WORKFORCE INFORMATION (1 APRIL – 30

SEPTEMBER 2016)

PRESENTED TO:

MANAGEMENT COMMITTEE

DATE OF MEETING:

14 FEBRUARY 2017

OFFICER PRESENTING REPORT:

HEAD OF HR &L&D; BECCI JEFFERIES

1. PURPOSE AND SUMMARY OF REPORT

1.1 The purpose of this report is to provide members of the committee with strategic level workforce information. The graphs and charts provided below, along with the commentary, aim to ensure that members are aware of key workforce statistics, trends, potential challenges and action being taken to ensure that we maintain a skilled, competent and engaged workforce which is critical in enabling delivery of the Authority’s objectives.

1.2 Efforts by all staff across the Service, supported by initiatives to support wellness have had a huge impact on short term sickness levels, which continue to decrease. Sickness and long-term succession planning still remain key areas of focus for the next period to ensure these substantial improvements are maintained.

1.3 This report also incorporates overall health and safety statistics.

2. RECOMMENDATIONS

That the Management Committee:-

2.1 NOTE the report and the actions taken/planned to address issues highlighted.

2.2 CONSIDER and AGREE going forward, that key information contained within this report is reported to The Strategic Programme Board (SPB) on a quarterly basis with areas of issue or interest being raised through Audit and Governance to Fire Authority as appropriate, rather than directly to the Management Committee.

3. BACKGROUND AND SUPPORTING INFORMATION

3.1. Workforce and Establishment as at 30 September 2016

3.1.1 Establishment

3.1.1.1Gender Profiles

Female18%

Male82%

Gender Profile - All Staff

Female53%

Male47%

Gender Profile - Non Uniform

3.1.1.2 Our Gender profile is broadly in line with other Fire and Rescue Services and we continue to work towards encouraging female applicants into the operational roles. While the gender profile of Operational roles remains largely unchanged since last period, three female Retained Duty System (RDS) Firefighters have been appointed in the last six months. Positive action events for RDS staff are being planned for Spring 2017.

3.1.1.3 Age Profile as at 30 September 2016

3.1.1.4 In common with other Services, RBFRS has an ageing workforce profile. This results in potential organisational risk around the required fitness levels of operational staff as the organisation will have a larger number of operational individuals over 50. This will be compounded by the possible reducing of establishment over the forthcoming years, reducing the need for new recruits into the Wholetime Firefighter role. Actions to address this include the development of systematic workforce planning, increased support and management of fitness for operational staff and initiatives to encourage healthy lifestyles and wellbeing (for example signing the Mind Blue Light Pledge). RBFRS is also planning to consider options in relation to undertaking apprenticeship schemes which will provide resource for future recruitment activity and will take advantage of the government funding available as a result of the Apprenticeship levy.

Female4%

Male96%

Gender Profile-Operational

Female67%

Male33%

Gender Profile - Control

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Control Non Uniformed Retained Wholetime

Age Profile of Workforce

66 and Over

56 - 65

46 - 55

36 - 45

26 - 35

25 and Under

3.1.1.5 Ethnicity

3.1.1.6 The organisation has historically struggled to attract sucessful applicants from Black and Minority Ethnic (BME) communities and continues to look at ways to attract successful applicants from BME communities. A recruitment campaign for Wholetime Firefighters commenced in October 2016. Prior to the application window opening, the Organisation has worked with the local community and have attended a career fair at Slough Job Centre Plus and run several ‘Have A Go’ events.

3.1.1.7 BME groups have been targeted as part of the Wholetime recruitment drive via advertising on social media, specifically Facebook groups with an interest in BME and on an ethnic jobsite which covers specialist diversity and Asian jobsite. The success of these campaigns will be reviewed at the conclusion of the recruitment process in early 2017. With limited Wholetime recruitment likely in the forthcoming years, targeting of youth initiatives and RDS recruitment will become a key area for positive action.

3.1.1.8 Staff In Post Trends Including Disability Profile

93%

5%

2%

Ethnicity Breakdown of Staff in post

White British

Other Ethnicty

Unknown

3.1.1.9 RBFRS continues to work with staff to address disability issues to ensure reasonable adjustment activity is undertaken to encourage retention of staff.

3.1.2 Contract status as at 30 September 2016

3.1.3 This period has seen a 2% reduction in agency/interim arrangements. Finance and procurement remain areas where there has been a significant skills gap. Work is under underway to look at alternative advertising methods and other options to attract staff to these roles. The slight increased utilisation of fixed term contracts supports the need for a flexible workforce as a more cost effective approach to agency workers. Completion of a number of support service restructures will further reduce this need for interim resource.

0

1

2

3

4

5

6

7

8

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

% o

f W

ork

forc

e

Year

Staff in Post Trends

BME Operational

BME All Staff

Female Operational

Disabled All Staff

7%

80%

11%

2% 0%

Non-Uniform Staff contract Status

Fixed Term Contract

Permanent

Agency/Interim staff

Casual

Shared Service Staff

3.1.4. Preparations for the Service Redesign work has seen an increase in temporary promotions, however several Group Manager posts have been substantiated during the period 1 April to 30 September 2016. A process has been undertaken to substantiate Station Manager posts, with a Crew Manager promotion process recently completed to identify a resource for temporary promotions.

3.1.5 Retention and Turnover at 30 September 2016

3.1.5.1 Percentage turnover for the six month period across all staff groups is currently running at 4.8%. Turnover within the organisation remains at a low level for operational staff at 2.2%. Non uniformed staff turnover has increased this six month period from 3.8% to 11.4% due to a number of redundancies as a result of the organisational change process and an increase in the number of retirements.

3.1.5.2 While we would want to ensure operational turnover is kept relatively low, higher turnover in support functions is not unexpected as progression opportunities within the organisation are relatively limited and restructure activities have resulted in a reduction and changes in the establishment. Turnover presents an opportunity to bring new skills and approaches into the organisation and these levels are not therefore of concern.

3.1.5.3 Exit interviews data does not identify any trends in dissatisfaction. The chart below demonstrates the likely staff numbers based on predicted leavers over the next five years, however this does not take into account any restructure activity or IRMP outcomes.

0.00%5.00%

10.00%15.00%20.00%25.00%30.00%35.00%40.00%45.00%50.00%

Percentage of Operational Employees in Temporary Roles

3.1.5.4 Long-term predictions around staffing numbers provide a baseline for future planning which will be further informed by the Integrated Risk Management Plan (IRMP). A further Wholetime recruitment campaign commenced in October 2016 to recruit eight new Firefighters.

3.2 Health and Wellbeing

3.2.1 Levels of Sickness Absence - 1 April 2016 – 30 September 2016

0.00

1.00

2.00

3.00

4.00

5.00

6.00

Control Non Uniformed Wholetime Grand Total

Days Lost to sickness 1 April 2016 - 30 September 2016

Short Term - Days sick Peremployee

Long Term - Days sick Peremployee

3.2.1.1 The average duty days lost per employees during this period equates to 2.55 days. The same period in the previous year saw an average of 4.53 days lost, showing a reduction on average of 2 days per employee. The average annual figure for RBFRS is approximately 6.07 days lost per employee, compared to a public sector average of 10.51 days per annum. This is an excellent result and is evidence of the continued downward trend in the number of days lost per employee reflecting the efforts across the Service to drive down sickness absence.

3.2.1.2 RBFRS Managers have been actively focusing on addressing individuals with a high level of absence, in line with the revised more stringent sickness policy, improved management information and direct involvement of the senior team. This is supported by managers being set specific objectives to reduce absence in their areas, with further measures being considered for individuals whose absence remains unacceptably high. The ‘Core Skills’ training programme includes a module on Sickness Absence management, which has already been well received and will further contribute to empowering managers in managing sickness within their remit.

3.2.1.3 Approximately 40% of staff have had no sickness in 2016 (year to date 1 January 2016 – 30 September 2016) and this achievement continues to be acknowledged to encouraged ongoing commitment.

3.3 Absence Causes 1 April 2016 – 30 September 2016

3.3.1 A summary of the episodes of sickness absence and the days lost by cause across the Service for all staff groups is detailed in the charts below. It should be noted that a duty day for RDS staff cannot be defined with any degree of accuracy due to the nature of shift patterns, but the top causes of sickness absence for this group broadly mirror that of Wholetime staff:

1 CIPD Absence Management Report 2016

0%

2%

0%

5%1%

4%

6%

17%

14%

31%

3%

12%

1% 1%

3%

Days Lost Causes

Cancer and Tumours

Ear, Nose Throat

Eye Problems

Gastro-Intestinal

Genitourunary/Gynecological/Reproductive

Headache/Migraine/Neurological

Heart, Cardiac & Circulatory

Hospital/Post Op

Mental Health

Musculo Skeletal

Other

Respiratory

Skin Condition

Unknown - Not Specified

Virus/Infectious

1%

4%

1%

18%

1%

6%

0%

7%

5%29%

3%

17%

2%1%

5%

Episodes by Cause

Cancer and Tumours

Ear, Nose Throat

Eye Problems

Gastro-Intestinal

Genitourunary/Gynecological/Reproductive

Headache/Migraine/Neurological

Heart, Cardiac & Circulatory

Hospital/Post Op

Mental Health

Musculo Skeletal

Other

Respiratory

Skin Condition

Unknown - Not Specified

Virus/Infectious

3.3.2 Causes of absence are broadly similar across the organisation, with Musculoskeletal illness and Mental Health issues remaining in the top three causes of sickness absence.

3.3.3 There has been a significant 42% decrease in the days lost to Musculoskeletal illness in comparison to the previous six month period (1 October 2015 – 31 March 2016). This is on the whole due to a reduction in the number of days lost to long term sickness.

3.3.4 The improvement in Musculoskeletal illness has been assisted with continued screening of individuals and associated exercise prescription across the service, specifically where the ongoing trend of shoulder, lower back and knee problems continues to be the dominant causes of musculoskeletal pain. Movement days for individuals working at HQ were arranged with assessment, treatment and advice being given. Four Control Movement sessions were completed with all watches in Control providing resistance bands, exercises and advice to combat prolonged sitting problems and how to introduce movement into the working day. Movement Sessions have also been completed at the Station Manager Seminar. Efforts are continuing to screen and re-screen employees of RBFRS.

3.3.5 Mental Health sickness absence also remains in the top three causes of sickness absence across the Service, which is consistent with previous periods and national trends2, however the days lost to Mental Health sickness is the same as last period with efforts continuing to address the sickness absence. RBFRS have signed the Mind Blue Light Pledge which forms part of a national campaign to tackle the high level of mental health need for people who work in ‘Blue Light’ services such as Fire, Police, Ambulance and Search and Rescue. Signing the pledge commits RBFRS to challenge mental health stigma and promote positive wellbeing throughout service. Workplace champions are in the process of being recruited and an action plan is in place.

3.3.6 Active promotion of the Employee Assistance Programme (EAP) and Firefighters Charity continues has been supported by the roll out of Mindfulness and Resilience training as part of the Core Skills programme. HR continues to utilise e-mail taglines and quarterly sickness posters to raise awareness of national and local initiatives to promote health and wellbeing across the Service.

3.3.7 Benchmarking with other Fire and Rescue Services.

3.3.7.1 The graph below compares the percentage of working days to sickness per person, per service for Wholetime, Non-Uniformed and Control staff for the six month period 1 April 2016 to 30 September 2016.

2 CIPD Absence Management Report 2016

3.3.7.2 While the data still shows that RBFRS have a relatively consistent number of days lost per employee across both uniformed and support staff, improvements in performance have resulted in RBFRS remaining in the lower quartile for working days lost to sickness per person per service.

3.3.8 Occupational Health (OH) and Employee Assistance Programme (EAP)

3.3.8.1 Occupational Health continues to be used for well, but the level of management referrals have continued to drop in comparison with previous periods. This could be a reflection of the focus on stricter management of long term sickness cases, and encouraging managers to intervene in sickness cases through Return to Work interviews and informal management of short term sickness cases before they become long term absences.

3.3.8.2 Re-contracting of the OH service is currently underway and the focus will be on securing a service that supports a more robust and proactive approach to assisting with managing down sickness.

3.3.8.3 Use of the EAP service is continuing to increase, though usage of the service is relatively low. Promotional activity has taken place via the quarterly sickness posters and reminders to staff of the services the EAP can provide to ensure that use of this valuable benefit is further encouraged.

3.4 Training Days – number of days spent training across staff groups

3.4.1 Total days training undertaken per person for each staff group for the six month period 1 April 2016 – 30 September 2016 is detailed in the table below. Due to the nature of operational roles, a higher level of training is required which is reflected in the higher level of training per person. However, due to the launch of the Core Skills training programme, an increasing number of Non-Uniform staff are undertaking additional training across the organisation.

Staff Group Total Training (days) Training per person (days)

Control 30 0.83

Non Uniformed 258 1.94

Retained 224 3.39

Wholetime 1751.5 4.54

Grand Total 2263.5 3.64

0

2

4

6

8

10

12

% o

f W

ork

ing

Days/S

hif

ts L

os

t

Fire and Rescue Service

% of Total Working Days/Shifts Lost to Sickness per Person per Service1 April 2016 - 30 September 2016

Wholetime Non-Uniform Control

3.5 Fitness

3.5.1 100% completion for the April 2016 round of fitness testing was concluded in July 2016. The time lag is due to when individuals returned to work after long term sickness or restricted duties.

3.5.2 Three operational personnel on long term sick were not eligible for testing and will be tested on their return to work.

3.5.3 The fitness standard was increased to VO2 42.3 from VO2 40 in April 2016. Despite this the overall pass rate increased from 96% to 96.8% from October 2015 to April 2016.

3.5.4 14 people achieved a result at their initial test which placed them in development; three Wholetime, four RDS, one Station Manager, three flexi-duty officers and three 9-day fortnight personnel. When comparing their April 2016 result against the previous lower standard ten would still have been in development against the old standard. Three Wholetime and one 9-day fortnight individual would have passed against the old standard.

3.5.5 During the six months following the initial April 2016 test individuals in development have been supported with personal training programmes, referrals to Occupational Health or by the Movement Specialist and the Health and Fitness Adviser as appropriate. Eight have met the required standard and two have retired. There are four remaining in development.

100

100

100

100

100

100

96.8 9

9.1

92.2

90 90.3

78.6

96

99.1

88.1 9

0

86.7

72.7

60

70

80

90

100

Total WT RDS WT StnMgr

Flexi dutyofficers

9 dayfortnight

%

Fitness Test Results April 2016

% Tested % Pass Rate Apr 16 % Pass Rate Oct 15

3.6 Accident statistics for 1 April 2016 to 30 September 2016

3.6.1 Comparisons of the total injury accidents from 1 April 2016 to 30 September over the previous five years:

3.6.2 The 26 accidents reported compared to 35 for the same period last year see a decrease of 26%.

3.7 Comparisons of categories

3.7.1 Major and moderate injuries

3.7.1.2 Comparisons of the number of accidents and near misses as defined by the reporting categories for the period 1 April to 30 September over the last five years:

3.7.1.3 The six moderate injuries see a positive decrease of 57%, this being the lowest amount recorded of this category since using Firewatch. These injuries were: a contractor removing a steel frame inside the fire house was struck by the frame falling and cutting his head; whilst replacing kit on the appliance the tray came off its runners and struck right forearm; burnt hand whilst fire fighting from radiated heat; whilst dismounting the appliance misjudged the height of the step having recently changed vehicles and landed heavily on foot hurting big toe; during water rescue training hurt shoulder and whilst rigging in BA en route to an incident hurt shoulder.

0

10

20

30

40

50

60

70

2012 2013 2014 2015 2016

All injury accidents April - Sept

2012

2013

2014

2015

2016

27

16

1

3740

22

2

2726

19

0

2121

14

0

1820

6

0

31

minor moderate major near miss

Ap-Sp2012

Ap-Sp2013

Ap-Sp2014

Ap-Sp2015

Ap-Sp2016

3.8 RIDDOR Reportable Injuries (over seven days sickness absence)

3.8.1 Over seven day and over three day sickness injuries are included within the figures for minor, moderate and major injuries in the table above.

3.8.2 The one RIDDOR 7+ relates to the fire fighter who hurt their shoulder whilst putting their arms through the straps of a BA set.

3.9 Comparisons of the number of accidents as defined by cause of injury

3.9.1 Comparisons of the number of accidents and near misses as defined by cause of injury for the period 1 April 2016 – 30 September 2016 over the last five years.

3.9.2 The six struck by moving category were the contractor injury and being struck by a falling tray as mentioned above, one operational incident when pulling down a ceiling with a hook a piece struck head only minor injury as wearing helmet. Two injuries whilst training; one during RTC drills cut hand and a student on the Firebreak course cut lip whilst removing key from bar on hydrant. One routine incident being during a home fire safety visit a pneumatic arm on the window panel of vehicle sprung up striking right cheek.

2

1

3

1 1 1

0

3

6

0

2 2

0 0

1

0

1

2

3

4

5

6

7

dangerous occurrence over three day over seven days

RIDDOR Reportable Injuries

Ap-Sp 2012

Ap-Sp 2013

Ap-Sp 2014

Ap-Sp 2015

Ap-Sp 2016

8

9

10

5

3

6

8

4

5

3

5

3

9

6

4

6

12

3

5

6

3

5 5

1

2

0

2

4

6

8

10

12

14

Num

ber

of

accid

ents

2012 2013 2014 2015 2016

Top Five Accident Types

Slips, trips, falls Manual Handling Strike against Fixed Struck Moving Expo to heat

3.10 Near misses April to September

3.10.1 The 31 near misses see a 72% increase from the 18 recorded during the same period last year. Of these 13 were minor incidents and 18 moderate. The moderate incidents include: whilst moving cars using the fork lift truck a car being moved came into contact with another car partially knocking a wall down. The investigator recommended all FLT operators to have training on moving scrap cars and anyone who has not had this specific training not to be authorised to move them. Also after using the electric hoist on the drill tower the hook and chain fell out of the hopper and pulled the full contents to the ground. The investigation concluded the hopper was too small for the length of chain and recommended all similar hoists to be examined to ensure the correct size hopper is in place, also the hoist operation training record and standard test records to be reinforced as per the training note.

3.11 Employee Relations

3.11.1 During the period 1 April 2016 to 30 September 2016 there were a total of seven formal disciplinary investigations instigated all have now been concluded with two resulting in warnings being issued, two resulting in informal management action and and three in no action being taken. There were no identifiable trends to these numbers in relation to employment demographics and no trends identified in the nature of the disciplinary investigation.

3.11.2 Formal employee complaints remain very low across the organisation with only three being received in the period. With such small numbers it is not possible to identify any trends in relation to the personal characteristics of the individuals raising a complaint nor any specific trends in behaviours leading to compliant that cause concern on a corporate level.

4 FINANCIAL, LEGAL, RISK MANAGEMENT, ENVIRONMENTAL AND EQUALITY IMPLICATIONS

4.1 The report provides equality monitoring information in Section 3. There are no direct equality implications arising from the sickness absence, fitness testing and health promotion information.

5 COMPLIANCE WITH STANDING ORDERS / FINANCIAL REGULATIONS

5.1 Not applicable.

38

28

21

18

31

0

5

10

15

20

25

30

35

40

2012 2013 2014 2015 2016

6 CONTRIBUTION TO STRATEGIC COMMITMENTS

6.1 Commitment 4 – we will seek opportunities to contribute to a broader safety, health and wellbeing agenda.

6.2 Commitment 5 – We will ensure that Royal Berkshire Fire and Rescue Service provide good value for money.

7 ASSESSMENT AGAINST THE PARTNERSHIP FOR COMMON SENSE

7.1 There is no required assessment against the partnership for common sense.

7.2 Trade Union representatives are invited to participate in and discuss initiatives.

8 BACKGROUND PAPERS

8.1 None.

9 CONSULTATION WITH STATUTORY OFFICERS

9.1 Chief Fire Officer

The Chief Fire Officer has been consulted on the contents of this report.

9.2 Chief Finance Officer

The Chief Finance Officer has been consulted on the contents of this report.

9.3 Monitoring Officer

The Monitoring Officer has been consulted on the contents of this report.

Authors: Lucy Greenway, Helen Morbin, Jacky Manning and Tracy Pandya

Sponsored by: Nikki Richards Interim Director of Support Services 0118 9384600

Date of report: 19 December 2016