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WEST YORKSHIRE FIRE AND RESCUE AUTHORITY

MEETING OF THE PERSONNEL AND TRAINING COMMITTEE TO BE HELD ON FRIDAY 5 DECEMBER 2008 AT 11.00 A.M. IN THE

CONFERENCE ROOM, FIRE SERVICE HEADQUARTERS, BIRKENSHAW

AGENDA

1. Minutes of meeting held on 26 September 2008 (pp 1 - 3)

2. Urgent items

3. Admission of the Public :

The Committee is asked to consider whether, by resolution, to exclude the public from the meeting during the items of business marked with an ‘E’ reference, because of the possibility of the disclosure of exempt information.

4. Declarations of interest

To consider any Declaration of Interest in relation to any item of business on the agenda.

5. Shift lengths - review (pp 6 - 7) 6. CoSHH policy - amendments (pp 8 - 10) 7. Human Resources and Workforce Development Strategy 2008 -

2011 (pp 11 - 30) 8. National interim NJC pay agreement (pp 31 - 32)

9. 2008 Cultural audit - outcome (pp 33 - 35)

10. Additional responsibility allowances policy (pp 36 - 44)

11. Investors in People Review Assessment 2008 (pp 45 - 47)

12. Day Crewing Policy (pp 48 - 54)

13. Personnel Activity report (pp 55 - 61)

WYFRA

PERSONNEL AND TRAINING COMMITTEE

5 December 2008

ITEM

REPORT OF: DIRECTOR OF HUMAN RESOURCES PURPOSE OF REPORT: TO INFORM MEMBERS OF THE REVIEW OF THE

VARIATION TO SHIFT LENGTHS RECOMMENDATION: THAT MEMBERS NOTE THE REPORT

EXEMPTION CATEGORY: NONE CONTACT OFFICER:

HILARY BROWN (01274 655709) HUMAN RESOURCES MANAGER

BACKGROUND PAPERS: P&T REPORT 13TH JULY 2007

1 Background and Information 1.1 Members received a report on 13th July 2007 outlining the progress on variation

to shift lengths. 1.2 Members were advised that following negotiations with the representative bodies

agreement had been reached to vary the duty system. With the 2,2,4 duty system the revised shift lengths would be; 0800 -1900 hours, and 1900 – 0800 hours., which would equate to an 11 hour day shift and a 13 hour night shift.

1.3 Previously the shifts had equated to a 9 hour day shift and a 15 hour night shift. 1.4 It was further agreed that these changes would be reviewed after 6 months. 1.5 That review has now been concluded. 1.6 Following discussion and consultation with the representative bodies and their

consequent consultation with their members it has been agreed that shift start and finish times will remain at 0800 – 1900 hours and 1900 -0800 hours, as outlined in paragraph 1.2.

2 Equality and Fairness Implications 2.1 Equality and fairness implications have been considered as part of this review. 3 Financial Implications 3.1 There are no financial implications arising from this report. 4 Conclusion 4.1 That Members note the report

WYFRA

PERSONNNEL & TRAINING

COMMITTEE

5 DECEMBER 2008

ITEM No

REPORT OF: DIRECTOR OF HUMAN RESOURCES PURPOSE OF REPORT: TO NOTE THE AMENDMENTS TO THE CONTROL OF

SUBSTANCES HAZARDOUS TO HEALTH (COSHH) POLICY

RECOMMENDATION: MEMBERS TO NOTE THE AMENDMENTS TO THE

COSHH POLICY LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS Exemption Category: NONE Contact Officer: MR MARK DIXON HEALTH & SAFETY MANAGER (01274) 655878 Background Papers: NONE

1 Background 1.1 The current Control of Substances Hazardous to Health (COSHH) Policy is

dated September 2001 and was therefore due for review. 1.2 The Control of Substances Hazardous to Health Regulations 2002 (COSHH)

requires employers to control employee exposure to hazardous substances in order to prevent or minimise the risk of ill health developing. Using chemicals or other hazardous substances at work can put peoples’ health at risk and consequently this law was created in 1988 to help protect both employees and others who may be exposed to hazardous substances whilst used by West Yorkshire Fire & Rescue Service.

1.3 This policy does not attempt to manage those operational hazards on incident

grounds which are addressed by the SOP 21 - Hazardous Materials. 2 Information 2.1 The amended policy sets out the framework within which WYFRS will meet

it’s legal duties to manage substances hazardous to health. 2.2 There is a clear hierarchy of control involved in the management of hazardous

substances which is detailed within this policy:

• Eliminate the need to use hazardous substances • Substitute for a less hazardous substance • Apply engineering controls • Use of Personal Protective Equipment (PPE), as a last resort.

2.3 The main requirements of the new policy are:

• Managers to produce an inventory of hazardous chemicals/substances in their workplace and record them.

• Safely dispose of those which they no longer use. • Bring to the attention of staff the safety data sheet and the generic COSHH

assessment on the OHSU website* • Ensure staff have received sufficient information, instruction and training

commensurate with the risk (Note: for most low risk chemicals this may only involve reading the safety information on the label)

• Undertake regular workplace monitoring • Maintain any personal protective equipment provided • Provision of health surveillance where required. *To reduce duplication of effort and workload for managers, the OHSU has collated over 400 commonly used chemical safety data sheets and placed them on the intranet, along with a generic COSHH assessment for each substance. Managers will only be required to compare the generic assessment to their local arrangements to ensure adequate control measures are in place as opposed to completing the assessment from scratch.

2.4 The main difference between the current and amended policy include: • There is far more guidance/instruction to assist managers is discharging

their responsibilities. • A procedure on how to safely dispose of unwanted hazardous chemicals is

now included. • A requirement to provide users with information, instruction & training is

now included. • The policy now includes specific responsibilities for individuals and

managers. • A prohibition on stations/departments purchasing their own chemicals

instead of through supplies, unless approved by the OHSU. This will ensure a level of control to ensure the Authority meets it’s legal duties of not introducing chemicals of a hazardous nature, when alternative, safer options are available.

2.5 It is worth noting the majority of hazardous substances used within

stations/departments are low risk. However, some process by-products e.g. welding fumes or wood dust are more hazardous and the OHSU is working with local managers to assist their completion of suitable & sufficient risk assessments.

2.6 The unions have been consulted on the revised policy. 3 Financial Implications 3.1 There are no financial implications associated with this policy. 4 Equalities and Fairness Implications 4.1 There are no equality and fairness issues associated with this policy. 5 Recommendations 5.1 It is recommended the Authority note the amendments to the Policy.

WYFRA PERSONNEL AND TRAINING CONMMITTEE

5 DECEMBER 2008 ITEM No

REPORT OF: DIRECTOR OF HUMAN RESOURCES PURPOSE OF REPORT: TO REQUEST APPROVAL FOR THE HUMAN RESOURCES

AND WORKFORCE DEVELOPMENT STRATEGY 2008 -2011 RECOMMENDATION: THAT APPROVAL BE GIVEN TO THE HUMAN RESOURCES

AND WORKFORCE DEVELOPMENT STRATEGY 2008 -2011

LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS Exemption Category: Contact Officer: Hilary Brown, Senior Human Resources Manager – 01274

55709 Background Papers:

1 Background and Information 1.1 The Corporate Plan, the Integrated Risk Management Plan and the medium term

financial plan are all based on a 3 year programme. Bearing this in mind, it is, therefore, important that the organisation also has a dynamic three year HR strategy which dovetails with these other documents. In addition while we already have in place a regional HR strategy there is a need for a specific WYFRS strategy which is available for the impending CAA process.

1.2 Attached, as Appendix 1, is a draft Human Resources and Workforce Development

Strategy 2008 -11. 1.3 The Strategy seeks to set out our overall philosophy and priorities for action in

relation to personnel and development matters. The document highlights some areas of weakness which require further action such as communication, succession planning and the need to empower and engage with staff.

1.4 The content reflects the need to review current bureaucratic processes and to move

beyond traditional approaches to, for example, recruitment in order to secure the best people for our vacancies.

1.5 It requires that we operate a more flexible approach to staff management in relation

to issues such as compassionate leave which impacts on sickness absence. It further requires that our permissions framework is extended so that managers that are paid to manage are obliged to make decisions appropriate to their level of responsibility. This will leave more time for senior managers to give thought and time to providing strategic direction to the organisation.

1.6 Many of our HR practices require review in order that we make further efficiency

gains. However, in order that this review is successful, Personnel and Training Committee will are requested to approve the Strategy.

1.7 The time is right to look at different ways of working and this is already underway with

the duty system review. This approach needs to be extended to look at FRS working patterns e.g. homeworking, overtime, flexible working and work life balance procedures etc.

1.8 The modernisation agenda has already been embraced by WYFRS but it must be a

process which continues in order that we do not stand still and are consequently left behind by other FRS.

2 Equality and Fairness Implications 2.1 To recognise, understand and respond to the needs of all the communities we must

recruit, develop and retain a workforce that better reflects the diversity of the local community and respects difference. The HR Strategy demonstrates that we value and support our diverse workforce ensuring openness, transparency and fair selection and progression processes.

2.2 Failure to support the HR strategy will impact on our progress towards the National

Equality and Diversity Strategy 2008 – 2018. The Audit Commission’s Direction of Travel Assessment score will be linked to progress on equality and diversity and the achievement of the ESLG.

3 Financial Implications 3.1 This policy sets out the core activity of the Human Resources department and

therefore the costs are met through the Human Resources department revenue budget.

3.2 It is likely that some of the initiatives arising from these policies may result in

additional expenditure which will either be met from within the existing revenue budget or be the subject of future service development bids.

4 Conclusion and Recommendation 4.1 That Members approve the attached strategy.

1

DRAFT

WEST YORKSHIRE FIRE AND RESCUE SERVICE

HUMAN RESOURCES AND WORKFORCE DEVELOPMENT STRATEGY

2008 – 2011

2

CONTENTS

Page Foreword 3 Introduction 4/5 Profile of the County of West Yorkshire 6 Profile of West Yorkshire Fire and Rescue Service 7 Leadership 8/9 Equalities and Diversity 10/11 Training and Development 12 Career Development and Succession Planning 13 Recruitment and Retention 14 Health, Safety and Wellbeing 15 Employee Relations and Communications 16 Total Reward and Remuneration 17

3

FOREWORD

From CFO/CEX and Chair of the Authority

4

INTRODUCTION Human Resources Management is central to ensuring that West Yorkshire Fire and Rescue Service (WYFRS) meets its statutory obligations in relation to the people of West Yorkshire and assists in the transformation of services to its communities. The National Fire Service has gone through a period of great change. In 2003 the Government published the White Paper, ‘Our Fire and Rescue Service’ enacted as the Fire and Rescue Service Act 2004. This set out the modernisation agenda for the service and is supported by the National Framework document. This document sets out the range of projects to be delivered nationally. All Fire Services’ progress will measured against this document during the Comprehensive Area Assessment process. This strategy supports the push towards modernisation and is part of the foundation for WYRFRS’ Ambition, Aims and Priorities over the next three years. These are; AMBITION: Making West Yorkshire Safer AIM: Provide an excellent Fire and Rescue Service working in

partnership to reduce death, injury and economic loss and contribute to community well being

PRIORITIES: Deliver a professional and resilient emergency response

service Deliver a proactive fire community safety and wellbeing

programme Provide a competent, skilled, safe and diverse workforce Provide effective ethical governance and efficient

environmentally sustainable resource management This Human Resources and Workforce Development Strategy sets out our vision for the next three years and provides a robust framework for the development of the HR function. In addition the Strategy will be used to;

• Plan workforce needs at a Corporate level in relation to the IRMP and future planning assumptions

• Ensure HR resources and activities are focussed on key areas

• Monitor plans and outcomes more effectively

• Assist and guide Managers in the development of workforce

strategies in each of the four function groups of the Authority

• Develop a shared understanding of cultural values and behaviours

5

• Recognise that the changing environment within the British Fire Service requires a flexible approach to human resource management and in the development requirements of our employees

• Challenge existing practices to ensure continuous

improvement

6

PROFILE OF THE COUNTY OF WEST YORKSHIRE

West Yorkshire Fire and Rescue Service serves a resident population of 2,125,000 and provides an emergency response across 202,924 hectares. In 2007/08 we attended 41,373 incidents. We have 34 whole time fire stations and 14 retained (part time) fire stations based within the five districts of West Yorkshire, Kirklees, Leeds, Calderdale, Bradford and Wakefield. We employ 1528 wholetime firefighters, 196 part time firefighters, 58 mobilisation staff and 343 fire and rescue (non operational) staff. Each of the five Districts of West Yorkshire has very different levels of social, educational behavioural and demographic characteristics. Our service is provided to city and urban areas and to rural communities. We serve a diverse population; 18.1% of the people of working age within West Yorkshire come from Black and Minority Ethnic (BME) backgrounds. In addition, the general demographic trend of having a population which is living longer, presents additional challenges in terms of community safety. The risks posed to the communities of West Yorkshire are constantly changing in response to transformation in demographics and newer emerging threats, such as terrorism and climatic change. This transformation requires that the Human Resources and Workforce Development Strategy reflects these changes and is sufficiently flexible to adapt to service requirements.

7

PROFILE OF WEST YORKSHIRE FIRE AND RESCUE SERVICE Twenty two elected Members who represent the five District Authorities in West Yorkshire make up the Fire Authority. The Service is led by the Chief Fire Officer/Chief Executive. There are 4 Function Groups each managed by a Director. The 4 Function Groups are;

• Operations

• Fire Safety and Community Relations

• Human Resources

• Corporate Resources The Operations Directorate is divided into 2 sections; Operational Response and Operational Preparedness. The wholetime and retained station structure is managed by 5 District Managers, working in Leeds, Bradford, Kirklees, Calderdale and Wakefield. The Fire Safety and Community Relations Directorate are responsible for Fire Safety legislation and inspection and Community Relations staff give fire safety advice and work with other agencies and partners to improve fire prevention throughout West Yorkshire. The Corporate Resources Directorate comprises Property, Transport and Logistics, Information Technology and Communications, Media and Public Relations and Corporate Planning. The Chief finance Officer leads a Finance Team who are responsible for all financial matters relating to the Authority including accounting budgeting, payroll and treasury management etc. The Human Resources Directorate is divided into Training and Development and Human Resources. The Training and Development arm deals with operational training and maintenance of competence and career development issues. The Human Resources arm of the Directorate is responsible for transactional personnel, HR policy and procedure, occupational health and safety, equality and diversity and employee resourcing. To ensure that the ambition, aims and priorities of the organisation work WYFRS has put in place a performance management framework. This framework begins with the Integrated Risk Management Plan and the Corporate Plan. Each Directorates Objectives and Priorities link to those strategic documents. In turn these are implemented via the staff who are given objectives via their Personal Development Reviews/Action Plans.

8

LEADERSHIP Effective and focussed leadership is central to the success of WYFRS. To this end WYFRS is committed to developing its leadership capacity. It is important to recognise that effective leadership should operate at every level; from Crew Manager to Chief Fire Officer and from Supervisor to Director. In addition, it is also vital that elected Members are recognised as leading and scrutinising the organisation. Developing leadership capacity to support the delivery of our current and future Integrated Risk Management Plans (IRMP) is a key element of both the Fire and Rescue Service Learning and Development Strategy for England, the Fire and Rescue Services National Framework 2008 -11 and our Corporate Plan 2008 -11, Corporate Equality and Diversity Strategy 2008 – 11. WYFRS is committed to the development and support of our leaders, managers and specialists. There is a growing need for leaders/managers to develop relationships with politicians and across a diverse range of organisations. Partnership working is the key to public leadership skill. Managers need to be able to see and communicate the big picture, make connections with diverse groups and negotiate resolutions to emerging challenges. WYFRS has fully embraced the need to develop leadership capacity and has in place a series of management development tools which are applicable to both uniformed and Fire and Rescue staff. The tools complement those provided by the National Leadership Programme at the Fire Service College and allow us to continually identify and enhance leadership skills at operational, tactical and strategic levels. Within this strategy WYFRS will;

• Ensure Personal Development Reviews are carried out at least annually and where development needs are identified suitable interventions are arranged

• Utilise Personal Development Reviews to identify those employees with potential and manage their development accordingly

• Provide externally verified and effective development programmes for all staff progressing within the service with a key focus on leadership

• Undertake 360 degree leadership diagnostics for all managers with feedback and development plans from trained facilitators

• Develop a high quality network of coaches and mentors within the service to ensure our best leaders can improve skills across the service

• Continually update leadership skills with facilitated Continuous Professional Development covering all aspects of the service

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• Work with local partner organisations to ensure that our managers gain leadership development within a wider context

• Support leadership development at the highest levels in the service using the Executive Leadership Programme or equivalent

• Equip leaders with the skills and tools which assist them to deliver the objectives of the organisation within a change management culture

.

10

EQUALITY AND DIVERSITY The publication of the National Equality and Diversity Strategy 2008 - 2018 sets out the vision, commitment goals and values in relation to equality and diversity within the Fire Service. WYFRS has a strong commitment to this agenda. The Corporate Equality and Diversity Strategy 2008 – 20011 (hyperlink) sets out WYFRS priorities and action plans in this arena. In addition, the publication of a Single Equality Scheme (hyperlink) provides a coherent approach to reporting and scrutiny of progress across all the strands of diversity in line with the requirements of the Equality and Diversity Strategy. Currently, WYFRS has been independently assessed at Level 3 of the Equality Standard for Local Government and in the stated priorities of the HR Directorate is to declare at Level 4 by December 2008. The challenges going forward will be to ensure that WYFRS responds to changing equality and diversity legislation and is able to react to any changes introduced by the new Equality and Human Rights Commission. We will ensure that all data required by Communities and Local Government (CLG) in relation to diversity is available and that we will strive to meet our diversity targets by using all legitimate means available. Our rolling programme of Equality and Diversity training will be reviewed and updated regularly to ensure that all employees are equipped to understand and promote equality and diversity both in the workplace and in the community in relation to service delivery. Alongside this training emphasis will be placed on the Core Values of the British Fire Service and these core values will be examined and tested within Personal Development Reviews and in the ongoing conduct and performance of all employees. Our processes for Equality Impact Assessments are firmly embedded within the organisation and the establishment of the Corporate Equality Steering Group with stakeholder members will provide additional scrutiny of our policies and procedures. Positive action initiatives have been employed within the Authority for many years and have been accepted and embraced by both the workforce and the community. We continue to improve the number of women and black and minority ethnic employees recruited to the service but realise that these numbers require ongoing improvement. In addition the rate of progression for women and BME employees is an area which will be a focus for our development teams. These initiatives will continue and be reviewed and updated in line with best practice across the service.

11

WYFRS plays a major role in the national equality and diversity arena and is committed to using its resources to assist in the promotion and shaping of this agenda. In addition, as the lead authority for equality and diversity within the Yorkshire and Humberside region WYFRS has been acknowledged as an organisation which has demonstrated its commitment and as one which promotes innovation and good practice. WYFRS has developed Equality and Diversity partnerships with the 5 Local Authorities to ensure we are a in a strong position to produce good quality, current evidence of the equalities profile in our communities. This information will provide us with evidence of the changing needs of our communities. This initiative is supported by joint Stakeholder Forums providing consultation and scrutiny of our employment practices and service delivery.

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TRAINING AND DEVELOPMENT Ensuring that we employ a fully trained and professional workforce is essential to meeting our strategic objective of ‘providing a competent, skilled, safe and diverse workforce.’ All training and development for uniformed personnel within WYFRS will be based on the principles of the Integrated Personal Development System (IPDS). For all FRS staff training and development will, where possible, be integrated with uniformed interventions or be identified through Personal Development Reviews. We will ensure that all staff who enter the service receive appropriate induction, training and development to meet all the requirements of their role. This will include reaching and maintaining National Occupational Standards (where appropriate) and demonstrating the Personal Qualities and Attributes (PQAs) appropriate to their role. In addition the core values of the service will be emphasised through training courses and via Personal Development Reviews. WYFRS’ Workforce Development Strategy (hyperlink) sets out how training and development will be implemented across the service. The strategy identifies the process of training and development for the next three years. Our aim is to ensure that WYFRS develops a high performance culture which supports change and allows all staff the opportunity for progression and promotion. Managers will be equipped to deal with poor performance and equipped to make decisions within an enhanced permissions framework. In order that managers feel able to make decisions, they will be equipped with the skills to manage budgets and financial information and other associated tasks, e.g. grievance and discipline, interviewing skills, sickness/absence management and change management. In addition managers will work in an environment which operates within a performance management framework. All staff under their direction will understand the ‘golden thread’ principle and be able to see the ‘bigger picture’. They will be able to recognise and understand their contribution to the Corporate Plan and the Integrated Risk Management Plan.

13

CAREER DEVELOPMENT AND SUCCESSION PLANNING WYFRS has an obligation to ensure that there is a provision of appropriately trained and skilled staff available to carry out its duties to the community it serves. In line with our commitment to the principles of IPDS we have fully embedded the use of the National Firefighter Selection Tests and Assessment and Development Centres (ADCs) to assist in identifying future leaders at all levels. These processes will continue but we will monitor their effectiveness and if required modify them in order to ensure that the ‘best’ candidates emerge to occupy these vital roles. In order that staff feel able and comfortable to apply for promotion a scheme which offers coaching and allocates mentors to assist employees will be established and developed. The identification of potential for leadership at an early stage in an employee’s career is important for the advancement of the organisation. Personal Development Reviews will be used to more effectively to identify those individuals who show promise and require ’tailored’ development to succeed. To further ensure that our recruitment, selection and development processes can effectively compete to bring the most diverse range of talented people into the organisation we will seek to develop other schemes. Alternative entry and high potential schemes will be considered which operate within the IPDS framework but offer more opportunities for advancement to candidates both internal and external. These schemes may assist in the employment of women and BME candidates and offer them better opportunities for progression. The use of Human Resource information will assist in ensuring that we have the right number of people to meet the needs of the IRMP and further inform us to the numbers required to be recruited to our uniformed service year on year to deliver our core business. Fire and Rescue staff will also be recruited and developed to meet the needs of the service. The need for staff to deliver community safety and fire safety strategies increases and therefore appropriate recruitment and career progression strategies will be put in place to fulfil this requirement.

14

RECRUITMENT AND RETENTION To ensure WYFRS success in delivering its core business to its diverse communities, the need to recruit and retain the requisite number, quality and diversity of employees is key. All recruitment will be carried out in a fair an equitable manner with employees selected on merit and with regard to current employment legislation and good practice. The National Firefighter Selection Tests will be the basis for recruiting to operational posts. We will ensure that positive action initiatives continue in order that we increase the numbers of Black and Minority Ethnic employees and women to our service both in operational and non operational roles. We will establish WYFRS as an employer of choice and provide career development paths that meet the aspirations of potential and existing employees. Our employment policies and practices will be reviewed on an ongoing basis to ensure they are fit for purpose and meet the needs of the 21st Century. Employees will be encouraged to contribute to policy formation in relation to employment via their elected representatives and cognisance will be taken of any emerging needs in relation to flexible working and work life balance opportunities. Information provided by our Human Resources database will be used to inform decisions in relation to recruitment and the number of staff required to ensure our core business is implemented. In addition, as staff retire or resign from employment, exit interviews will be carried out to ascertain their perceptions about working for WYFRS in order that, where necessary, improvements can be made. Retaining skilled and motivated staff is important to our continued progress but looking outside the Authority to recruit talented and professional staff is also important to improvement. This will be an area for further development. The transfer of qualified staff from other FRS will also be reviewed in order to assess the potential for the transfer of staff who are currently within the supervisory and middle management roles. The recruitment of Retained Duty Staff (RDS) who can give us the availability of cover we require is also a priority. Station Mangers will be supported by Human Resources staff to undertake specific recruitment initiatives to ensure that we have the appropriate numbers of staff to provide our RDS service.

15

HEALTH, SAFETY AND WELLBEING WYFRS will promote and maintain a healthy and safe working environment and safe systems of work in line with best practice guidance and legislation. As a Fire and Rescue Service delivering an emergency response in sometimes high risk situations particular emphasis is placed on Health and Safety. Safe systems of work are well embedded and a positive health and safety culture is in place at all levels and is well supported by the representative bodies. The Authority’s Revitalising Health and Safety Strategy (hyperlink) plays a major role in maintaining a healthy and safe environment by identifying its priority topics and delivering on action plans to reduce these and meet its 10 year targets for accident and ill health reductions. A number of key themes continue to be important in the reduction of accidents including an effective Health and Safety training strategy, suitable risk assessments, continuing the rollout of corporate Health and Safety policies, e.g. Work at Height, COSHH, all of which contribute to the year on year reduction in accidents. The Absence Management and Attendance Policy (hyperlink) details management’s strategy for dealing with both long and short term absence. Local targets have been set for the reduction of sickness absence and the percentage of staff retiring on ill health grounds. A range of policies have been introduced to support work life balance. We will review these policies on a regular basis and monitor their impact. Revised policies such Special/Compassionate leave will also be introduced to complement the suite of policies already in place to assist with absence management. The Occupational Health Unit is responsible for the implementation of these policies and its structure is to be amended to support further wellbeing strategies, such as over 40’s medicals and healthy living initiatives. We have already implemented a Fitness at Work Policy which supports physical activities to ensure the fitness of our operational staff. Supervisors and managers will be assisted by Occupational Health staff with advice and guidance in respect of dealing with absent employees, both in terms of short and long term sickness and in cases where an employee is or becomes disabled. In addition the Authority offers help with counselling and physiotherapy to assist employees. Stress also is an issue which affects employees in all organisations. We recognise there is a need to ensure absence, because of stress related issues, is dealt with appropriately.

16

EMPLOYEE RELATIONS AND COMMUNCIATION

WYFRS is fortunate to enjoy good employee relations but we recognise that in order for this to continue there is a need to ensure that we operate in a fair and transparent way and that we listen to and consult with all our representative bodies. Currently the Authority recognises 4 representative bodies; The Fire Brigades Union (FBU) The Fire Officers Association (FOA) The Retained Firefighters Union (RFU) Unison In addition to the interface we have with representative bodies Management is keen to communicate and engage with staff through other forums and staff meetings. Communication in any organisation is an area which receives much criticism. A recent staff survey indicated that staff wanted more engagement with senior managers and our communications team will be developing an improved internal communications strategy to take account of this request. We will further develop a culture which values and engages with staff and empowers them to make decisions and have a sense of shared vision. This empowerment, however, brings with it accountability and responsibility which needs to be embraced by managers and staff alike. Good/great performance comes when people know what is expected from them and how their role fits into the organisation’s vision. Information and reasons for change must be communicated up and down the organisation in an understandable way. By achieving this aspiration trust and confidence in management will be enhanced and a clearer purpose established. Engagement and leadership which promotes a ‘change culture’ is vital if we are to achieve continuous improvement.

17

REWARD AND REMUNERATION WYFRS remuneration strategy is based on principles of fairness and non discrimination, together with the legal requirements of equal pay for equal value. The aim is to ensure that pay levels and employee costs are competitive in order to ensure that we can attract the right people to the organisation. This approach needs to be balanced with maintaining acceptable level of control over staffing costs and affordability across any reward strategy. WYFRS has already completed the National Joint Council (NJC) job evaluation scheme for all FRS posts. This has been in place since 2002. In addition the rank to role process linked to pay for operational staff required by the 2003 pay agreement was also concluded in 2007. The disquiet about development rates of pay within this scheme remains however and this may become an issue for the future. Both processes rely on analytical methods of evaluation which, certainly in the case of the FRS scheme, reduces the likelihood of equal pay challenges. An equal pay audit will be carried out across the Service to ensure pay differentials between groups of staff are legitimate and stand up to scrutiny. The NJC evaluation scheme for FRS staff remains, however, problematic in relation to more senior /professional posts. We will, therefore, explore other analytical schemes which may be more appropriate to these roles. This is important if we are to recruit and retain able and talented individuals. Continuous Professional Development (CPD) payments are in place for operational staff. These payments are linked to attendance, discipline and performance records. FRS staff, because of the differences in conditions of service are not eligible for these payments. We will review this situation in terms of including FRS staff in a comparable scheme also linked to attendance etc. for reasons of parity but also to analyse the cost benefit of such an approach. An Additional Responsibility Allowance scheme for operational staff has been agreed with the representative bodies and will be reviewed on a three yearly basis Traditional methods of reward and remuneration within local government require further review. Employees require a more flexible approach to this issue. For example, more flexible working may be seen as a benefit within a total reward package or implementing pay structures that are linked to opportunities for personal development (linked grades). We need to look at other innovative ways of reward, e.g. offering a scheme to trade leave for payment within the parameters of working time legislation. All the above and other means of retaining staff and improving morale will be explored to assist in the improved performance of the organisation.

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WYFRA


5 December 2008

ITEM

REPORT OF: DIRECTOR OF HUMAN RESOURCES PURPOSE OF REPORT: TO INFORM MEMBERS OF THE INTERIM PAY

AGREEMENT FOR STAFF CONDITIONED TO THE NATIONAL JOINT COUNCIL FOR LOCAL GOVERNMENT SERVICES CONDITIONS OF SERVICE

RECOMMENDATION: THAT MEMBERS NOTE THE REPORT



BACKGROUND PAPERS:

1 Background and Information 1.1 All West Yorkshire Fire and Rescue (WYFRS) non operational staff (except Chief

Officers) are conditioned to the National Joint Council (NJC) for Local Government Services Conditions of Service.

1.2 As Members will be aware the Employer’s side of the (NJC) made a final pay

offer for 2008/09 of 2.45% (plus an additional £100 per annum on spinal points 4, 5 &6). No agreement was reached on this offer however and this failure to agree has been referred to arbitration by the Trade Union Side. The Employers have acceded to this request. This position was communicated to Local Government Services in October 2008.

1.3 The NJC agreed at a national level, however, that since there was a likelihood of

further delays arising from the arbitration process the Employers final offer, 2.45% should be implemented with effect from 1.4.08.

1.4 The 2.45% pay increase will be paid to WYFRS staff in their December 2008

salary. 2 Equality and Fairness Implications 2.1 There are no direct equality and fairness implications arising from this report. 3 Financial Implications 3.1 The approved revenue budget included provision for a 2% increase in pay for all

staff the cost of the additional .045% will result in additional expenditure of £40,000. This will be met from underspendings in other areas of the revenue budget.

4 Conclusion and Recommendation 4.1 That Members note the report.

WYFRA

Personnel and

Training Committee

5 December 2008

ITEM NO

REPORT OF: Director of Human Resources PURPOSE OF REPORT: To present the findings of the 2008 Cultural

Audit RECOMMENDATION: To note the report ___________________________________________________________________ LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS EMPEMTION CATERGORY: None ACCESS CONTACT OFFICER: Mr M Redfearn

DIRECTOR OF HUMAN RESOURCES

Maria Tonks 01274 655815 Equality and Diversity Manager [email protected]

BACKGROUND PAPERS OPENED TO INSPECTION:

1. INTRODUCTION and BACKGROUND 1.1 The second Fire Service Equal Opportunities Action Plan - Toward Diversity II

– Commitment to Cultural Change stated that FRS should conduct an internal cultural audit based on nationally agreed core questions about equality and diversity values in order to inform their ongoing equality and fairness strategies.

1.2 It was recognised that some work need to be carried out to develop an up to

date set of questions which incorporated the nationally approved Core Values. In 2006, the Communities and Local Government (CLG) commissioned Opinion Research Surveys (ORS) to work with the National Equality and Diversity Professional Group to produce this piece of work.

1.3 In 2007 the CLG and Chief Fire Officers Association commissioned a further

piece of work, which had been identified at the Equality and Diversity Project Board chaired by Sir Peter Betts. This was an Equality and Diversity Survey in order to make a baseline assessment of Fire and Rescue Service’s current progress with respect to equality and diversity issues.

1.4 West Yorkshire Fire and Rescue Service were in a healthy position and able

to answer positively in most areas. However, at the question ‘Have you reported the cultural audit findings to the Fire Authority we had to report this a ‘No’ and the results had not been received.

1.5 As part of our ongoing commitment to the equality and diversity strategy we

are now in a position to formally present the finding of the Cultural Audit. 2 Summary of Findings 2.1 The cultural audit was completed at the beginning of 2008 and we are now in

a position to report the results. 2.2 It should be noted that the response rate to the cultural audit was 35%, which

is deemed to be statistically sound by ORS. The Survey results have been weighted where necessary, to correct for some over-under-representation in the return sample, so the results presented here are of all employees of West Yorkshire Fire and Rescue Service (WYFRS).

3 FINANCIAL IMPLICATIONS 3.1 The cost of the Audit were met from within the Human Resources revenue

budget. The cost of the training requirements identified from the results of the audit will be met from within the existing training and development budget.

4 EQUALITIES AND FAIRNESS IMPLICATIONS 4.1 All equality and fairness implications are highlighted in this report.

5 CONCLUSION and RECOMMENDATIONS 5.1 The Cultural Audit has highlighted some very positive aspects for WYFRS:

• Senior managers encouraged training and personal development

• Regarding the wearing of uniform – employees said it increased respect and they are very proud to be members of the Fire and Rescue Service. Although most felt a need for a clear distinction between operational and non-operational staff

• Staff thought they were treated fairly by their line manager.

• Respondents had not experienced any discrimination, harassment and/or bullying in the last three years

• Most respondents would welcome working with qualified men, women, BME, other religion and different sexual orientation

• At Personal and Development Plan meetings staff were given an opportunity to have their say and where training needs were identified.

• Felt they had been treated fairly in the promotion process

The key areas for improvement are:

Areas for Improvement Action Plan

Communication from Senior Management Team

Senior managers on staff consultation

Minimising bureaucracy

All respondents placed the total responsibility for ensuring that Equality & Diversity policies work effectively with the Senior Management Team

New Senior Management Team in place, communications/consultation to be developed

Streamlining bureaucratic processes

Re-enforce that this is the responsibility of all employees

Understanding of positive action initiatives and recruitment of under-represented groups

Use of appropriate language regarding, race, gender, disability, sexual orientation, religion and age

Equality and Diversity Manager to design and deliver awareness sessions to all Watch Managers

Group and Station Managers to support the positive action work and the need for a diverse workforce

Diversity Awareness Training to be up-scaled

WYFRA

PERSONNEL AND

TRAINING COMMITTEE

5 December 2008

ITEM

REPORT OF: DIRECTOR OF HUMAN RESOURCES PURPOSE OF REPORT: TO INFORM MEMBERS OF THE AGREEMENT

BETWEEN MANAGEMENT AND THE REPRESENTATIVE BODIES ON ADDITIONAL RESPONSIBILITY ALLOWANCES

RECOMMENDATION: THAT THE ADDITIONAL RESPONSIBILITY

ALLOWANCES POLICY BE APPROVED.



BACKGROUND PAPERS: 12 DECEMBER 2003 P&T COMMITTEE ITEM 31

NJC CIRCULAR 13 - NATIONAL PAY AND CONDITIONS NEGOTIATIONS

6TH EDITION OF THE GREY BOOK

1 Background and Information 1.1 The payment of Additional Responsibility Allowances (ARA) is discretionary

under the terms of the National Joint Council for Local Authority Fire and Rescue Services Scheme of Conditions of Service (Grey Book) (6th edition). Section 4 Part B Paras 21 &22 state;

An employee may be paid an allowance or allowances to reward additional skills and responsibilities that are applied and maintained outside the requirements of the role but within the job function. Payments will based on the requirements of the FRA’s IRMP and may include payment for skills shortages where these are directly applicable to the delivery of the IRMP.

1.2 There has been ongoing consultation for some time with the representative bodies. Agreement has now been reached on this issue, the substance of which is detailed below.

1.3 To receive an allowance, individuals will be expected to have a good attendance

record and display a high standard in their respective discipline. Where this is not the case the Station Manager will consider removal of the individual from that role and if the decision is to remove that person form the responsibility then payment would cease immediately.

1.4 As part of the agreement for the first two years 2008/09 – 2009/10 all current

holders of the relevant assessor qualification will receive a reduced ARA payment. Payments will be backdated until April 2008. From the start of the financial year 2010/11 a reduced number of staff will receive the full amount as the number will be based on the requirements of the watch/station for qualified assessors.

1.5 Attached as Appendix 1 is a table of agreed payments and the percentage

applicable for each year. 1.6 Full consultation and negotiation has taken place with the representative bodies. 2 Equality and Fairness Implications 2.1 Opportunities for employees to use additional skills and responsibilities should be

in line with the Equality and Fairness Policy. 3 Financial Implications 3.1 The approved revenue budget included a provision of £200,000 for the payment

of additional responsibility allowances, the cost of the proposals included within this report will be met from within this budget.

4 Conclusion 4.1 Following long and protracted negotiation the attached policy provides a suitable

base for the payment of additional responsibility allowances.

West Yorkshire Fire & Rescue Service

Additional Responsibility Allowances

Date Issued: 5 December 2008 Issue No: 1 Review Date: December 2011

Table of Contents

1 Introduction 3

2 Additional Responsibilities 3

2.1 Assessors 3 2.2 Specialist Skills 4 2.3 Training Centre Allowance 4 2.4 Temporary Roles/Project Work 4

3 Requirements for Maintenance of Additional Responsibility Allowance 4

3.1 Assessor/Specialist Skill 5 3.2 Training Centre Allowances 5 3.3 Temporary Roles 5 3.4 Project Work 5

4 Payments 6

5 Termination of Additional Responsibility Allowance 6

6 Reference Documents 7

7 Review 7

8 Collective Agreement 7

Page 3 of 8 Additional Responsibility Allowances

1 Introduction The payment of Additional Responsibility Allowances (ARA) is discretionary under the terms of the National Joint Council for Local Authority Fire and Rescue Services Scheme of Conditions of Service (Grey Book) (6th edition). Section 4 Part B Paras 21 & 22 state: - ‘An employee may be paid an allowance or allowances to reward additional skills and responsibilities that are applied and maintained outside the requirements of the role but within the job function. Payments will be based on the requirements of the FRA’s IRMP and may include payment for skills shortages where these are directly applicable top the delivery of the IRMP. The maximum payable to any individual employee will be determined locally. Additional responsibility payments are temporary and non pension able and may be withdrawn following reasonable notice from the FRA.’ ARAs are only payable for those responsibilities listed below that are either outside of the relevant role map or above the level of competence expected of the role map.

2 Additional Responsibilities Additional Responsibility Allowances will only be payable for those areas list in this document or subsequently approved by Management Team. Additional responsibilities that may attract an ARA must fall into one of the following categories: - Assessment Specialist skills Training Centre Allowance Temporary roles Project Work 2.1 Assessors Assessment is included in the role map of Crew Manager and above, however the Firefighters’ role map does not include assessment. The following assessor roles (Firefighter only) are eligible for ARA payments: - Casualty Management Instructor/Assessors Specialist Driving Instructor/Assessors Fitness Assessors Other assessors may be added by agreement between the representative bodies and management. To qualify for the ARA payment, watch based Firefighters who are required to assess, will qualify for an ARA subject to the ‘Requirements for Maintenance of Additional Responsibility Allowance’ set out below.


2.2 Specialist Skills Specialist skills are those that are either outside the relevant role map or that are above the level of the role map. The following specialist skills are eligible for ARA payments: - Water Rescue (Level 2) Line Rescue (Level 2) Detection, Identification and Monitoring Officers MDI (IRU) Rope Supervisor Water Instructor Other specialist skills may be added by agreement between the representative bodies and management. To qualify for the ARA payment watch based Firefighters, Crew and Watch Managers who are required to perform these specialist skills must meet the ‘Requirements for Maintenance of Additional Responsibility Allowance’ set out below. 2.3 Training Centre Allowance Personnel working in training related roles towards a Recognised Training Qualification. 2.4 Temporary Roles/Project Work Where personnel are required to carryout duties that are outside their role map but the role carries no managerial responsibility (eg FF working in temp posting in Data Team) ARAs can be used as a means to provide a suitable remuneration.

3 Requirements for Maintenance of Additional Responsibility Allowance

To receive any allowance individuals will be expected to have a good attendance record and display a high standard in their respective discipline. Where this is not the case the Station Manager will consider the removal of the individual from that role and if the decision is to remove that person from the responsibility then payment shall cease immediately. Individuals are responsible for maintain their own qualifications, however, during the Personal Development Review the performance against the requirements of the specific role(s) will be monitored and the Station Commander will be required to recommend or not the continued payment of the ARA(s). Note : assessor and specialist skill ARAs will continue to be paid on temporary promotions up to and including Watch Manager.


3.1 Assessor/Specialist Skill The minimum requirements to maintain either Assessor or Specialist Skill ARAs are: - Hold the relevant qualification, Requirement to perform that role (assessor/skill) as part of the watch No ARA will be payable where there is no requirement for an Assessor or Specialist Skill or where that individual has moved out of the post, eg temporary promotion, inter-watch transfers, etc. Where someone is compulsory moved, except in disciplinary cases, consideration will be given to continued payment (for a maximum of 6 months) of an ARA to which the individual is no longer eligible. Note for the first 2 years 2008/09 – 2009/10 all current holders of the relevant qualification will receive the reduced ARA payment. From the start of the financial year 2010/11 the full amount will be payable based on the requirements set above. 3.2 Training Centre Allowances The minimum requirements to maintain training centre related allowances are: - Instructor - Hold or be working towards a recognised training qualification either CertEd, or recognised instructor qualification (eg Morton BAI), or V1 assessor. Instructor - Working in a specific training related post that requires one of the above qualifications. Duty System - Work the Training Centre duty system. 3.3 Temporary Roles The minimum requirements to maintain allowances in these roles by their very nature will vary. Therefore these will be agreed by Senior Human Resource Manager (SHRM), the line manager and the individual before he/she takes up post. 3.4 Project Work Where the project work is to be undertaken by a small number of personnel the requirements will be agreed by SHRM, the line manager and the individuals before they take up post. The minimum requirements for Project Work that affects a large number of personnel will in most cases be in the form of an agreement between WYFRS and the Representative Bodies.


4 Payments ARA payments will normally, except in specifically negotiated instances, be based on a percentage of basic pay and all ARAs are non-pensionable. The following percentages will apply: -

Percentage Type ARA 2008/09

2009/10 2010 onwards

Payable to These Role(s) Only

Maximum per Watch

*Assessor Casualty Management 1.5% 2% FF 1 *Assessor Fitness 1% 1% FF 1 *Assessor Specialist Driving 1.5% 2% FF 1 *Project DIM 1.5% 2% WM 1 Project FRSNCC 2% 2% FF/CM/WM All Project General As agreed As agreed Any N/A Project HVP Instructor/Assessor 2% 2% FF/CM/WM 2 Project IRU 2% 2% FF/CM/WM All Project USAR (Watch on call) 2% 2% FF/CM/WM N/A *Specialist Line Rescue (Level 2) 1.5% 2% FF/CM/WM 7 Specialist MDI (IRU) 2% 2% FF/CM/WM 2 *Specialist Rope Supervisor 1.5% 2% FF/CM/WM 1 *Specialist Water Instructor 1.5% 2% FF/CM/WM 1 *Specialist Water Rescue (Level 2) 1.5% 2% FF/CM/WM 7 Temporary Temporary Role As agreed As agreed Any N/A Training Instructor 4% 4% FF/CM/WM N/A Training Duty System 4% 4% FF/CM/WM N/A Training USAR 4% 4% Tech All

For personnel working on watches the maximum total percentage payable is 4%, there are no exceptions. (Those marked * are new ARAs).

5 Termination of Additional Responsibility Allowance ARAs will only be paid whilst the individual meets the requirements set out in the ‘Requirements for Maintenance of Additional Responsibility Allowance’ or those agreed in relation to specific additional responsibilities; this includes temporary promotion/transfer. The allowance will cease immediately where the individual no longer meets the laid down requirements or decides not to carryout those additional responsibilities.


6 Reference Documents Grey Book Section 4B Watch Based Instructor/Assessor Policy IRU Agreement HVP Agreement USAR Agreement FRSNCC Agreement

7 Review This policy will be reviewed 3 years from the date of issue. Project Agreements are subject to review as and when necessary.

8 Collective Agreement This policy forms a collective agreement between West Yorkshire Fire and Rescue Service, the Fire Brigades Union and the Fire Officers Association and as such is incorporated within the contract of employment of personnel who are employed under the National Joint Council for Local Authority Fire and Rescue - Services Scheme of Conditions of Service - Sixth Edition 2004. Signed for WYFRS Signed for FBU Signed for FOA

Dated: Dated: Dated:

www.westyorksfire.gov.uk


Oakroyd Hall

Birkenshaw

BD11 2DY

WEST YORKSHIRE FIRE & RESCUE AUTHORITY

PERSONNEL AND TRAINING

COMMITTEE

5 DECEMBER 2008 ITEM No

REPORT OF: DIRECTOR OF HUMAN RESOURCES PURPOSE OF REPORT: TO INFORM COMMITTEE OF THE INVESTORS IN

PEOPLE INTERNAL REVIEW ASSESSMENT CONDUCTED DURING OCTOBER 2008

RECOMMENDATIONS: THAT COMMITTEE NOTE THE CONTENTS OF THE

REPORT LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS EXEMPTION CATEGORY: ACCESS CONTACT OFFICER: MR MARTYN REDFEARN 01274 655703 MR BOB ANDERSON 01274 655719 BACKGROUND PAPERS : NIL ATTACHED INFORMATION:

1. Background and information 1.1 In December 2005, the Authority successfully came out of a period of “retaining

recognition” and was awarded full recognition against the Investors in People Standard. As a requirement of maintaining the Investors in People Standard the next review was carried out within three years of the December 2005 review. A team of Internal Reviewers are now qualified to support the review process and an 18 month interim review has now been carried out with the Managing Assessor (Stuart Morgan), during October 2008.

2. Internal Review Assessment Process – October 2008

2.1 The Internal Review team conducted a programme of sampling/interviewing

against the standard within the Community Safety Section and made recommendations to the Senior Training and Development Manager and Senior Community Safety Manager on a range of issues arising from Internal Review activities which support the Authority in its process of continuous improvement.

2.2 The Managing Assessor interviewed a cross section of senior managers both

from Community Safety and Human Resources, a member of the Authority and union representatives.

2.3 The Managing Assessor together with the Senior Training and Development

Manager have summarised findings against an agreed report format and give feedback to the Chief Fire Officer.

2.4 Interviews were conducted between 13th and 17th October 2008 with a

consensus meeting being held with the review team to interpret the evidence gathered and validate decisions made.

2.5 The result of the assessment was that West Yorkshire Fire & Rescue Service

continues to be recognised as an Investor in People and highlighted many areas of strength and good practice.

2.6 Within the report it is recognised that the Community Safety Section is a

relatively new department and some areas were identified for further development. The main areas are;

Communication and consistency of messages across diverse locations Management capability – knowledge, skills and behaviours required for

this developing role of the service Induction - improving knowledge of the wider organisation and structure

of the department A review of the usefulness or otherwise of the current NVQ and whether

it is considered to be appropriate

2.7 A further review of these areas will take place in 12 months. Prior to this an action plan to address these areas will be developed and implemented by the Community Safety Section in conjunction with Training Support. Members will be advised of the detail within the action plan.

2.8 Overall, using the Internal Review approach to Investors in People gives the

organisation flexibility to target specific functions and address problems at an early stage.

3. Equality and Diversity Implications 3.1 Equalities and fairness implications have been considered as part of the review

process. 4. Financial Implications 4.1 The cost of the review was £5,000 which was met from within existing

resources. 5. Recommendations 5.1 That Members note this report. 5.2 That Members support the maintenance of the Investors in People

standard within WYFRS. 5.3 That an Action Plan is produced to address areas for development and to take

WYFRS forward to the next review.

WYFRA


5 December 2008 ITEM

REPORT OF: DIRECTOR OF HUMAN RESOURCES PURPOSE OF REPORT: TO REQUEST MEMBERS APPROVAL OF THE

DAY-CREWING POLICY RECOMMENDATION: THAT MEMBERS APPROVE THE POLICY



BACKGROUND PAPERS: DAY-CREWING POLICY (ATTACHED)

1 Background and Information 1.1 The Day-crewing duty system is a long established duty system that is included

in the ‘National Joint Council For Local Authority Fire And Rescue Services - Scheme Of Conditions Of Service - 6th Edition’. This duty system is used to staff three stations, Knottingley, Todmorden and Wetherby.

1.2 Following the six month review of the amended whole-time duty system start and

finish times, it was appropriate to review the start time of the day-crewed duty system staff. One area that had been problematic had been that of detached duties where the start and finish times did not coincide. This new policy aligns the morning start and finish time at 0800.

1.3 Included within the negotiations was an offer of alternative pre-arranged overtime

working for day-crewed staff. The alternative provides a system where 24 hours of cover is provided by day-crewed staff from the opposite shift. This will improve the overtime available to day-crewed staff and also produce a slight saving over the current system as payment is for 14 hours not 24 hours.

1.4 The opportunity was also taken to incorporate into a formal policy the conditions

of service relevant to staff working day-crewing duty system. 1.5 Full consultation and negotiations have taken place with the representative

bodies who have agreed to sign the attached policy as a collective agreement. 2 Equality and Fairness Implications 2.1 There are no equality and fairness issues arising out of this policy. 3 Financial Implications 3.1 There will be no additional costs from the introduction of this policy, indeed on

the days when it is necessary to implement the policy there will be a small reduction in overtime costs.

4 Conclusion 4.1 The formal policy will simplify information retrieval for both staff and managers at

day-crewed stations.

4.2 The amended start and finish time for day-crewed staff will improve the interoperability between whole-time and day-crewed station.

4.3 The new pre-arranged overtime system for day-crewed cover will improve the availability of overtime for day-crewed staff and be cost effective for the Authority.


Day-crewing Duty System Policy

Date Issued: 5 December 2008 Version No: 1 Date for Review: December 2011

Table of Contents

1 Introduction ...................................................................................3

2 Day-crewing Duty System ............................................................3

3 Payment Generation Rules ..........................................................4

4 Standard Staffing ..........................................................................4

4.1 Detached Duties................................................................ 4 4.2 Pre-arranged Overtime..................................................... 4

5 Relocation......................................................................................5

6 Reference Documents ..................................................................5

7 Review............................................................................................5

8 Collective Agreement ...................................................................5

Page 3 of 6 Day-crewing Duty System Policy

1 Introduction The Day-crewing duty system is a long established duty system that is included in the ‘National Joint Council For Local Authority Fire And Rescue Services - Scheme Of Conditions Of Service - 6th Edition’. It is described as: -

8. The hours of duty of full-time employees on this system shall be an average of forty-two per week. The hours of duty of part-time employees shall be pro-rata. The rota will be based on the following principles:

(1) An average of thirty-five hours per week shall be worked at the station.

(2) An average of seven hours per week shall be on standby at home.

Employees are required to respond to any emergency call received during this standby period.

(3) Employees on this system may be requested to undertake retained

duties outside the hours at (1) and (2).

(4) There shall be at least two complete periods of twenty-four hours free from any duty each week.

(5) One hour per day shall be specified as a meal break. Account shall be

taken of meal breaks interrupted by emergency calls. This duty system is currently in operation at 3 stations Wetherby, Todmorden and Knottingley.

2 Day-crewing Duty System The duty system to be worked on day-crewing station is an eight day cycle of 4 on and 4 off with two watches nominally Red and Blue. The details are as follows: -

Day Start Positive Start Standby Start Close Availability

Finish Close Availability

Day 1 0800 1700 0500 0800 (Day 2) Day 2 0800 1700 0500 0800 (Day 3) Day 3 0800 1700 0500 0800 (Day 4) Day 4 0800 1700 0500 0800 (Day 5) Day 5 Rota Day 6 Rota Day 7 Rota Day 8 Rota


3 Payment Generation Rules Day Crewing Fire Fighters share payment rules with both 2x2x4 and Retained Employees. Payment rules are based on the segment of the day the work was started, i.e. in positive hours, standby hours or close availability hours and if it is the final working day of the tour: - Payment First, Second and Third Day Final Day 0800 -1659 Covered by salary Covered by salary

Turn out that starts before 1700 and goes past 1700

Covered by casual overtime and rounding rules (see Grey Book Section 4 Part B)

Covered by casual overtime and rounding rules

Turnout 1700 - 0500 Paid on retained rates and rounding rules (see Grey Book Section 4 Part B)

Paid on retained rules and rounding rules

Turnout starting before 0500 and going past 0500

Paid on retained and rounding rules until 0500 then covered by salary

Paid on retained and rounding rules until 0500 then covered by salary

Turnout 0500 - 0800 Covered by salary

Covered by salary

Turnout going past 0800 Covered by salary Covered by casual overtime and rounding rules

4 Standard Staffing 4.1 Detached Duties The Standard Staffing Policy applies to Day-crewed station personnel however due to the slightly different hours they work they can only be used for day shifts and they should be as a last resort. Where a shortage occurs at a Day-crewed Station then staff should be detached in to cover normal day and normal night shifts. The person ‘detached in’ is expected to report at 0800 and 1900 hours respectively. 4.2 Pre-arranged Overtime Where no personnel are available for detached duties, due to the different shift pattern, consideration should be given to offering pre-arranged overtime to personnel attached to the day-staffing station but on the opposite shift, based on working day-crewed and on the following payment basis: - Full 24 hours

14 hours at the appropriate overtime rate, table in paragraph 3 applies to all other payments

Night only 2 hours at the appropriate overtime rate, table in paragraph 3 applies to all other payments


Normal pre-arranged overtime policy applies in full.

5 Relocation Where personnel are required to move to a Day-crewed shift system the ‘Relocation Policy’ will apply.

6 Reference Documents Grey Book Section 4 Part A Grey Book Section 4 Part B Standard Staffing Pre-arranged Overtime Relocation Policy

7 Review This policy will be reviewed 3 years from the date of issue.

8 Collective Agreement This policy forms a collective agreement between West Yorkshire Fire and Rescue Service, the Fire Brigades Union and the Fire Officers Association and as such is incorporated within the contract of employment of personnel who are employed under the National Joint Council for Local Authority Fire and Rescue - Services Scheme of Conditions of Service - Sixth Edition 2004. Signed for WYFRS Signed for FBU Signed for FOA

Dated: Dated: Dated:

www.westyorksfire.gov.uk


Oakroyd Hall

Birkenshaw

BD11 2DY

WYFRA PERSONNEL AND TRAINING COMMITTEE

5 DECEMBER 2008

ITEM No

REPORT OF: DIRECTOR OF HUMAN RESOURCES PURPOSE OF TO INFORM MEMBERS OF THE ACTIVITIES OF WEST REPORT: YORKSHIRE FIRE SERVICE IN THE AREA OF

PERSONNEL RECOMMENDATION: THAT THE REPORT BE NOTED LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS EXEMPTION CATEGORY: NONE ACCESS CONTACT OFFICER: MARTYN REDFEARN (01274) 655703 HILARY BROWN (01274) 655709 BACKGROUND PAPERS: NONE

1. BACKGROUND

Outlined below are brief details of the activities of West Yorkshire Fire and Rescue Service between November 2007 and October 2008.

2. ‘SICKNESS – AVERAGE DAYS PER PERSON A comparison of the outturn figures for 2006/7 for other Authorities in West Yorkshire in respect of working days/shifts per employee lost due to sickness absence are shown below:- Authority Days lost to sickness absence per year Calderdale 10.02 Wakefield 10.78 Kirklees 10.93 Leeds 12.00 Bradford 13.48 West Yorkshire PTE 8.5 WYFRS 7.6

2.1 WHOLE TIME (2,2,4) PERSONNEL SICKNESS – DAYS PER PERSON

0.00

0.10

0.20

0.30

0.40

0.50

0.60

0.70

0.80

No

Day

s Si

ck P

er E

mpl

oyee

Last Year Days LostThis Year Days LostLinear (This Year Days Lost)

Last Year Days Lost 0.72 0.58 0.59 0.67 0.59 0.47 0.54 0.50 0.64 0.53 0.53 0.73

This Year Days Lost 0.62 0.65 0.69 0.72 0.69 0.63 0.62 0.69 0.50 0.45 0.46 0.47

Nov Dec Jan Feb March April May June July August Sep Oct Total

7.097.19

2.2 MOBILISING AND COMMUNICATION CENTRE PERSONNEL

SICKNESS – DAYS PER PERSON

0

0.2

0.4

0.6

0.8

1

1.2

1.4

1.6

1.8

2

No

of d

ays

sick

per

em

ploy

ee




Nov Dec Jan Feb Mar April May June July Aug Sep Oct Total

13.112.7

2.3 FLEXIBLE DUTY SYSTEM PERSONNEL SICKNESS – DAYS PER PERSON

0

0.2

0.4

0.6

0.8

1

1.2

No

Day

s Si

ck p

er e

mpl

oyee


Last Year Days Lost 0 0.27 0.28 0.28 0.24 0.37 0.05 0 0.22 0.21 0.28 0.42



2.624.03

2.4 DAY DUTY PERSONNEL SICKNESS – DAYS PER PERSON

0

0.2

0.4

0.6

0.8

1

1.2

1.4

1.6

1.8

2N

o D

ays

Sick

per

Em

ploy

ee





14.4512.92

2.5 NON-OPERATIONAL PERSONNEL SICKNESS – DAYS PER PERSON

0.00

0.20

0.40

0.60

0.80

1.00

1.20

Last Year Days LostThis Year Days LostLinear (This Year Days Lost




10.210.84

2.6 RETAINED PERSONNEL SICKNESS – DAYS PER PERSON

0

0.2

0.4

0.6

0.8

1

1.2

1.4

1.6

No

days

sic

k pe

r em

ploy

ee

Last Year Days LostThis Year Days LostLinear (Last Year Days Lost




10.7910.94

3 NUMBER OF PERSONNEL EMPLOYED 3.1 WHOLE TIME OPERATIONAL PERSONNEL - AUGUST TO OCTOBER

Staff Group Posts Employed Vacancies Enrolments Terminations

Whole Time 1531 1510 21 42 26

Retained 175 158 0 5 3

Mobilising & Communications Centre

56 58 0 1 1

Non-Operational 424 368 56 16 5

4 NUMBER OF ILL HEALTH RETIREMENTS – AUGUST TO OCTOBER

Staff Group Ill Health Retirements

Whole Time 0 Mobilising & Communication Centre 0

Retained 0 Non-Operational 1

FOR PERSONNEL AND TRAINING COMMITTEE DAYS LOST TO SICKNESS (AVERAGE PER PERSON PER QUARTER) 2008 BY QUARTER

Days Lost to Sickness (Average per Person per Quarter) Operational Districts 2008 by quarter

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

Bradford Calderdale Kirklees Leeds Wakefield

Q1 Q2 Q3 - Q1 Q2 Q3 - Q1 Q2 Q3 - Q1 Q2 Q3 - Q1 Q2 Q3

Cert. LTCert. STNon-cert.

Days Lost to Sickness (Average per Person per Quarter) Operations FSHQ 2008 by quarter

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

Ops Policy /Ops

Command

MACC /FRNCC

Q1 Q2 Q3 - Q1 Q2 Q3

Cert. LTCert. STNon-cert

Days Lost to Sickness (Average per Person per Quarter) Fire Safety & Community Relations 2008 by quarter

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

CommunityFire Safety

LegislativeFire Safety

Q1 Q2 Q3 - Q1 Q2 Q3


Days Lost to Sickness (Average per Person per Quarter) Human Resources 2008 by quarter

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

EmploymentServices and

OHSU

Training &Development

Q1 Q2 Q3 - Q1 Q2 Q3


Days Lost to Sickness (Average per Person per Quarter)

Finance and Corporate Resources 2008 by quarter

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

Finance ICT andCorp

Comms

CorporateResources

Q1 Q2 Q3 - Q1 Q2 Q3 - Q1 Q2 Q3
