NOT PROTECTIVELY MARKED Report No: C/SGC/26-19 …...progressed through governance arrangements in Q3. • Evaluation of the 'Career Ready' pilot programme has commenced. • Embedding

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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



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.



• 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.



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.



SUBJECT UPDATE ON SIGNIFICANT SUCCESSES/CHALLENGES

ACTION TAKEN TO MITIGATE/REDUCE RISK LINK TO RISK REGISTER (RISK MOVEMENT)

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






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.






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






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






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






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






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






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






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






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






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






programme of work within

the TED Functional Plan.



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



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



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



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



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



(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



(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



(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



HEALTH AND SAFETY *ratio is based upon FTE



(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



(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



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



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.



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



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


12 3 3 0 10


5 2 4 0 4


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.



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



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



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.



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.



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



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



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



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



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



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



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



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.



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.



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 %



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



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



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.



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.



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



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



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



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



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



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

Documents

NOT PROTECTIVELY MARKED Report No: C/SGC/26-19 …...progressed through governance arrangements in Q3. • Evaluation of the 'Career Ready' pilot programme has commenced. • Embedding