Fire Officers Association

Transcription

1 Fire Officers Association GUIDANCE NOTE 10 NJC Joint Circular Substantive Move from Rank to Role 1. INTRODUCTION NJC Joint Circular - 09/05 SUBSTANTIVE MOVE FROM RANK TO ROLE (dated 24 th August 2005) verifies that in furtherance to NJC Circular 15/03 the National Joint Council has now reached agreement on the guidance in respect of: the assessment of competence for pay for each role within the IPDS structure, and the assessment of job size for some of the roles. The Joint statement made by the NJC is as follows: We have jointly developed a process and guidance to help Fire and Rescue Services implement the substantive move from 'Rank to Role'. In the development of this guidance it has become clear that a pragmatic approach is needed. This means that employer and employees representatives should work together within Fire and Rescue Services to achieve solutions that best fit their needs and is fair to individuals. The development included a pilot of the process which clearly demonstrated the benefits of close, joint working arrangements. It became apparent throughout the pilot that an up to date and relevant job description is a key element of the process. We would therefore urge Fire and Rescue Services to develop job descriptions for each job, not just for this process but because it is also good practice and enables individuals to understand what is expected of them. Guidance on a model job description is attached It is recognised that a Fire and Rescue Service may wish to carry out the process on a phased basis but should do so on a generic job basis. Our main priority at this point in time will be to help members come to terms with the Substantive move from Rank To Role as it will impact them both financially and motivationally. To assist you in dealing with the many enquiries which will arise we have attempted to predict some the questions of our members, and give reasonable answers. What we have not attempted to do is give the answers that people want to hear. 1

2 2. NJC Joint Circular - 09/05 GUIDANCE ON ALLOCATING A JOB TO A ROLE The allocation of an employee to a specific role will be carried out by comparing their existing job functions against the following: The most likely role map (e.g. an existing leading firefighter against crew manager) Queston 1: With Regards to my old rank what is my new assimillated role? The 1998 NJC agreement set out the following anticipated assimilation from the existing rank structure to the new role-based structure: Firefighting Roles (including those on the retained duty system) Existing substantive Rank Firefighter Leading Firefighter Sub-Officer Station Officer (Rider Station) Station Officer (specialist not on flexible duty s ys t em ) Station Officer (on flexible duty system) Assistant Divisional Officer Assistant Divisional Officer (responsible for a group of stations) Divisional Officer III Divisional Officer II Role Firefighter Crew Manager Watch Manager A Watch Manager B Watch Manager B Station Manager A Station Manager B Group Manager A Group Manager A Group Manager B Divisional Officer I Area Manager A Senior Divisional Officer Area Manager B Control-Specific Roles Fire Control Operator Firefighter (Control) Leading Fire Control Operator Crew Manager (Control) Senior Fire Control Operator Watch Manager (Control) A Fire Control Officer (not on flexible duty system) Watch Manager (Control) B Fire Control Officer (on flexible duty system) Station Manager (Control) A Group Fire Control Officer Group Manager (Control) A Principal Fire Control Officer Group Manager (Control) B 2

3 Queston 2: With regards to my new role what is the Rolemap? FF1 FF2 FF3 FF4 FF5 FF6 FF7 FF8 FF9 Firefighter Rolemap Inform and educate your community to improve awareness of safety matters Save and preserve endangered life Resolve operational incidents Protect the environment from the effects of hazardous materials Support the effectiveness of operational response Support the development of colleagues in the workplace Contribute to safety solutions to minimise risks to your community Drive, manoeuvre and redeploy fire service vehicles CO1 CO2 CO3 CO4 CO5 CO6 CO7 CO8 Firefighter (Control) Rolemap Maintain information on EFS operational resources Co-ordinate response to assist with resolution of event Maintain reliability and readiness of control operations equipment Manage information to support the needs of your community Support the development of colleagues in the workplace Drive, manoeuvre and redeploy fire service vehicles Maintain and use databases FF1 FF8 WM1 WM2 WM4 WM5 WM6 WM7 Crew Manager Rolemap Inform and educate your community to improve awareness of safety matters Contribute to fire safety solutions to minimise risks to your community Lead the work of teams and individuals to achieve their objectives Maintain activities to meet requirements Support the development of teams and individuals Investigate and report on events to inform future practice Lead and support people to resolve operational incidents 3

4 WM1 WM2 WM3 WM4 WM5 WM6 Crew Manager (Control) Rolemap Lead the work of teams and individuals to achieve their objectives Maintain activities to meet requirements Manage information for action Support the development of teams and individuals Investigate and report on events to inform future practice WM1 WM2 WM3 WM4 WM5 WM6 WM7 WM9 WM10 WM11 A1 Watch Manager Rolemap Lead the work of teams and individuals to achieve their objectives Maintain activities to meet requirements Manage information for action Support the development of teams and individuals Investigate and report on events to inform future practice Lead and support people to resolve operational incidents Support the efficient use of resources Acquire, store and issue resources to provide service Respond to poor performance in your team Assess candidate performance WM1 WM2 WM3 WM4 WM5 WM6 WM8 WM9 WM10 WM11 A1 Watch Manager (Control) Rolemap Lead the work of teams and individuals to achieve their objectives Maintain activities to meet requirements Manage information for action Support the development of teams and individuals Investigate and report on events to inform future practice Lead and support control operations to resolve operational events Support the efficient use of resources Acquire, store and issue resources to provide service delivery Respond to poor performance in your team Assess candidate performance 4

5 EFSM2 EFSM3 EFSM10 EFSM12 EFSM13 EFSM14 EFSM15 EFSM16 EFSM21 Station Manager / Station Manager (Control) Rolemap Lead, monitor and support people to resolve operational incidents Determine solutions to hazards and risks identified through inspection and investigation Plan and implement activities to meet service delivery needs Manage the effective use of resources Select required personnel Manage the performance of teams and individuals to achieve objectives Develop teams and individuals to enhance workplace performance Manage yourself to achieve work objectives Provide information to support decision making EFSM2 EFSM6 EFSM9 EFSM10 EFSM11 EFSM13 EFSM14 EFSM15 EFSM16 Optional EFSM17 EFSM18 EFSM19 EFSM22 EFSM23 EFSM24 Group Manager/ Group Manager (Control) Rolemap Lead, monitor and support people to resolve operational incidents Implement organisational strategy Implement and manage change in organisational activities Plan and implement activities to meet service delivery needs Determine effective use of physical and financial resources Select required personnel Manage the performance of teams and individuals to achieve objectives Develop teams and individuals to enhance workbased performance Manage yourself to achieve work objectives Advise on development and implementation of quality policies Implement quality assurance systems Monitor compliance with quality systems Develop information systems to support service delivery objectives Agree project plan to meet specified objectives Co-ordinate projects to achieve objectives 5

6 EFSM2 EFSM5 EFSM6 EFSM8 EFSM9 EFSM11 EFSM13 EFSM14 EFSM15 EFSM16 EFSM20 Optional EFSM17 EFSM18 EFSM19 EFSM22 EFSM23 EFSM25 Area Manager Role Lead, monitor and support people to resolve operational incidents Plan implementation of organisational strategy to meet objectives Implement organisational strategy Lead organisational strategy through effective decision making Implement and manage change in organisational activities Determine effective use of physical and financial resources Select required personnel Manage the performance of teams and individuals to achieve objectives Develop teams and individuals to enhance work based performance Manage yourself to achieve work objectives Exchange information to ensure effective service delivery Advise on development and implementation of quality policies Implement quality assurance systems Monitor compliance with quality systems Develop information systems to support service delivery objectives Agree project plan to meet specified objectives Manage project to meet objectives Queston 3: Question 4: As part of the rank to role assimilation my employer has asked me to write my job description. What should it contain? My employer has presented me with a job description. What should it contain? NJC GUIDANCE ON PRINCIPLES TO APPLY TO JOB DESCRIPTIONS The following are criteria that should be taken into account in developing a job description: The job description should include: (i) (ii) (iii) (iv) (v) (vi) (vii) The job title The NJC Role placement of the job The purpose of the job Where the job fits within the Organisation Who the employee is responsible to, and for Key responsibilities Key tasks or functions 6

7 The job description ought not to include: (i) (ii) general references to the application of Brigade policies and legislation catch all phrases such as any other duties. Question 5: How has my employer sized my job description and role? NJC JOB SIZE GUIDANCE A or B determinations are in place to differentiate between job sizes in the same role within the NJC agreed Role Maps. Accordingly a pay differential between the two job sizes is reflected in the NJC pay scales. The B determination attracts a higher remuneration therefore it is intended to reflect a higher job size within a role than it s A determination when two posts within the same role are compared A simple example could be in comparing the role of a Watch/Station Manager who is at a station with one appliance, with the role of a Watch/Station Manager at a station with more appliances. Both roles are Watch/Station Managers but it would be expected that the Watch/Station Manager at the one appliance station would have a smaller job size than that of the Watch/Station Manager with more appliances. In this example the primary determination for allocating job size is resource management of both people and equipment. Similarly a Station Manager with managerial responsibility at one location can be compared with a Station Manager with managerial responsibility for more locations. The above could be extended to include Group and Area managers based on similar reasoning. For example, managing responsibility for locations, stations, and/or sections. Additional Considerations In differentiating between jobs in the same role, Fire and Rescue Services may also wish to take into account other factors such as: How far in advance the job holder is required to plan work for themselves and/or their team(s) The complexity of the tasks undertaken How often tasks are repeated The level of discretion in making decisions The number of staff directly managed The number and range of staff for whom the job holder has indirect line management responsibility The level at which the work impacts The value of the resources for which the job holder is accountable These may be particularly helpful in consideration of control and specialist jobs. In all cases FRS s should ensure consistent and justifiable application of this guidance. 7

8 Question 6: What are the factors my employer should have taken into account prior to awarding my role within the organisation? Your employer should have: 1. Compared your job functions with the most likely role map (i.e. What do you? This may be listed in the job description as key tasks or functions) 2. Identified units and elements of the role map not matched to the job description 3. Identified functions of the job description that do not fit the likely role map. Identified whether these functions are within other role maps. 4. Where your function cannot clearly be demonstrated to fit a role map element a closer analysis of your function must be carried out. 5. Determine the most appropriate role map, which may be different than that originally assumed most likely, and allocate you to that role. 6. Consider any other action required e.g. the awarding of an additional responsibility allowance, reallocation of duties, or cessation of activities. 7. Inform yo u of the outcome and advise of right of appeal. Question 7 I do not agree with my designated pay band (role). What is my right of appeal? MODEL APPEAL PROCEDURE FOR ALLOCATION OF A JOB TO A ROLE 1. Employees have the right of appeal against the decision to allocate their jobs to specific roles. No action will be taken pending the outcome of this appeal process. 2. Grounds for appeal will normally be one or more of the following criteria: a. The agreed process has not been followed b. The allocation does not fit the functions performed c. There has been a change in the functions performed since the allocation process was carried out d. There is an equivalent job in the same Fire and Rescue Service allocated to a higher role 3. If there is more than one appeal relating to the same job to role allocation then this will be heard as one appeal 4. The appeal, which shall be lodged in writing within 21 days of the decision, goes to the manager identified as responsible for the review of the role allocation process and who has the authority to change the decision. (It is anticipated that the manager will be at a higher level). This will require the Fire and Rescue Service to identify a person who has responsibility for the role allocation and who may review the decision. Unless the decision is changed within 7 days, the employee, a member of their representative trade union or fellow employee will be given the opportunity to present any evidence which supports the appeal. Any necessary appeal hearing will be held within 21 days of the appeal being lodged. 5. A decision should be given as soon as possible but within 7 days of the hearing. 6. There is no further right of appeal. 8

9 7. If at any point the appeal is upheld, any increase in pay should be backdated to 7 th November 2003 or the date substantial changes were made to the employee s role if subsequent to 7 th November Any of the above timescales may be varied by mutual agreement. Note: The principles of the above process will also apply to appeals relating to the allocation of a job to competent A or competent B within a role. Question 7: I have been allocated a role which receives a lesser salary than my previous rank. Is my pay protected? YOUR PAY PROTECTION ARRANGEMENTS 1. Pay protection should apply to uniformed employees covered by the scheme of conditions of service for the NJC for Local Authorities Fire and Rescue Services (the Grey Book) on the substantive move from rank to role as follows: Those employees who, in the 2003 agreement, have specified pay protection points with a review scheduled in 2007 retain that position. For others a) the pay protection arrangements should have the status of an agreement b) pay increases should apply during the period of pay protection c) protection should commence from when an individual makes the substantive change from rank to role and last for three years from that date 2. A Fire and Rescue Authority may deploy an individual eligible for pay protection to a substantive role commensurate with their protected salary level. 3. MOVES FROM A B LEVEL POST TO AN A LEVEL POST WITHIN A ROLE 1. This issue relates to the detrimental impact on pay when an individual is required to transfer from a B level post to one at A level (within the same role) and is yet to be resolved. 2. You will be aware from circular EMP/12/05 that the Employers would be minded to consider joint pay protection guidance on this issue (excluding cases of discipline, capability, voluntary moves, or organisational change). 3. The NJC has subsequently agreed to refer the issue to ACAS, for conciliation and if necessary arbitration, and to be bound by its findings. 4. To clarify, this pay protection issue is separate to that covered by the substantive move from rank to role, which has already been the subject of ACAS arbitration. 5. In the absence of any local agreement, where an authority requires an individual to move within a role as outlined above, it is recommended that his/her salary remain unchanged until such time as the outcome of the ACAS process is known. 9

10 4. S U M M AR Y 1. A comprehensive understanding of the rolemaps will be required to enable Fire and Rescue Services to allocate specialist posts into a role based structure. Due to the generic nature of the National Occupational Standards (NOS) within the rolemaps. 2. There is capacity to realise the knowledge, skills and understanding which will be appropriate to specialist posts. The NOS are also signposted to Key and Core skills through 4 levels. There are also in use a suite of Personal Qualities and Attributes (PQAs)using 11 indicators, drawn primarily from the NOS, that will allow F&RAs to assess the functional level of any organisational activity. These PQAs are also aligned to Key and Core Skills relevant to 4 levels These functional levels align to: Tactical (Firefighter), Supervisory Manager, Middle Manager, Strategic Manager. When specialist roles are considered against these PQAs, the degree of alignment with functional level will become apparent. How can I use this information? As an example, a Trainer's role might involve problem solving in the context of understanding and applying relevant information to create practical solutions to identify opportunities to cover a high priority need for urban search and rescue training (PQA). To do this the trainer may identify potential problems and determine what a solution may look like (Key skill). This may enable the trainer to make recommendations to a line manager for a more effective use of existing training resources (WM 9.1). This, taken in consideration of other relevant PQA's, Rolemap Functions and Key/Core skills may indicate that the most appropriate alignment, in the absence of specialist rolemaps, would be to the current Watch manager rolemap. 10