Human Resources Activity Report

OFFICIAL Human Resources Activity Report Human Resources Committee Date: 12 January 2018 Submitted By: Chief Employment Services Officer Agenda Item: 6 Purpose To inform Members of sickness absence to the end of September 2017 and personnel activity to the end of November 2017. Recommendations 1. That Members approve the amendment to the establishment. 2. That Members note the content of the report. Summary This report informs Members of the Authority s key areas relating to Human Resources for 2017. Local Government (Access to information) Act 1972 Exemption Category: Contact Officer: None Christine Cooper, Corporate HR Manager T: 01274 655741 E: Christine.cooper@westyorksfire.gov.uk; Background papers open to inspection: None Annexes: None 9

1. NUMBER OF PEOPLE EMPLOYED AS AT 30 NOVEMBER 2017 Wholetime People Posts Brigade Manager 3 3 Area Manager 3 4 Group Manager 13 12 Station Manager 45 45 Watch Manager 171 171 plus two WM on Career Break and two WM on Secondment Crew Manager 156 167 plus one CM on Career Break Firefighter 560 562 plus seven Ff on Career Breaks and one Ff on Maternity Leave TOTAL 951 964 Retained People Posts Watch Manager 10 10 Crew Manager 21 20 Firefighter 105 90 plus two Ff on Career Breaks TOTAL 136 120 Control People Posts Station Manager 1 1 Watch Manager 8 6 Crew Manager 12 12 Firefighter 27 24 TOTAL 48 43 Green Book People Posts Brigade 3 3 Manager EO3-4 4 3 EO1-2 7 6 Gd14 3 2 Gd13 1 Gd12 2 2 Gd11 10 10 Gd10 28 25 plus one Gd 10 on Maternity Leave Gd9 19 18 Gd8 41 48 Gd7 48 45 Gd6 24 22 Gd5 28 25 plus one Grade 5 on Maternity Break Gd4 20 17 plus one Grade 4 on Career Break Gd3 58 61 Gd2 8 5 Apprentice 3 1 TOTAL 306 294* *This figure shows the amendments of 2 posts as previously approved (details in section 5) Total People Posts All Staff 1,441 1,421 10 Page 2 of 19

2. DIVERSITY PROFILE OF WORKFORCE AS AT 30 NOVEMBER 2017 2.1 GENDER 2.1.1 Wholetime Male Female Total Brigade 3 3 Manager Area Manager 3 3 Group Manager 13 13 Station Manager 42 3 45 Watch Manager 163 8 171 plus four males on Career Break or Secondment Crew Manager 149 7 156 plus one males on Career Break or Secondment Firefighter 532 28 560 plus six males on Career Break, one female on Maternity Leave and one female on Career Break 2.1.2 Retained 2.1.3 Control TOTAL 905 46 951 Male Female Total Watch Manager 10 10 Crew Manager 20 1 21 Firefighter 100 5 105 plus one male and one female on Career Breaks TOTAL 130 6 136 Male Female Total Station Manager 1 1 Watch Manager 3 5 8 Crew Manager 5 7 12 Firefighter 5 22 27 TOTAL 13 35 48 2.1.4 Green Book Staff Male Female Total Brigade Manager 2 1 3 EO3-4 2 2 4 EO1-2 5 2 7 Gd14 1 2 3 Gd12 2 2 Gd11 6 4 10 Gd10 12 16 28 Gd10 plus one female on Maternity Leave Gd9 9 10 19 Gd8 21 20 41 Gd7 37 11 48 Gd6 7 17 24 Gd5 12 16 28 Gd5 plus one female on Maternity Break Gd4 3 17 20 Gd4 plus one female on Career Break Gd3 20 38 58 Gd2 2 6 8 Apprentice 3 3 TOTAL 144 162 306 11 Page 3 of 19

2.2 ETHNICITY 2.2.1 Wholetime White British or Irish Any Other White Mixed Asian or Asian British Black or Black British Chinese Total Brigade Manager 3 3 Area Manager 3 3 Group Manager 13 13 Station Manager 44 1 45 Watch Manager 162 2 3 3 1 171 Crew Manager 153 1 1 1 156 Firefighter 524 6 14 12 3 1 560 TOTAL 902 9 19 16 4 1 951 2.2.2 Retained White British or Irish Asian or Asian British Total Watch Manager 10 10 Crew Manager 21 21 Firefighter 104 1 105 TOTAL 135 1 136 2.2.3 Control White British or Irish Mixed Total Station Manager 1 1 Watch Manager 8 8 Crew Manager 11 1 12 Firefighter 27 27 TOTAL 47 1 48 12 Page 4 of 19

2.2.4 Green Book Staff White British or Irish Any Other White Mixed Asian or Asian British Black or Black British Total Brigade Manager 3 3 EO3-4 3 1 4 EO1-2 7 7 Gd14 3 3 Gd12 2 2 Gd11 10 10 Gd10 24 1 3 28 Gd9 17 2 19 Gd8 36 1 1 3 41 Gd7 39 2 1 4 2 48 Gd6 22 2 24 Gd5 24 1 3 28 Gd4 20 20 Gd3 53 2 3 58 Gd2 8 8 Apprentice 2 1 3 TOTAL 273 7 3 21 2 306 Further information According to the 2011 Census, 21.6% of West Yorkshire citizens are BME. 2.3 AGE 2.3.1 Wholetime 17-24 25-35 36-45 46-55 56-65 Total Brigade Manager 1 2 3 Area Manager 2 1 3 Group Manager 3 10 13 Station Manager 4 13 26 2 45 Watch Manager 18 63 85 5 171 Crew Manager 23 69 62 2 156 Firefighter 3 133 232 188 4 560 TOTAL 3 178 383 374 13 951 2.3.2 Retained 17-24 25-35 36-45 46-55 56-65 Total Watch Manager 2 2 4 2 10 Crew Manager 7 5 8 1 21 Firefighter 8 42 25 25 5 105 TOTAL 8 51 32 37 8 136 13 Page 5 of 19

2.3.3 Control 17-24 25-35 36-45 46-55 56-65 Total Station Manager 1 1 Watch Manager 1 1 4 2 8 Crew Manager 1 4 6 1 11 Firefighter 2 9 4 8 4 27 TOTAL 2 11 10 18 7 48 2.3.4 Green Book Staff 17-24 25-35 36-45 46-55 56-65 66+ Total Brigade Manager 2 1 3 EO3-4 1 3 4 EO1-2 1 4 1 1 7 Gd14 2 1 3 Gd12 2 2 Gd11 1 1 4 4 10 Gd10 6 10 8 4 28 Gd9 2 7 7 3 19 Gd8 2 11 13 7 8 41 Gd7 19 10 6 13 48 Gd6 2 5 12 4 1 24 Gd5 1 3 3 12 9 28 Gd4 1 2 4 9 4 20 Gd3 2 8 13 15 17 3 58 Gd2 1 1 2 3 1 8 Apprentice 2 1 3 TOTAL 9 57 73 93 70 4 306 2.3.5 Gender 17-24 25-35 36-45 46-55 56-65 66+ Total Male 15 248 421 442 63 3 1192 Female 7 49 77 80 35 1 249 TOTAL 22 297 498 522 98 4 1441 2.3.6 Ethnicity 17-24 25-35 36-45 46-55 56-65 66+ Total White British or Irish 20 276 457 504 96 4 1357 Any Other White 7 4 5 16 Mixed 6 9 7 1 23 Asian or Asian British 2 8 24 4 38 Black or Black British 3 2 1 6 Chinese 1 1 TOTAL 22 297 498 522 98 4 1441 14 Page 6 of 19

2.4 DISABILITY 2.4.1 Wholetime Disabled Not Disabled Total TOTAL 9 942 951 2.4.2 Retained Disabled Not Disabled Total TOTAL 2 134 136 2.4.3 Control Disabled Not Disabled Total TOTAL 1 47 48 2.4.4 Green Book Staff Disabled Not Disabled Total TOTAL 22 284 306 Further information Workforce Disability data may not be completely accurate as the onus is on employees to update this personal information via the SAP HR database 15 Page 7 of 19

3. SICKNESS ABSENCE WORKING DAYS LOST PER EMPLOYEE 1 APRIL 2015 30 SEPTEMBER 2017 Green indicates achieving or exceeding target Amber indicates satisfactory performance (within 10% of target) Red indicates not achieving target Days per Quarter Long term absences due to mental ill health and muscular skeletal continue to be the main causes of absence, the HR Business Partners along with Occupational Health are looking at ways to support individuals back into work at the earliest opportunity which assists with improving individual s overall mental health and wellbeing. The Current Absence and Attendance Policy has recently been reviewed and should assist with earlier return to works for operational staff carrying out modified duties. 16 Page 8 of 19

SICKNESS ABSENCE WORKING DAYS LOST PER EMPLOYEE 1 APRIL 2015 30 SEPTEMBER 2017 Green indicates achieving or exceeding target Amber indicates satisfactory performance (within 10% of target) Red indicates not achieving target Days per Year The service as a whole is slightly over the target set for this point in the year, with the difference between target and actual equating to 434 working days. Ops Response, the largest department in the organisation, continues to perform well. 17 Page 9 of 19

SICKNESS ABSENCE DAYS LOST 1 APRIL 2015 30 SEPTEMBER 2017 BROKEN DOWN INTO LONG-TERM, SHORT-TERM AND NON-CERTIFIED SICKNESS Days per Year 12000.00 10000.00 8000.00 6000.00 4000.00 2000.00 Cert. LT Cert. ST Non-cert. 0.00 2015/16 2016/17 2017/18 to 30 September Certified long term sickness continues to make up the majority of sickness absence. Individuals are fully supported by OHU and HR. SICKNESS ABSENCE MAJOR CAUSES 1 JANUARY 2016 30 SEPTEMBER 2017 Total Days Musculo Mental Gastro Respiratory Lost Skeletal Health Intestinal Cardiovascular Sep 2017 1,010.50 484.00 199.00 52.50 96.50 30.00 Aug 2017 917.50 390.50 251.00 53.50 53.71 32.00 Jul 2017 865.50 354.50 211.00 52.50 78.00 57.00 Jun 2017 820.50 392.00 206.58 38.00 27.00 35.00 May 2017 769.00 400.00 144.00 59.50 48.50 32.00 Apr 2017 795.00 384.50 139.50 52.50 67.61 42.00 Mar 2017 902.00 353.00 121.00 119.00 76.00 56.50 Feb 2017 845.50 309.00 286.00 75.00 142.50 34.00 Jan 2017 895.00 255.00 303.00 133.50 107.50 31.00 Dec 2016 930.00 301.50 247.00 186.50 115.00 30.00 Nov 2016 1161.50 478.50 308.00 101.50 118.50 35.00 Oct 2016 918.00 343.00 241.00 111.50 65.00 2.00 Sep 2016 786.00 261.00 231.50 53.00 63.50 17.00 Aug 2016 822.50 271.00 260.00 66.00 30.00 26.00 Jul 2016 924.50 328.00 307.00 19.50 55.00 69.00 Jun 2016 970.50 331.00 314.00 35.00 63.50 45.00 May 2016 856.50 321.50 230.50 38.50 101.50 25.00 Apr 2016 810.50 294.50 190.00 97.50 92.50 24.00 Mar 2016 970.50 320.50 200.00 209.50 62.50 47.00 Feb 2016 988.50 317.50 169.50 155.50 82.00 44.00 Jan 2016 982.50 284.00 213.00 168.50 87.50 37.00 Total 18942.00 7174.50 4772.58 1878.50 1633.82 750.50 Percentage 100% 38% 25% 10% 9% 4% Support for individuals and managers in dealing with Mental Ill Health continues to be a high priority, training for senior managers is now complete, and we are continuing to work with Leeds Mind to deliver training to all supervisory managers. The Occupational health Unit are also carrying our some analysis on when absence related to muscular skeletal conditions are more likely to occur in a Firefighter s career in conjunction with the work being carried out on our ageing workforce. 18 Page 10 of 19

4. SICKNESS ABSENCE BENCHMARKING WORKING DAYS LOST PER EMPLOYEE 1 APRIL 2017 30 JUNE 2017 This is the most recent data available to WYFRS Thirty UK fire services currently share sickness and absence data amongst themselves, including five of the seven metropolitan services. Latest figures show WYFRS to be better than the national average for days lost to sickness. 19 Page 11 of 19

5. ESTABLISHMENT AND STRENGTH AS AT 30 NOVEMBER 2017 Staff Group No. of Posts following HR Committee 6 October 2017 Establishment Amendments to Establishment Proposed Number of Posts (New Establishment) Whole Time 964 964 Enrolments 1 June to 31 August 2017 7 Employees Leavers and Retirees 1 June to 31 August 2017 Number of People Employed 15 964 Retained 120 120 6 142 @ (87 posts) Control 43 43 48 Green and Blue Book (Non-Operational) Personnel 292 2 # 294 17 11 310 Total 1419 1421 30 26 1464 1.1.1 Further Information - Establishment # On 6 October 2017 the Fire Authority approved the creation of one Gd13 post within Employment Services Organisational Development Manager. An additional Gd3 post (using vacant FTE hours) has been created in Service Delivery Station Clerk. The result of these changes is an overall increase of 2 posts. 1.1.2 Further Information - Employees Nine of the seventeen Green Book new starters are employed on fixed-term or other temporary contracts. Two of the fifteen retirements were due to medical reasons. 20 Page 12 of 19

6. CHANGES IN ESTABLISHMENT AND STRENGTH IN THE PAST 5 YEARS Total Establishment and Strength 21 Page 13 of 19

Summary Figures Establishment and Strength 22 Page 14 of 19

7. NUMBER AND DISTRIBUTION OF POSTS AS AT 30 NOVEMBER 2017 SERVICE DELIVERY SERVICE SUPPORT EMPLOYMENT SERVICES LEGAL & GOVERNANCE CORPORATE COMMUNICATIONS FSHQ TOTALS Previous Approval New Previous Approval New Previous Approval New Previous Approval New Previous Approval New Previous Approval New Previous Approval New Grade Estab Sought Estab Grade Estab Sought Estab Grade Estab Sought Estab Grade Estab Sought Estab Grade Estab Sought Estab Grade Estab Sought Estab Grade Estab Sought Estab ACO 1 1 ACO 1 1 ACO 0 0 ACO 0 0 Chief 0 0 Chief 1 1 Prin Off 3 3 AM 3 3 AM 1 1 AM 0 0 AM 0 0 AM 0 0 AM 0 0 AM 4 4 GM 8 8 GM 4-1 3 GM 0 1 1 GM 0 0 GM 0 0 GM 0 0 GM 12 12 SM 36 36 SM 9-1 8 SM 0 1 1 SM 0 0 SM 0 0 SM 0 0 SM 45 45 WM 128 3 131 WM 43-24 19 WM 0 21 21 WM 0 0 WM 0 0 WM 0 0 WM 171 171 CM 136 136 CM 31-16 15 CM 0 16 16 CM 0 0 CM 0 0 CM 0 0 CM 167 167 FF 530 530 FF 32-32 0 FF 0 32 32 FF 0 0 FF 0 0 FF 0 0 FF 562 562 WT 842 3 845 WT 121-74 47 WT 0 71 71 WT 0 0 WT 0 0 WT 1 1 WT 964 964 Prin Off 0 0 Prin Off 0 0 Prin Off 1 1 Prin Off 1 1 Prin Off 0 0 Prin Off 1 1 Prin Off 3 3 EO 1 1 EO 5 5 EO 2 2 EO 0 0 EO 0 0 EO 1 1 EO 9 9 G14 1 1 G14 0 0 G14 0 0 G14 1 1 G14 0 0 G14 0 0 G14 2 2 G13 0 0 G13 0 0 G13 0 1 1 G13 0 0 G13 0 0 G13 0 0 G13 0 1 1 G12 0 0 G12 2 2 G12 0 0 G12 0 0 G12 0 0 G12 0 0 G12 2 2 G11 3 3 G11 2 1 3 G11 3 3 G11 1 1 G11 0 0 G11 0 0 G11 9 1 10 G10 13 13 G10 9-3 6 G10 0 2 2 G10 3-1 2 G10 0 1 1 G10 1 1 G10 26-1 25 G9 0 0 G9 8-1 7 G9 8 1 9 G9 0 0 G9 0 0 G9 2 2 G9 18 18 G8 23 23 G8 17-6 11 G8 1 6 7 G8 5-2 3 G8 0 2 2 G8 2 2 G8 48 48 G7 8 8 G7 31 31 G7 2 1 3 G7 2-1 1 G7 0 1 1 G7 1 1 G7 44 1 45 G6 3 3 G6 15-4 11 G6 0 3 3 G6 2 2 G6 0 0 G6 3 3 G6 23-1 22 G5 20 20 G5 4-1 3 G5 0 1 1 G5 1 1 G5 0 0 G5 0 0 G5 25 25 G4 1 1 G4 5 5 G4 7 7 G4 0 0 G4 0 0 G4 4 4 G4 17 17 G3 41 1 42 G3 15 15 G3 1 1 G3 3 3 G3 0 0 G3 0 0 G3 60 1 61 G2 1 1 G2 0 0 G2 0 0 G2 4 4 G2 0 0 G2 0 0 G2 5 5 G1 0 0 G1 0 0 G1 0 0 G1 0 0 G1 0 0 G1 0 0 G1 0 0 APP 0 0 APP 1 1 APP 0 0 APP 0 0 APP 0 0 APP 0 0 APP 1 1 Green 115 1 116 Green 114-14 100 Green 25 15 40 Green 23-4 19 Green 0 4 4 Green 15 15 Green 292 2 294 WM 10 10 WM 10 10 CM 20 20 CM 20 20 FF 90 90 FF 90 90 Retained 120 120 Retained 120 120 GM(Con) 0 0 GM(Con) 0 0 SM(Con) 1 1 SM(Con) 1 1 WM(Con) 6 6 WM(Con) 6 6 CM(Con) 12 12 CM(Con) 12 12 FF(Con) 24 24 FF(Con) 24 24 MACC 43 43 MACC 43 43 Total 1120 4 1124 Total 235-88 147 Total 25 86 111 Total 23-4 19 Total 0 4 4 Total 16 16 Total 1419 2 1421 Service Support Transfer of 1 Group Manager (GM), 1 Station Manager (SM), 21 Watch Managers (WM), 16 Crew Managers (CM), 32 Firefighter (Ff) posts from Service Support to Employment Services. Transfer of 3 Watch Manager (WM) posts from Service Support to Service Delivery. Transfer of 2 Gd10, 1 Gd9, 6 Gd8, 1 Gd5 posts from Service Support to Employment Services. Transfer of 4 Gd6 posts from Service Support to Employment Services (1 as a Gd7) Legal & Governance Transfer of 1 Gd10, 2 Gd8 and 1 Gd7 post from Legal & Governance to Corporate Communications. 23 Page 15 of 19

8. RETIREMENT PROFILE OF WORKFORCE (up to January 2027) Fiscal year Fiscal year/period FF CM WM SM GM AM Chiefs Others 2007-08 MAR 2008 1 Result 1 2012-13 JAN 2013 2 Result 2 2016-17 MAY 2016 1 Result 1 2017-18 DEC 2017 2 1 1 JAN 2018 3 1 2 1 FEB 2018 2 1 MAR 2018 3 2 2 Result 8 5 6 2 2018-19 APR 2018 2 1 JUN 2018 2 5 2 JUL 2018 3 1 1 AUG 2018 1 SEP 2018 4 1 5 3 2 1 OCT 2018 3 1 NOV 2018 1 1 DEC 2018 1 JAN 2019 3 1 1 1 FEB 2019 2 MAR 2019 1 1 1 Result 21 6 11 8 5 1 2019-20 APR 2019 4 3 1 4 MAY 2019 2 1 JUN 2019 3 1 1 1 JUL 2019 6 1 2 AUG 2019 3 2 SEP 2019 3 1 4 3 OCT 2019 3 1 NOV 2019 3 DEC 2019 2 1 3 1 JAN 2020 5 2 2 FEB 2020 3 1 MAR 2020 2 3 Result 36 12 20 9 1 2020-21 APR 2020 3 1 2 MAY 2020 1 1 JUN 2020 2 1 JUL 2020 3 1 1 AUG 2020 2 1 1 OCT 2020 2 1 1 1 NOV 2020 1 1 Result 14 5 6 1 1 2021-22 APR 2021 1 AUG 2021 1 2 SEP 2021 1 OCT 2021 1 JAN 2022 1 FEB 2022 1 Result 2 3 2 1 2022-23 APR 2022 1 JUN 2022 1 1 AUG 2022 1 OCT 2022 3 NOV 2022 1 DEC 2022 1 MAR 2023 1 1 2 Result 6 2 4 1 2023-24 APR 2023 1 1 1 MAY 2023 1 1 JUN 2023 3 JUL 2023 1 AUG 2023 1 SEP 2023 2 NOV 2023 1 JAN 2024 7 1 2 FEB 2024 1 Result 13 5 5 1 2024-25 APR 2024 4 1 MAY 2024 2 JUL 2024 1 1 1 OCT 2024 1 NOV 2024 1 JAN 2025 1 FEB 2025 1 MAR 2025 1 Result 8 1 4 2 2025-26 JUN 2025 1 JUL 2025 1 1 SEP 2025 1 OCT 2025 1 JAN 2026 1 FEB 2026 1 1 MAR 2026 2 Result 6 1 2 1 2026-27 MAY 2026 2 JUN 2026 3 JUL 2026 2 SEP 2026 2 OCT 2026 1 NOV 2026 1 DEC 2026 2 1 JAN 2027 2 1 Result 14 1 2 24 Page 16 of 19

9. HEALTH AND SAFETY PERFORMANCE 1 APRIL 2017 TO 30 NOVEMBER 2017 10. OCCUPATIONAL HEALTH KEY PERFORMANCE INDICATORS 1 APRIL TO 30 NOVEMBER 2017 25 Page 17 of 19

11. DISCIPLINE AND GRIEVANCE CASES 1 APRIL TO 30 NOVEMBER 2017 There were no reported cases of bullying or harassment for this period 12. RECRUITMENT STATISTICS 1 JUNE TO 30 NOVEMBER 2017 26 Page 18 of 19

OFFICIAL Occupational Health and Safety Unit - Change to Establishment Human Resources Committee Date: 12 January 2018 Submitted By: Chief Employment Services Officer Agenda Item: 7 Purpose To seek approval to replace the current WM (OHSU) post with a Green Book post Recommendations That the Committee approve the replacement of the WM (OHSU) post with a green book post. Summary The Occupational Health & Safety Unit (OHSU) traditionally has a full time Station Manager post within the unit. In 2012, this position was split between OHSU and HR on a 50/50 basis to work on shared work streams such as ill health pensions and sickness absence. In 2013, the Station Manager post transferred to HR and was replaced with a non establishment Watch Manager (A) post within OHSU, which remains the current position today. The current post holder retires in June 2018 and the opportunity to review the role has been taken. It is believed that the replacement of the Watch Manager post will allow the Authority to recruit a green book staff member with the required skills and experience, within the current departmental budget. Local Government (Access to information) Act 1972 Exemption Category: Contact Officer: None Mark Dixon, OHSM Background papers open to inspection: None Annexes: Job Description 27

1 Introduction 1.1 The Occupational Health & Safety Unit traditionally has a full time Station Manager post within the unit. In 2012, this position was split between OHSU and HR on a 50/50 basic to work on shared work streams such as ill health pensions and sickness absence. In 2013, the Station Manager post was replaced with a non establishment Watch Manager (A) post, which remains the current position today. 1.2 The current post holder retires in June 2018 which has provided the opportunity to review the position. It is believed that the replacement of the Watch Manager post with a green book post, will allow the Authority to recruit a staff member with the required skills and experience at broadly the same cost, with the slight increase being managed within the current departmental budget. 2 Information 2.1 The current WM (A) post within OHSU is a non establishment post and came about following the changes detailed above, which were part of the HR re-structure previously approved by the Committee. A review of the duties has identified there to be no need for any operational knowledge and therefore little benefit to replacing the post like for like on the retirement of the current post holder. 2.2 Currently the unit has responsibility for 4 functions: Occupational Health, Health & Safety, Wellbeing and Firefighter Fitness and is headed up by the Occupational Health & Safety Manager (OHSM). This post has a heavy workload and with no deputy or assistant manager therefore giving little resilience or support. This also means the OHSM is involved in day to day management issues which are detracting from the more strategic elements of the role. 2.3 A large element of the current post holder s role is coordinating mental health & wellbeing work and this will continue to be the main element of the proposed new green book role. Additionally however, the post will also provide support to the OHSM by managing the unit on a day to day basis and deputising for the OHSM on all 4 functions of the unit. 2.4 This additional responsibility will also free up some resource for the OHSM to deliver the work resulting from the collaboration project, which was recently approved by the Tri- Service Collaboration Board; an objective now incorporated into the 2018/19 action plan. 2.5 The employment of a green book post will allow the Authority to recruit a staff member with the desired skills, experience and qualifications to continue to support the unit in supporting the Authority, whilst providing additional resilience and support for the Unit. The slight additional cost will be managed within the current unit budget, from a staff member who is reducing their hours; therefore the overall result will be cost neutral. 3 Financial Implications 3.1 This involves the conversion of a grey book post to green book. As a consequence, the firefighter establishment will need to be reduced by one post. The current versus proposed post costings are detailed below: Post Cost (incl on costs) Watch Manager (A) 45,624 Green book grade 12 (provisional grading) 46,530-48,924 4 Human Resources and Diversity Implications 4.1 There are no HR and/or diversity implications. 28

5 Health and Safety Implications 5.1 This will improve the resilience of the Health and Safety Unit. 6 Service Plan Links 6.1 Appointing competent, qualified and experienced staff to this post will assist the Unit in delivering against the objective of promoting the health, safety & wellbeing of all employees. 7 Conclusions 7.1 Replacing the current WM (OHSU) post with a green book post Assistant Occupational Health, Safety & Wellbeing Manager will ensure the post holder will have the required skills, knowledge, competence and experience to further champion the great work already started within the OHSU, especially around mental health and wellbeing. The opportunity to create an Assistant Manager role, with minimal financial implications, will provide additional resilience to the department management structure and create some capacity for the additional work which will be generated from the tri-service collaboration initiative. 29 Page 3 of 3

Agenda item 7a WEST YORKSHIRE FIRE & RESCUE SERVICE JOB DESCRIPTION POST TITLE: GRADE: RESPONSIBLE TO: RESPONSIBLE FOR: PURPOSE OF POST: Assistant Occupational Health, Safety & Wellbeing Manager 12 (Provisional) Occupational Health, Safety & Wellbeing Manager Senior OH Nurse, H&S Advisor, Authority Fitness Advisor (direct reports) and a further 4 staff. To provide occupational health, safety & wellbeing advice and guidance to senior managers. To develop and implement occupational health, safety & wellbeing policies, procedures and projects. To act as wellbeing lead by coordinating health & safety, occupational health, fitness and other initiatives in the development of a Wellbeing Strategy. MAIN DUTIES AND RESPONSIBILITIES 1 Provide advice and guidance to senior managers on occupational health policy matters, health & safety, fitness and wellbeing matters. 2 Participate in the development and implementation of occupational health, health & safety, fitness and wellbeing policies and procedures. 3 Assist the Occupational Health, Safety & Wellbeing Manager to monitor any changes in legislation to ensure policies & procedures are legally complaint. 4 Provide advice and guidance to employees and managers on occupational health policy matters, health & safety, fitness and wellbeing matters. 5 Manage the Occupational Health & Safety team on a day to day basis 6 Act as the lead manager for staff wellbeing across the organisation 7 Oversee the Authority s Welfare Policy & arrangements 8 Manage the Authority s Cycle to Work Scheme 9 Develop, implement, monitor and review a Wellbeing Strategy which combines occupational health, health & safety, fitness & nutrition and other strands together into a coherent strategy. 10 Design, implement, deliver and oversee wellbeing and mental health training. 30

Agenda item 7a 11 Assist the Occupational Health, Safety & Wellbeing Manager with producing reports to Management Board and the Human Resources Committee. 12 Oversee the delivery of occupational health, health & safety, fitness and wellbeing projects and initiatives. 13 Develop and submit capital and revenue bids for any projects the unit are leading on. 14 Develop and submit any identified Occupational Health & Safety Unit training bids. 15 In liaison with Corporate Communications, develop a communication strategy to effectively communicate occupational health, health & safety, fitness and wellbeing messages and raise the internal profile of the unit. 16 Deputise for the Occupational Health, Safety & Wellbeing Manager. 17 Represent the Occupational Health & Safety Unit at internal and external meetings and conferences. 18 Implement and promote the Authority s: a. Health and Safety Policy b. Equality and Diversity Policies c. Information Security Management System polices 19 Be responsible for ensuring any data produced in relation to the post is accurate and current. 20 Undertake any other duties commensurate with the post as directed by the Occupational Health, Safety & Wellbeing Manager. 31

Agenda item 7a PERSON SPECIFICATION/SHORTLISTING CRITERIA In order to be shortlisted for the post you will need to demonstrate your ability to meet the requirements of the role by giving clear, concise examples of how you meet each of the following person specification criteria on your application form. Please list or number the competency criteria against which you are providing evidence/examples. You will only be shortlisted from the details in the application form if you meet all Essential criteria, i.e. items you must be able to do from day one to be able to perform the role. If a large number of applications are received, only those who also meet the Desirable criteria will be shortlisted, i.e. criteria you need to undertake the role, but which could be learnt during training. There may be some criteria that are identified through Selection Process only. You will only be assessed on these criteria during the selection process and not from your application form, this may involve tests, presentations, interview etc. Experience 1 Demonstrable experience in health & safety management including the provision of competent health & safety advice. 2 Considerable experience of managing staff and leading a team 3 Demonstrable experience of advising on occupational health policy issues. 4 Experience of developing and implementing policies and procedures 5 Possess up to date knowledge of health & safety legislation 6 Demonstrable experience of successfully managing projects 7 Demonstrable experience in implementing wellbeing projects & initiatives. 8 Demonstrable experience of advising on diet, nutrition and fitness. Essential/ Desirable Essential Essential Essential Essential Essential Essential Essential Desirable Where Identified Application & Selection Process Application & Selection Process Application & Selection Process Application & Selection Process Application & Selection Process Application & Selection Process Application & Selection Process Application & Selection Process Education and Training Essential/ Desirable Where Identified 9 NEBOSH General Certificate Desirable Application 10 NEBOSH Diploma Desirable Application 11 Degree in relevant subject area or equivalent demonstrable experience. Essential Application 32

Agenda item 7a 12 Evidence of continuing professional development Essential Application & Selection Process Special Knowledge and Skills Essential/ Desirable Where Identified 13 Excellent verbal and written communication skills Essential Application & Selection Process 14 Ability to prioritise and meet conflicting deadlines Essential Application & Selection Process 15 Excellent IT skills (Microsoft Packages) Essential Application 16 Demonstrate commitment to good data quality within Essential Selection Process all areas of work 17 Demonstrates commitment to taking a leading role in Essential Selection Process driving forward WYFRS commitment to equality and diversity and demonstrates an understanding of the importance of equality and diversity to WYFRS as an employer and service provider 18 Demonstrate an understanding of and ability to Essential Selection Process implement health & safety in the work place 19 Hold and maintain a current full valid driving license Essential Application & Selection Process Created November 2017 33