BOOK STRENGTH 12 Nov Jan Jul Nov Jan Jul Nov Jan Apr July Nov Jan April Sep Nov Jan Mar Jul Sep Dec Feb July Oct Reduction

51 7. NUMBER AND DISTRIBUTION OF POSTS AS AT 31 AUGUST 2016 SERVICE DELIVERY SERVICE SUPPORT EMPLOYMENT SERVICES LEGAL & GOVERNANCE FSHQ TOTALS Previous Approval New Previous Approval New Previous Approval New Previous Approval New Previous Approval New Previous Approval New Grade Estab Sought Estab Grade Estab Sought Estab Grade Estab Sought Estab Grade Estab Sought Estab Grade Estab Sought Estab Grade Estab Sought Estab ACO 1 1 ACO 1 1 ACO 0 0 ACO 0 0 Chief 1 1 Prin Off 3 3 AM 3 3 AM 1 1 AM 0 0 AM 0 0 AM 0 0 AM 4 4 GM 8 8 GM 4 4 GM 0 0 GM 0 0 GM 0 0 GM SM SM 8 8 SM 0 0 SM 0 0 SM 0 0 SM WM WM WM 0 0 WM 0 0 WM 0 0 WM CM CM CM 0 0 CM 0 0 CM 0 0 CM FF FF FF 0 0 FF 0 0 FF 0 0 FF WT WT WT WT WT WT Prin Off 0 0 Prin Off 0 0 Prin Off 1 1 Prin Off 1 1 Prin Off 1 1 Prin Off 3 3 EO 0 0 EO 2 2 EO 0 0 EO 0 0 EO 1 1 EO 3 3 G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G9 0 0 G G9 7 7 G9 0 0 G9 2 2 G G G G8 1 1 G8 3 3 G8 1 1 G G7 8 8 G G7 3 3 G7 2 2 G7 1 1 G G6 2 2 G G6 0 0 G6 3 3 G6 3 3 G G G5 9 9 G5 0 0 G5 1 1 G5 0 0 G G4 1 1 G4 7 7 G4 2 2 G4 0 0 G4 4 4 G G G G3 3 3 G3 3 3 G3 0 0 G G2 1 1 G2 3 3 G2 0 0 G2 4 4 G2 0 0 G2 8 8 G1 0 0 G1 0 0 G1 0 0 G1 0 0 G1 0 0 G1 0 0 APP 0 0 APP 1 1 APP 0 0 APP 0 0 APP 0 0 APP 1 1 Green Green Green Green Green Green WM WM CM CM FF FF Retained Retained GM(Con) 0 0 GM(Con) 0 0 SM(Con) 0 0 SM(Con) 0 0 WM(Con) 6 6 WM(Con) 6 6 CM(Con) CM(Con) FF(Con) FF(Con) MACC MACC Total Total Total Total Total Total Following job evaluation, Green Book staff in the Central Staffing Team (CST) within Service Support have been re-graded as follows: CST Supervisors (two posts) upgraded from Grade 9 to Grade 10; CST Officers (five posts) upgraded from Grade 7 to Grade 8 60

52 8. RETIREMENT PROFILE OF WORKFORCE (up to March 2023) Financial Year Month Firefighter Crew Watch Station Group Area Chief and Total Manager Manager Manager Manager Manager ACO FEB Result JAN Result APR Result SEP OCT NOV DEC JAN FEB MAR Result APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR Result APR JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR Result APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR Result APR MAY JUL AUG OCT NOV Result APR MAY AUG OCT JAN FEB Result APR JUN AUG OCT NOV FEB MAR Result

53 9. HEALTH AND SAFETY PERFORMANCE 1 APRIL TO 31 AUGUST 2016 Lost time up to 3 days Actual performance 2016/17 Target 2016/ Lost time over 3 days Actual performance 2016/17 Target 2016/ Riddor Major injury/disease Actual performance 2016/17 Target 2016/17 5 No target set 10. OCCUPATIONAL HEALTH KEY PERFORMANCE INDICATORS 1 APRIL TO 31 AUGUST 2016 Ref No. KPI Target Actual Target achieved? 1 Management referral to appointment date ( 3 100% 87.5% No weeks) 2 No. of Did Not Attends (DNA s) or cancellation 0 15 No <48 hr notice* 3 AMA report to management within 48hr 100% No 4 No. of physiotherapy referrals 51 5 No. of counselling referrals 32 6 No. of management referrals 8 7 No. of health screenings No. of self-referrals 8 9 No of AMA consultations 219 Total appointments in 2) above includes health screening, self-referrals, AMA appointments. Only 7 of the 15 DNA s were AMA appointments, which over the period April August only equates to 1.4 appointments per month, which is not of concern. The others are made up of nurse based appointments and the appointment time is filled with other duties. KPI no. 1 was not achieved due to the AMA taking some leave. Whilst KPI no. 3 was not achieved, this equates to only one report (0.46%), which again over the 5 month period, is not of concern. 62

54 11. DISCIPLINE AND GRIEVANCE CASES 1 JUNE TO 31 AUGUST 2016 Disciplinary Cases by Directorate Directorate Total Received in Year Total Complete in Year Current Live Cases Average time to complete (Days) Target Timescale FSHQ Service Delivery Green < 60 Days Legal & Governance Red > 60 Days Employment Services Service Support Grievance Cases by Directorate Directorate Total Received Current Live Average time to Total Complete in Year in Year Cases complete (Days) Target Timescale FSHQ Service Delivery Green < 8 Days Legal & Governance Red > 8 Days Employment Services Service Support Bullying and Harrassment Cases by Directorate Directorate Total Received Current Live Average time to Total Complete in Year in Year Cases complete (Days) Target Timescale FSHQ Service Delivery Green < 45 Days Legal & Governance Red > 45 Days Employment Services Service Support 12. RECRUITMENT STATISTICS 1 JUNE TO 31 AUGUST 2016 Current Live Cases Average Time to Complete Vacancies not Appointed External Total Complete Target Timescale Finance 1 Service Delivery Green < 84 days Legal & Governance 2 Red > 84 days Employment Services Service Support Current Live Cases Average Time to Complete Vacancies not Appointed Internal Total Complete Target Timescale Finance 0 Service Delivery Green <30 days Legal & Governance Red > 30 days Employment Services 0 Service Support

55 13. DIVERSITY UPDATE Ethnicity, Nationality and Religion/Belief WYFRS hosted a conference in conjunction with the Asian Fire Service Association (AFSA) in July. A host of well respected external speakers delivered workshops throughout the day. There were debates about selection and recruitment, positive action, language and symbols, and values and behaviours. Over 100 delegates attended from WYFRS, other Fire and Rescue Services, West Yorkshire Police and beyond and the day received very positive feedback. Gender Seven delegates from WYFRS attended the Women in the Fire Service UK National Training & Development conference in June (Fire Service College). In attendance were 139 delegates from 30 different national and international Fire and Rescue Services. Over the weekend, workshops on the fire ground included RTC, USAR and a Multi Incident Scenario. Classroom sessions encompassed Developing Yourself, Personal Resilience, Incident Command, and Fire Investigation. One delegate said: I could not recommend this weekend enough for anyone involved with the fire service, I gained experience, confidence, did some great networking, had loads of fun and came away full of enthusiasm. LGBT WYFRS attended the Pride event Leeds in August, with a willing contingent of volunteers from across the Brigade. A fire engine took part in the parade along with representation from the FBU. On the WYFRS stall, volunteers distributed over 500 leaflets with fire safety advice and a message about upcoming recruitment in 2017 along with stickers with the WYFRS rainbow logo. Prior to Leeds Pride, there was a cross rank ceremony to raise our own Rainbow Pride flag over the headquarters site. The Chief Employment Services Officer, ACO Service Support, and one of WYFRS s Stonewall Diversity champions raised the flag together. This was shared on social media and received much positive attention on Twitter. 64

56 Sickness Absence Data 1 st July st Aug 16 Total sickness per Employee Actual days Lost Non Certificated Sickness per Employee Actual Days Lost 65

57 Short Term Certified Absence per Employee Actual Days Lost Long Term Certified Absence per Employee Actual days Lost 66

58 Total Cumulative Sickness again Target Actual Days Lost 67

59 OFFICIAL Firefighter Recruitment Human Resources Committee Date: 7 October 2016 Submitted By: Chief Employment Services Officer Agenda Item: 10 Purpose To advise the Committee of the progress in developing the new whole-time firefighter recruitment programme Recommendations It is recommended that the Committee: i. Approves the expenditure of 33,900 for the purchase of recruitment software ii. Approves the increase in establishment as detailed in paragraph 2.12 iii. Note the report Summary The report identifies the requirement for the recruitment of additional firefighters and describes the recruitment process that will be undertaken to ensure that the best possible candidates are recruited from across the diverse community of West Yorkshire and beyond. Local Government (Access to information) Act 1972 Exemption Category: Contact Officer: None Ian Brandwood, Chief Employment Services Officer Tel: E: ian.brandwood@westyorksfire.gov.uk Background papers open to inspection: None Annexes: None 68

60 1 Introduction 1.1 It is now some 7 years since West Yorkshire Fire and Rescue Service (WYFRS) recruited wholetime firefighters. This was due to the need to reduce the establishment in line with both Integrated Risk Management Plan (IRMP) interventions and reduced funding. The firefighter establishment has reduced by approximately 400 posts over the past 5 years. This reduction has been achieved through effective workforce planning and without any redundancies. However, forecasts now indicate the need to begin recruiting whole-time firefighters again to ensure that effective cover is provided across West Yorkshire. 2 Information 2.1 The number of firefighters required to ensure effective cover across West Yorkshire is carefully monitored. Over the last 5 years, the number of firefighters has steadily reduced to reflect both new ways of working and the implementation of the agreed IRMP interventions. The reduction in the establishment has been achieved, in the main, by not replacing firefighters who retire from the service. The next three years will continue to see a significant number of retirements with forecasts set out below: Oct 2016 March Apr 2017 March Apr 2018 March Apr 2019 March In addition to the above, around 25 staff per year can be expected to leave for other reasons. Whilst, to some extent, the number of leavers can be mitigated by future IRMP interventions, it is clear that additional staff will be required in order to ensure a safe service is retained. The Chief Fire Officer, supported by Management Board, has recommended that the firefighter establishment should not fall below 900 staff. 2.3 The impact of planned IRMP Interventions and forecasted retirements is shown in the table below: Quarter Ending Establishment Forecast Staff In Post Staffing Deficit 31/12/ /03/ /06/ /09/ /12/ /03/ /06/ /09/ /12/ /03/ /06/ /09/ /12/ /03/ On the basis of these forecasts, it has been determined that recruitment of whole-time firefighters should re-commence with a first cohort of 24 firefighters being ready for operational duty by 1 April Further cohorts of 24 firefighters will follow at approximately 4-monthly intervals for the next 2 years, although this may be subject to some change as forecasts become more refined through the passage of time. 69

61 2.5 Firefighter recruitment is a lengthy and complex process with successful candidates being able to demonstrate the necessary aptitudes, qualifications and fitness. Values will also play a part in the recruitment process as we seek to attract and employ people that share our vision and values and who will be focussed on the full range of duties required to be undertaken by a modern firefighter. 2.6 The entire process from publication of advert to delivery of operational firefighters will take approximately 9 months. Previous experience suggests that the initial advert is likely to attract in excess of 5,000 expressions of interest. 2.7 A steering group, chaired by the Chief Employment Services Officer has been formed to plan and manage the recruitment process. The group has representation from Human Resources, Training, Occupational Health and Strategic Development. The aim of the steering group is to plan and coordinate activities and resources to ensure the successful delivery of operational firefighters. 2.8 The key activities involved in the delivery of the project include: I. Review and revision of job descriptions II. Development and implementation of a Project Communications Strategy III. Sourcing and selecting pre-screening solution for selection of applicants IV. Designing selection process V. Designing training course content VI. Developing Positive Action Campaign Strategy VII. Arranging and implementing Awareness/Taster days Undertaking initial candidate sifting IX. Fitness testing X. Assessment centre and interviews XI. Medicals XII. Appointment of successful candidates Delivery of training course Station induction process VIII. XIII. XIV. 2.9 To ensure successful delivery, additional staffing resources are required. The process is likely to run on an annual basis supplying 3 to 4 training courses of approximately 24 trainees over a minimum of 3 years to maintain the whole-time firefighter establishment at In addition to the recruitment process there are requirements relating to the delivery of training. Each training course comprises of a number of squads consisting of 8 individuals. The optimum number of instructors is two per squad which satisfies Health and Safety requirements for instruction, supervision, training and imparting information Following successful completion of the training course, individuals then enter into a 2-year probationary period, during which they are required to complete the Level 3 NVQ Operations in the Community, which is administered by the Workforce Development team. WYFRS has recently achieved Direct Claim status, meaning we can award the qualification ourselves Due to the additional and ongoing demands of this project the following additional resources will be necessary: 1. 1 x Human Resources Business Partner to project manage and be directly involved in all aspects of the process. Following the completion of the whole-time recruitment process, they will subsequently manage all recruitment for both Grey and Green book employees. (Grade 9) 2. 1 x Human Resources Assistant to carry out all additional administration (Grade 4) 3. 2 x Watch Manager and 4 x Crew Managers in Training Centre to support awareness days, physical tests and fitness tests and to deliver the training courses.. 70

62 4. The additional demands whole-time recruitment would bring on the NVQ process would require a full time post to offer a consistent approach to auditing whilst maintaining our Direct Claim status. (Grade 6) 5. A firefighter per district allocated for 3 days per week for 10 weeks to support the positive action campaign It is likely that training will be delivered from Headquarters, however, other options are being explored and will form part of an options appraisal. Some additional facilities will need to be provided and this will be subject to a separate report to the Finance & Resources Committee. 3 Financial Implications 3.1 The table provided below shows the full year cost of the staff detailed above required to deliver the recruitment process. It will be necessary to recruit to the additional support staff posts but the uniformed staff will be redeployed from elsewhere in the organisation and consequently the additional cost will be limited to 87,400 in a full year. 3.2 In addition the purchase of the recruitment software at a cost of 33,900 will be met from the new scheme included within the revised capital plan. The revenue costs of which will be will of 12,000 per annum. Post Grade Number Salary NI Pension Salary Total Inc Oheads Cost Additional posts Business partner post Grade ,900 3,000 4,200 37,100 37,100 Human resources assistant Grade ,600 1,500 2,600 22,700 22,700 NVQ post Grade ,500 2,000 3,100 27,600 27,600 87,400 Existing posts Watch manager 2 34,800 3,700 4,100 42,600 85,200 Crew manager 4 32,900 3,400 3,900 40, ,800 Firefighter 20, , , Included within the medium term financial plan is 0.25m in 2017/2018 rising to 1.5m in 2018/2019 and 3.0m in 2019/2020. The full year costs of the expenditure can be met from within these resources, any part year costs in 2016/2017 will be met from underspending in the support staff budget and contingencies. 4 Human Resources and Diversity Implications 4.1 Whilst the recruitment process is clearly very demanding, there are perhaps two very significant challenges to be overcome. Those are: i. How do we attract applicants that are truly representative of the diverse community of West Yorkshire? ii. How do we select the best candidates to go through to final assessment from the anticipated thousands of applicants? 71

63 4.2 In terms of candidate attraction, a positive action strategy has been developed. Our operational workforce has a significant under-representation of people from black and minority ethnic groups and female members of staff. WYFRS does not have quotas for the recruitment of underrepresented groups. The strategy is designed to encourage and support applications and appointments from these groups because they are currently under-represented. 4.3 The strategy is firmly rooted in an interpretation of positive action that enables equality of opportunity, rather than outcome. Legal provisions under the Equality Act 2010 mean that it is lawful to take special measures aimed at alleviating disadvantage or under-representation experienced by those who share protected characteristics (section 158). The term positive action refers to measures that are designed to correct existing imbalances caused by past discrimination. Positive action can be taken to encourage people of a particular underrepresented group to take advantage of opportunities for training or work experience schemes, or to encourage them to apply for a particular type of employment. 4.4 All applicants will go through the same selection processes, and all prospective employees will be appointed on merit. Prior to the recruitment window opening, our focus will be directed to underrepresented (minority) groups who will be supported and encouraged to apply for jobs. This will be done by: Undertaking Community Outreach - Traditionally WYFRS have held open days at Fire and Rescue Headquarters (FSHQ) or on a fire station. Similarly, previously when we visited colleges or similar, it would be usually in the format of a traditional lecture in a classroom environment. Going forward WYFRS will go out into the community, rather than wait for the community to come to us. The sessions will be interactive and hands-on. Recruitment tasters will be organised at religious and cultural centres as well as education establishments. In addition, uncommunicated, pop-up sessions will be trialled in targeted areas such as Bradford, Huddersfield and Dewsbury centres. We will promote the role of a Firefighter at WYFRS within targeted groups: - Target communication via social media and other channels - Raise awareness of firefighting and/or support roles at careers fairs, colleges, community centres/hubs, religious centres - Continue to support and participate in a number of cultural and community events - Work closely with partners to raise the profile of WYFRS as an employer of choice Our partners, including 3rd sector organisations will play an essential role in helping us design and execute these events. In addition, organisations we already have relationships with, such as AFSA and Networking Women in the Fire Service will be utilised as a source of best practice and advice. This may require further investments in partnerships. Awareness Days - Specific awareness days targeted at under-represented groups have traditionally been used as a positive action tool. This has received some negative comment from WYFRS staff and members of the public. Going forward a more sophisticated approach will be taken. Awareness days will be advertised as days which are open to all. However at each session, 50% of places will be allocated to applicants from under-represented groups). During the session, two specific break-outs will be organised for the female and BME applicants, this will give the opportunity for discussions in small groups about some of the specific requirements / conditions / expectations of the applicants and the role. 4.5 The second challenge referred to above is in relation to ensuring we select the best candidates from the high number of applications we expect to receive. Following research, it has been decided that an online assessment tool delivers the most effective response to this part of the process. The content of the assessment tool was generated from a range of interviews conducted 72

64 with serving Fire Service personnel (including Station Managers, Watch Managers, Crew Managers and Firefighters). The interviewees were asked to put forward specific demands that they know some student Firefighters have found challenging or were unaware they would have to face. 4.6 This will consist of a simple three-stage process which applicants complete online. The system automatically records applicant details and scores, which are presented in a format that can be easily utilised for further action. : Stage 1 involves a self-selection questionnaire, which presents candidates with information about various aspects of the role. It is designed to surface these demands and challenges in a transparent way and encourage the candidate to consider whether the role is suitable for them. It measures the extent to which the candidate is comfortable with 11 specific demands and challenges that they may face as a Firefighter. Feedback is provided after each question and then overall feedback is given at the end of the questionnaire comparing how well their responses match the demands of the role. Candidates can then choose for themselves whether they wish to continue with their application 4.7 Stage 2 and Stage 3 of the process use assessments designed to measure the Personal Qualities and Attributes (values) which are important for successful performance as a Firefighter. The criteria are shown below: 4.8 Following this initial assessment process, we will have a list of eligible applicants who are most likely to suit and perform well in the role. These candidates will then go forward to the further assessment process. (Physical Tests, Fitness Assessment, Interview etc). 73