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StaffGovernanceCommittee/Report/ of 29 Version 1.0: 21/02/2019 PODProgressandPerformanceReport2018-19

PEOPLE AND ORGANISATIONAL DEVELOPMENT

PROGRESS AND PERFORMANCE REPORT

QUARTER 3

2018-19

Report No. C/SGC/02-19

Agenda Item 7



1. Introduction

The main role of the People and Organisational Development Directorate (POD) is to ensure that the Scottish Fire and Rescue Service (SFRS) continues to be widely regarded as an employer of choice and as a responsible employer which takes its duties under the relevant employment and health and safety legislation seriously with a specific emphasis on practices, procedures and training regimes that are required to ensure the safety, wellbeing and competence of our Workforce, and specifically our operational personnel.

The POD Directorate also has a key role in supporting service transformation and reform via a range of interventions that support the achievement of SFRS strategic objectives and which underpin service delivery, partnership working, effectiveness and performance.

The POD Directorate exists to enable and support the SFRS to:

Be recognised as an employer of choice and whose workforce is representative of our diverse communities.

Build a strong cultural identity built on organisational values, fairness and dignity and an engaged and empowered workforce.

Have a well-designed, flexible and effectively resourced structure underpinned by a strong commitment to training and development.

Provide a safe and healthy working environment.

Be a learning organisation; whose staff develop and maintain the skills, knowledge and experience necessary for their current role and to enable service transformation.

Develop collaborative leaders who work at the forefront of service transformation and public services reform.

The POD Directorate consists of the functions of Human Resources and Organisational Development (HR/OD); Health, Safety and Wellbeing (HSW); Training and Employee Development (TED).

The key areas of activity within the POD Directorate programme of work can be summarised as follows:

Workforce & Strategic Resource Planning

Organisational culture: cultural audit, equality and diversity, employee engagement

Total reward: pay, harmonisation of terms and conditions, benefits

Working Together: employee relations

Operational readiness: training for operational competence

Health and safety: legislative compliance, audit and improvement, significant events

Wellbeing: healthy working lives, managing attendance, fitness and wellbeing support/services

The quarterly progress and performance report provides an update on progress against these key areas of activity and provides a summary of associated metrics supported by a trend analysis (where relevant).

In addition to quarterly performance reporting, the following information will be provided on an annual basis:

Workforce profile: by employee group and equalities characteristics

Workforce and resourcing plan

Annual review of training delivery and performance

HSW Annual Report

Overall the Directorate and its respective functions have developed and planned a programme of activity for 2018-19 plan/s.



Talent: Deliver and regularly review the Workforce and Strategic Resourcing Plan

Subject 1. We will develop plans to ensure that our current and future workforce needs are understood and planned for. 2.Workforce Development

Links to Corporate risk CR 6.2 and 6.3 CR 6.1

Update on Significant successes / challenges

The Workforce and Strategic Resourcing plan has been

approved by SLT and board and is due for imminent

publication.

105 TFFs completed TTM Foundation course at

Thornton, Portlethen and Cambuslang in December

2018 and are now placed at their respective stations.

60 TFFs commenced training at NTC 28 January 2019.

Commencement of a national FF recruitment campaign

scheduled for March 2019.

The CM campaign is now been completed, with 73 staff

placed immediately and 83 on a holding pool

Commencement of a NSDA regional CM-GM process.

Area Manager and Group Manager Campaigns have

commenced and currently facilitating an ACO process.

Following a note of interest an appointment of

temporary Deputy Chief Officer has been made.

The phased implementation of the Leadership and

Development Framework continues across Executive,

Strategic and Supervisory Leadership Development

Programmes (LDPs) as aligned with Service's

Workforce and Resourcing Plan. Development work

underway on Middle LDPs.

Strategic LDP ongoing with 14 participants (13 Ops &

1 Support Staff). 12-month 360 review of EQi profiles

as part of PDPs to be undertaken Apr/May.

Support, promote and monitor the development of a positive transparent working culture

Subject 1. Cultural

Development

Links to Corporate risk CR 6.1 CR 6.2


Staff survey data analysed and results collated.

Feedback to SLT/Board/SGB Dec/Jan. All 37 Result

Reports published plus single report containing staff

suggestions and comments. Managers Brief containing

Q&A with slide pack developed and issued to support

communication of results to staff via workshops and

development of local action plans. DACO Ali Perry has

been identified as corporate lead.

The East SDA is preparing for two participants in the

Career Ready Scheme to embark on a 4-week work

experience programme during July 2019.

The Firefighter Modern Apprenticeship framework was



approved by the Modern Apprenticeship Group in

September 2018 and SFRS is now a confirmed

‘Employer Provider’. Efforts are now underway to

administer the process for the 2018 Firefighter intakes

and establish agreed processes for future intakes.

Deliver Pay, Reward and Benefits frameworks, maintaining harmonious Employee Relations

Subject 1. Standardisation

of Uniformed terms and conditions

2. Co-ordination of annual pay reviews and settlements


Work has continued to support the implementation of

standardised terms and conditions for Uniformed

employees, in particular those effective from 1st

October 2018 related to changing pay elements and

pay protection where appropriate. These were

implemented with a significantly low level of employee

queries. Work has continued with the representative

bodies to review the introduction of supporting policies

and procedures and amend or develop further

FAQ’s/guidance as necessary to support

understanding.

Consultation on development of Day Duty Working

Hours and Leave Policy has now concluded. Due to

protracted discussions with the representative bodies

on the development of this Policy it has been necessary

to revise the implementation date from 1st January to

4th February 2019 for the introduction of this revised

duty system.

Meetings took place with the representative bodies in

October 2018 to recommence negotiations in relation

to standardisation of RDS specific terms and conditions

following further analysis which had delayed the issue

of formal proposals. These have now been issued to

the Trade Unions and feedback has been requested by

the end of January 2019.

Implementation of the Support Staff and Brigade

Manager pay awards for 2018/19 was completed in Q3,

including arrears to the effective date of the award.

Work is ongoing to implement the Uniformed pay award

for 2018/19 retrospectively to the effective date of the

award and will be paid to affected staff in the February

2019 pay. A cash advance was offered and paid to

Uniformed staff who chose to opt-in in November 2018,

due to period of time to fully implement which resulted

from a range of factors.



3. Develop and

implement a SFRS Total Reward framework

Savings to date for the Service resulting from the

Edenred benefits schemes are approximately £37,000.

Work has commenced to consider how part of these

savings could be reinvested into the SFRS total reward

package, including development of an employee

reward and recognition scheme to take account of the

results of the recent Staff Survey.

There were a total of 54 applications from Support Staff

arising from the introduction of the Purchase of

Additional Annual Leave Scheme for the 2019 leave

year, of which 49 were approved. The impact of this

scheme will continue to be monitored within its first

year. Further consideration will be given to the

application of such a policy to Uniformed employees

following the conclusion of the implementation of

standardised T&C’s.

Ensure compliance with employment legislation and the application of efficient working practices

Subject 1. Legal and regulatory compliance

Links to Corporate risk CR 5.2


HROD are working in collaboration with SPPC colleagues to request staff completion to identify EU nationals in preparation for Brexit. The deadline for completion of the survey has been extended to allow more time for completion.

The SFRS Recall to Duty policy was out for consultation during Q3 and approval will be sought in Q4. This policy is intended to provide guidance for recalling staff to duty to maintain business continuity during periods of high operational activity.

Appraisal policy has been reviewed based on a recent exercise to collate feedback and improve procedures. These improvements will be communicated in Q4.

Operational readiness: training for operational competence

Subject

1. Embed Core Competence skills across the Service

Links to Corporate risk CR 2.2


Ongoing challenges for TED in relation to personnel being released for attendance on courses. Agreement now in place that overtime will be authorised for personnel attending key identified core competency based courses and specific specialist skills courses. TED are participating in and contributing to the Overtime Working Group.

ICT issues continue to cause disruption due to the migration to Office 365, these issues contribute significantly to the non-completion of Core Competency modules within the TfOC.



2. Ensure suitable and sufficient development in place to affect Service Transformation

CR 3.7

Flexi-Duty Managers (FDM) Training for Operational Competence roll out continues

SLT instructed that a full review of the Training and Employee Development Function should be undertaken. Whilst this, by nature is a scoping project: it is hoped that it may deliver opportunities to improve both training efficiency and performance: thereby improving both firefighter and public safety.

Additional Human and Financial resource requirements identified and budget secured. Increase to initial budget has been agreed.

Agreement in place with Service Delivery whereby a blended approach Trainers will assist with the delivery of RRU training therefore mitigating the impact on National Training delivery.

RRU Training commenced in August 2018, training has been completed for twenty six stations whilst training scheduled for all remaining RRU stations.

TED are working closely with the respective Project Managers for Service Transformation projects, OHCA, Rural Full Time Posts and MTFA to ensure all training impacts and training requirements are identified and considered.

Induction Training Course delivered for the initial 18 posts.

Health and safety: legislative compliance, audit and improvement, significant events

Subject 1. Develop and facilitate SFRS/Directorate HS plans

Links to Corporate risk CR2.1

Update on Significant successes / challenges SFRS and Directorate plans developed and agreed with

business partners. Due to limited progress last year by risk

owners, the 2018-19 plan has carried over a number of

actions. The current position of the SFRS annual plan

health and safety improvement plan as at quarter 3(Q3)

2018-19 is outlined below:

YTD Actual 18/19

% of Plan Qtr. 3

Target 52 100%

Actions completed 9 17%

Actions on target 3 6 %

Actions 1 month overdue 5 10 %

Actions over 1 month overdue 31 60 %

Not started 3 6%

Postponed 1 1%



2. Implement risk reduction strategies

3.Develop proposals to enhance the safety culture

CR5.3 CR2.1

Directorate/SDA Number of

Actions Number

Complete % Completion

NSDA 31 18 58%

ESDA 31 15 48%

WSDA 31 18 58%

FACS 38 8 21%

P&P 35 17 49%

POD 36 15 42%

R&R 37 21 57%

SPPC 31 12 39%

Driver Safety Group –The issue of the driver handbook and new Management of Occupational Risk is being progressed by R &R and Assets and is now expected in qtr4

Contaminants Group-progress against the agreed action plan continues. Group continues to meet every 4 weeks.

SFRS HSMS (TASS) - HS staff have tested the live link and whilst the firewall issues have been resolved. ICT are now investigating data quality issues within Itrent, which is preventing some staff from accessing the system. This has been raised with HoF Finance and Systems Manager for further investigation. DACO engagement delayed till the end of January, with the rollout of Event Reporting now anticipated by end of Q4.

It is anticipated that the adoption of the Management of risk at operational incidents framework will impact positively on the safety culture and that any future work should be determined following implementation of the framework.

Wellbeing: healthy working lives, managing attendance, fitness and wellbeing services

Subject 1. Health promotion and ill health prevention programmes

CR2.1


Further resources published on i-Hub as part of Mental Health Series.

Lifestyle survey complete, data analysed and summary report prepared, outcomes have informed health promotion themes around alcohol consumption, nutritional behaviours and smoking cessation.

Fireground fitness pilot concluded, data analysis complete and SLT report drafted. SLT report scheduled for March 2019.



2.Gap analysis of legislative compliance including Clinical Governance and Health and Safety Audit Programme 3. Implement an electronic health and wellbeing management system 4.Production of HSW Annual Report 2017-18 5.Achieve Healthy Working Live Bronze Award

CR2.1 CR2.1 CR5.2

Implementation date for revised psychological support services (counselling and post incident support) delayed to Q4 2018-19 and Q1 2019-20. New counselling provider (OH Assist) appointed from 4th March 2019. UIG for Post Incident Support Services to be held 19th February to agree specification and progress tender. Associated management arrangements in development and scheduled for consultation during Q1 2019-20.

SMS text reminder service testing delayed till early Q4, with rollout anticipated February 2019. This is associated with the issues noted above in CR5.3 re TASS in relation to Itrent.

Report approved by SLT, NHSB and SGB in December. Will now progress to SFRS Board in March 2019

Due to capacity issues and resources challenges to deliver campaigns and attend meetings, a decision was made at the November NHSB to withdraw from the formal Healthy Working Lives Awards Programme. SFRS will continue to promote health and wellbeing topics/themes in line with Health and Wellbeing resources and capacity and departmental plans.



2. Summary of Key Metrics: Q3 2018-19

WORKFORCE PLAN

EMPLOYEE GROUP RBC DD FDS TOTAL

WDS RDS VDS OC SS TOTAL

(ALL)

Target Operating Model (FTE) 3021 376 257 3654 3328 405 170 846 8403

ACTUAL (FTE) 3025 346 259 3630 2567 269 195 760 7421

ACTUAL (HEADCOUNT) 3025 347 259 3631 2902 333 201 830 7897

VACANCY (FTE) -4 30 -2 24 761 136 -26 86 982

VACANCY RATE (%) 0 8 0 8 23 34 0 10 12

TURNOVER RATE (%) 1 1 2 1 2 2 3 3 2

NEW STARTS (FTE) 0 1 0 1 32 12 8 17 70

EMPLOYEE RELATIONS



(ALL)

% OF STAFF IN DETRIMENT AGAINST EMPLOYEE GROUP

0 0 0 0 0 0 0 6 1

% OF DISCIPLINE CASES AGAINST EMPLOYEE GROUP

0.1 0 0.0 0.1 0.1 0 0 0.1 0.1

% CONCLUDED WITHIN 4 WEEKS 0 0 0 0 0 0 0 0 0

% OF FACT FINDING INVESTIGATIONS CARRIED OUT

AGAINST EMPLOYEE GROUP 0.1 0 0 0.1 0.1 0 0 0.1 0.1

CULTURE



(ALL)

% OF GRIEVANCE CASES AGAINST EMPLOYEE GROUP

0.03 0 0 0.03 0 0 0 0.12 0.03

% CONCLUDED WITHIN 4 WEEKS 0.03 0 0 0.03 0 0 0 0 0.01

% OF BULLYING AND HARASSMENT CASES

0.03 0 0 0.03 0 0 0 0 0.01

OPERATIONAL TRAINING



(ALL)

OPERATIONAL CORE COMPETENCE (% OF STAFF DEEMED COMPETENT

AGAINST REQUIREMENT) 89

89 67 31

76

INCIDENT COMMAND COMPETENCE (% OF STAFF DEEMED COMPETENT

AGAINST REQUIREMENT) 80 91

80 80 46

80

SPECIALIST RESCUE COMPETENCE (% OF STAFF DEEMED COMPETENT

AGAINST REQUIREMENT) 103

103

103

COMPLIANCE WITH MANDATORY MAINTENANCE PHASE TRAINING (% OF STAFF DEEMED COMPETENT AGAINST

REQUIREMENT)

681 832

681 832

441 562

121

82

54 73

1 Standard Modules 2 Advanced Modules



HEALTH AND SAFETY *ratio is based upon FTE



(ALL)

1:100 OF ACCIDENTS/ INJURIES 1.1 0.3 0 0 0.4 0.68

1:100 OF RIDDOR REPORTABLE INJURIES

0.16 0.15 0 0 0 0.13

1:100 OF NEAR MISS EVENTS 1.6 0 0 0 0.65 0.86

1:100 OF ACTS OF VIOLENCE 0.9 0.08 0 0 0 0.49

1:100 OF VEHICLE ACCIDENTS 1.4 0.6 0 0 0.03 0.9

1:100 PER STAFFING GROUP 5.23 1.16 0 0 1.3 3.13

NOS. ACCIDENT FREE DAYS

34

WELLBEING



(ALL)

MEDICAL COMPLIANCE RATE (%) 100 99 100 100

99

98

99

FITNESS COMPLIANCE RATE (%) 100

99

100 100 99 98 99

SHORT TERM ABSENCE (% OF WORKING DAYS LOST VERSUS DAYS

AVAILABLE) 3 1 1 2 1 0.1 4 3 2

LONG TERM ABSENCE (% OF WORKING DAYS LOST VERSUS DAYS

AVAILABLE) 2 2 1 1 2 0.1 2 4 2

OVERALL ABSENCE (% OF WORKING DAYS LOST VERSUS DAYS AVAILABLE)

5 3 1 3 3 0.3 6 6 4

% OF STAFF ON MODIFIED DUTIES 1 0 0 1 0.3 0.3 1 0 1



3. Analysis

3.1 Talent: Workforce Profile and Succession planning

3.1.1 Workforce Profile

RBC38%

Day Duty4%

Flexi Duty3%

Control3%

RDS37%

Volunteer4%

Support11%

Workforce Profile Q3

RBC Day Duty Flexi Duty Control RDS Volunteer Support

3021

376257

170

3328

405

846

3025

346259 195

2567

269

760

0

500

1000

1500

2000

2500

3000

3500

RBC Day Duty Flexi Duty Control RDS Volunteer Support

Workforce ProfileQ3

TOM Q3



The profile above reflects the current Budgeted Target Operating Model (TOM) against the Full-time

Equivalent (FTE) for each of the employee groups for Q3 2018-19.

The TOM for Operations Control (OC) has been changed from 169 to 170. This is due to the

Gazetteer post transferring back to OC. OC continues to work with a temporary enhanced TOM of

196.

Rolling recruitment and selection remains in place to assist with filling of RDS Firefighters vacancies.

There has been significant HROD input into advice, preparatory work in terms of contractual

documentation, recruitment exercise and Induction of the RDS/Volunteer Support Watch Manager

(RFTP roles) under the Service Transformation agenda. This has resulted in the successful filling

of 18 vacancies in the relevant Cluster Areas for Year One.

3.2 Whole-time Duty System staffing forecast (up to September 2019)

The above forecast includes an intake of 60 trainees in January who will be on station in April. A

further intake of approximately 40 is planned for May with a Wholetime Firefighter campaign planned

to commence in March 2019.

Further monitoring of the Resource Based Crewing model continues across the Service Delivery

Areas, to ensure that resources are maintained and overtime costs are minimised. Further updates

will be provided in this area as the Service moves towards Service Re-design and any subsequent

changes to the resourcing schedule and staffing numbers become clearer.



3.2.1 Turnover

The tables below shows the number of leavers from the Service, broken down into retirements,

resignations and ill health retirements within each of the staffing groups.

Labour Turnover – Main 3 leaver categories

Q4 2017-18 Q1 2018-19

WDS CON RDS VOL SUPP WDS CON RDS VOL SUPP

Retirement 57 1 8 0 11 45 0 5 2 16

Resignations 5 1 49 7 10 2 2 33 10 22

Ill Health Retirements

0 2 0 0 0 2 0 0 0 1

Q2 2018-19 Q3 2018-19

WDS CON RDS VOL SUPP WDS CON RDS VOL SUPP

Retirement 39 1 9 1 2 25 2 11 1 2

Resignations 2 0 41 6 11 3 3 38 5 17

Ill Health Retirements

5 0 0 0 0 1 0 1 0 0

In comparison to the previous quarter, the number of retirements in the WDS have further decreased from 39 to 25 this quarter. The number of resignations in the WDS have remained similar. Replacement processes were initiated to reduce any impact on service delivery and we continue to monitor this and align this to our Draft Resourcing Plan.

The above graph shows the total labour turnover rate over the last four quarters. The average turnover rate across all staff groups is 1.5%, this is down by 0.1% from last quarter and is low in comparison to the current national industry average.

63

5148

30

4 2 15

58

39

5552

712

7 6

33

40

13

23

0

10

20

30

40

50

60

70

Q4 17/18 Q1 18/19 Q2 18/19 Q3 18/19

Turnover - No. of leavers

WDS Control RDS Volunteer Support



It can been seen that, in general, the labour turnover rates remain steady for RDS and Volunteer, with an increase in turnover for Control and Support Staff. There is a reduction in turnover for WDS staff. This quarter we have received 15 voluntary exit questionnaires. Whilst this is in its early stages of data analysis, from the questionnaires we received, we have broken this down into our main staff groups per quarter. The main leaving reasons are within the “resignations” category and further analysis shows that the main reasons for resigning are career development prospects and pay.

No. of returned questionnaires

WDS CON RDS VOL SUPP

Q2 No. of returned questionnaires

10 1 2 1 4

Q3 No. of returned questionnaires

5 1 5 0 4

3.3 Working Together: employee relations 3.3.1 Staff in Detriment

The pay protection for those Support Staff affected by the introduction of the Pay and Reward Framework (PRF) in November 2015 ended in February 2017. However the Service has continued to monitor the impact of ongoing detriment and provide support mechanisms to help continue to reduce this. This includes identifying posts that may provide development opportunities when vacancies arise, consideration of apprenticeship programmes and the ongoing ‘Invest in You’ programme. The tables below illustrate the reduction in detriment levels amongst this group and the reasons for these reductions.

Grade

Jan 16 no. in

receipt of PP

Q4 no. in detriment

Q1 no. in detriment

Q2 no. in detriment

Q3 no. in detriment

1 60 17 17 12 11

2 53 14 13 9 9

3 32 16 16 10 10

4 25 11 10 6 6

5 25 11 11 8 8

6 17 9 9 6 6

7 10 3 3 2 2

8 2 1 1 0 0

9 0 0 0 0 0

10 1 1 1 1 1

11 1 0 0 0 0

Total 226 83 81 54 53



The Support Staff pay awards for 16/17, 17/18 and 18/19 included measures to help address low pay and detriment. This included a £400 per annum increase for posts earning up to £22k and an increase of £350 for posts earning between £22-£35k in 17/18; and a 4% increase for posts earning up to £22k and 3% increase for posts earning between £22-£36.5k in 18/19. Whilst the table above shows that 28 of the staff remaining in detriment have experienced a reduction of the amount of detriment, the annual pay awards implemented since 16/17 have also assisted in reducing the overall levels of detriment for all staff affected. HROD have engaged with Heads of Function to review the list of staff currently still in detriment to understand what support has been provided and accepted by staff and consider any additional support mechanisms required e.g. access to career ready events etc. This is part of the ongoing approach to monitor the impact and help reduce detriment. 3.3.2 Bullying and harassment cases Two bullying and harassment case was reported in Q3 2018-19. 3.3.3 Discipline cases The issues giving rise to disciplinary action are categorised below. These are new cases arising this

quarter. There has been a slight decrease in cases this quarter with 7 cases compared to 9 in the

Q2. The geographical split of cases was 4 East and 3 in the West.

43%

28%

29%

Category of new discipline casesQ3

Code of conduct

Breach of policy

Breach of contract

PP Removed PP Reduced

Successful Appeal 39 Successful Appeal 8

Promoted post 26 Promoted post 15

16/17 pay award 19 Reduction in hours 4

17/18 pay award 4

Incremental progression (PP not due to core salary)

1

18/19 pay award 26

Total

28

Incremental progression (PP not due to core salary)

16

Total

130



3.4 Organisational culture

3.4.1 Grievance cases

Two formal grievance cases arose in Q3 2018-19. The matters raised within the formal grievances

related mainly to perceptions of unfair treatment.

3.4.2 Cultural Audit and Positive Action Review

The staff survey closed 28 October 2018. Questions in the survey were included to help measure

levels of staff engagement and outcomes associated with the cultural audit.

Quantitative results were collated and result reports produced using work location options included

in the survey. All 37 result reports produced have been published plus a single report containing staff

suggestions and comments. Reports for groups with less than 10 respondents were not generated

to safeguard anonymity of respondents. However, all responses contributed to the Service-Wide

results.

DACOs and Heads of Function will be responsible for cascading results and developing local action

plans. A Managers Brief containing Q&A with slide pack content has been developed and issued to

support communication of results to staff locally via workshops and development of local action

plans. Workshops with staff will take place Feb-Apr, with all local action plans to be published by end

Apr ‘19. DACO Ali Perry has been identified as strategic lead to support development and progress

of the Service-Wide action plan. This will be published by end of Feb.

3.5 Operational readiness: Training for Operational Competence

Operational readiness is measured across competence in core skills, incident command, specialist

skills and maintenance phase development modules. With the exception of incident command, each

performance indicator measures competence for all operational station based personnel from

Firefighter to Watch Manager. Incident Command is measured from Crew Manager to Executive

Officer.

2.5.1 Operational Core Competence (% of Staff deemed competent against requirement)

90

91 8989

69

69 6767

48 51

42

31

0

20

40

60

80

100

Q4 2017-18 Q1 2018-19 Q2 2018-19 Q3 2018-19

RBC RDS VDS



Competency in core skills is maintained through completion of the Training for Operational

Competence Core Skill Modules and is planned and delivered at Local Senior Officer (LSO) level.

The target for the percentage of operational staff who require to be core skills competent is >95%.

The Training and Employee Development (TED) team continue to undertake significant liaison with

LSO Area management teams through TED business partnering arrangements in order to ensure

an appropriate focus is placed upon core skills training. To enhance this support, the Learning and

E-Development Team are moving to a regional structure that will see the team evenly spread and

located within the three Service Delivery Areas.

ICT issues continue to cause disruption and contribute significantly to the non-completion of MPD

Modules within the TfOC. Long term absence and new Trainees starting at stations has also

impacted on the figures.

3.5.2 Incident Command Competence (% of Staff deemed competent against requirement)

Review of the scheduling and recording of training process has identified some procedural issues which show that Incident Command Competency across the RBC, RDS and Volunteer duty systems is being under reported as is also the case with Core Competencies. TED have engaged with LSO Areas to conduct a health check of Incident Command qualifications, specifically at ICL1, Supervisory Level which is represented in the RBC figures. The competency % for FDM, RDS and Volunteers remains relatively steady, however as with the RBC figures, procedural issues in terms of recording suggests that the figures for RDS and Volunteers under represents the true % of staff who are competent in relation to Incident Command.

8488

80 80

74 7576

80

4955

52

46

87 88 91 91

40

50

60

70

80

90

100

Q4 2017-18 Q1 2018-19 Q2 2018-19 Q3 2018-19

RBC RDS VDS FDS



1. Specialist Rescue Competence (% of Staff deemed competent against requirement)

The specialist skills data provided is measured against currently declared specialist resources across

the Service and will be amended as the outcomes of the Review of Specialist Equipment (RoSE)

project are implemented. Engagement with R&R required to identify the current position and end

state with regards to RoSE stations to ensure accuracy in reporting in Specialist Skills

Q3 shows a steady trend in terms of the competency percentages for Specialist Skills with all

elements showing as being very close to their target % or indeed meeting it. This improvement in

figures is due to closer engagement with LSO areas which has resulted in more accurate figures

being provided. This has highlighted the ongoing issues in terms of the recording of training. A TED

Working Group has been set up to address this issue and improve the recording process across the

service. Whilst a fairly steady trend is visible there are slight fluctuations within some Specialist

Rescue competencies, this may be due to the retirement profile of the service.

8594 94

92

88

104 10089

110 111108 112

103

103102

103102

9795

102

0

20

40

60

80

100

120

Q4 2018-19 Q1 2018-19 Q2 2018-19 Q3 2018-19

Heavy Rescue Urban Search & Rescue

Water Rescue - Level 3 Line Rescue

Mass Decontamination



3.5.3 Compliance with Mandatory Maintenance Phase Training (% of Staff against

requirement)

There are currently 12 standard and 24 advanced Maintenance Phase Development Programme

(MPDP) modules. Completion of these 36 MPDP modules is planned at LSO Area level throughout

a 36 month period.

Standard Modules

The % of compliance in terms of completion of Standard Modules in Q3 2018-19 across RBC, RDS

and Volunteer duty systems has remained consistent with the previous quarter. Feedback continues

to highlight the ongoing challenges for personnel to undertake and record training in relation to

training time frames available whilst other organisational demands are placed upon all duty systems.

Feedback has also highlighted the ICT challenges faced by personnel in relation to the introduction

of Modern Desktop. Long term sickness and new personnel at stations have also contributed to the

non-completion of MPD Modules within this quarter.

Advanced Modules

84 83

65 68

50 51

42 44

13 158

12

0

10

20

30

40

50

60

70

80

90

100

Q4 2017-18 Q1 2018-19 Q2 2018-19 Q3 2018-19

RBC Standard Modules RDS Standard Modules VDS Standard Modules

88 86 82 83

56 54 55 56

10 11 9 80

20

40

60

80

100

Q4 2017-18 Q1 2018-19 Q2 2018-19 Q3 2018-19

RBC Advanced Modules RDS Advanced Modules VDS Advanced Modules



There has been a steady trend in relation to the percentage of compliance of completed Advanced

Modules across all duty system. The challenges in terms of Advanced Modules reflect those

identified in both Core Competencies and Standard Modules, time available vs training requirement,

organisational expectation/demand, ICT issues, and operational response and reporting and

recording issues.

Additionally, whilst revising their Local Area Training Delivery Plans, LSO Area Teams will undertake

to review the RDS station risk profile plans upon which maintenance phase training is predicated.

Health and Safety

3.6.1 Events

SFRS has seen a reduction in accident/injuries (non RIDDOR) during Q3 compared to the same

period in 2017/18.

35% (18 of 51) of all accident/injuries in Q3 occurred at operational incidents with 39% (7 of 18),

occurring during the developing phase, 28% (5 of 18) occurring during the initial phase, 22% (4 of

18) the mobilising phase and the remaining 11% (2 of 18) during closing with no events occurring

during the returning phase. 50% (9 of 18) of accidents injuries at operational incidents were in

attendance at Fire FDRs.

Non-operational incidents account for 22% (11 of 51) of accident injuries in Q3 with 64% (7 of 11) of

these involving whole time staff, 27% (3 of 11) support staff and 9% (1 of 11) retained staff.

43% (22 of 51) of accident/injuries in Q3 occurred during training with 59% (13 of 22) during initial

and 41% (9 of 22) during refresher activities. TED lead training accounted for 55% (12 of 22) events

and SDA lead training 45% (10 of 22). Whilst it is acknowledged that personnel attend training to

acquire or refresh skills and knowledge, the HSE will consider all training events as a controlled

environment with competence levels considered accordingly. Within SFRS there is a higher rate of

accident /injury occurring at training which should be subject to a full review.

NO OFACCIDENTS/

INJURIES

NO OF RIDDORREPORTABLE

INJURIES

NO OF NEARMISS EVENTS

NO OF ACTS OFVIOLENCE

NO OF VEHICLEACCIDENTS

Qtr 3 2017/18 67 9 46 25 56

Qtr42017/18

47 5 31 12 64

Qtr 1 2018/19 48 10 44 17 63

Qtr 2 2018/19 54 5 42 13 63

Qtr 3 2018/19 51 10 64 36 69

01020304050607080

No

. of

Even

ts

Total H&S Events



When considering those events reported to the HSE as RIDDOR reportable injuries there was an

11% increase (9 to 10) when compared to the same quarter the previous reporting year. However,

the YTD comparison shows an overall 31% (32 to 22) decrease compared to 2017/18.

80% (8 of 10) of all RIDDOR reportable events related to SDAs, compared to 56% (5 of 9) for the

same quarter last year. 50% (4 of 8) of which related to operational incidents compared to 80% (4

of 5) for the same quarter last year, the remaining 50% (4 of 8) related to SDA training activities

compared to 20% (1 of 5) for the same quarter last year.

When considering the number of near misses in relation to the number of RIDDOR reportable

events we see a ratio of 6.4:1 which is a welcome increase on 5.1:1 when comparing the same

quarter the previous reporting year.

Operational near misses accounted for 34% (22 of 64) of the total near misses being recorded

compared to 48% (22 of 46) for the same period last year.

SFRS AOVs increased by 48% (25 to 37) during Q3 2018-19 when comparing to Q3 2017/18. SDA

performance against Q3 2017/18, showing the East SDA increasing by 100% (6 to 12), the West

SDA increasing by 35% (17 to 23) and the North SDA remaining static with 2.

This bonfire night period (03/11 – 06/11) accounted for 46% (17 of 37) AOVs, this shows an increase

of 42% (12 to 17) when comparing the same period in 2017/18. 82% (14 of 17) of these occurred

at secondary fires showing a decrease of 1% from the previous year 83% (10 of 12) %.

84% (31 of 37) of all AOVs reported during Q3 occurred at operational incidents. 84% (26 of 31) of

these operational events occurred at secondary fires and 16% (5 of 31) in response to Fire FDRs.

No events were recorded in response to false alarms or at special services.

SFRS Vehicle accidents increased by 25% (55 to 69) during Q3 2018-19 when comparing to Q3

2017/18.

SFRS Vehicle accidents increased by 25% (55 to 69) during Q3 2018-19 when comparing to Q3

2017/18. SDA performance against Q3 2017/18, showing the North SDA increasing by 54% (11 to

17), the East SDA increasing by 31% (16 to 21) and the West SDA remaining static.

Operational related vehicle accidents remain the most common type occurring across the SFRS.

This type of accident accounted for 60% (41 of 69) compared to 58% (32 of 55) of Q3 2017/18.



3.6.2 Ten Most Common Accident Causations (Groups)

The 3 most common causes of injury within SFRS during Q3 2018-19 were manual handling 23%

(14 of 61), body movement 21% (13 of 61) and slips, trips and falls 20% (12 of 61).

Analysis of the manual handling and body movement category shows 38% (23 of 61) resulted in

minor injuries compared to 24% (19 of 79) in Q3 2017-18 an increase of 58%. 40% (4 of 10)

resulted in reports being made to the HSE all of which were over 7 days, compared 22% (2 of 9) to

the same period the previous year an increase of 81%.

66% (18 of 27) of all manual handling and body movement injuries occur during training. 61% (11

of 18) occurred as part of an SDA training and 39% (7 of 18) occurred whilst attending a POD

training course.

Number of Accident/Injury Events that resulted in Working Days Lost

Working Days Lost

2017/18 2018/19 % +/-

2017/18 2018/19 % +/-

Q3 % Q3 % YTD % YTD %

Nil 37 47 33 54 -11% 106 50 94 54 -11%

1-3 7 9 5 8 -29% 21 10 21 12 0%

4-6 5 6 0 0 -100% 16 8 9 5 -44%

7-27 11 14 12 20 9% 30 14 10 6 -67%

28+ 4 5 0 0 -100% 13 6 17 10 31%

No Information Available

15 19 11 18 1500% 24 11 23 13 -4%

Total 79 100 61 100 -23% 210 100 174 100 -17%

Table 4 – Number of working days lost

54% (33 of 61) of all accident/injuries (including RIDDOR) at work did not result in any time being

lost from work in Q3 2018-19. 28% (17 of 61) resulted in 1 to 28+ days lost, of these 24% (4 of 17)

were attributed to manual handling and 18% (3 of 17) slips, trips and falls.

Q3 2017-18

Total Q3 2018-19 Total

Slips, trips and falls 16 Slips, trips and falls 14

Manual Handling 13 Body movement 13

Impact (moving object) 11 Manual Handling 12

Body Movement 8 Other 3

Hot/ Cold 6 Impact (moving object) 3

Falls from height 6 Hot/Cold 3

Explosion 5 Sharp Object 3

Other 5 Hazardous substance 2

Hazardous substance 2 Impact (stationary object) 2

Sharp Object 2 Impact (vehicle - interior) 2



There were no accident/injuries (including RIDDOR) which resulted in 28 days or more being lost

from work.

Finally, 18% of events has insufficient information recorded to allow accurate categorisation of time

lost. This represents a 27% (15 to 11) decrease on the same period in 2017/18 however, remains

a concern.

3.7 WELLBEING 3.7.1 Absence

This graph shows the number of staff absent by quarter and staff group.

0

500

1000

1500

2000

Q4 Q1 Q2 Q3

ABSENCE - NO. OF STAFF

Total WDS Control Support RDS Volunteer

5.1

8%

4.4

2%

3.4

6%

5.6

7%

6.4

3%

2.5

9%

0.7

9%

4.6

1%

1.6

5%

3.1

7%

4.8

6%

6.1

8%

2.8

0%

0.7

9%

4.6

3%

2.1

0%

3.9

1%

7.5

5%

5.2

2%

2.6

4%

0.0

8%

4.9

5%

1.3

9%

3.3

1%

6.2

1%

6.3

3%

2.9

9%

0.2

5%

S E R V I C E D E L I V E R Y

F L E X I D U T Y D A Y D U T Y C O N T R O L S U P P O R T S T A F F

R E T A I N E D V O L U N T E E R

OVERALL ABSENCE PERCENTAGE

Q4 Absence % Q1 Absence % Q2 Absence % Q3 Absence %



The above chart shows the overall absence percentage across the last 4 quarters for each employee group. The overall absence percentage for all SFRS staff this quarter is 3.56% which is a slight increase from Q2 2018-19’s figure of 3.25% and from Q2 2017-18 figures of 3.30%. However, these percentages are the lowest reported figures for absence since the creation of the SFRS and they have been broadly sustained during 2018-19. In comparison to Q2 2018/19 this period has been a slight increase in the overall absence percentage within the Wholetime, RDS, Volunteer and Support staff groups. All other staff groups, reflect a decrease. As per previous performance reports, line manager, HR Advisers and Health & Wellbeing staff work in partnership to put strategies in place to reduce absence within Service Delivery areas and Directorates. Following on from the development sessions held nationally last year, the HR Business partnering team continue to support and encourage line managers to undertake a regular review of absences within their area, thus ensuring that appropriate and timely action is taken in line with policy. A review of the absence data being provided at DACO/Head of Function level is currently underway with a new format report being trialled within the West SDA. The aim is to standardise the attendance management reports being shared with DACO/Head of Function level to assist with the analysis of local trends and issues. Following on from this, standardised reports will be developed for LSO and GM/SM level to ensure that the data is meaningful and appropriate to each management level.

3.7.2 Short term absence

In comparison to Q2 2018-19, short term absence has increased slightly within all staff groups.

762

627 638 639

575

28 4518 5 4 6

62 48 5276

378

283254

280

0 0 2 4

250195

156200

0

100

200

300

400

500

600

700

800

900

2017 / 2018 Q4 2018 / 2019 Q1 2018 / 2019 Q2 2018 / 2019 Q3

NO OF STAFF ON SHORT TERM SICK

Wholetime Day Duty Flexi Duty Control RDS Volunteer Support



The HR Business Partners have provided fully detailed absence reports to local Managers on a monthly basis, to enable deeper analysis of absence trends and reasons. Managers use this information to take remedial action in accordance with the Attendance Management Policy, which assists in further reducing areas of high absence levels. Long term absence

In comparison to Q2 2018/19 there has been a slight increase in long term absence within the Wholetime, RDS, Volunteer and Support staff groups. All other staff groups, reflect a decrease in long term absence. Top Five absence reasons

Short Term

Q3 Musculoskeletal Respiratory Stomach /

Bowel Surgical Psychological Other Total

Control 35 97 54 0 62 91 339

Day Duty 31 72 16 60 53 56 288

Flexi 14 3 1 0 0 20 38

Support 178 298 145 116 135 159 1031

WDS 1673 556 282 379 276 468 3634

RDS 867 307 147 55 82 273 1731

Volunteer 5 7 0 4 0 24 40

Total 2803 1340 645 614 608 1091 7101

39 3743

46

6 610 8

52 2 13 2

6 4

7076

80

89

3 30 1

2932

27 29

0

10

20

30

40

50

60

70

80

90

100

2017 / 2018 Q4 2018 / 2019 Q1 2018/2019 Q2 2018/2019 Q3

NO OF STAFF ON LONG TERM SICK

Wholetime Day Duty Flexi Duty Control RDS Volunteer Support



Long Term

Q3 Musculoskeletal Psychological Surgical Soft

Tissue/ Blood

Respiratory Other Total

Control 0 78 0 0 0 70 148

Day Duty 0 209 0 123 0 67 399

Flexi 0 58 0 0 0 0 58

Support 609 489 172 0 68 144 1482

WDS 761 349 102 70 36 272 1590

RDS 3143 874 632 515 198 638 6000

Volunteer 0 0 0 0 0 36 36

Total 4513 2057 906 708 302 1227 9713

This table shows the main illness categories that employees are absent from work in terms of working days lost within our staffing groups, for both short and long term illnesses. From this table, it can be seen that musculoskeletal continues to remain the main absence reason for short and long term illnesses. Psychological illness is also high within long term absence with a total of 2057 working days being lost in this quarter, an increase of 231 days since the last quarter. When psychological issues are raised by employees, line managers and the HR Advisers ensure the individuals are referred to Health & Wellbeing immediately with follow up action taken as necessary such as signposting to counselling services (refer to Section 3.7.4). For all other illness categories out with the above table, this comprises of a variety of absence reasons such as toothaches, mouth disorders, hearing/eye, neurological and cuts and bruises. Line Managers continue to work closely with the HR Advisers, with assistance from Health & Wellbeing as required, to manage both the long and short term absences using their own local knowledge and the information drawn from iTrent. In relation to short term absence, an absence history is provided to managers from Admin which allows managers to quickly ascertain if individuals have met any triggers which require an Attendance Support Meeting to take place, then if necessary, progressing onwards to the formal capability stages. In terms of long term absence, the HR Advisers meet with line managers and review the case monthly to ensure the individual is being supported back to work or progressing through the SFRS Managing Attendance Policy stages as required. Attendance management development sessions continue to be delivered by HRA’s and are currently being run for middle managers. The Managing Attendance Policy is scheduled for its first review in this reporting year which will further assist Managers to reduce absence levels.



3.7.3 Fitness

The above graph shows the fitness compliance rate by staff group. The fitness compliance rate for

all staff is 99%. This is a decrease of 1% from Q3 2017-18 but is unchanged from the previous

reporting period.

Compared to the previous reporting period there has been a 1% increase in the Volunteer staff

group, all other staff groups are unchanged from Q2 2018-19. All overdue assessments are planned

to be completed within Q4 2018-19. Existing assessment programmes will enable fitness compliance

to be maintained at 100%.

A lifestyle survey has been completed across operational staff groups. Outcomes from this survey

highlight a need to raise awareness on themes including smoking cessation, nutritional knowledge

and behaviors and alcohol consumption. Resources and interventions will be developed during

2019-20.

Medicals

95%

100%

Q3 2017-18 Q4 2017-18 Q1 2018-19 Q2 2018-19 Q3 2018-19

Fitness Assessment Compliance Rate

All Staff RBC Staff Group Day Duty Staff Group

Flexi Duty Staff Group RDS Staff Group VDS Staff group

95%

100%

Q3 2017-18 Q4 2017-18 Q1 2018-19 Q2 2018-19 Q3 2018-19

Medical Assessment Compliance Rate

All Staff RBC Staff Group Day Duty Staff Group

Flexi Duty Staff Group RDS Staff Group VDS Staff group



The above graph shows the current medical compliance rate by staff group. The medical compliance

rate is 99%. This medical compliance rate shows a 1% increase across all staff groups, over the 5

quarters, increasing from 98% in Q3 2017-18 and rising in the year to date to 99%. The significant

increase is shown in the Flexi Duty Staff group where compliance has increased from 97% to 100%.

All overdue assessments are planned to be completed during Q3 2018-19. Existing assessment

programmes will then enable the medical compliance rate to be maintained at 100%.

3.7.4 Top three management referrals

Health and Wellbeing received 226 new management referrals during the reporting period. The top

three reasons are detailed below:

1. Musculoskeletal injury - 42% (94 of 226)

2. Mental Health (including stress) - 34% (77 of 226)

3. Infection or parasitic disease - 4% (10 of 226)

A movement screen was introduced into routine fitness assessments in Quarter 2 to ensure that

those with movement limitations are identified and supported to reduce musculoskeletal injury risk.

When considering the 77 management referrals relating to mental health/stress, 27% (21 of 77) were

due to work related stress, 45% (35 of 77) non work related stress and 25% (19 of 77) were due to

both work and non-work related stress. In the reporting period 3% (2 of 77) were due to mental

health conditions not classified as stress.

There was a decrease of 16% of work related stress cases compared to the same quarter in the

previous reporting year (21 cases compared to 25), however the non-work stress referrals increased

by 150% (14 cases compared to 35).

The below graph shows the stress related causal factors by staff group:



The most common cause of stress in the reporting period related to both work and non-work cases

with 19 referrals, followed by non-work related relationships with 12 cases referred.

In relation to the referral rates per staff group, the data shows a referral rate per 1000 employees of

7.9 for operational staff, 25 for operations control staff and 20 for support staff.

Health and Wellbeing are currently delivering stress and resilience awareness sessions to

Operations Control watch based staff and managers. The North SDA is complete with further work

to continue in the West SDA and East SDA. The aim is to support individuals manage their personal

and any potential work stressors and support better coping mechanisms, including where and how

to seek help when required. We continue to closely monitor mental health and stress related referrals

to Health and Wellbeing in order to assist in the identification of underlying causal factors and where

relevant, support both the employee and the line manager in implementing appropriate solutions.

Health and Wellbeing have developed a suite of mental health resources during the reporting year.

Three resources are currently available on the Health and Wellbeing page on the i-Hub focussing

on topics such as anxiety, depression and bereavement with further themes to be published during

Q4.

not protectively marked report no. c/sgc/02 …...cr2.1 directorate/sda actions number complete %...

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