Agenda Document Pack - Joint Consultative Committee for Local Government Employees - 03/10/2023
North Lanarkshire Council · 3 October 2023
Back to Joint Consultative Committee for Local Government Employees — 3 October 2023 and its agenda
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21 September 2023 Members of the Joint Consultative Committee for Local Government Employees Chief Executive’s Office Archie Aitken Chief Officer (Legal & Democratic) Civic Centre, Windmillhill Street, Motherwell ML1 1AB www.northlanarkshire.gov.uk Notice is given that a Meeting of the Joint Consultative Committee for Local Government Employees is to be held in the Committee Room 1, Civic Centre, Windmillhill Street, Motherwell, ML1 1AB on Tuesday, 03 October 2023 at 14:00 PM which you are requested to attend. The agenda of business is attached. Archie Aitken Chief Officer (Legal & Democratic) Members : Clerk Name: Lesley Dysart Clerk Telephone: Clerk Email: dysartl@northlan.gov.uk M Boyd, A Ballinger, H Brannan-McVey, T Carragher, M Coyle, G Currie, K Duffy, J Hume, L Jarvie, D Johnston, J Logue, P McDade. Page 1 of 24
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 2 Absence Report - Quarter 1 and June 2023 Submit report by the Chief Officer (People Resources) providing the sickness absence position for each service and the Council overall for Quarter 1 and the month of June 2023/24, as well as comparative data for the previous year 5 - 18 3 Fire Service Operating Change/Council Mental Health Groups Submit report by the Chief Officer (People Resources) providing (1) information regarding a change in operating procedures from the Scottish Fire & Rescue Service and the implications on the Council from this change, and (2) an update on progress of the Council's Mental Health Strategy in particular the service based groups and overall Council Group 19 - 24 4 MyNL Portal Presentation by the Chief Officer (People Resources) 5 Care Academy Proposals Presentation by the Chief Officer (People Resources) Items Submitted By The Trade Union Representatives 6 Recruitment - Transit Time Verbal Update by the Chief Officer (People Resources) 7 Update re RAAC Concrete Issues Verbal update by the Chief Officer (People Resources) Page 3 of 24
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North Lanarkshire Council Report Joint Consultative Committee Does this report require to be approved? ☐ Yes ☒ No Ref FW/TS Date 03/10/23 Absence Report – Quarter 1 and June 2023 From Fiona Whittaker, Chief Officer (People Resources) Email simpsontr@northlan.gov.uk Telephone 07583 032047 Executive Summary This report provides the sickness absence position for each service and the Council overall for Quarter 1 and the month of June 2023/24, as well as comparative data for the previous year. YTD absence levels are showing a very slight decrease compared to last year with a Quarter 1 23/24 outturn of 2.50 FTE days per employee in comparison to 2.51 FTE days per employee in Quarter 1 22/23. We continue to see a pattern of reduction in long term absences with a decrease of approx. 4% from May. All services saw an increase in absence levels from May to June, albeit Enterprise & Communities only increased by 0.01 FTE days. Whilst early in the year Adult Health & Social Care’s absence levels are already 46% higher than the Council overall and 31% higher than single status. The % split of Long-and Short-term absence cases in June was 72/28, with a 4% decrease in long term absences. June saw an increase in Mental Health related absences from the previous month of 7%. The proposed sickness absence targets for 2023/24 and the rationale for these are detailed at Section 2.7. The Council target is 9.92 FTE and 6.44 FTE for teaching. This year a target of 10.99 FTE has also been set for single status staff to being us in line with the absence data that is required to be reported to the Local Government Benchmarking Framework. Absence remains a high priority for the Council and managers have been asked to ensure that absence is on the agenda at the relevant management meetings, and any areas of concern are fully discussed, and appropriate actions taken to address these, from both a holistic approach and individual case management. Set out in the rest of the report is an analysis of the absence data across all services, and the Health & Wellbeing activity in the month. Recommendations It is recommended that the Joint Consultative Committee: (1) Acknowledge the sickness absence information for June and Quarter 1 2023. (2) Acknowledge the contents of the report. Item 2 Page 5 of 24
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The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (23) Build a workforce for the future capable of delivering on our priorities and shared ambition Page 6 of 24
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1. Background 1.1 This report gives details of sickness absence levels for June and Quarter 1 2023. 1.2 The Council’s year-to-date position as at the end of June is 2.50 FTE average days lost per employee, compared to 2.51 FTE days in 2022/23. 1.3 The average FTE days lost per employee for single status staff in June was 2.81 FTE, compared to 2.88 in 2022/23, and 0.38 FTE days higher per employee than the Council overall (13%). 1.4 The year-to-date position in Education & Families (teaching) is 1.43 FTE average days lost per employee, compared to 1.68 FTE days last year, an improvement of 17.5%. 1.5 The split of the % of days lost due to long term vs short term absence in June was 72/28, which is comparable to the previous month. 1.6 Mental health related absences accounted for 35.60 % of total FTE days lost across the Council, a decrease of 7% from June. 2. Report 2.1 Summary of Information and Analysis The sections below provide key information and analysis of the May absence data, broken down into the following categories. Section Absence Data 2.2 Year-to-date Position – 2023/24 - Table 1 2.3 Monthly FTE Performance – Table 2 2.4 FTE Days Lost – YTD, Month and Quarter 1 - Table 3 to 5 2.5 FTE Days Lost – Long- and Short-Term Split – Table 6 2.6 Top Five Reasons for Sickness Absence – Table 7 to 8 2.7 Sickness Absence Targets for 2023/24 2.8 Supporting Attendance related work in Quarter 1 2.9 Health & Wellbeing Activity Page 7 of 24
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2.2 Year-to-date Position – 2023/24 Table 1 2.2.1 The Council year-to-date position (teachers and single status employees) as shown at Table 1 above for 2023/24 is 2.50 FTE average days lost per employee. 2.2.2 This time last year the figure for the Council overall was 2.51 FTE average days lost per employee, therefore for 2023/24 there has been a very slight improvement of 0.40%. The YTD FTE average days lost per employee as at June 2021/22 was 2.64 FTE. 2.50 2.81 1.43 3.67 1.96 2.46 3.13 2.51 2.88 1.68 3.41 1.55 2.70 3.09 0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 COUNCIL SINGLE STATUS - ALL EDUCATION & FAMILIES (TEACHING) ADULT HEALTH & SOCIAL CARE CHIEF EXECUTIVES EDUCATION & FAMILIES (SINGLE STATUS) ENTERPRISE & COMMUNITES Year-to Date Absence 2023/24 FTE Lost Per Employee - 23/24 FTE Lost Per Employee - 22/23 Page 8 of 24
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2.3 Monthly FTE Performance - Year-to-date FTE Average Days Lost per Employee Table 2 FTE Average Days Lost per Employee Service Apr May Jun Q1 July Aug Sept Q2 Oct Nov Dec Q3 Jan Feb Mar Q4 *Mthly Target Mthly Avg. Annua l Target Year End Total 2023/24 Council 0.63 0.91 0.96 2.50 TBC 0.83 9.92 2.50 Single Status – All 0.72 0.99 1.10 2.81 TBC 0.94 10.99 2.81 *Education & Families (Teaching) *Monthly Target is based on 11 mths 0.28 0.54 0.61 1.43 TBC 0.48 6.44 1.43 Adult Health & Social Care 1.04 1.25 1.38 3.67 1.22 3.67 Chief Executive's Office 0.48 0.72 0.76 1.96 0.65 1.96 Education & Families (Single status) 0.54 0.90 1.02 2.46 0.82 2.46 Enterprise & Communities 0.88 1.12 1.13 3.13 1.04 3.13 2.3.1 The average FTE days lost per employee for single status staff in June was 1.10 FTE days, 0.14 FTE days higher than the Council overall. 2.3.2 YTD the average FTE days lost per employee in Education & Families (teaching) was 1.43 FTE days (75% lower than the Council overall). 2.3.3 The absence targets for 23/24 have been agreed and are shown in the table above. Page 9 of 24
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2.4 FTE Days Lost Year to Date Table 3 2.4.1 The difference in average FTE days lost across the services can be seen in the graph above. It is too early in the year to see any significant trends but there was an increase from May to June, compare to last year when absence decreased from May to June. June Table 4 2.4.2 As shown at Table 4 above the FTE average days lost in June were 1427.60 FTE days higher than the previous year. The biggest increase was in Adult Health & Social Care, 635.43 FTE days (which is 34%). 0 2000 4000 6000 8000 10000 12000 14000 April May June FTE Days Lost - YTD Council Single Status - All Education & Families (Teaching) 11 months Adult Health & Social Care Chief Executive's Office Education & Families (single status) Enterprise & Communities 12617.80 2494.65 671.57 2258.80 3618.17 3574.61 11190.20 1859.22 324.42 1884.60 3543.30 3578.67 0 2000 4000 6000 8000 10000 12000 14000 Council Adult Health & Social Care Chief Executive's Office Education & Families (Teaching) Education & Families (single status) Enterprise & Communities FTE Days Lost - June FTE Days Lost 23/24 FTE Days Lost 22/23 Page 10 of 24
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FTE Days Lost - Quarter 1 Table 5 2 .4.3 The FTE days lost in Quarter 1 2022/23 were 550.73 FTE days lower than the same Quarter last year. Both April and May saw a decrease in FTE days from last year. 2.5 FTE Days Lost– Long- and Short-Term Days Table 5 May FTE Days Lost 2023/24 FTE Days Lost 2022/23 % Increase % FTE Long Term Days Lost % FTE Short Term Days Lost No of Long-Term Absences No of Short-Term Absences Total No of Absences Service Council 12617.80 11190.20 12.76% 72.00 28.00 790 988 1778 Adult Health & Social Care 2494.65 1859.22 34.18% 81.00 19.00 168 127 295 Chief Executives Office 671.57 324.42 107.01% 73.00 27.00 31 47 78 Education & Families (Teaching) 2258.80 1884.60 19.86% 70.00 30.00 123 245 368 Education & Families (single status) 3618.17 3543.30 2.11% 68.00 32.00 235 292 527 Enterprise & Communities 3574.61 3578.67 -0.11% 73.00 27.00 233 277 510 2.5.1 Education & Families (single status) had the highest number of average FTE days lost in June (29% of the total FTE days lost) followed by Enterprise & Communities with 28% of total FTE days lost. 2.5.2 Long Term Absences continue to account for the highest % of absence cases across the Council (72% long term vs 28% short term). This has changed from May when it was 76% and 24% respectively. 2.5.3 The highest % of short-term absences in June were in Education & Families (single status), 4% higher than the Council overall. Adult Health & Social Care had the highest April May June Quarter 1 Council Total 2023/24 8215.53 11901.27 12617.80 32734.60 Council Total 2022/23 9326.04 12769.09 11190.20 33285.33 0.00 5000.00 10000.00 15000.00 20000.00 25000.00 30000.00 35000.00 FTE Days Lost-to-Date Council Total 2023/24 Council Total 2022/23 Page 11 of 24
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% of long-term absences cases (9% higher than the Council overall, which is an increase of 5% from May). 2.6 Top Five Reasons for Sickness Absence Council Table 6 2.6.1 As in previous months Mental Health Related Absences accounted for the majority of absences across the Council at 35.60%. This is an increase of almost 7% from the previous month and was all attributable to an increase in Adult Health & Social Care mental health related absences. 2.6.2 Bone/Muscle/Joint absences continue to be the second highest reason for absence at 19.30% of total FTE days lost. This has deteriorated from May when it was 16.80%. 2.6.3 Mental Health related conditions, Bone/Muscle/Joint and Abdominal & Gastric accounted for most of the days lost across the Council in May (70.73% in total). This is an increase of approx. 18% from the previous month The remaining top reasons were due to Post Operative and Heart. Page 12 of 24
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Services Table 7 2.6.4 Mental Health related absences across Education & Families accounted for the highest % of FTE days lost, an average of 40%, compared to 35% across the Council. The biggest % of these types of absences were in Primary Schools (35% of all mental health related absences across the service and 50% across the school estate). 2.6.5 Enterprise & Communities and Chief Executives Office saw a decrease in mental health related absences of 4% and 6% respectively. 2.6.6 The highest % of bone/muscle/joint absences were in Enterprise & Communities. An analysis of the absence data for June showed that Facility Support Services accounted for 65% of all bone/muscle/joint absences across the service. 2.7 Sickness Absence Targets for 2023/24 2.7.1 The proposed FTE sickness absence targets for 2023/24 are set out in Table 8 below which takes COVID-19 related absences into account, as these will no longer be reported separately. Abdo minal & Gastri c Mental Health Bone/ Muscle /Joint Post Opera tive Cance r Heart etc Cold/F lu Sensor y (ENT) Nervo us Syste m Viral Council 9.17 35.60 19.30 4.87 4.49 AHSC 8.74 33.43 20.84 4.80 4.20 CE 27.85 24.89 8.62 11.17 6.55 E&F (Teaching) 14.50 42.19 7.94 4.41 4.39 E&F (Single Status) 10.37 38.88 15.42 4.99 3.86 E&C 5.97 30.51 28.44 6.85 5.91 0.00 5.00 10.00 15.00 20.00 25.00 30.00 35.00 40.00 45.00 % FTE DAYLS LOST TOP 5 REASONS FOR SICKNESS ABSENCE PER SERVICE Council AHSC CE E&F (Teaching) E&F (Single Status) E&C Page 13 of 24
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Table 8 2023/24 Target 2022/23 Target (excluding COVID absences) 2022/23 Year End (excluding COVID absences) 2022/23 Year End (including COVID absences) Council 9.92 9.86 10.20 11.09 Single Status 10.99 n/a 11.19 12.25 Teaching 6.44 6.42 7.06 7.59 2.7.2 It should be noted that there is now a target for single status staff, which will bring us in line with the performance reporting that is submitted to the Improvement Service for the Local Government Benchmarking Framework (LGBF). 2.7.3 In setting this year’s targets consideration was also given as to whether we should resurrect targets for each of the services, however as structures often change throughout the year so too does the employee FTE for each division, which targets would be based on. Therefore, targets would need to be fluid, which would not allow for consistent measuring of achievement rates or benchmarking. 2.7.4 As stated at Table 1 and as previously reported, the total outturn figure for the Council in 2022/23 was 11.09 FTE days lost (10.20 FTE for sickness absence and 0.89 FTE days lost due to covid related sickness absence). Whilst the target of 9.86 FTE days was not met, this target was based on sickness absence excluding COVID, therefore taking only the 10.20 FTE average days lost into account the target was exceeded by 0.34 FTE average days lost per employee. 2.7.5 In calculating the proposed sickness absence targets for 2023/24 the FTE days lost over the previous 2 years have been considered (both sickness absence and COVID related sickness absence) as well as the LGBF absence figures for 2021-23. An analysis of the sickness absence levels across all the services was also undertaken to identify where the biggest improvement is needed, and this information has also contributed to the targets. 2.7.6 The FTE days lost over the last 2 years for the Council overall equated to an average of 147,851.34 FTE days, which was 11.37 FTE average days lost per employee. 2.7.7 In order to achieve the proposed target for the Council overall the FTE average days lost need to reduce by 23,800 FTE days. This is ambitious, but not unrealistic as a sizeable portion of the reduction will come from the continued decrease in the COVID-19 absences. 2.7.8 Across the services the following improvements are required in order to meet the targets: • 5% reduction in mental health related absence in Education & Families (Teaching) which equates to 1500 FTE days. Currently the FTE days lost due to mental health related absences in teaching equates too approx. 41%, compared to 36% for the Council overall. • Additional 0.65 FTE (2000 FTE days) reduction in Education & Families (Teaching) to bring them more in line with the LGBF absence figure for the 3 other Councils that have similar teaching numbers to NLC (Edinburgh, Fife, and South Lanarkshire Council). These Councils had an average of 6.46 FTE days lost for teachers in 21/22. (take it we do not have the 22/23 figure) • A 2.00 FTE reduction in Adult Health & Social Care absences, which equates to 3500 FTE days. Over the last 2 years the absence levels in Adult Health & Social Care have been approx. 14.00 FTE average days lost per employee, despite having the lowest number of FTE employees out of the 3 large services with 1767 FTE employees, compared to an average of 3500 FTE for Enterprise & Communities and Education & Page 14 of 24
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Families (single status), who had an average of 11.00 FTE days lost over the last 2 years. • 0.58 FTE reduction across remaining services to improve on last 2 years absence figures, which equates to 5800 FTE days. Chief Executives’ Office, Enterprise & Communities and Education & Families (single status) accounts for approx. 65% of all sickness absence and an average increase in FTE days of 18% over the last 2 years. • 70% reduction (74% in Teaching) in COVID related absences based on previous years reduction and YTD figures. This equates to 11,000 FTE days. Total reduction of FTE Days Lost required to achieve Council Target of 9.92 FTE days is 23,800 FTE Days (1.8 FTE days). This would be an improvement of 12% for the Council overall (9.5% for single status and 23.5% for Teaching). 2.7.9 As stated above these targets are ambitious but necessary in order to achieve the improvement that is needed to reduce the impact and cost of sickness absence across the Council, particularly within Education & Families (Teaching) and Adult Health & Social Care. 2.7.10 Over the coming months the Employment & Policy Team (in partnership with the HR Business Partners) will identify those areas with higher-than-average levels of sickness absence and support the services with the development of appropriate action plans that will assist in reducing absence, which will include responsibilities for Line Managers and Senior Manager as well as relevant wellbeing initiatives. A draft action plan has already been developed for Education & Families (Teaching) and is with the service for consideration. 2.7.11 The Employment & Policy Team will also collaborate closely with the Councils Occupational Health Service to identify where they can provide resources and support that will align with the action plans as well as the wider Mental Health & Wellbeing Strategy. Discussions are already underway in regard to additional Physiotherapy resources, Mental Health Resources for Teachers, and Self-Service Health Checks. 2.7.12 All Senior Managers are expected to take responsibility for ensuring that line managers are taking the appropriate actions in regard to supporting attendance and addressing sickness absences in line with the relevant policies. There is still a significant issue with the recording and updating of absence on iTrent and this will need to be addressed in more detail with the relevant Chief Officers as the attempts that have been made thus far to try an improve this have not made a significant difference. The failure to record accurately and timeously contribute to the absence levels and in the majority of cases is avoidable. 2.8 Supporting Attendance Related Work To assist the services and the Council overall in improving sickness absence levels, a number of key pieces of work have already been carried out this year out by the Employment & Policy Team including: • Absence Action Plan for the Council for 2023/24 • Absence Action Plan for Education & Families (teaching) • Presentation to Head Teachers on absence levels along with reminders on their responsibility and the support available to them and employees. • Presentation to Early Years Head of Establishment on absence levels along with reminders on their responsibility and the support available to them and employees. Over the next few weeks an action plan will be developed for Adult Health & Social Care in recognition that their absence levels continue to be significantly high. Page 15 of 24
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2.9 Health & Wellbeing Activity Below is a summary of the usage levels in June of the health & wellbeing services that the Council provides to employees to assist in supporting attendance. 2.9.1 Occupational Health 112 referrals were made to Occupational Health in June. Education & Families made the most referrals with 37.5% of all referrals. 33% of referrals were mental health related and 17% were musculoskeletal. 68% of all referrals were covered by the Equality Act, 25% were for work related issues. Of the 26% of mental health related referrals, 41% were work related. 21% of the musculoskeletal referrals were also work related. 2% of total appointments booked were not attended at a cost of £1,270. Education & Families accounted for 56% of the failed to attends and incurred £895 of the total cost. This was 14 appointments out of a total of 25. 2.9.2 Physiotherapy Across Quarter 1 a total of 188 referrals to physiotherapy were made, compared to 124 in the same quarter last year. Only 69% of all cases were able to carry out their full duties at the time of referral, following treatment this increased to 97% of all cases. 3.6% of cases were transferred to the NHS as they required more specialised treatment and 1.2% were considered as unsuitable for physio. 12.8% of all cases failed to attend. 2.9.3 Employee Counselling 24 employees accessed the Employee Assistance Programme in June. 90% of employees required emotional support and advice, and the rest required other information & advice. 13% of employees reported work related issues as the reason for accessing the service. 50% of employees that received counselling were at work. Adult Health & Social Care employees accounted for 37% followed by Education & Families (North area) with 29%. 3. Measures of success 3.1 Ongoing reduction of sickness absence levels will help to ensure maximised productivity and achievement of Council priorities. 4. Supporting documentation N/A Fiona Whittaker Chief Officer (People Resources) Page 16 of 24
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If yes, please provide a brief summary of the impact? If yes, has an assessment been carried out and published on the Council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer-scotland- duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e-mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Page 17 of 24
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5.8 Communications impact Does the report contain any information that has an impact on the Council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex-Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any Council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 18 of 24
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North Lanarkshire Council Report Joint Consultative Committee Does this report require to be approved? ☐ Yes ☒ No Ref FW/HL Date 03/10/23 Fire Service Operating Change/Council Mental Health Groups From Fiona Whittaker, Chief Officer (People Resources) E-mail lovatth@northlan.gov.uk Telephone 07583 058686 Executive Summary This report aims to inform the joint consultative committee about a change in operating procedures from the Scottish Fire & Rescue Service and the implications on the council from this change. The report also provides an update on progress of the council mental health strategy in particular the service based groups and overall Council group. Recommendations It is recommended that the Joint Consultative Committee: (1) Acknowledge the plans to further progress the change from the Scottish Fire & Rescue Service operating model. (2) Approve the plans to consider upgrades to properties on the priority list. (3) Acknowledge the ongoing work around mental health for employees within both the service based groups and the Council group. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (23) Build a workforce for the future capable of delivering on our priorities and shared ambition Item 3 Page 19 of 24
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1. Background Scottish Fire & Rescue Service – Change to operating procedures 1.1 The Scottish Fire & Rescue Service (SFRS) record that they respond to more than 28,000 false fire alarms from workplaces each year and as a result of this the Scottish Government set them a target to reduce these by 15%. To support the achievement of this target, SFRS conducted a consultation exercise in 2021 looking at how they could change the way they responded to automatic fire alarms (AFA’s) that end up as unwanted fire alarm signals (UFAS). 1.2 As part of the consultation, SFRS were up front and explicit that they would be unable to achieve this target without significant changes to their existing operating arrangements for dealing with UFAS. This has led to SFRS moving to a material change to their arrangements which in turn affects the response the Council would receive for fire alarms in all of our properties, including schools, but excepting those properties with sleeping accommodation. The change also excludes domestic properties. 1.3 This change in operating procedures meant that the fire service would continue to respond to alarm activations triggered by manual call points, sprinkler systems, multi head detectors and multiple smoke detectors. In the case of a single smoke detector activating the fire service would not attend unless confirmation of a live fire or signs of fire could be confirmed. This places the responsibility onto the council to undertake investigation for signs of fire and to amend the procedures that were in place with a time line of 1 July 2023. Council Mental Health Strategy 1.4 The council mental health strategy was refreshed in 2022. As part of this review the intention was detailed to create service based mental health groups that would link in to an overall council based group looking at profiling the needs of each service and the occupation groups within it rather than a one size fits all approach. 1.5 A terms of reference for both groups was created and representation from across each of the services was requested to set up the groups. These groups included nominations from all the council recognised trade unions. 2. Report Scottish Fire & Rescue Service – change to operating procedures 2.1 The proposed changes, were implemented with effect from 1 July 2023 and had significant implications for the Councils fire safety arrangements with respect to dealing with alarms. This includes the fact that no firefighting appliances are mobilised to respond to an alarm unless the Council can advise that there is a confirmed fire or signs of fire. New arrangements were needed across the Council to ensure that the level of risk to our employees continues to be effectively managed under these new arrangements. 2.2 A short life working group (SLWG) was formed with representation from across a variety of teams within the Council and trade union representation from all unions. The short life working group has progressed the change to an interim position for during working hours and a set position for outwith working hours. The group recently met with a view to taking forward the interim position looking at training employees in how to investigate for signs of fire which will take the council to a final position for the change. Page 20 of 24
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2.3 The interim position for during working hours that was agreed and implemented involved properties evacuating in the event of an alarm as normal. For any alarm activation that was not a single smoke detector the fire service would be called as previously. For a single smoke detector activation the alarm would be reset with a period of five minutes waited and if no further activation the building would be reoccupied with a request to have the alarm checked. If the alarm reactivated the fire service would be called. Corporate communications were issued out as an all users for this on 21/6 in advance of the Schools closing so they were aware of this prior to finishing. The communication also included a poster detailing required action and asked all managers to review their existing procedures. 2.4 The position for out of hours alarm activations was that keyholders would attend the property and be met there by a security representative. A walk round of the exterior of the building would be undertaken and if no signs of fire the building would be entered, the alarm panel checked, reset and a period of 10 minutes waited. If no further alarm the Council employee would (in constant communication with security) make their way through the building checking for signs of fire. If any smoke, heat or noise was observed suggesting a fire the employee would evacuate via their nearest exit and SFRS called. Corporate communications to this effect were issued out 30/6. 2.5 In addition to the work that has been done within the SLWG around managing the change in response to an alarm activation a property priority list has also been compiled looking at where the council could upgrade alarm systems of replace smoke detection with multi head detection. This property list was formed on the basis of where a fire occurred it would create a significant loss eg. an additional support needs School where we could not utilise a different property in the event of fire damage/loss due to the specialist equipment, access etc or significant risk eg. our properties where there are quantities of fuel or large numbers of vehicles stored. This list will form a capital bid that will be taken to CMT for approval or otherwise. 2.6 In order to move the Council forward to more fully implement the change during working hours discussion has taken place within the short life working group on 22/8 around training that we would look to roll out moving employees (fire evacuation wardens) to a position of investigating for signs of fire (but not looking for a live fire or indeed entering a building if they believe it is on fire). An overview of the training was provided to the short life working group and further discussion on this will take place. 2.7 To ensure that appropriate reviews have been undertaken at all properties a Health and safety Alert was issued to Chief Officers to cascade on 4 September. This alert requested all managers with responsibility for fire safety in a property contact their fire risk assessor to confirm a review had been completed and current procedures were addressing the change. Council Mental Health Strategy 2.8 Each service has a mental health group set up with a lead person. Each group has representation from human resources, employee relations, safety & wellbeing and trade unions. The rest of the group is made up of representation within the service as well as any other relevant person to the group. The Service groups have all met twice now with good conversation, engagement and ideas on how to take things forward. Ultimately each group will great an annual plan of activity and where appropriate campaigns will be shared out across the full council. 2.9 The council group has now also met and discussed the terms of reference for the group, statistics that are available illustrating mental health related absence and Page 21 of 24
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training available for the groups to ensure they are as knowledgeable as possible. One other area of training that is being offered is from Stigma Free Lanarkshire who will be running sessions for each of the service groups initially and then looking at rolling the training out further. 2.10 Each of the service groups will now be progressing forward for their next meeting and the leads will come back together for the next quarterly meeting as appropriate. 3. Measures of success 3.1 Full implementation of the change to operating procedures made by the Scottish Fire & Rescue Service. 3.2 Improved wellbeing of employees. Reduction in absence for mental health related illness. 4. Supporting documentation N/A Fiona Whittaker Chief Officer (People Resources) Page 22 of 24
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Financial implications linked to utilising a security contract to ensure keyholders are not lone working. Financial implications associated with proposals to upgrade alarm systems and change smoke detection to multi head detection in priority properties. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☒ No ☐ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Compliance with the Fire (Scotland) Act 2005 must be maintained. 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 23 of 24
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? The risk associated with the change to SFRS operating procedures has been added to the Corporate risk register and will be updated regularly. There is a risk linked to property loss due to fire. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☐ Page 24 of 24