Page 1 of 12 The Methodist Church

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Ref: D&P| Flexi-Time Scheme | March 2011

Document review date: March 2012

FLEXI-TIME SCHEME

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Table of Contents

1 Introduction and Definitions ................................................................................................... 3

2 Policy Statement ...................................................................................................................... 3

3 Application ............................................................................................................................... 4

4 The detailed scheme................................................................................................................ 5

4a) Core hours ........................................................................................................................ 5

4b) Earliest/latest start and finish times ................................................................................ 5

4c) Lunch breaks .................................................................................................................... 6

4d) The Accounting Period ..................................................................................................... 6

4e) Taking flexi leave .............................................................................................................. 6

4f) Recording of working time ............................................................................................... 6

4g) Abuse of the scheme ........................................................................................................ 7

4h) Staff who are absent from work ...................................................................................... 7

4i) Time off in lieu .................................................................................................................. 7

4j) Attendance at meetings, training events and conferences away from the office, which

do not require overnight stays .................................................................................................... 7

4k) Attendance at weekend or evening meetings and events .............................................. 8

4i) Overnight and longer stays on business, either in the UK or overseas ........................... 8

4m) Suspension of the flexi scheme ........................................................................................ 8

4n) Core hours for part time staff .......................................................................................... 9

5 Relationship of the Flexi Time Scheme with the Emergency and Special Leave Policy, and

Compassionate Leave Policy ........................................................................................................... 9

6 Glossary of terms used ............................................................................................................ 9

7 Case Studies ........................................................................................................................... 10

7a) Case study one - Medical appointments ........................................................................ 10

7b) Case Study two – a part time worker ............................................................................. 10

7c) Case Study three – dental appointments ....................................................................... 11

7d) Case Study four – a seasonal work peak ........................................................................ 11

7e) Case study five – relationship of flexi to the TOIL scheme ............................................ 11

7f) Case study six – a Minister ............................................................................................. 11

7g) Case study seven – an overseas traveller ...................................................................... 12

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11.. Introduction and Definitions

Our Development and Personnel Policy Framework is drawn up within the context of the Connexional Team’s core values and evident behaviours. These inform and guide our approach as we act on behalf of the Methodist Council as an employer. These are available on the Methodist Church website. The core values, which specifically impact upon this policy, are trust, honesty, openness, personal and professional integrity, and equality, fairness and justice. Our evident behaviours embody the principles of good progress towards excellence, good planning of work and good stewardship of time. The Flexi-time scheme is written within the context of these values and behaviours and forms part of our Wellbeing Strategy.

The Methodist Church aims to have productive and engaged staff, and focuses on outputs and performance, whilst recognising the general need for staff to be available at work. This scheme recognises that life is complex and that we balance a range of needs and pressures, both in and outside work. It also recognises the diligence and commitment of staff, and wishes to avoid the assumption of a chronic long hour’s culture. Nevertheless, staff have a contractual requirement to work 35 hours per week (or part time pro rata) and this must be achieved. This scheme provides a flexible way for staff to meet their contractual requirements, with the agreement of their managers. The intention is to be fair to all staff by giving everyone the same opportunities to participate in this scheme, rather than on a selective or ad hoc basis. Equally, there are specific responsibilities on line managers to engage with staff on issues relating to their working hours, and wherever possible reach a mutually agreeable solution to problems or difficulties.

For the purpose of this policy, the term “organisation” will mean all Connexional team employees, but excludes office holders (presbyters and deacons) unless individual office holders explicitly opt into the scheme. It also excludes Methodist Council employees who are not part of the Connexional Team. Homeworkers and those staff who do not work ‘standard’ working patterns should discuss with their line manager whether or not this policy applies to their particular circumstances.

22.. Policy Statement

The Methodist Council recognises that flexibility for staff in starting and finishing times assists with the balancing of work and home life, and with the achieving of business needs. The flexi-time scheme sets out a framework within which this can take place. A key principle of the scheme is that staff establish and work to a normal pattern of working within their team, which is agreed in advance with their line manager, and that variations to this only take place with the agreement of the manager. This is complemented by core hours within which all staff are expected to be at work. Absence from work within core hours would only take place if the member of staff was taking flexi or annual leave, was on sick leave or other authorised absence.

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The scheme also recognises that the provision of office cover is a joint responsibility of both line managers and staff. The workplace must be staffed throughout normal office hours (i.e. 9am to 5pm, including lunchtime) in order to maintain service cover.

The Flexitime scheme applies to time worked between 8am and 6pm (Monday to Friday), whereas the Time Off in Lieu (TOIL) policy applies to time worked outside these hours.

33.. Application

All staff employed within the Connexional Team are automatically included within this flexi scheme and therefore subject to this procedure, unless they either choose to opt out of it or there are clear operational reasons why they should not be included in the scheme, for example any staff employed on a shift or rota system who work defined hours, or staff with significant elements of weekend and evening working. Line managers must discuss such arrangements and working patterns with staff so that there is clarity about the applicability (or otherwise) of this scheme. Part time staff are included in the scheme unless they are in an excluded category or choose to opt out. Staff who generally work regular office hours and who decide to opt out of the scheme will be required to work regular hours (e.g. 9am to 5pm) without the opportunity to accrue flexi leave. That said, they will be expected to work additional hours to cover time lost for doctor and dentist appointments. All staff who work within the scope of the scheme must record their hours of attendance at work on a daily basis.

Where a direct service to the public or the Connexion is offered the provision of cover is of special importance. Line managers are responsible for determining cover requirements, in consultation with staff where appropriate. With this in mind, staff participating in the scheme may have certain restrictions placed upon the operation of it in order to facilitate the delivery of service. This will be discussed with them either at the outset of the scheme, as operational needs change, or as part of the induction of a new employee.

It is also recognised that some elements of employees’ working patterns do not always fit in easily with the provisions of this scheme. For example, some staff are regularly or occasionally required to work evenings or weekends, or to travel extensively overseas. Whilst the normal office based parts of their work may quite easily fall within the provisions of this policy, the non standard elements of their work fall outside the provisions of this scheme and staff will need to agree (in advance) time off in lieu (TOIL) arrangements with their manager for these work activities. Any time off in lieu granted must be done in accordance with the TOIL policy and procedure. It is important for staff who travel on long journeys plan and agree with their line manager periods for refreshment and recovery.

As noted above, the procedure applies to all staff who are employed in the Connexional Team, including staff on temporary and fixed term contracts. It does not apply to agency staff or other workers such as casual workers, or office holders (presbyters and deacons). Also, it does not apply to staff who are employees of the Methodist Council but not part of the Connexional Team.

Ministers who are stationed in the Connexional Team have their hours of work defined in CPD guidance. The principles set out in this policy constitute good practice and should be adopted where practical, in consultation with the minister’s line manager. Therefore, should a minister

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wish to opt in to this policy every effort must be made by their Line Manager to enable this to happen. Work which a minister may undertake as part of their vocation (such as local preaching duties), as distinct from their duties within the Connexional Team would not be covered by this policy, which only covers the latter. Generally, as with employees in the Connexional Team, ministers would be expected to carry out their work within normal office hours and any work undertaken outside this would be done with the agreement of the line manager. For circuit meetings, local preacher meetings and ministerial synods, all of which fall under the duties and obligations of an ordained presbyter or deacon, the minister may expect flexibility for attendance, but these do not count as eligible hours under this scheme.

In summary, the wellbeing of all who work in the Methodist Church both lay and ordained is of concern to the Methodist Council. Therefore, whilst the Standing Orders of the Constitutional Practice and Discipline take precedent, all ordained Presbyters and Deacons who work within the Connexional Team are welcome to “opt-in” this policy and apply it to their work area in discussion with their relevant line managers.

44.. The detailed scheme

4a) Core hours

Core hours are defined as time periods when all staff must be at work unless they are on authorised leave or absent on account of sickness. For full time staff the hours are 10.00am to 12 noon, and 2pm to 4.00pm. Being ‘at work’ means working in offices, site visits, conferences, meetings, training or other activities authorised by management. Meetings may be arranged within the hours of 9am to 5pm, or earlier/later, and are not restricted to core hours. Staff must attend any meetings arranged within these hours, even where they are outside the core hours. Any individual who has difficulties with attending a particular meeting should discuss this with their line manager.

The core hours of part time staff are determined by individual managers in consultation with staff, and are derived from their working patterns.

For all staff, flexi leave should not generally be taken on Wednesdays, when there is an expectation of attendance in the office, save for specific private commitments such as attendance at important events such as funerals or other such occasions.

4b) Earliest/latest start and finish times

With the prior agreement of an individual line manager, the working day may commence from 8.00am and will finish no later than 6pm. However, start and finish times depend upon factors such as access to the workplace and IT systems being available and whether there is work available to be done at specific times. Managers may require staff to start at later times and finish at earlier times than these in order to cover work demands. The framework of start and finish times set out in this scheme does not imply a right to work at times if the demands of the individual’s work do not make this appropriate. That said, line managers will discuss the operational and personal needs of staff with them with a view to reaching agreement if possible.

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4c) Lunch breaks

Under this policy, all full time staff must take a lunch break of at least 30 minutes for their own health and wellbeing. For part time staff, the length of lunch break will partly be determined by the individual’s working pattern and the provisions of the Working Time Regulations, which require individuals to take a break of at least 20 minutes after a period of continuous working of 6 hours.

Lunch breaks must be taken between 12 noon and 2pm. Generally, the maximum that could be taken for a lunch break is 2 hours, unless there are exceptional circumstances. Any arrangements for a lunch break which is longer than the standard one usually taken by the individual or at a different time, must be agreed in advance with the line manager, again to ensure that cover is provided where necessary.

4d) The Accounting Period

The Accounting Period is a period of time within which staff must work their full contracted hours. Each accounting period lasts for four calendar weeks, during which full time staff must work their full 140 target hours (part time staff must work hours pro rata to this).

Staff who are in credit at the end of the Accounting Period have exceeded their target hours and may carry over a maximum of seven hours to the next Accounting Period. The carry over entitlement for part time staff is pro rata to the proportion of the working week they are employed. If full time staff are in credit in excess of seven hours at the end of the accounting period any hours above this amount are lost (this provision applies pro rata for part time staff).

Staff may not be in deficit at the end of the Accounting Period and must ensure that they manage their working time in conjunction with their manager so that this is not the case. However, in exceptional circumstances (such as unforeseen circumstances which lie outside the Emergency and Special Leave Policy and which occur near the end of the Accounting Period), this requirement may be waived on a temporary basis with the agreement of the manager, and the time made up during the first week of the next accounting period.

4e) Taking flexi leave

Flexi leave must be taken to fit in with the needs of the Team and with the agreement of the line manager. Where a member of staff has dual or other reporting arrangements (for example Administrative staff who are assigned to a specific Cluster) due regard must be given to these arrangements when booking flexi leave. A maximum of one-day flexi leave may be taken during the accounting period. The minimum amount, which may be taken, is one hour, for example to attend a medical appointment.

If during an accounting period a member of staff is in debit and wishes to take flexi leave, this may be granted provided that s/he is able to reach at least a zero balance by the end of that accounting period.

4f) Recording of working time

Each member of staff must complete their own electronic timesheet on a daily basis, and at the end of the accounting period formally agree it as an accurate record of their working time.

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Information may not be entered on someone else’s behalf, and times should be entered as soon as they are worked, wherever possible. For example, if an individual goes directly home after a site visit, the electronic form needs to be completed as soon as they are back in the office.

Time sheets will be scrutinised by the relevant line manager at the end of the accounting period and will be authorised by him/her. Where the manager has reasonable cause for concern about any matter relating to a time sheet s/he may scrutinise it at any point during the accounting period, and the employee is required to give the manager access to it without delay. Clearly, this must be done by the manager in a sensitive and appropriate way.

Electronic Time sheets will be stored on the Cascade IT system,

4g) Abuse of the scheme

If the line manager has reasonable grounds to believe that an individual is abusing the scheme, or where records are not properly kept, the matter will be investigated and the individual may be subject to disciplinary action. Alternatively, the scheme may be withdrawn on a temporary or permanent basis from an individual where there are sufficient grounds for concern. Where records are falsified this will be deemed as gross misconduct and could lead to dismissal under the Disciplinary Procedure.

4h) Staff who are absent from work

Staff will receive flexi credit for authorised reasons such as sickness, annual leave, approved college attendance, special leave, compassionate leave, public duties etc. Credits will be given for appointments for hospital attendance in working hours. Credit will not be given for attendance at doctors, dentists or opticians appointments for which annual or flexi leave should be taken. For hospital appointments, credit will be given for up to a maximum of 7 hours per day (for full time staff, part time staff receive this pro-rata) regardless of the number of hours the employee works during that day if/when they return from their appointment.

4i) Time off in lieu

Additional hours worked within the standard working day (i.e. 8am to 6pm) should normally be accrued as flexi time and accrual of TOIL may only take place within the parameters of the TOIL policy and procedure.

4j) Attendance at meetings, training events and conferences away from the office, which do not require overnight stays

Sometimes attendance at meetings of this nature requires an earlier start or later finish time in comparison to normal office hours. Generally, these days should be considered a normal working day, i.e. 7 hours unless there are exceptional circumstances that would warrant the granting of flexi credit. It is stressed that the granting of flexi credit would not be an expectation in these circumstances. That said, the following parameters and principles should be applied:

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Travelling time to events and similar activities will not count towards flexi credit unless either the employee begins their journey to the event from their office base (i.e. They have already travelled to work), or

If the employee travels to the event from home, flexi credit will be available where the journey is in excess of their normal home to office travelling time (and only the excess element will apply).

Lunch breaks, refreshment breaks and other meal breaks will not count towards flexi credit unless the employee is working during those breaks. (the definition of ‘working’ does not extend to networking over meals or other breaks.)

Staff should discuss arrangements with their managers before booking events where there is likely to be a claim for additional flexi credit as a result of attendance. As noted above, in most cases the expectation is that no additional flexi credit will be give in these circumstances unless there are compelling reasons to do so.

4k) Attendance at weekend or evening meetings and events

Meetings or events, which take place after the hours of work prescribed by the flexi scheme (i.e. outside the 8am to 6pm framework), may be recorded as TOIL, with the manager’s prior agreement and within the parameters of the TOIL policy and procedure. This procedure provides detailed guidance about what activities may or may not count towards TOIL.

4l) Overnight and longer stays on business, either in the UK or overseas

A number of staff are required as part of their duties to undertake business trips, which necessitate stays away from home of varying duration. Given the wide range of business trips carried out by Methodist Council staff, ranging from overnight UK based stays to international trips across time zones, it is not appropriate to issue definitive guidelines about how the flexi time scheme or TOIL arrangements should operate. Generally in these circumstances the framework of the flexi time scheme is not appropriate, being more suited to office based work. For example, some trips will include evening or breakfast meetings, whilst others will not. Equally, some overseas travel will lead to jetlag but this is not always the case.

In light of these variations, managers should discuss with staff the nature of their trip prior to travel, and agree any anticipated TOIL requirements before departure. However, given the fact that trips do not always go as planned, or flight delays occur, once the member of staff has returned from their trip any TOIL previously agreed should be reviewed, as less or more may be required.

4m) Suspension of the flexi scheme

Staff may be required during periods of peak workload (due to sickness, holidays or long projects) to work more flexibly than provided under the scheme and therefore to delay the taking of flexi leave until the peak period has passed. The appropriate cluster head will make a decision of this nature in consultation with staff. In all circumstances, care must be taken not to work excessive hours in line with the provisions of the Working Time Regulations.

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4n) Core hours for part time staff

Where it is possible to include part time staff in the flexi scheme they will have individual core hours. For example, if a person works:

10am to 2pm Monday to Thursday, and

11am to 3pm on Friday

His/her core hours might be 10.30am to 1.30pm Monday to Thursday and 11.30am to 2.30pm on Friday. This provides the postholder with flexibility to start half an hour later and finish half an hour earlier with prior agreement from their line manager.

55.. Relationship of the Flexi Time Scheme with the Leave Policy

The Leave Policy sets out the circumstances when staff may apply for emergency special leave with pay, or statutory emergency unpaid leave, or compassionate leave together with a procedure for doing so. Time off granted under this policy is eligible for flexi credit and will be given accordingly, up to (where appropriate) the maximum of 7 hours per day (for full time staff).

66.. Glossary of terms used

Core time:

Hours during which staff must work if they are not on leave.

Accounting Period:

A defined four week period, which applies to all staff in the Connexional Team.

Target time:

The hours to be worked during the accounting period i.e. 35 hours each week for 4 weeks totals 140 hours target time (pro rata for part time staff)

Working day:

These are the hours, which will normally be worked each day. For full time staff this is 7 hours. The actual hours and pattern of work are to be agreed with the manager, with whom responsibility for determining hours and working patterns rests in consultation with staff.

Credit:

These are the hours worked in addition to the target hours.

Debit:

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This is where the time worked is less than the target hours.

Flexi-leave:

This is leave, which may be taken as a result of working credit hours. It is separate from the annual leave entitlement. A maximum of 7 hours for full time staff (pro rata for part time staff) can be taken within the four-week accounting period, and a maximum of 7 hours carried forward to the next period. The lowest denomination of flexi time that can be taken in any one accounting period is one hour.

77.. Case Studies

The case studies set out below have been drawn up to illustrate to managers and staff key aspects of the Flexi leave scheme. They are designed to provide general guidance and should not be substituted for detailed advice on individual issues. Equally, they do not form part of the flexitime policy or procedure.

7a) Case study one - Medical appointments

Miss B has a routine check up with the General Practitioner once every two months. She is able to book this at a time convenient to her work and has arranged her next one for 8.30am. This means that she will be in work by 10am. She normally starts work at 9am. She is required to take one hour of flexi leave from 9am (her normal starting time) to 10am, when she arrives at work.

At this appointment, her GP states that he wishes her to see a specialist/consultant at the local hospital. Miss B is told that she will be allocated a time in the doctor’s busy schedule. She is subsequently given an appointment for 10.30am five weeks later. For this appointment, it is not practicable to come to work first, given the distance she travels. She eventually arrives at work at 12.30pm, with her manager’s prior agreement. As this appointment is out of her control, she is not required to take flexi leave or make up the hours. Instead her flexi record is credited with 3 ½ hours.

7b) Case Study two – a part time worker

Mr A works Monday to Friday, 10.30am to 1pm and 1.30pm to 3.30pm. His total working hours per week are 22.5. Given his relatively short working day, his core hours are deemed to be his normal working hours i.e. 10.30am to 1pm and 1.30pm to 3.30pm. His target hours for the four-week accounting period are 90 hours. If he accrues additional hours and wants to take time off, he must take 4.5 hours flexi leave for a full working day, 2.5 hours for a half day’s flexi leave in the morning, and 2 hours for a half day’s flexi leave in the afternoon. Approval to the flexi leave must be sought in advance from the line manager.

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7c) Case Study three – dental appointments

Mrs T has had a course of planned root canal work over the course of a month. Her dentist has, at Mrs T’s request carried out this work at 8.30am appointments in order to minimise the amount of time off from work required.

After her last treatment, Mrs T’s gums become infected resulting in some pain and discomfort, and she requires further dental treatment the next day. She is not unfit for work, however. Her dentist can only fit her in at 11am. She therefore takes three and a half hours flexi leave from 9am (her normal starting time) until 12.30pm, when she arrives at work. She is required to make the hours up because this is not a hospital appointment.

7d) Case Study four – a seasonal work peak

Ms Y has a full time job, which involves the preparing of responses to external consultation exercises. The government is currently consulting on proposals, which are of particular concern to the Methodist Church, and Ms Y has, with her manager’s agreement, worked additional hours in order to prepare a detailed response. She is regularly in the office until 6.00pm each day for a period of two weeks, and takes a half hour lunch break. This means that for this time she has worked 8.5 hours per day instead of her normal 7 hours. She has therefore accrued a total of 10 hours. She is granted one day’s flexi leave during the current month (7 hours) and carries over 3 hours to the next accounting period.

7e) Case study five – relationship of flexi to the TOIL scheme

Mr P is sometimes required to attend weekend events in local churches as part of his Connexional Team role. This usually involves Saturday mornings only, and is sometimes preceded by Friday evening workshops. This additional work takes place outside the parameters of the flexi scheme and is not eligible for reimbursement under that scheme. However, it is eligible under the TOIL scheme, but Mr P must seek his manager’s prior approval to this work counting as TOIL.

Often, when preparing for the Friday evening sessions, Mr P will remain at work until 6pm. His usual finishing time is 5pm. The period of work between 5 and 6pm counts as working time under the Flexi policy, as the time when it is worked is within the parameters of that scheme, rather than TOIL. However, he must seek his manager’s approval to this working arrangement.

7f) Case study six – a Minister

Revd S works in the Connexional Team on a full time basis, Monday to Friday. As part of her ministerial duties (as opposed to her Connexional Team duties), she is required to attend synod on a Monday, and she is on her local circuit plan to preach from time to time on a Sunday. The attendance at synod on the Monday is counted as working time within the Team, so Revd S’s flexi balance is credited with the 7 hours she would have spent in the office on that day. She does not accrue TOIL for the Sunday preaching duties, as they relate to her ministerial status and not her Team role. However, if she was required to preach on Sundays as part of her Connexional Team duties this would be eligible for consideration as TOIL.

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7g) Case study seven – an overseas traveller

Ms C travels regularly overseas. She goes on a trip, which entails her flying out on Friday, and returning mid afternoon on the following Tuesday evening. Before travelling out she agrees with her manager that she will take a mixture of flexi and TOIL in respect of the additional hours she will work, and that this will be taken on the Wednesday following her return. The time off is not given on an ‘hour for hour’ basis, but simply reflects a pragmatic approach to the time off she will need to recuperate. She therefore does not come into work either late on the Tuesday afternoon or at any time on the Wednesday. This allows her to return to work on Thursday refreshed and relaxed.