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StaffGovernanceCommittee/Report/ Page 1 of 50 Version 2.0: 26/11/2019 ProgressandPerformance2019-20Qtr2
Report No: C/SGC/26-19 Agenda No: 7
PEOPLE AND ORGANISATIONAL DEVELOPMENT
PROGRESS AND PERFORMANCE REPORT
QUARTER 2 2019-20
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1.1.2 Introduction
This report outlines the performance of the POD Directorate against the Priorities set out by
Scottish Government in the Fire and Rescue Framework for Scotland 2016 which states “The
SFRS should aim to be an employer of choice – maximising the effectiveness of its
approach to Workforce Planning; promoting the safety, health and wellbeing of all staff;
and being a learning organisation with opportunities for all. The SFRS should also seek
to be an organisation that is more representative of the people and communities that it
serves.” In turn these priorities have been identified in the SFRS Strategic Plan as “We are
a great place to work where our people are safe, supported and empowered to deliver
high performing innovative services.”
1. Talent: Deliver and regularly review the Workforce and Strategic Resourcing Plan
• A full review of R&S practices within SFRS has commenced to ensure that policy, process,
guidance documents and practices are legally compliant, consistent, fair and transparent,
and have the ability to support the SFRS resourcing requirements. With a number of
workstreams established in support of this.
• Finance and Contractual Services continue to work with the Scottish Public Pensions
Agency to improve the accuracy of retirement data provided to workforce planning. Analysis
of uniformed staff retirements has enabled the development of more reliable recruitment
and promotion schedules, underpinning not only strategic workforce planning but other
stakeholder initiatives.
2. Support, promote and monitor the development of a positive transparent
working culture
• A three-year SFRS Positive Action Strategy has been developed which outlines the benefits
of diversifying the SFRS workforce and the Services commitment to priorities and actions
to be developed and implemented to attract, recruit and retain people from a range of
underrepresented groups to represent Scotland’s diverse communities. This will be
progressed through governance arrangements in Q3.
• Evaluation of the 'Career Ready' pilot programme has commenced.
• Embedding of the Firefighter Modern Apprenticeship (MA) Programme continues and has
been informed by the first advisory compliance visit from Skills Development Scotland. An
additional 84 Firefighters new starts commenced their MA in Q2.
• All 39 Staff Survey local action plans are completed and have been published on iHub.
• A new section has been added to the report to reflect Leadership and Development
progress and activities.
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• The Evaluation of Executive Leadership Development Programme (LDP) has been
completed. We continue to build leadership capacity through the continued implementation
of the Strategic, Middle Manager and Supervisory LDPs.
• The Leadership for Change Programme implementation has been approved and work has
commenced with the SMT to identify priority participants prior to onward implementation
across Middle and Strategic Manager level leaders.
3. Deliver Pay, Reward and Benefits frameworks, maintaining harmonious
Employee Relations
• The NJC agreed a 2% pay increase for Uniformed staff aligned to the Grey Book in Q2,
effective from 1st July 2019. Work is being undertaken to ensure both salary and associated
pay arrears are paid in Q3. This has significantly reduced the number of Uniformed staff
receiving pay protection, due to detriment arising from the harmonisation of uniformed staff
terms and conditions, to around 58 with 38 of these being Retained Duty System staff.
• The development of a SFRS Employee Recognition Scheme is nearing completion and is
due to be launched in Q4.
• Final negotiations in respect of the harmonisation of Retained Duty System terms and
conditions have been concluded in Q2 and next steps are being considered.
4. Ensure compliance with employment legislation and the application of efficient
working practices
• The POD Policy Schedule has been updated to reflect both the new POD structure and
reviewed Policy requirement priorities. This will be presented to POD Directorate
Management Team in November and will progress through onward governance thereafter.
• A major project has been established to ensure all relevant employees hold membership of
the Protecting Vulnerable Groups Scheme, in order that SFRS and individuals meet the
requirements of the Protection of Vulnerable Groups (Scotland) Act 2007.
5. Operational readiness: training for operational competence
Whilst the performance data continues to highlight challenges, contained within the main
body of the report, the Training Directorate continues to seek opportunities to improve
performance. Positive engagement with Service Delivery Area staff and progress being
made through the TED Review will support the continued drive for improvement.
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6. Health and safety: improvement plan and legislative compliance, health and safety
events
• Progress against the SFRS Health and Safety Improvement Plans is currently 19% with 7
actions completed against a target of 36 actions
• Accidents/injuries have decreased by 18% (51 compared to 42) for the same quarter last
year, vehicle accidents decreased by 7% and near miss reporting decreased by 10%, which
is reflective of the decrease in accident injuries and RIDDOR.
• RIDDOR has decreased by 80% (1 compared to 5 for the same quarter last year)
• Acts of violence have reduced by 23% (10 compared to 13 for the same quarter last year).
• Slow speed vehicle accidents indicate driving assistants were only used in 13% (7 of 55) of
these.
• The progress and quality of significant event investigations continues to prove challenging
with many of the current investigations approaching 1 year.
7. Wellbeing: managing attendance, fitness and wellbeing services
• Short-term absence has remained the same overall percentage of 1.5%, despite some staff
groups increasing in this quarter compared to Q1 2019/20.
• Long-term absence, overall, has decreased by 0.1% compared to Q1 2019/20 with small
increases in only 4 of the staff groups.
• Health and Wellbeing have attained 100% compliance fitness assessments and 98% with
medical assessments.
• A new Clinical Lead was appointed in Q2.
• An options appraisal was submitted to SLT on delivery models to provide vaccinations to
front line operational staff. A project dossier will be produced in Q3.
• An event was held for POD staff aimed at supporting staff to manage their own mental
health more effectively and also to provide them with tools to support the wider Service
through their roles.
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PROGRESS FROM LAST QUARTER
We will develop plans to
ensure that our current
and future workforce
needs are understood
and planned for
Accurate forecasting of
retirements improved our
ability to ensure we had
sufficient candidates to
support all service delivery
areas following the recent
wholetime firefighter
campaign.
Scheduling of smaller intakes
of trainee firefighters in Q4 will
result in less dramatic
fluctuation in operational
availability.
Recruitment and promotional timeline produced up
to 2021, with retirements mapped out to 2024.
Work is ongoing with Finance and Contractual
Services to improve accurate retirement dates for
staff.
Promotion campaigns for Crew Commander, and
Senior Management Appointments being reviewed
and enhanced for delivery in Quarters 3/4.
External transfers vacancies being progressed for
specific vacancies.
Workforce Planning continuing to support the
Service Delivery Programme and Operational
Availably Groups.
CR 6.2 & 6.3
Support, promote and monitor the development of a positive transparent working culture
Workforce Development The Evaluation of Executive
Leadership Development
Programme (LDP) has been
completed and has
progressed through
governance. The Strategic,
To prioritise and optimise attendance for both
Middle Manager and Supervisory Leadership
Programmes, further engagement and programme
information communications progress regarding
the 2020-21 Learning Needs Analysis (LNA).
CR 6.1 & 6.3
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Middle Manager and
Supervisory LDPs continue to
be delivered with additional
modules for the SupLDP
successfully implemented.
Discussions with the
RDS/VDS working group /
project have commenced to in
consideration of development
delivery models for these staff
groups.
Engagement for the 2020-21
Learning Needs Analysis
process progresses to align
and prioritise attendance for
the Middle Manager and
Supervisory LPDs with
Service needs.
The Leadership for Change
Programme has been
approved and work has
commenced with the SMT to
identify priority participants
prior to onward
Evaluation of all LDPs by a cross functional working
group will be further supported by established
Training Quality Management Systems
Management Review Group to assess the
effectiveness of the programmes and identify
improvement actions.
A User Intelligence Group has been constituted to
enable best value through establishment of a
Leadership and Development Commodity Strategy.
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implementation across Middle
and Strategic Manager level
leaders.
Review and develop
relevant guidance
documents and toolkits
that promote and ensure
that SFRS Recruitment
and Selection (R&S)
processes and practice
are consistent, fair and
transparent.
Action required to ensure legal
compliance and address and
recognise the perceptions
detailed within the 2018 Staff
Survey.
A number of workstreams have been established to progress the review of the full recruitment life cycle for each staff group. A structured debrief of the 2019 Wholetime Firefighter Campaign took place, the findings from which have been consolidated into a series of proposals that will be progressed in advance of future campaigns.
The terms of reference for the RDS/VDS Steering
Group have been reinvigorated and a number of
areas to enhance the R&S process have been
prioritised for improvement.
Promotion campaigns for Crew Commander and
Watch Commander have been reviewed and
updated, these changes will be tracked over other
campaigns.
A review of SFRS R&S brand and information held
on the SFRS website and iHub is also being
undertaken and in support of this the “Resourcing
CR 6.3
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Process” pages on iHub have been updated and
now signpost stakeholders to relevant policies,
forms and guidance documents.
The key focus in Q3 is to commence a
benchmarking exercise with other UK FRS and
external organisations.
Ongoing engagement with stakeholders continues
to ensure a collaborative approach.
A communications strategy is currently being
developed to share key messages, promoting the
work already undertaken and signposting the
ongoing development activity.
Review of the SFRS
Dignity & Integrity at
Work Policy and SFRS
approach to Bullying,
Harassment and
Discrimination.
Perceptions of a culture of
bullying, harassment &
discrimination within SFRS
were suggested within the
2018 Staff Survey results.
Progress against the Bullying, Harassment &
Discrimination Project Plan continues. Analysis of
procedural data has been undertaken and identified
a number of themes for consideration.
Content for a series of workshops, allowing staff the
opportunity to comment on/shape actions to be
taken, are being developed and these will take
place in Q3/4. Feedback received will shape the
review of policy and reporting arrangements.
CR 6.2
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An engagement and communication strategy to
support the project is being developed.
Develop and progress
Positive Action work to
improve the attraction of
candidates and retention
of employees from
underrepresented groups
within SFRS, for roles
across all employee
groups.
SFRS current workforce is not
representative of the diverse
communities of Scotland.
Focused work is required to
develop and maintain a
positive / transparent working
culture and climate that is
aligned with SFRS Values
A Positive Action Strategy has been finalised in Q2
aimed at directing activities and engagement to
improve attraction and retention of people from
underrepresented groups within SFRS.
A review of the Balancing the Workforce Profile
Action Plan is underway. This will ensure actions
include those related to the Positive Action Strategy
and are appropriate and prioritised, with the revised
plan progressing through governance in Q3/4.
A long-term communication and engagement
strategy is currently being developed in support of
the Strategy.
CR 6.2
Progress against
outcomes from the Staff
Survey.
All 39 local action plans
produced and published.
All outstanding local action plans now published on
iHub. Updates on progress against the Staff Survey
National Action Plans and Local Action Plans
collated by Strategic lead will inform updates to
progress through governance in Q3.
CR 6.2
Career Ready 'Career Ready' pilot
evaluation process
commenced in Q2.
Evaluation of the 4-week student placement
element of the ‘Career Ready’ pilot progresses.
Mentoring continues for the pilot student
CR 6.2
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participants. Data and outcomes continue to be
gathered to inform recommendations in Q4.
Carer Positive Benchmarking undertaken
to inform next steps in
developing wider supports
for employees who are
carers.
Benchmarking undertaken to inform development
of a ‘Carer Passport’ and Carer employee
network; content for iHub carer section scoped;
employee guidance outlining support available to
carers to be developed. Development to progress
into Q3, for completion Q4.
CR 6.2
Implementation of FF
Modern Apprenticeship
(MA)
Implementation of FF
Modern Apprenticeship
(MA) continues with
development actions
identified to further embed
processes from the Skills
Development Scotland
(SDS) first advisory
compliance which took
place in Q2.
In Q2, wholetime firefighter (WTFF) new starts
continue to be registered and milestone funding
claims submitted to SDS for September 2018
WTFFs starters. Vocational (VQ) &
Apprenticeship (MA) coordinator post advertised
and business case for VQ & MA admin resource
developed for consideration within the 2020-21
SFRS Business Case process.
WTFF new starts continue to be registered with
SDS and funding claims processed at relevant
milestones. To date total £180,533 has been
claimed set against a MA projected levy value of
£399,478.
CR 6.2
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Deliver Pay, Reward and Benefits frameworks, maintaining harmonious Employee Relations
Standardisation of
Uniformed terms and
conditions
Engagement with the
Trade Union on the review
of a number of the revised
terms to evaluate their
impact/effectiveness has
now been completed.
Meetings with Trade Union took place in Q2 to
discuss analysis and any issues arising from
these reviews. The results of the full reviews into
the agreed Interim Policies relating to Transfers
and TOIL have demonstrated that these are
meeting stakeholder expectations.
The outcomes will be progressed through
governance routes in Q3 recommending
finalisation of these policies.
Engagement continuing with stakeholders,
including Representative Bodies and Service
Delivery regards operational impact and guidance
to support implementation of phase two of the
Detached Duties Policy in Q4. To enable staff
familiarisation with the new version of Kronos, this
will go live in November 2019 as the 2020 leave
portal opens. Revised Detached Duty zones will
then go live in the first week of January 2020.
A final review of Detached Duty Policy will take
place at six months following the implementation
of the revised DD zones.
CR 3.11 and
6.1
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Standardisation of RDS
terms and conditions
Following a period of
protracted negotiations,
final negotiations have
concluded in Q2 and it is
necessary to consider next
steps in relation to this.
Negotiations have concluded in Q2. Next steps
are being considered however, the proposed
implementation date of January 2020 will no
longer be achievable due to the protracted nature
of these discussions.
Communications and implementation plan being
developed to support the outcome of these
negotiations and implementation subject to
agreement being reached.
CR 3.11 and 6.1
Standardisation of TED
Instructors working
arrangements
Negotiations have not yet
commenced on
harmonised T&Cs for
Instructors. This was
postponed to allow the
recommendations of the
TED review and the
ongoing negotiations on
broadening of the
Firefighter role to be fully
considered in order to
inform service need with
regards to Instructional
staff.
This will impact on the
original timeline set out for
The working group has continued to meet to assess requirements to meet current and future service needs and draft terms of reference have been developed to support collective bargaining related to this review. The draft ToR will be provided to the Remuneration, Appointments and Nominations Sub-committee in December 2019 for noting prior to further discussion with representative bodies. This will ensure that relevant preparatory work is in place to mitigate any slippage and to inform discussions with the representative bodies, which, will commence on completion of the wider pay negotiations.
CR 3.11 and 6.1
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implementation of revised
T&Cs for this group.
Develop and implement
enhanced reward
package for a broadened
Firefighter role
Significant progress has
been made with
negotiations in Scotland
continuing in Q2 facilitated
by the NJC.
Negotiations are nearing a conclusion however,
these will continue into Q3.
CR 3.11 and 6.1
Co-ordination of annual
pay reviews and
settlements
The NJC agreed a 2%
national pay deal for 19/20
for uniformed staff aligned
to the Grey Book at the end
of Q2.
Work is underway to ensure the payment of salary
and associated pay arrears from effective date of
1st July 2019 in Q3.
CR 3.11 and 6.1
Develop and implement
an SFRS Total Reward
framework
Issues were raised in the
feedback from the 2018
Staff Survey that staff did
not feel valued or
recognised for their
contribution.
Formal consultation on the draft SFRS Employee
Recognition Scheme began in Q2 and it will
complete relevant governance routes for
approval at the end of Q3. The launch of the
Scheme is expected in Q4 and a communications
strategy is currently being developed in support
of this.
CR 3.11 and 6.1
Implement Job Analysis
and Evaluation based on
ongoing SFRS
requirements.
There are challenges with
ongoing resource and
resilience to support
ongoing SFRS
requirements for Job
Evaluation role assignment
Due to competing priorities for those carrying out
assessments, there are continued challenges in
meeting expectations related to timescales for
completing Role Assignments. To address this,
ongoing development and coaching continued for
members of the HROD team in Q2. This will
improve resilience and broaden the available
CR 6.2
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of new or amended Support
Staff roles.
resources to complete role assignments within a
specified timeframe. Based on the number of
assignments received and the support
implemented this has ensured that reasonable
timescales were met for Q2.
Ensure compliance with employment legislation and the application of efficient working practices
Legal and Regulatory
compliance
A major project has been
established to ensure all
relevant SFRS employees
hold membership of the
Protecting Vulnerable Groups
Scheme, in order that SFRS
and individuals meet the
requirements of the Protection
of Vulnerable Groups
(Scotland) Act 2007.
A Project Dossier was approved at TMPC in Q2.
The scoping exercise to establish relevant
operational roles has been completed and
outcomes approved by SMT.
The introduction of PVG membership for all
employees in roles from Firefighter to Station
Commander becoming a contractual requirement
has resulted in a delay in staff returning PVG
applications. Further engagement has taken place
with the Trade Unions to ensure their support in
progressing these returns in line with expected
timescales.
This has resulted in a slight delay to progressing
applications however this will not have a lasting
effect on the PVG project.
CR 5.2
Operational readiness: training for operational competence
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Embed Core
Competence skills
across the Service
The SFRS requires to
provide suitable and
sufficient training to staff.
Performance information
and the ongoing TED
Review identify challenges
in this regard.
The TED Review has analysed legislative
compliance, alignment with national Operational
Guidance (NOG), TED Capacity, Training
Delivery Models and Training Infrastructure to
support continuous improvement in embedding
and achieving core competence skills across the
organisation.
The TED review which provides several
recommendations to improve operational training
methodologies within the SFRS was presented to
SLT at their Business Brief on 12/08/19 and then
approved at the formal SLT on 26/08/19.
A cross-directorate strategic workshop was tasked
with formulating a plan for implementation of these
recommendations. This resulted in a proposal,
which is currently under consideration, to instigate
a formal programme of work (Training Programme
for Change) to oversee implementation by way of a
continuous improvement plan.
CR 2.2
A lack of structured core
training activities for Flexi-
Duty Managers was
identified and included as a
Flexi-Duty Managers (FDM) Training for
Operational Competence (TfOC) roll out
continues. Year 2 of the 3-year FDM TfOC
programme is now under implementation
CR 2.2
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programme of work within
the TED Functional Plan.
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Ensure suitable and
sufficient development in
place to affect Service
Transformation
Potential negative impact on
the SFRS capacity and
capability to deliver training
associated with Service
Transformation programmes
TED are working closely with the respective Project
Managers for Programme Office to ensure all
training impacts and training requirements are
identified and considered within TED’s 3yr
Functional Plan.
TED are engaged in the SPPC Planning
Workshops to ensure interdependencies are
identified early and work / resource is prioritised
according to Strategic risk. This will allow a
structured plan relative to the provision of training
to be produced and agreed.
Implementation of TED Review recommendations
will assist in increasing resource flexibility across
the training function which, will subsequently aid
the progression of transformational projects.
CR 3.7
Health and safety: legislative compliance, audit and improvement, significant events
Develop and facilitate
SFRS, SDA/Directorate
HS improvement plans
SFRS SDA/Directorate HS
improvement plans were
developed and agreed with
business partners for 2019-
20. HS continue to facilitate
completion through formalised
meetings. Progress by risk
owners against the action
plans continues to be
challenging. Full details are
contained within 3.6.1
To drive improvement across the SFRS quarterly
progress reports will be submitted to the SLT.
CR 2.1
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Implement risk reduction
strategies
Driver Safety Group:
Discussions continues
around the increase in slow
speed manoeuvres and
behavioural safety factors.
In order to streamline
documentation and provide
greater clarity on
responsibilities a new SFRS
Drivers Handbook and
supporting Management of
Occupational Road Risk
Management Arrangements
will be issued in quarter 3.
The issue of a series of
briefing sessions has been
extended to quarter 4 due
the development of short
films to support the brief.
Challenges remain with the progression of actions
against the associated action log. This continues to
be scrutinised by the Chair
CR 5.3
The agreed action plan from
the Contaminants Group are
progressing well.
Activities include reinforcement of current safe
practices, review of practices to minimise exposure
at operational incidents, an audit of buildings,
facilities and equipment all aimed at reducing
contaminant levels. The progression of scientific
trials to establish the presence of asbestos at
operational incidents has been delayed due to
difficulties in procuring this service. Work is ongoing
to consider alternative options.
CR 5.3
Think, Act Stay Safe
(TASS) modules for
development in 2019-20
HS continue to meet with ICT to progress the
development of the system. Progress is now being
monitored by the National Health and Safety Board
CR 5.3
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have been scoped out by
Health and Safety, however
confirmation of a go live
date is yet to be provided
by ICT. Issues surrounding
technical interface with
iTrent have apparently been
resolved and will be subject
to testing in
November/December 2019.
Develop proposals to
enhance the safety
culture
Management of Risk at
Operational Incidents
Framework: Dialogue has
commenced with R &R and
proposals being developed
for implementation. Further
discussion is anticipated
before a roll out programme
is developed.
Proposed implementation has been drafted and is
being discussed with R&R
CR 2.1
Wellbeing: healthy working lives, managing attendance, fitness and wellbeing services
Health promotion and ill
health prevention
programmes
HW have attained 100%
compliance with fitness
assessments.
SFRS Medical Compliance
rate is 98% which is a 1%
reduction since Q1. This is
due to scheduling
challenges associated with
recruitment medicals.
A rolling 3 yearly assessment programmes
should maintain this compliance rate.
Medicals are now rescheduled following the RDS
recruitment phase and prior to further RDS and
Wholetime recruitment. A review of resource
allocation across SDA’s will be undertaken
during Q3 to minimise any further impact on
compliance rate.
CR 2.1
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Occupational Health
Referrals
There has been an
improvement in waiting
times for all new
management referrals as
well as for reviews.
A steady reduction in waiting times continues
through a more effective use of HW resources
across different areas.
Health and Wellbeing will continue to closely
monitor appointment waiting times to ensure the
most effective allocation of resources across
SDA’s.
CR 5.3 and
CR 6.2
Health Promotion A Health Promotion
Calendar has been
developed to guide
development of events,
activities and resources to
raise awareness of key
health topics.
Health and Wellbeing supported the Family
Support Trust Steptember Health Promotion
campaign. Walking and Running groups were
run at a number of SFRS locations to support
staff increase the amount of physical activity they
undertake.
CR 5.3 and
CR 6.2
Gap analysis of
legislative compliance
including Clinical
Governance and Health
and Safety Audit
Programme
Health and Wellbeing
continue to progress a range
of year 2 actions as detailed in
the Clinical Governance
Action Plan.
A new Clinical Lead was appointed in Q2 and will
take this forward to achieve completion of year 2
actions.
CR 5.3 and
CR 6.2
Production of HSW Annual Report 2018-19
First draft report now
reviewed by Head of HSW
and submitted to graphics
team for production and
progression through
governance route.
Initial presentation of report will be in graphics
format for NHSB during Q3.
CR 2.1
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2. Summary of Key Metrics: Q2 2019-2020
WORKFORCE PLAN
EMPLOYEE GROUP RBC DD FDS TOTAL
WDS RDS VDS OC SS TOTAL
(ALL)
Target Operating Model (FTE) 3021 392 260 3670 3309 405 170 795 8349
ACTUAL (FTE) 2963 334 269 3566 2581 262 189 759 7356
ACTUAL (HEADCOUNT) 2963 335 269 3567 2943 321 194 809 7834
VACANCY (FTE) 58 52 -9 98 728* 143* -19 36 987
VACANCY RATE (%) 2 13 0 3 22 35 0 5 12
TURNOVER RATE (%) 1 1 1 2 2 1 2 1 1
NEW STARTS (FTE) 81 0 1 82 43 1 0 22 148
EMPLOYEE RELATIONS
EMPLOYEE GROUP RBC DD FDS TOTAL
WDS RDS VDS OC SS TOTAL
(ALL)
NO. OF STAFF IN DETRIMENT AGAINST EMPLOYEE GROUP
0 0 0 0 0 0 0 21 21
NO. OF DISCIPLINE CASES AGAINST EMPLOYEE GROUP
3 0 0 3 5 0 3 0 11
NO. CONCLUDED WITHIN 4 WEEKS 0 0 0 0 0 0 0 0 0
NO. OF FACT FINDING INVESTIGATIONS CARRIED OUT AGAINST EMPLOYEE GROUP
12 0 2 14 9 0 3 0 26
CULTURE
EMPLOYEE GROUP RBC DD FDS TOTAL
WDS RDS VDS OC SS TOTAL
(ALL)
NO. OF GRIEVANCE CASES AGAINST EMPLOYEE GROUP
3 0 0 3 0 0 0 1 4
NO. CONCLUDED WITHIN 4 WEEKS 2 0 0 2 0 0 0 1 3
NO. OF BULLYING AND HARASSMENT CASES
0 0 0 0 0 0 0 0 0
OPERATIONAL TRAINING
EMPLOYEE GROUP RBC DD FDS TOTAL
WDS RDS VDS OC SS TOTAL
(ALL)
OPERATIONAL CORE COMPETENCE (% OF STAFF DEEMED COMPETENT
AGAINST REQUIREMENT) 93
93 70 22
79
INCIDENT COMMAND COMPETENCE (% OF STAFF DEEMED COMPETENT
AGAINST REQUIREMENT) 85 91
85 88 79
87
SPECIALIST RESCUE COMPETENCE (% OF STAFF DEEMED COMPETENT
AGAINST REQUIREMENT) 101
101
101
COMPLIANCE WITH MANDATORY MAINTENANCE PHASE TRAINING (% OF STAFF DEEMED COMPETENT AGAINST
REQUIREMENT)
76(S) 84(A)
76(S) 84(A)
52(S) 59(A)
10(S) 2(A)
61(S) 76(A)
* Please note vacancy figures were incorrect in quarter one due to error in formulas. The RDS vacancy figure should have been 717 and not 259. The
Volunteer figure should have been 141 not 323.
(S) Standard Modules (A) Advanced Modules
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HEALTH AND SAFETY *ratio is based upon FTE
EMPLOYEE GROUP RBC DD FDS TOTAL
WDS RDS VDS OC SS TOTAL
(ALL)
1:100 OF ACCIDENTS/ INJURIES 0.84 0.27 0 0 0.65 0.57
1:100 OF RIDDOR REPORTABLE INJURIES
0.02 0 0 0 0 0.01
1:100 OF NEAR MISS EVENTS 0.75 0.43 0 0.5 0.53 0.59
1:100 OF ACTS OF VIOLENCE 0.11 0.23 0 0 0 0.14
1:100 OF VEHICLE ACCIDENTS 1.23 0.27 0 0 0 0.75
1:100 PER STAFFING GROUP 2.97 1.2 0 1.0 1.59 2.05
NOS. ACCIDENT FREE DAYS
26
WELLBEING
EMPLOYEE GROUP RBC DD FDS TOTAL
WDS RDS VDS OC SS TOTAL
(ALL)
MEDICAL COMPLIANCE RATE (%) 100 100 99 99 98 98 98
FITNESS COMPLIANCE RATE (%) 100 98 100 100 99 100 100
SHORT TERM ABSENCE (% OF WORKING DAYS LOST VERSUS DAYS
AVAILABLE) 3 1 1 2 1 0 3 2 2
LONG TERM ABSENCE (% OF WORKING DAYS LOST VERSUS DAYS
AVAILABLE) 1 2 3 2 2 1 3 4 2
OVERALL ABSENCE (% OF WORKING DAYS LOST VERSUS DAYS AVAILABLE)
5 3 3 4 3 1 6 5 4
% OF STAFF ON MODIFIED DUTIES 28 0 3 31 16 0 0 0 47
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3. Analysis
3.1 Talent: Workforce Profile and Succession planning
3.1.1 Workforce Profile
The information above reflects the budgeted Target Operating Model (TOM) against the Full-
time Equivalent (FTE) for each of the employee groups for Q2 2019-20.
RBC40%
Day Duty4%Flexi Duty
4%Control
3%
RDS35%
Volunteer4%
Support10%
Workforce Profile Q2
3021
392257
170
3309
405
795
2963
334.0 269189.0
2581
262
759
0
500
1000
1500
2000
2500
3000
3500
RBC Day Duty Flexi Duty Control RDS Volunteer Support
Workforce ProfileQ2
TOM Q2
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The Resource Based Crewing (RBC) figures do not include 81 Trainee Firefighters (TFF) that
started in September 2019, as they are on their task and task management course and will not
be operational until January 2020.
Support staff vacancy management has been under renewed focus and have shown a marked
improvement, a dedicated resource will continue to scrutinise and promote good practice in
this area.
RDS and VDS attraction, recruitment and selection remains a key objective. Recent
developments with PVG delays have caused issues with intakes. HROD are working with
stakeholders to review the recruitment schedule to allow contingency time.
3.1.2 Wholetime Duty System staffing forecast (up to June 2020)
Day Duty (DD) uniformed TOM remains deficient for a number of reasons including the fact
that supporting this would add additional challenge to maintaining RBC. It should be noted that
RBC is further depleted due to 9 Flexi Duty (FD) Commanders being crewed above the TOM.
With an additional five staff to be seconded out of RBC in Q3 2019 to support the Conference
of the Parties (COP) 26. If we add the Q2 absence rate of 5.37% (167 staff), we can illustrate
that the reality is that the cumulative TOM deficiency will be 7.28% (220 staff)
The balance of RBC, recruitment and trainee intakes is informed by monthly Operational
Availability Group meetings chaired by the DCO. This ensures that stakeholders are co-
ordinated in managing availability within current confidence levels despite deficiencies in the
TOM.
Forthcoming TFF intakes are scheduled for January – 36 TFF, February – 24 TFF and March
24 TFF, this strategy reduces fluctuation in the TOM and enables stakeholders to manage their
business more effectively.
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3.1.3 Turnover
The tables below illustrate 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:
Q3 2018-19 Q4 2018-19
WDS CON RDS VOL SUPP WDS CON RDS VOL SUPP
Retirement 25 2 11 1 2 46 2 4 2 4
Resignations 3 3 38 5 17 6 4 27 8 10
Ill Health Retirements
1 0 1 0 0 1 0 3 0 0
Q1 2019-20 Q2 2019-20
WDS CON RDS VOL SUPP WDS CON RDS VOL SUPP
Retirement 53 1 7 0 5 27 2 10 2 0
Resignations 0 2 49 7 7 10 1 38 2 6
Ill Health Retirements
2 0 2 0 0 2 1 1 0 1
As previously reported, HROD are utilising data from FCS to predict retirements, it was
confirmed in Q2 that SPPA will now provide more accurate data on retirements to SFRS. The
provision of this will enable extremely accurate strategic workforce planning to be carried out.
With regard to 10 WDS resignations during quarter 2, it is noted that this is higher than average.
This was 7 Firefighters and 3 Crew Managers across the 3 SDA’s, no obvious pattern has
been identified for the reasons for this. Work will commence in quarter 3 to establish common
themes from the questionnaires returned and encourage more leavers to return the
questionnaires.
30
57 56
43
5 63 4
52
36
60
51
610
74
23
67
1310
0
10
20
30
40
50
60
70
80
Q3 18/19 Q4 18/19 Q1 19/20 Q2 19/20
Turnover - No. of leavers
WDS Control RDS Volunteer Support
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The leavers process enables colligation of individual’s reasons for leaving the Service. The
exit interview outcomes are addressed with appropriate managers and further work will be
progressed to analyse the collective reasons with supporting action plan to be established.
During quarter 2 2019-20, 8 staff completed an exit questionnaire. These can be categorised
as 4 resignations and 4 retirals, with further details in the table below.
No. of returned questionnaires
WDS CON RDS VOL SUPP
Q3 No. of returned questionnaires
5 1 5 0 4
Q4 No. of returned questionnaires
12 3 3 0 10
Q1 No. of returned questionnaires
5 2 4 0 4
Q2 No. of returned questionnaires
4 2 1 0 1
3.2 Working Together: employee relations
3.2.1 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. The tables below illustrate the reduction in detriment levels amongst
this group since 2015 and the reasons for this:
Grade
Jan 16 no. in receipt of PP
Q3 no. in detriment
Q4 no. in detriment
Q1 no. in detriment
Q2 no. in detriment
1 60 11 11 5 0
2 53 9 8 3 3
3 32 10 9 2 2
4 25 6 6 3 3
5 25 8 8 7 7
6 17 6 6 4 4
7 10 2 1 0 0
8 2 0 0 2* 2
9 0 0 0 0 0
10 1 1 1 0 0
11 1 0 0 0 0
Total 226 53 50 26 21
* Where the number in detriment has increased this has been as a result of a change in grade of post resulting in
reduction but not removal of detriment.
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There has been a decrease in those Support Staff still affected by detriment to 21 in Q2 from
26 in Q1 of 2019/20. Support Staff pay awards implemented since 2016/17 and staff moving
into promoted posts have assisted in reducing overall levels of detriment for all staff affected.
Additionally, a review of administration requirements was carried out in Q1 resulting in most
grade 1 posts being regraded to grade 2. These changes were implemented in Q2, thus
reducing the number in detriment as expected.
It is recognised however, that it is unlikely that all staff may be removed from detriment due to
their personal choice of remaining within the roles they occupy or where the detriment may
remain significant. Therefore, it is proposed that this data continues to be reported for the
remainder of 2019/20 and is then removed whilst continuing to be managed through the
appraisal process.
The harmonisation of Uniformed terms and conditions also resulted in some Uniformed staff
being placed in detriment, although pay protection arrangements remain in place at this time.
With agreement being reached on a 2% national pay increase for uniformed staff for the period
19/20 via the NJC in Q2, the number of Uniformed staff in detriment reduced significantly from
1459 in October 2018 to 58 (with 38 being RDS employees) in Q2.
3.2.2 Bullying and harassment cases No bullying and harassment cases were reported in Q2. 3.2.3 Discipline cases and investigations The issues giving rise to disciplinary actions are categorised below. There has been a
significant increase in cases this quarter with 26 cases compared to 10 in Q1. The
geographical split of cases was 10 North, 1 East and 15 West. Within the Code of conduct
category, the main breaches are within the area of acts of criminal charges. Whilst this
increase is noted, the criminal charges vary to such a degree that no pattern or explanation
can be given as to why this area has increased. This will be monitored throughout the next
quarter. From the 26 cases, within this quarter, 11 have progressed to a full hearing and have
concluded in this period.
PP Removed
Successful Appeal 39
Promoted post 27
16/17 pay award 19
17/18 pay award 4
18/19 pay award 26
19/20 pay award 20
Regrading 8
Incremental progression (PP not due to core salary)
16
Total 159
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3.3 Organisational culture
3.3.1 Grievance cases
The issues giving rise to grievance cases are discrimination and terms and conditions of
service. There has been a slight increase in cases this quarter with 4 cases compared to 3 in
Q1 of 2019/20. Three cases were within wholetime and one was in the support staff category.
Two have not been was upheld and two remain open with agreed extended timescales to
conclude appropriate investigations. No appeals were received within this quarter. Whilst this
has been an increase, this remains a positive response as the Staff Survey findings reported
that grievances were not being considered.
3.4 Leadership and Development
In line with our Strategic priorities, the SFRS is committed to developing all employees to
their full potential and improving service delivery by ensuring talent within the SFRS is
identified, developed and promoted into the right roles: Right People, Right Time, Right
Place with the Right Skills.
3.4.1 Leadership Development
To enable the wider development of organisational performance and culture; strengthen
capability, capacity and build resilience, the Leadership and Development Framework
outlines the leadership pathway and suite of leadership and development interventions,
including Leadership Development Programmes to develop our employees.
65%
27%
8%
Category of new discipline investigationsQ2
Code of conduct
Breach of policy
Breach of contract
Leadership and Development Participation (Q1 and Q2 2019-20)
Delegate Numbers
Strategic LDP 14
Middle Manager LDP 93
Supervisory LDP 157
Total 264
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3.4.1.1 Executive Leadership Development
The Executive Leadership Development Programme (ELDP) first cohort has been completed
and an evaluation report is progressing through Governance. The report details positive
indicators and opportunities for improvement. The ELDP outcomes will be used to inform the
improvement action plan in preparation for future programme rollout implementation and
onward consideration through wider leadership and development initiatives.
The 4 successful applicants (2 x Area Commanders (AC) and 2 x Deputy Assistant Chief
Officers (DACO) (1 temporary and 1 substantive)) progressed onto and through the ELDP.
The EDC and ELDP has supported 3 of the 4 delegates to realise further career advancement
and celebrate success including 1 AM promoted to temporary DACO and subsequently onto
substantive DACO, 1 temporary DACO substantively promoted to DACO and 1 substantive
DACO was recently appointed to Assistant Chief Officer (ACO).
3.4.1.2 Strategic Leadership Development
The Strategic LDP continues to support the programme’s 14 delegates through the
implementation of a broad range of developmental activities including Emotional Intelligence
(EQi) 360; leadership development seminars; monthly learning highlights; group/peer learning
sessions; leadership and learning videos/webinars; progressing academic qualifications and
mentoring. An interim evaluative review has commenced with delegates participating in a
second EQi 360 review. Review outcomes inform individual development plans and
progressive programme development and implementation.
3.4.1.3 Middle Manager Leadership Development
The first Middle Manager LDP was delivered in Q2 with 93 Middle Managers participating in
programme modules aligned to their personal development plans. The Middle Manager LDP
will be delivered up to four times a year. Middle Manager DC scoping commenced in support
of the Strategic Workforce and Resource Plan.
3.4.1.4 Supervisory Leadership Development
The Supervisory LDP continues to be implemented in each SDA area on a 6-monthly basis.
Dealing with Conflict, Partnership Working and Introduction to Project Management modules
have now been included and delivered as part of the Supervisory LDP offering. Cumulatively
across Q1 and Q2, 157 delegates have participated in Supervisory LDP modules aligned to
their personal development plans.
3.4.2 Employee Development
Development of our people via learning, training or experience will ensure that SFRS has the
right level of skills, knowledge and resources to face current and future challenges, enabling
us to meet anticipated financial pressures as well as legislative, regulatory and statutory duties.
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3.4.3 Learning Needs Analysis
Development of the 2020-21 Learning Needs Analysis (LNA) commenced in Q2 for
implementation in Q3. Underpinned by the SFRS Appraisal Process, the LNA is a centralised
approach to gathering and analysing Learning & Development (L&D) needs from across the
SFRS. The LNA works collectively with the existing & established ‘Operational’ Training Needs
Analysis (TNA) process. The LNA aims to optimise learning and development provision across
a broader range of learning opportunities and to deliver value based ‘cross-staff group’ training
across the identified training/L&D needs.
3.4.3.1 Leadership for Change Programme
The SFRS Leadership for Change Programme (LfCP) aims to underpin the effective
transformation agenda and change implementation, enable organisational performance,
strengthen capability, capacity and build resilience thus promoting a pro-active and continuous
learning culture in achievement of the SFRS strategic priorities. The LfCP has been approved
and work has commenced with the SMT to identify priority participants prior to onward
implementation across Middle and Strategic Manager level leaders.
3.4.3.2 Procurement Training
Following achievement of the highest performance banding in the most recent assessment
undertaken by the Scottish Government in July 2019 and progressing with further
enhancement of our procurement practices. A training programme to support staff across all
directorates, who are regularly involved in the procurement process, has been developed and
relevant individuals have been nominated to attend training courses by their line
manager/Head of Function.
The programme comprises a series of one-day courses which cover the full procurement life
cycle including, an introduction to public sector procurement, specification writing, evaluation
process and contract management. Additionally, there will be specific areas of focus with
regards to sustainability, ICT procurement and the legal environment in which the SFRS is
required to undertake procurement activity.
Implementation of the Procurement Training Programme will commence in Q3 and courses
will be delivered across the country, in each SDA.
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.
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3.5.1 Operational Core Competence (% of Staff deemed competent against
requirement)
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 restructuring of the Learning and E-Development Team towards a regional structure is
now complete and should provide additional support and representation across all 3 SDAs.
This may have contributed to the positive trend in Q2.
Access to SFRS Wifi capability in WIOS has improved where there has been ongoing
connectivity issue, this will assist RDS personnel in terms of their ability to complete LCMS
modules.
Long term absence, significant numbers of new Trainees starting at stations and staff moving
between stations / watches to balance skills have also impacted on the figures.
Whilst the data continues to highlight challenges; the Training Directorate continues to seek
opportunities to improve performance in partnership with SDA staff. In addition,
implementation of the TED review recommendations will seek to mitigate and identified
challenges by tailoring programmes to improve efficiency and release capacity to focus on key
core skills training.
89
8991 93
67
67 67 70
31 2317
22
0
10
20
30
40
50
60
70
80
90
100
Q3 2018-19 Q4 2018-19 Q1 2019-20 Q2 2019-20
RBC RDS VDS
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3.5.2 Incident Command Competence (% of Staff deemed competent against
requirement)
A recent review of the scheduling and recording of training process identified some procedural
issues which show that Incident Command Competency across the RBC, RDS and Volunteer
duty systems had been under reported as was also the case with Core Competencies. Training
continue to engage with LSO Areas and completed a health check of Incident Command
qualifications, specifically at ICL1, for RDS and Volunteer duty systems. This has resulted in a
positive trend in terms of both those duty systems.
In Q2, the National Incident Command Team delivered four ICL1 courses, three ICL2 courses
and two ICL3 courses, this has also had a positive impact on the KPI figures above.
The future implementation of a recommendation from the TED Review to utilise operational
assurance to re-accredit incident command competency, particularly at ICL1, should assist, in
the mid-term, to improve performance.
A challenge remains in terms of course attendance, with competing demands and managerial
commitments impacting on the availability of managers attending ICL 2 and ICL 3 Refresher
Courses.
8083 83
85
80
84 8488
46
61
67
79
9189 89 91
40
50
60
70
80
90
100
Q3 2018-19 Q4 2018-19 Q1 2019-20 Q2 2019-20
RBC RDS VDS FDS FDS
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3.5.3 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 this will be amended as the outcomes of the Review of Specialist
Equipment (RoSE) project continue to be implemented.
Q2 shows that Mass Decontamination, Line Rescue and Water Rescue continue to maintain
a high percentage in terms of skills competencies. A focus on USAR and Heavy Rescue
training in Q2 has seen a positive trend in relation to both of those skills.
Work is progressing to develop a Specialist Skills Training for Operational Competence
Framework, this will standardise all specialist skills training and improve the recording and
reporting process.
3.5.4 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.
92
8480 90
89
8178
91
112 110105
111
103 101
100
104
102
97
105
99
70
75
80
85
90
95
100
105
110
115
Q3 2018-19 Q4 2018-19 Q1 2019-20 Q2 2019-20
Heavy Rescue Urban Search & Rescue
Water Rescue - Level 3 Line Rescue
Mass Decontamination
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Standard Modules
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. Increased peripatetic movements of staff to support and
maintain operational confidence levels impacts upon the ability to complete modules due to
differing training phases across stations.
The restructuring of the Learning and E-Development Team towards a regional structure
should provide additional support and representation across all 3 SDAs. This may have
contributed to the positive trend in Q2.
The improved access to SFRS Wifi capability in WIOS will assist RDS personnel in terms of
their ability to complete LCMS modules
Whilst performance data remains consistent, it is recognised that improvement is required
across all duty systems. Ongoing liaison with SDA partners and actions on completion of the
TED review are likely to result in the implementation of a detailed improvement plan.
68
71 73 76
44
48 49 52
128 8 10
0
10
20
30
40
50
60
70
80
90
100
Q3 2018-19 Q4 2018-19 Q1 2019-20 Q2 2019-20
RBC Standard Modules RDS Standard Modules VDS Standard Modules
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Advanced Modules
Advanced modules are undertaken by all whole-time duty staff and on a historic risk profiling
basis for RDS and VDS.
Many whole-time duty stations have concentrated their training sessions towards supporting
the development of developing firefighters towards their phased assessments whilst
maintaining key, core skills across their watches.
With respect to RDS / VDS, implementation of the TED review recommendations will focus on
a robust risk profiling exercise concentrating upon known training requirements on a station by
station basis. Coupled with other positive elements proposed within the TED Review
implementation plan, such as reducing training time requirements: improved efficiency will
focus training capacity towards improving performance.
83
83 84
84
56
55 57 59
8 2 4
0
10
20
30
40
50
60
70
80
90
100
Q3 2018-19 Q4 2018-19 Q1 2019-20 Q2 2019-20
RBC Advanced Modules RDS Advanced Modules VDS Advanced Modules
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3.6 Health and Safety
3.6.1 Health and Safety Improvement Plans
Progress against Service Delivery Area (SDA) and Directorate plans is outlined below.
SFRS Health and Safety Improvement Plan
Progress Report
Quarter 2 2019-20
Outstanding Actions Q2 2019-20
Q2
2018-19
(Overall % Complete)
Q2
2019-20
(Overall % Complete)
Target
Actual
0-20%
Complete
21-40%
Complete
41-70%
Complete
71-99%
Complete
Scottish Fire and Rescue Service
17%
19%
36
7
8
2
9
10
SDA/Directorates
North SDA
40%
55%
22
12
5
0
3
2
East SDA
44%
41%
22
9
7
1
1
4
West SDA
48%
32%
22
7
4
2
4
5
Finance and Contractual Services
29%
18%
28
5
9
3
8
3
People and Organisational Development
32%
57%
21
12
7
0
2
0
Prevention and Protection
22%
67%
21
14
7
0
0
0
Response and Resilience
48%
38%
21
8
7
2
3
1
Strategic Planning, Performance and Communications
21%
61%
18
11
7
0
0
0
Training and Employee Development
-
63%
27
17
10
0
0
0
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Priority should be given to the completion of the following actions:
• Confirmation that the improvement plan is discussed at management meetings
• Ensuring all areas of SDA or Function within Directorates have completed allocated
actions
• Inclusion of completion of improvement plan in HSLO appraisals
• HSWC to brief DMT of improvement plan progress
• Brief all identified staff on the SFRS office handbook and any Directorate specific
handbooks
• Completion of GRA and associated safe system of work
• Commence roll out of manual handling training -TED
• Issue of driver handbook – FCS
• Complete workplace inspections
3.6.2 Events
47% (20 of 43) of all accident/injuries occurred at operational incidents compared to 68% (38
of 56) for the same quarter last year. 27% (12 of 43) of accidents/injuries occurred during
training. Further analysis of training events is ongoing and a report is currently being prepared
for progression through the National Health and Safety Board.
Non-operational incidents account for 26% (11 of 43) of accident/injuries in Q2 compared to
20% (11 of 56) last year.
NO OFACCIDENTS/
INJURIES
NO OF RIDDORREPORTABLE
INJURIES
NO OF NEARMISS EVENTS
NO OF ACTS OFVIOLENCE
NO OF VEHICLEACCIDENTS
Qtr 3 2018/19 53 10 64 38 71
Qtr 4 2018/19 41 11 49 15 54
Qtr 1 2019/20 56 10 49 11 70
Qtr 22018/19
51 5 48 13 59
Qtr 2 2019/20 42 1 43 10 55
0
10
20
30
40
50
60
70
80
No
. of
Even
ts
Total H&S Events
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The North and East SDA showed a notable decrease in accident/injures of 25% (9 compared
to 12) and 48 % (11 compared to 21) respectively and the West SDA a 7% decrease in
accident/injuries. SDA continue to be asked to consider actions to promote situational
awareness and compliance with various SFRS standards.
When considering RIDDOR reportable injuries there has been an 80% (5 to 1) reduction in
comparison to the same last year, with the 1 event occurring in the East SDA.
When considering the number of near misses in relation to the number of RIDDOR reportable
events we see a ratio of 43:1 which is a reduction in frequency compared to 10:1 when
comparing the same quarter previous reporting year.
Near miss investigations identified the need to ensure:
SDA to ensure that testing of all equipment including ‘on acceptance’ testing is carried out as
per SFRS PIT schedules.
SDA to ensure that equipment is stored securely on appliances and that locker doors are
securely closed prior to moving the vehicle
All SFRS Drivers to be informed that events involving vehicles including boats with potential
defects or unexplained noises must be brought to a safe stop and a visual inspection carried
out
SFRS AOVs decreased by 31% (13 to 9) during 2019-20 when comparing to 2018/19.
56% (5 of 9) of the total reported AOVs were physical by a person, 33% (3 of 9) involved
missiles or thrown objects, with a further 11% (1 of 9) attributed to verbal abuse of crews
5 AOV events of the total were reported to Police Scotland under the Emergency Workers Act.
All SDAs are required to ensure that Police Scotland are notified immediately when AOVs
occur and crews are under threat.
SFRS vehicle accidents saw a decrease of 7% (59 to 55) during 2019-20 when comparing to
2018-19 with the most notable decrease seen in the East SDA decreasing by 33% (21 to 14).
Operational related vehicle accidents remain the most common type occurring across the
SFRS accounting for 67% (35 of 55) of the total reported with 51% (18 of 35) occurring at slow
speed a decrease of 13% from the same quarter in the previous reporting year and with 72%
(13 of 18) of these occurring whilst moving forward a decrease of 4% from the same quarter
in the previous reporting year.
SDAs to ensure compliance with all aspects of MORR slow speed manoeuvres.
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Five Most Common Accident Causations (Groups)
2018-19
2019-20
Manual Handling 12 Manual Handling 10
Other 8 Body Movement 9
Slips, trips and falls on the
same level 6 Hot/ Cold 7
Impact (moving object) 6 Other 5
Hot/ Cold 6 Impact (moving object) 3
Manual handling, accounted for 23% (10 of 43) representing an 9% increase in this category
with the same period previous reporting year. 30% (3 of 10) of all manual handling injuries
occurred whilst attending an operational incident, 40% (4 of 10) occurred whilst undertaking
non-operational duties i.e. opening the appliance roller shutter door, opening a swing gate,
carrying equipment. The final 30% occurred whilst undertaking training.
To assist in the reduction of the above events, consideration should be given to the following:
• Training standards to include aspects of safe manual handling and body movement.
.
Number of Accident/Injury Events that resulted in Working Days Lost
Working Days Lost
2018-19
2019-20
% +/- YTD
2018-19 YTD
2019-20 % +/-
Nil 37 30 -19% 67 66 -1%
1-3 7 3 -57% 14 10 -29%
4-6 3 0 -100% 8 6 -25%
7-27 9 2 -78% 19 6 -68%
28+ 0 1 3 17 467%
No Information Available
0 7 0 3
TOTAL 56 43 -23% 111 108 -3%
14% (6 of 43) resulted in 1 - 28+ days lost, a decrease of 59% when compared to the same
quarter in the previous reporting year. Of these 33% (2 of 6) were attributed to body
movement, 17.5% (1 of 6) were attributed to impact moving object, 17.5% (1 of 6) to slips, trips
and falls, the remaining 33% (2 of 6) had insufficient information available to analysis.
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3.6 WELLBEING 3.6.2 Absence
This graph shows the number of staff absent by quarter and staff group.
The absence percentage for all SFRS staff this quarter is 3.7%, an increase of 0.2% this
quarter compared to 3.5% in Q1 2019/20.
0
200
400
600
800
1000
1200
1400
1600
Q3 Q4 Q1 Q2
ABSENCE - NO. OF STAFF
Total WDS Control Support RDS Volunteer
4.9
5%
1.3
9%
3.3
1%
6.2
1%
6.3
3%
2.9
9%
0.2
5%
5.3
4%
1.9
0%
3.4
4%
8.0
7%
4.9
8%
2.8
9%
0.6
3%
5.4
4%
2.5
2%
4.7
3%
5.9
0%
4.3
1%
2.6
1%
1.2
1%
5.3
7%
3.2
4%
3.4
1%
5.6
6%
5.3
3%
3.0
6%
1.1
7%
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
Q3 Absence % Q4 Absence % Q1 Absence % Q2 Absence %
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In comparison to Q1 2019/20, within this quarter, the increases are mainly attributed to an
increase in the flexi duty, RDS and support staff categories. Absences have decreased
considerably within the day duty staff group and the remaining decreases are a marginal
improvement since the previous quarter. A good decreasing trend within Control continues
within this quarter.
The trial of the revised absence reports has concluded and discussions are underway to
ascertain the benefits of extending the revised reports at local level. This will ensure
consistency across Scotland, that the data remains meaningful and appropriate remedial
action can be taken. It will also provide a deeper analysis of sickness absence by local
management with data and assistance provided by HR. It is anticipated that this will be
concluded within quarter 3 and a final outcome will be determined.
3.6.3 Short term absence
In comparison to Q1 2019/20, short-term absence in Q2 has remained the same, despite a
number of small increases in this period within 5 of the staff groups. HR Business Partners
will continue to work closely with their local managers to assist in improving this data.
639
715
558
684
45 6032 36
6 18 17 12
76 9058 70
280320
251 263
4 3 1 3
200238
135163
0
100
200
300
400
500
600
700
800
2018 / 2019 Q3 2018 / 2019 Q4 2019 / 2020 Q1 2019 / 2020 Q2
NO OF STAFF ON SHORT TERM SICK
Wholetime Day Duty Flexi Duty Control RDS Volunteer Support
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3.6.4 Long term absence
In comparison to Q1 2019/2020, Q2 shows a decrease of overall Long-term absence of 0.1%
compared to Q1 2019/20. There have been marginal increases within Flexi Duty, RDS, Control
and Support Staff, however, these are still managed in accordance with our current policy.
The decreases are within the staff groups of Service Delivery, Day Duty and Volunteers.
Top Five absence reasons
Short Term
Q2 Musculo-skeletal
Stomach / Bowel
Respiratory Psychological Surgical Other Total
Control 27 23 40 60 0 86 236
Day Duty 58 28 45 20 40 60 251
Flexi 34 11 0 15 24 3 87
Support 135 90 134 191 23 146 719
WDS 1632 447 399 319 391 352 3540
RDS 765 218 191 140 209 256 1779
Volunteer 9 5 0 0 0 0 14
Total 2660 822 809 745 687 903 6626
No. of Employees
404 264 211 75 73 207 1234
46 44
63
52
8 816
91 3
7 74 7 6 7
8981 82
103
1 2 5 5
29
20 18
27
0
20
40
60
80
100
120
2018/2019 Q3 2018/2019 Q4 2019 / 2020 Q1 2019 / 2020 Q2
NO OF STAFF ON LONG TERM SICK
Wholetime Day Duty Flexi Duty Control RDS Volunteer Support
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Long Term
Q2 Musculo-skeletal
Psychological Surgical Cardio Neurological Other Total
Control 37 146 0 0 46 37 266
Day Duty 192 184 0 43 0 35 454
Flexi 194 164 40 0 0 0 398
Support 505 589 76 36 0 171 1377
WDS 1049 424 288 45 153 132 2091
RDS 2682 1266 936 517 223 543 6167
Volunteer 36 0 166 92 0 32 326
Total 4695 2773 1506 733 422 950 11079
No. of Employees
89 52 29 11 8 21 210
This table shows the main reasons for employee absence in terms of working days lost, for
both short and long-term absence and the total number of employees absent within these
categories.
Musculoskeletal (MSK) issues continues to remain the main reason for short and long-term
absence, however Q2 shows an increase of 432 days lost due to MSK. Consideration is being
given to how the work of The Manual Handling and MSK Injuries Reduction Working Group
can support this through a range of initiatives to drive improvement in this area.
A key focus of considering the work required to carry out and develop a Mental Health Strategy
for the Service remains on track with the aim to support staff and reduce absence due to
psychological conditions. When comparing absence reasons, psychological conditions
account for a total across both long and short-term absence, of 3,518 working days lost in this
quarter. This represents an increase of 792 days since the last quarter. In terms of the number
of staff, this has also increased from a total of 91 in quarter 1 to 127 in quarter 2.
There has been a significant reduction in the number of days lost for short term respiratory
stomach/bowel and surgical illnesses and no single reason can account for this. There has
also been a small reduction in the number of days lost for long term surgical and cardio
illnesses and an increase of 3 employees, from 8 to 11 for neurological illnesses. This will be
monitored going forward.
3.6.5 Top three management referrals
Health and Wellbeing received 272 new management referrals during the reporting period
representing an increase of 5 from Q1. 233 of the new referrals attended for appointment.
When looking at the relationship between number of referrals within a given period and the
corresponding number of days lost to short and long-term absence we see a weak inverse
correlation between number of referrals and days lost due to short term absence but no
correlation between number of referrals and days lost to long term absence. We will continue
to monitor this relationship going forward to ensure staff are being referred to Health and
Wellbeing at the appropriate time.
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The top five reasons are detailed below:
1. Musculoskeletal Injury - 37% (86 of 233)
2. Psychological – 34% (80 of 233)
3. Infection - 6% (13 of 233)
4. Nervous System – 4% (9 of 233)
5. Genitourinary System – 3% (6 of 233)
When comparing the number of management referrals to the top five absence reasons, it can
be seen that only 86 employees were referred for musculoskeletal injuries within this reporting
period, whilst in total 404 employees suffered short term absence and 89 long term absence
due to MSK injury or may have been referred in a previous quarter. The difference in this data
may be related to the fact that not all employees require a management referral. Managers
are only required to complete a referral to HW if an MSK injury is service related or has resulted
in absence of 28 days or more.
Only 17% (15 of 86) of referrals due to MSK injury were directly attributable to injuries suffered
at work.
In support of reducing the duration of musculoskeletal absences, an SFRS movement screen
assessment was introduced to routine fitness assessments in 2018-19 to ensure that those
with movement limitations are identified and supported to reduce MSK injury risk. A review of
rehabilitation and physiotherapy services will be undertaken in 2019-20 to ensure that when
injuries do occur staff receive timely and effective treatment and support that enables them to
remain at work or to return to work at the earliest opportunity.
When considering the 80 management referrals relating to psychological illness, 30% (24 of
80) were due to work related stress, 34% (27 of 80) non-work-related stress, 16% (13 of 79)
were due to a combination of both work and non-work-related stress and 20% (16 of 80) were
due to mental health conditions not classified as stress.
There was a total of 86 employees absent due to psychological illness in Q2 2019-20 (75 short
term absence and 11 long term absence) and 80 employees were new management referrals
to HW in this same period. It must be noted that some of these employees may already have
been referred in the previous period and continue to be absent. Whilst an additional 40
employees were absent due to psychological conditions in Q2, the 80 new referrals may also
suggest that staff are being referred whilst remaining at work. This data will continue to be
monitored.
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3.6.6 Mental Health
3.6.6.1 Absence data
To support the development of the Mental Health Action Plan and to understand the
importance of when this category increases or decreases, work has commenced to undertake
a deeper analysis of both short and long term psychological conditions. The analysis will
assess information on employees absent due to psychological conditions during quarters 1
and 2 and / or referred to Health and Wellbeing. A report will be produced in quarter 4.
3.6.6.2 HW Referrals
There was an 14% decrease in work related stress cases compared to the same quarter in the
previous reporting year (24 cases compared to 28). Non-work-related stress referrals
decreased by 12% (27 cases compared to 30). Those with both work and non-work stress
decreased by 13% (13 cases compared to 15). There was a 27% decrease (33 to 24) in work
related stress cases compared to Quarter 1 2019-20 and a 4% decrease (28 to 27) in non-
work-related stress cases. Cases related to both work and non-work-related causes increased
by 44% (9 to 13) and cases related to mental health conditions other than stress increased by
100% (8 to 16).
0
500
1000
1500
2000
2500
3000
3500
4000
Q3 2018/19 Q4 2018/19 Q1 2019/20 Q2 2019/20
Psychological Absences (Days Lost)
ST LT
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The graph below shows the stress related causal factors by staff group:
The most common cause of stress in the reporting period was non- work-related relationships
with 16 cases being referred followed by both work and non-work-related reasons with 13
cases referred.
In relation to the referral rates per staff group, the data shows a referral rate per 1000
employees of 7 for operational staff, 28 for operations control staff and 16 for support staff.
Health and Wellbeing are currently scheduling further stress and resilience awareness
sessions to Operations Control Watch based staff and Managers as well as ICT where
requested. These sessions were focussed only in Operations Control due to the elevated
stress referral rate observed amongst this staff group in past reporting periods. The aim is to
widen this support to more individuals and groups to help them in managing their personal and
any potential work stressors and gain 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 employees and managers in implementing
appropriate solutions.
Health and Wellbeing have developed a range of mental health resources such as ‘Individual
guide to preventing stress’ and also a ‘Managers guide to managing stress in the workplace’,
together with a suite of mental health resources. Further work is being discussed at HW Leads
meetings to ensure that all staff have appropriate information on how to refer others or self-
refer themselves. All 13 Mental Health topics are now uploaded and available on iHub and we
will work with the Communications and Engagement Team to ensure they are given the profile
needed. It is anticipated that increased awareness of these topics and support available to
staff will result in an increased number of referrals made to both the Health and Wellbeing
function and counselling services. This will be monitored going forward.
2
5
3 3
2
9
3
6
2
1
3 3
1
2
3
1 1 1
3
4
1
3
1
4
0
1
2
3
4
5
6
7
8
9
10
Reasons for Stress Referrals
Senior Officers Wholetime FF-WM RVDS Control Support
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Following the introduction of the new counselling service (OH Assist), work is currently ongoing
to deliver posters, leaflets and key fobs to all support staff.
3.6.7 Fitness
The above trend line shows the fitness compliance rate by staff group. The fitness compliance
rate for all staff is 100%. This is an increase of 1% from the previous reporting period.
Compared to the previous reporting period there has been a 1% increase in the VDS staff
group, and a 1% decrease in the Day Duty staff group.
All overdue assessments are planned to be completed within Q2 2019/20. Existing
assessment programmes will then allow fitness compliance to be maintained at 100%.
A new internal support protocol has been developed in Q2 that will enhance support offered to
staff attaining below the optimum fitness standard to improve fitness outcomes across all staff
groups.
95%
100%
Q2 2018-19 Q3 2018-19 Q4 2018-19 Q1 2019-20 Q2 2019-20
Fitness Assessment Compliance Rate
VDS Staff group RDS Staff Group Flexi Duty Staff Group
Day Duty Staff Group RBC Staff Group All Staff
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3.6.8 Medicals
The above graph shows the current total medical compliance rate during Q2 2019/20 along
with comparative data from the previous 4 reporting periods. Trend analysis is shown by staff
group.
The medical compliance rate has decreased by 1% to 98% in Q2 2019-20. This reduction is
attributable to a reduction across all staff groups in the NSDA as a consequence of
supporting wholetime and RDS recruitment campaigns in Q2 2019-20. HW will look to review
allocation of resources during future recruitment to prevent further impact on compliance.
95%
100%
Q2 2018-19 Q3 2018-19 Q4 2018-19 Q1 2019-20 Q2 2019-20
Medical Assessment Compliance Rate
VDS Staff Group RDS Staff Group Flexi Duty Staff Group
Day Duty Staff Group RBC Staff Group All Staff
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GLOSSARY OF TERMS
Accident/Injury rate The total number of reported accident/injuries/divided by total
number of employees multiplied by 100 to give the accident
injury rate per employee
AOV Acts of violence
DD Detached duties
ESDA East Service Delivery Area
Edenred SFRS third party employee benefits provider
FCS Finance and Contractual Services Directorate
FF Firefighter
FF MA Firefighter Modern Apprenticeship
FTE Full-time Equivalent
HROD Human Resources and Organisational Development Function
HSE Health and Safety Executive
ICL Incident Command Level
ICT Information Communications Technology
JE Job Evaluation
Kronos The Wholetime ICT availability system
LDP Leadership Development Programme
LfCP Leadership for Change Programme
LNA Learning Needs Analysis
LSO Local Senior Officer
MA Modern Apprenticeship
Management Referral Where a manager refers an employee to HW for an assessment of fitness for role due to service injury, absence or other physical or mental health concern
MORR Management of Occupational Road Risk
MPD Maintenance Phase Development
MSK Musculoskeletal
NJC National Joint Council
NSDA North Service Delivery Area
NWR Non Work Related
OHCA Out of Hospital Cardiac Arrest
POD People and Organisational Development Directorate
PVG Act Protection of Vulnerable Groups (Scotland) Act 2007
PVG Scheme Protecting Vulnerable Groups Scheme
Q1 Period 1 April – 30 June
Q2 Period 1 July – 30 September
Q3 Period 1 October – 31 December
Q4 Period 1 January – 31 March
RBC Resource Based Crewing
RDS Retained Duty System
RDS/VDS Retained Duty System/Volunteer Duty System
RIDDOR Reporting of Injuries, Diseases and Dangerous Occurrences
Regulations
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ROSE Review of Specialist Equipment
R&R Response & Resilience Directorate
R&S Recruitment & Selection
SDA Service Delivery Area
SFRS Scottish Fire and Rescue Service
SJC JE Scheme Scottish Joint Council Job Evaluation Scheme (as adopted by
SFRS)
SLT Strategic Leadership Team
SPPA Scottish Public Pensions Agency
T&C’s Terms and conditions of employment
TED Training and Employee Development Function
TNA Training Needs Analysis
TOM Target Operating Model
TFF Trainee Firefighter
TU Trade Union
UK FRS UK Fire & Rescue Services
USAR Urban Search and Rescue
VDS Volunteer Duty System
WFPR Workforce Planning & Resourcing
WSDA West Service Delivery Area
WM Watch Manager
WR Work Related