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Human Resources and Corporate Services Board Report 1 April 2015 – 31 March 2016

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CONTENTS

1 Workforce Information ...................................................................................................... 5 1.1 Workforce by Gender ................................................................................................. 6 1.2 Workforce by Grade ................................................................................................... 6 1.3 Workforce by Age Group ............................................................................................ 7

1.4 Workforce by Contractual status ................................................................................ 7 2 Sickness Absence 2015/16 .............................................................................................. 9

2.1 Monthly Absence figures ............................................................................................ 9 2.2 Cumulative Absence .................................................................................................. 9 2.3 Cumulative absence by sub-directorate ................................................................... 11

2.4 Working hours lost ................................................................................................... 12

2.5 Short term v long term .............................................................................................. 12

2.6 Reasons for Absence (by hours lost) ....................................................................... 13 2.7 Reasons for Absence (by spells) .............................................................................. 14 2.8 Reasons for Absence (by spells) .............................................................................. 14 2.9 Employees and number of absence spells ............................................................... 15 2.10 Cost of absence ....................................................................................................... 15

2.11 Cost per sub-directorate ........................................................................................... 16 3 Absence related to Mental Health Illness ....................................................................... 17 4 Absence and Workforce Information .............................................................................. 21

4.1 Sickness absence by age group .............................................................................. 21

4.2 Sickness absence by gender ................................................................................... 22 4.3 Sickness absence by length of HSC service ............................................................ 23

4.4 Sickness absence by full time/part time working ...................................................... 24 4.5 Sickness absence by Grade..................................................................................... 25

5 Absence Trends ............................................................................................................. 26 6 HR Pay and Conditions Team Activity ........................................................................... 27

6.1 Employee Turnover .................................................................................................. 27 7 Learning and Development ............................................................................................ 28 8 Employee Relations Activity ........................................................................................... 31

8.1 Job Evaluations ........................................................................................................ 32 9 Recruitment Activity ....................................................................................................... 33 10 Recruitment Agency ....................................................................................................... 34

10.1 Recruitment Agency Cost......................................................................................... 35

11 Overtime cost ................................................................................................................. 36

12 Pension membership ..................................................................................................... 37 Corporate Services Quarterly Report .................................................................................... 38

13 Information Governance ................................................................................................. 38 13.1 Information Governance Consolidated Action Plan .................................................. 38 13.2 Corporate Induction and new starts ......................................................................... 38

13.3 Records Management Audits ................................................................................... 38 13.4 Freedom of Information ............................................................................................ 39

13.5 Data Protection ........................................................................................................ 40 14 Complaints ..................................................................................................................... 41

14.1 Information Commissioner Investigations ................................................................ 41

14.2 Near Misses ............................................................................................................. 42

15 Compliments .................................................................................................................. 43

16 Fire, Health & Safety ...................................................................................................... 44 17 Sustainability .................................................................................................................. 45

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17.1 Environmental Management/ Sustainable Infrastructure .......................................... 45

17.2 Electricity .................................................................................................................. 45 17.3 Gas .......................................................................................................................... 45

18 Serious Adverse Incidents ............................................................................................. 48

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Human Resources Report Executive Summary This report sets out Human Resources (HR) information for the Business Services Organisation (BSO) for the period 1 April 2015 to 31 March 2016. In order to benchmark absence information, throughout this report comparisons are drawn to the NICS Absence Survey from 2014/15 and the CIPD Absence Management Survey 2015. Workforce Information As at 31 March 2016, BSO headcount was 1,335 with a WTE of 1260. Over 57% of employees are female and 44% of employees are aged over 45. Sickness Absence levels Year-end sickness absence rate for 15/16 is 4.10% and there were 10.1 days lost per employee Reasons for Sickness Absence Mental Health was the top absence category accounting for 28.95% of the total sickness absence recorded in this period. The top three reasons for absence in terms of hours lost are Stress, Depression and Anxiety. Gastrointestinal Problems was the top absence category in terms of spells. The top three reasons for absence in terms of spells were Influenza, Vomiting and Cold. Cost of Sickness Absence The cost of absence for this period was £1,274,897 resulting in a cost of £955 per employee. HR performance information In 2015/16, 241 requisitions were received and processed by Recruitment Shared Services for BSO. In 2015/16, 697 actions have been processed for BSO employees by the Pay and Conditions team. There were 2.73 hours of training per WTE in quarter 4. Spend on Recruitment Agency workers and overtime There were 94 agency workers engaged in the BSO as at the end of March 2016. In 2015/2016, £2,394,245 has been spent on agency workers and £514,375 has been spent on overtime.

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Human Resources Report This report sets out a range of indicators in respect of the workforce within BSO. In addition, it sets out some performance measurements in respect of the HR and Corporate Services Directorate.

1 Workforce Information Table 1 below details headcount and WTE in BSO from March 2012 to March 2016.

Mar 2012

Mar 2013

March 2014

March 2015

March 2016

Directorate H’count (WTE)

H’count (WTE)

H’count (WTE)

H’count (WTE)

H’count (WTE)

CEO 2

(2) 2

(2) 1

(1) 1

(1) 1

(1)

CC & Perf1 46

(41.08) 51

(47.23) 51

(47.06) 14

(12.25) 13

(11.25)

CC&P – ITS

157 (152.14)

170 (164.83)

174 (168.22)

192 (185.82)

203 (195.32)

Finance2

57 (55.04)

42 (40.8)

25 (24.14)

69 (63.94)

64 (58.6)

HR & CS3

36 (32.52)

38 (34.62)

21 (20.36)

24 (23.56)

25 (24.39)

Legal Services 96

(89.26) 92

(82.46) 104

(95.34) 108

(98.99) 115

(105.5)

Ops - CFPS 26

(24.67) 29

(26.93) 29

(26.93) 31

(28.96) 31

(29.23)

Ops - FPS

127 (112.6)

138 (126.46)

136 (123.89)

129 (118.86)

118 (108.9)

Ops - PALS

263 (251.14)

297 (284.7)

304 (293.3)

306 (294.73)

310 (296.87)

Ops - Pensions 33

(32.63) 32

(31.7) 33

(32.7) 35

(34.59) 38

(36.65)

Shared Services N/A N/A 161

(153.03) 339

(323.05) 326

(309.47)

HSC LC 37

(33.86 38

(33.22) 38

(34.68) 37

(33.12) 31

(27.29)

HSC CEC 43

(38.18) 54

(49.26) 56

(51.46) 53

(50.72) 57

(53.02)

BSTP Project4 N/A 71

(70.8) 10

(10) N/A N/A

Benefits Realisation N/A N/A N/A 4

(4) 3

(3)

Total5

923 (865.12)

1,054 (995.01)

1,143 (1,082.11)

1,342 (1,273.59)

1,335 (1,260.49)

Table 1 1CC & Perf includes Equality, OREC and Customer Care and Performance

2Finance includes Internal Audit from September 2014

3CX and Director Support is included in HR & CS

4BSTP was stood down during 2014

5Excluded: Interns, Graduate trainees, TCP’s, NISWDP, Artscare, others on for payment purposes only

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1.1 Workforce by Gender Table 2 shows the breakdown of staff by gender as of 31 March 2016.

Gender Headcount WTE

Female 770 (57.7%) 700.56

Male 565 (42.3%) 559.93

Grand Total 1335 1260.49

Table 2

1.2 Workforce by Grade

Figure 1 below shows the composition of staff by band as of 31 March 2016.

Figure 1

This shows that 10.34% of employees in BSO are working at Band 8A or above, 15.36% are working at band 6 or 7 and 69.81% are at band 5 or below. Almost 33% of staff in BSO are Band 3 and 4.49% are ex-NICS staff.

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1.3 Workforce by Age Group Figure 2 below shows the composition of staff by age group as of 31 March 2016.

Figure 2

This shows that 44% of employees in BSO are aged 45 or above and 14% are aged over 55. Only 13% of employees are aged less than 30.

1.4 Workforce by Contractual status At 31 March 2016, there were 1,232 permanent employees and 103 temporary employees. In HRPTS, contract type refers to an employee’s actual employment status (e.g. permanent/temporary/bank) and work contract signifies their current contractual status in the organisation (e.g. work life balance term time, employment break, temporary high band, secondment etc.) Of the 1,232 permanent staff, 1,097 are permanent in their work contract. The remaining 135 permanent employees are categorised as follows:

Contract Type Work Contract Headcount

Permanent

Employ Break 8

Job Share 2

Seconded Internal 52

Temp Higher Band 17

Temporary 1

Term Time 55

Table 3

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Of the 103 temporary staff, 93 are also temporary in their work contract. The remaining 10 temporary employees are categorised as follows:

Contract Type Work Contract Headcount

Temporary

Seconded Into BSO 4

Temp Higher Band 2

Trainee 4

Table 4

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2 Sickness Absence 2015/16 2.1 Monthly Absence figures Table 5 below shows monthly absence for the past 4 years.

Month % Hours Lost 15/16

% Hours Lost 14/15

% Hours Lost 13/14

% Days Lost 12/13

Apr 3.48% 3.56% 3.50% 3.28%

May 3.04% 4.13% 3.31% 3.33%

Jun 3.31% 4.64% 3.37% 2.73%

Jul 3.23% 3.86% 3.16% 3.08%

Aug 3.50% 4.39% 3.26% 3.36%

Sep 3.62% 4.55% 3.17% 4.01%

Oct 4.48% 4.74% 3.67% 3.24%

Nov 4.25% 4.46% 4.49% 4.04%

Dec 3.87% 4.29% 3.64% 4.73%

Jan 3.86% 4.60% 4.79% 4.41%

Feb 4.51% 4.27% 4.39% 3.60%

Mar 4.22% 3.97% 3.16% 3.72%

Table 5 2.2 Cumulative Absence The cumulative absence figure as at March 2016 was 3.78%1. This is notably lower than last year when the cumulative absence figure at March 2015 was 4.29%. Table 6 below shows the cumulative absence this year compared with the last 3 financial years.

Month % Hours Lost 15/16

% Hours Lost 14/15

% Hours Lost 13/14

% Days Lost 12/13

Apr 3.48% 3.56% 3.50% 3.28%

May 3.26% 3.85% 3.41% 3.29%

Jun 3.28% 4.11% 3.39% 3.06%

Jul 3.27% 4.04% 3.33% 3.08%

Aug 3.31% 4.11% 3.31% 3.16%

Sep 3.36% 4.19% 3.29% 3.29%

Oct 3.52% 4.27% 3.35% 3.30%

Nov 3.61% 4.29% 3.49% 3.48%

Dec 3.64% 4.29% 3.51% Not available

Jan 3.66% 4.33% 3.65% Not available

Feb 3.74% 4.32% 3.72% Not available

Mar 3.78% 1 4.29% 3.67% 4.12%

Table 6

1 Please refer to section 2.4 for commentary on the year end absence figure

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Figure 3 below summarises the absence information for 2015/2016.

Figure 3

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2.3 Cumulative absence by sub-directorate Figure 4 below illustrates cumulative absence by Sub Directorate.

Figure 4

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2.4 Working hours lost The total number of working hours lost due to sickness absence during the period 1 April to 31 March 2016 was 93,375 hours or 12,450 days lost (taking an average working day to be 7.5 hours). This equates to 9.3 days lost per employee. For the financial year 12/13 there were 9.23 days lost per employee, for 13/14 it was 8.92 days lost per employee and for 14/15 it was 10.9 days. Note: Absence figures are produced monthly and are reported in the first week of the following month. Delays in the prompt recording of sickness absence for any particular month by the close of that same month can distort the absence figures. For example, the sum of the monthly hours lost for BSO for 2015/2016 was 93375 hours (based on monthly reporting). However, a report at year end shows that there were actually 101237 hours lost in this period due to sickness absence and this increases the quarter end cumulative percentage to 4.10% (rather than 3.78%) and increases days lost per employee to 10.1 days (rather than 9.3 days).

Therefore, the actual year-end absence figure for BSO for 2015/16 is 4.10% and 10.1 days were lost per employee. The absence target for BSO for 2015/16 was 4.52%. Therefore, the absence target has been achieved for 2015/16 and according to CIPD Absence Management Report 2015, only 25% of organisations achieve their absence target. The average working days lost in NICS in 2014/15 was 10.8 days per employee equating to 4.9% of available working days lost. According to the CIPD Absence Management Report 2015, an average of 10 days was lost per employee working in Health sector. The HR team continues to remind managers on a monthly basis of the importance of timely recording and this was reinforced during Attendance at Work training.

2.5 Short term v long term Using the year end figure, short term absence is 1.48% whilst long term absence is 2.61%. This means that 63.8% of sickness absence in 2015/2016 is long term. According to NICS 2014/15, long-term absences accounted for 73.6% of all working days lost.

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2.6 Reasons for Absence (by hours lost)

Table 7 below shows the top 10 categories for absence in terms of hours lost for the period 1 April to 31 March 2016:

Absence Category Long term hours lost

Short term hours lost

Total hours lost

Mental Health 24606 4706 29312

Injury, fracture 7421 1718 9139

Miscellaneous 4678 2854 7532

Gastrointestinal problems 683 5848 6531

Asthma, Chest & respiratory problems 2333 3749 6081

Tumours, cancers 5936 143 6078

Back problems 3370 2407 5777

Influenza 158 4027 4184

Ear, nose, throat (ENT) 1118 2912 4029

Heart, cardiac & circulatory problems 3443 458 3901

Table 7

Categories are further broken down into various absence reasons. Table 8 below shows the top 10 reasons for absence in terms of hours lost for the period 1 April to 31 March 2016:

Absence Reason Long term hours lost

Short term hours lost

Total hours lost

Stress 8610 1444 10053

Depression 6116 701 6816

Anxiety 4703 480 5183

Influenza 158 4027 4184

Grief/Bereavement 2763 1377 4140

Post-Surgical Debility 2825 1112 3937

Back ache/pain 1459 1987 3446

Stress-Work Related 1935 623 2558

Other chest and respiratory 285 2108 2393

General Debility 1254 959 2213

Table 8

Mental health related illnesses currently accounts for 28.95% of the current absence. In 2014/15 mental health related illnesses accounted for 29.6% of absence days lost. BSO Health and Wellbeing Group have focused on absence due to Mental Health during 2015/16 and training sessions have been made available to all staff and managers on mindfulness, personal resilience and managers managing stress. The CIPD Absence Management survey 2015 reported that less than three-fifths of organisations are taking steps to identify and reduce stress in the workplace. Only half of organisations invest in training for line managers to effectively identify and manage stress in their team but fewer (24%) offer stress management training for the whole

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workforce or training aimed at building personal resilience. Therefore, BSO’s approach is ahead of 75% of organisations. Similar to BSO, NICS reported that the main reason for absence in terms of days lost in 2014/15 was Anxiety/Stress/ Depression/Other Psychiatric Illnesses which accounted 31.9% days lost. The CIPD Absence Management survey 2015 reports that two-fifths of respondents report that stress-related absence in their organisation has increased over the past. Therefore, BSO’s reduction in mental health related absence is against the trend.

2.7 Reasons for Absence (by spells)

2.8 Reasons for Absence (by spells)

For the current reporting period, there were 1,377 spells of absence, 173 spells of long term absence and 1,204 spells of short term absence. This equates to 1.03 spells per employee per year. This is higher than NICS which reported 0.8 spells per employee for 2014/15. Table 9 below shows the top 10 categories for absence in terms of spells for the period 1 April to 31 March 2016:

Absence Category Long term absence

spells

Short term absence

spells

Total Spells

Gastrointestinal problems 3 311 314

Influenza 1 144 145

Mental Health 71 73 144

Ear, nose, throat (ENT) 2 109 111

Asthma, Chest & respiratory problems 6 97 103

Viral Illness 0 92 92

Back problems 11 72 83

Miscellaneous 14 63 77

Injury, fracture 19 41 60

Headache / migraine 3 36 39

Table 9

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Categories are further broken down into various absence reasons. Table 10 below shows the top 10 reasons for absence in terms of spells for the period 1 April to 31 March 2016:

Absence Reason Long term absence

spells

Short term absence

spells

Total Spells

Influenza 1 144 145

Vomiting 0 95 95

Cold 0 83 83

Upset stomach 0 69 69

Back ache/pain 6 58 64

Other chest and respiratory 1 51 52

Stress 26 23 49

Gastroenteritis 0 37 37

Migraine 2 31 33

Grief/Bereavement 11 22 33

Table 10

Similar to BSO in NICS 2014/15, short-term absence spells, lasting between one and 20 working days, were predominately due to Cold, Cough, Flu, Influenza (25.9%) or Gastrointestinal Problems (21.7%)

2.9 Employees and number of absence spells During 2015/16, 45.8% of employees had no spells of absence, 28.1% had one spell of absence, 14.8% had 2 spells and 6.7% had 3 spells of absence. Only 4.6% of employees had 4 or more spells of absence. In NICS in 2014/15, 52.1% of staff had no spells of absence, one spell of absence was recorded for 32.7% of staff, 11.4% had two spells and 3.8% of staff were absent on three or more occasions.

2.10 Cost of absence

HRPTS enables reporting on the cost of absence and according to CIPD Absence Management Report 2015 less than two fifths of organisations monitor the cost of employee absence. The cost of absence reported includes Occupational Sick Pay, Statutory Sick Pay and employers’ costs (National Insurance and Pension contributions). The total cost of absence for 2015/2016 was £1,274,897, compared with £1,418,589 in 2014/15. Sickness absence in 2015/2016 cost £955 per employee based on the headcount at 31 March 2016. This represents a 9.6% decrease in cost per employee compared with 2014/15 when sickness absence cost £1,057 per employee. In the CIPD Absence Management Report 2015, the median cost of absence in public services is £789 per employee.

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Table 11 below shows the breakdown of the cost:

Type Amount (£)

Occupational Sick Pay 867,855

Statutory Sick Pay 176,026

Employers’ NI Contribution 69,388

Employers’ Pension Contribution 161,628

Total 1,274,897

Table 11

2.11 Cost per sub-directorate

Figure 5 below outlines the cost of sickness absence as a percentage of spend on pay in each sub-directorate in BSO during 2015/16.

Figure 5 Sub-directorates with less than 10 employees have been excluded.

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3 Absence related to Mental Health Illness There were 144 spells of absence in 2015/16 relating to Mental Health. Figure 6 below shows the spells for mental health related absence by reason.

Figure 6

Table 12 provides further information on mental health related absences, showing the number of absence hours against each mental health reason. It is interesting to note that only 8.73% of absence due to mental health is attributable to work related stress.

Mental Health Reasons Absence Hours

% of Mental Health absence

Stress 10053 34.30%

Depression 6816 23.25%

Anxiety 5183 17.68%

Grief/Bereavement 4140 14.12%

Stress-Work Related 2558 8.73%

Psychosis 480 1.64%

Insomnia 68 0.23%

Panic attacks 15 0.05%

Table 12

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Figure 7 below shows spells of absence due to mental health illnesses by age group. Those aged over 50 account for 34.7% of spells of mental health absence, whilst those aged under 30 account for 10.4% of spells. 54.9% of spells of mental health absence relate to those aged between 30 and 49.

Figure 7

Figure 8 below shows the breakdown of mental health absence by gender. It clearly highlights that female employees have had more spells of absence connected with mental health issues than male employees. In BSO 57.7% of the workforce are female yet 59% of mental health spells are attributable to females.

Figure 8

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Figure 9 below shows the breakdown of mental health absence by band. 32.9% of the workforce are employed at Band 3 level, yet 45% of absences related to mental health reasons are attributed to Band 3’s.

Figure 9

Figure 10 below shows the spells of work related stress by band. There were 15 spells of absence attributed to work related stress and all staff absent due to work related stress were at Band 5 or below and over 50% were attributable to band 3’s. The average length of absence connected to work related stress was 23 days.

Figure 10

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However, it is worth noting that whilst there were 49 spells of absence due to ‘stress’ it is possible that some of these may actually have been due to ‘work related stress’ but may have been coded incorrectly by managers. Of these 49 spells, only 12% were for employees working at Band 6 or above and over 50% were related to Band 3 employees.

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4 Absence and Workforce Information 4.1 Sickness absence by age group 44.4% of employees in BSO are aged 45 or above and 14% are aged over 55. 13% of employees are aged less than 30. Employees aged 50-54 account for almost 15% of all staff in BSO as shown in workforce profile in Figure 11 and this group accounts for 18.1% of the absence. Employees aged 25-29 account for 10.5% of BSO’s workforce however, only 6.7% of absence is attributed to this group, therefore, this group has proportionally less sick leave than might be expected. Employees aged 60-64 account for 4.3% of BSO’s workforce however, over 9% of sickness absence is attributed to this group- therefore, this group has proportionally more sickness absence than might be expected.

Figure 11

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4.2 Sickness absence by gender Figure 12 below shows the workforce composition and sickness absence by gender. Females account for 57.7% of the workforce in BSO yet 58.4% of absence in BSO is attributable to females.

Figure 12

Of the absence attributed to females, 63.2% is long term whilst for males this figure is 64.7%. Therefore, males have a slightly higher rate of long term absence than females in the BSO.

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4.3 Sickness absence by length of HSC service Figure 13 below shows current workforce composition and sickness absence by length of HSC service. Over 67% of BSO staff have HSC service of more than 5 years and 54% have more than 10 years’ service in HSC. Employees with less than 5 years’ service account for 32.4% of the workforce, yet only 26.1% of absence in BSO is attributed to this group. Employees with more than 30 years’ service account for 11.2% of the workforce yet 14.5% of absence in BSO is attributed to this group. There appears to be a general trend (with the exception of group 30-34) that employees with over 20 years service take proportionally more sickness absence than those with less than 20 years service.

Figure 13

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4.4 Sickness absence by full time/part time working

The make-up of full time and part-time employees is shown in Figure 14 below. This indicates that 17.8% of the workforce has availed of part time working under the BSO’s Flexible Working policy. Employees who work full time account for 82.3% of the workforce and 85.1% of absence in BSO is attributed to this group. There is no evidence that either full time or part time staff have a disproportionate level of sickness absence.

Figure 14

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4.5 Sickness absence by Grade Figure 15 show the composition and sickness absence levels of BSO employees by Band/Grade. 32.9% of employees are Band 3s and this is the largest workforce group by band; this group had the highest sickness absence with 43.3%. The below figure shows that Band 2s also have higher absence levels than would be expected based on the workforce composition. For Bands 4 and above the reverse is true and absence levels are lower than would be expected based on workforce composition.

Figure 15

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5 Absence Trends Short term absence refers to absences of less than 20 working days. Figure 16 below provides a breakdown of what days short-term absence occurred on. There is no clear trend to indicate that absence occurred mainly on any particular day.

Figure 16

However, figure 17 below considers absences which last 1 day and it is clear that Monday is most popular day for one day absence.

Figure 17

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6 HR Pay and Conditions Team Activity Table 13 below illustrates the activity of the HR Pay and Conditions team from 1 April 2015 to 31 March 2016 for all client organisations. This represents all the actions completed including those for individuals not considered to be employees.

BSO Other Total

Contractual Change 145 144 289

Employment Break 4 5 9

New Starter 175 82 257

Leaver 185 117 302

Org Move (Internal Transfer) 188 159 347

Total 697 507 1204

Table 13

Compared with the same period last year, there has been 53% decrease in the number of new starters added to payroll by the HR Pay and Conditions team and there has been a 4% decrease in the number of leavers processed. Overall, there has been a 19% decrease in processing within the Pay and Conditions team. Of the 175 new starts in BSO in 2015/2016, 5 were re-hires (individuals previously employed by BSO) and 170 were true new starts. 6% of the new starts processed were due to new posts, 3% were individuals who TUPE transferred into BSO and 68% were replacements posts. The remainder were due to a variety of reasons including cover for secondments/project and agency staff in payroll/recruitment (who must be processed as new starts and added to HRPTS in order to enable them to complete payroll/recruitment processing). Of the 185 leavers from BSO in 2015/2016, 44% resigned, 10% retired and 36% came to the end of their fixed term contract. Of the 145 contractual changes for BSO processed in 2015/2016, 42% were due to term time working and 52% were due to a change of working hours; the remainder were due to other work life balance requests. 6.1 Employee Turnover The overall employee turnover figure for BSO for 2015/16 was 8.02% compared with 8.8% in 2014/15. This total figure encompasses all employees who were leavers including those who left involuntarily due to dismissal or termination of fixed term contract and also those who left voluntarily through resignation or retirement. The voluntary employee turnover rate for BSO for 2015/16 is 5.77% compared with 6.9% during 2014/15. This excludes employees who were dismissed and employees who reached the end of their fixed term contract. Therefore, the involuntary turnover figure is 2.25%. According to CIPD 2015, the median rate of labour turnover is 13.6%.

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7 Learning and Development The BSO offers a wide range of training and development programmes as illustrated below. The numbers of employees who have completed face to face programmes in the period 1 January to 31 March 2016 are detailed in Table 14 below.

Course No of Participants

Length of Course (Hrs.)

Total Length of Training

(Hrs.)

Adult Basic Life Support 12 3.2 38.4

AED training only 24 1.5 36

Attendance Management 29 7.5 217.5

Attendance Policy Awareness Training 167 0.75 125.25

Corporate Induction Event 28 7.5 210

Financial Reporting & Final Accounts Works 10 7.5 75

Gender Specific (men) Health & Wellbeing sessions 19 3.25 61.75

Gender Specific (Women) Health & Wellbeing sessions 63 3.25 204.75

HR Analytics (Conference) 4 3 12

Infection Prevention & Control 5 2 10

Information Governance 45 2 90

Mindfulness based Stress Reduction 54 1.5 81

NIECR Awareness 4 1.5 6

One to one Supervision 2 1 2

Recruitment and Selection Classroom 16 3 48

Safeguarding adults update 1 3.5 3.5

Shared Services Corp Induction 14 9 126

Wellbeing & Attendance Management 21 7.5 157.5

Total 518 1504.65

Table 14

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The numbers of employees who have completed the e-learning programmes in the period 1 January to 31 March 2016 are detailed in Table 15 below.

E-learning BSO Total Length of Course (Hrs.)

Total Length of Training (Hrs.)

Corporate Induction 9 2.5 22.5

Data Protection 9 0.5 4.5

Display Screen Awareness 3 0.5 1.5

Fire Awareness 25 1.5 37.5

Fraud Awareness 14 0.5 7

Freedom of Information 7 0.75 5.25

Health& safety Awareness 6 1 6

I.T Security 6 1 6

Manual Handling Awareness 5 1 5

Records Management 6 1 6

Recruitment and Selection 32 3 96

Risk Management Awareness: Management of Risk within the BSO 5 1 5

Total 127 202.25

Table 15 In addition, there were 25 new training requests from staff requesting to attend external training courses in quarter 4. During January and February, 36 staff attended short course programmes at the HSC Leadership Centre whilst during quarter 4 109 attended Moving Forward Programmes. Details of Moving Forward participation in Quarter 4 is detailed in table 16 below.

Course No of Participants

Length of

Course (Hrs.)

Total Hours

Building Highly Effective Teams 16 7 112

Communication and Influencing 11 4 44

Decision Making 10 4 40

Developing a Business Case 0 7 0

Engagement, Culture & Leadership 9 7 63

Finance for non-Financial Managers 1 3.5 3.5

Manager as Coach 7 7 49

Managing Performance 7 4 28

Project Management 16 7 112

Putting People First 12 7 84

Quality Improvement 7 7 49

Working Collaboratively & Building Relationships

13 4 52

Total 109 636.5

Table 16

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In quarter 4 there was 3440 hours of training activity which equates to 2.73 hours per WTE. Reports from Leadership Centre for were not available for March 2015 and further it is expected that there is an under utilisation of New Training Request forms in HRPTS. The target for learning and development activity for 2015/16 is 15 hours per WTE and this has not been met in 2015/16. Figure 18 below outlines overall learning and development activity in BSO in 15/16.

Figure 18

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8 Employee Relations Activity During Quarter 4, there were 17 formal employee relations cases being handled in the BSO HR Directorate, 9 relating to BSO employees. Table 17 outlines the types of cases which are ongoing.

BSO HSCB PHA Other

Grievance (Stg.1)

4 1 1 0

Grievance (Stg.2/Appeal)

1 0 0 0

Disciplinary 2 2 1 0

Working Well Together (Stage 1 – Informal)

0 0 0 0

Working Well Together (Stage 2 – Formal)

0 0 0 0

Capability (Stage 1 –Informal)

0 0 0 0

Capability (Stage 2 –Formal)

0 0 0 0

Investigations 2 2 1 0

Total 9 5 3 0

Table 17 Table 18 below provides more detail of the status of each case relating to BSO staff.

Type of case Case Number

Update

Investigation 1 Investigation concluded and case was referred to disciplinary panel – ref to case number 1 Disciplinary

Investigation 2 Investigation concluded and case was referred to disciplinary panel– ref to case number 2 Disciplinary

Disciplinary 1 Awaiting outcome letter from the panel

Disciplinary 2 Employee was dismissed - case is closed

Grievance 1 Grievance was not upheld by the panel, appeal has been lodged- as shown in table 17 as Stage 2 Appeal

Grievance 2 Panel are awaiting submissions from the aggrieved employees

Grievance 3 Grievance was not upheld

Grievance 4 Grievance hearing has been arranged

Table 18

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8.1 Job Evaluations

Table 19 below outlines the job evaluations and Job Analysis Questionnaires (JAQ’s) completed during quarter 4.

Job evaluations JAQ’s

BSO 17 6

HSCB 9 2

PHA 3 2

Other clients 5 2

Total 34 12

Table 19

Please note job evaluations relate to requests for new job descriptions to be evaluated, while JAQs are the completion of questionnaires in order to have a current job re-assessed.

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9 Recruitment Activity In Quarter 4, the recruitment team has received 123 requisitions and Table 20 below illustrates the total recruitment activity in this period:

Organisation Number of Requisitions Received

Number of Applications Received

BSO 90

338

Other 33

105

Total 123

443

Table 20 Note: E-recruitment calculates the number of applications received based on the date the requisitions are received by Recruitment Shared Services, therefore the number of applications is based on the month requisitions are received and not the month in which an application has been received. Table 21 below illustrates the total recruitment activity from 1 April 2015 to 31 March 2016:

Organisation Number of Requisitions Received

Number of Applications Received

BSO 241

2048

Other 138

637

Total 379

2685

Table 21 In 2014/15, 301 requisitions were received by the recruitment team and 4184 applications were received. The recruitment activity in table 20 represents a 26% increase in the number of requisitions received and a 36% decrease in the number of applications received compared with the same period last year.

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10 Recruitment Agency

Table 22 below illustrates the number of recruitment agency staff engaged within the BSO at the end of March 2016.

Sub-Directorate No. of Agency

Staff End of

September 2014

No. of Agency

Staff End of

December 2014

No. of Agency

Staff End of

March 2015

No. of Agency

Staff End of March 20161

Benefits Realisation Project

N/A 3 0 0

CEC 1 0 1 0

CFPS 4 4 2 3

Finance 1 1 2 3

FPS 8 11 11 11

HR&CS 2 2 1 1

Internal Audit 0 1 1 2

ITS 4 2 3 4

Leadership Centre 2 2 2 2

Legal 14 17 15 7

PaLS 28 29 24 18

Pensions 6 5 6 3

Shared Services BST 0 2 0 3

Shared Services Payments 46 24 24 13

Shared Services Income 2 7 5 1

Shared Services Payroll 16 22 18 17

Shared Services Recruitment

2 0 0 4

Shared Services Interpreting

N/A 2 2 2

Total 141 134 117 94

Table 22 1 Information relating to March 2016 was taken from the invoices paid to agencies. There has been a 19% decrease in the number of agency staff engaged at the end of March 2016, compared with the end of March 2015. Over 42% of the agency staff engaged at the end of March 2016 were working in Shared Services.

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10.1 Recruitment Agency Cost

In Quarter 4, £605,032 was spent on recruitment agency staff. The total spent on recruitment agency staff in 2015/2016 was £2,394,245. In 2014/2015, £2,618,718 was spent on recruitment agency staff. This represents a decrease of 8.6%. Figure 19 below shows spend on recruitment agency staff by sub-directorate.

Figure 19 The following sub directorates total spend on agency for 2015/16 was less than £5000 and they have been excluded from the figure above: CCP, Equality and Small Business Research Initiative Project

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11 Overtime cost In Quarter 4, £139,251 was spent on overtime and in 2015/2016 the total spend was £514,375. In 2014/2015, £650,805 was spent on overtime. Therefore there has been a 21% decrease in spend this year compared with the same period last year. Figure 20 below shows the overtime spend by sub-directorate for 2015/16.

Figure 20 The following sub directorates total spend on overtime for 2015/16 was less than £3000 and they have been excluded from the figure above: CEO, Legal, Internal Audit, CEC and HRCS

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12 Pension membership In BSO there are 1190 employees (89%) currently enrolled in a pension scheme whilst 145 employees (11%) are not enrolled. Figure 21 below shows the number of employees currently in the pension scheme broken down by band.

Figure 21 This figure excludes grade with less than 10 employees to prevent any employee being personally identified. All new starts are now auto enrolled into the pension scheme.

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Corporate Services Quarterly Report Controls Assurance Standards require the Board, SMT and BSO Business Committee to receive quarterly reports on Information Governance, Complaints and Health, Safety & Fire within the organisation. This is a composite report of all of these areas.

13 Information Governance 13.1 Information Governance Consolidated Action Plan

Total actions on report 28

Actions completed this quarter 1

Actions on going 4

Actions already completed 0

The latest BSO IG Improvement Plan and consolidated Action Plan has been approved by SMT and was presented to Business Committee in April 16. All actions including normal IG business are now included in the action plan to allow for better planning across the business year. Completed Actions

AP4. The SIRO conducted an assessment of all IAO in post in Jan 16 as part of his review

of the Information Asset Register.

Actions on going

AP1. A new good habits poster campaign has been prepared for use in April 16.

AP2. 2 policies have been reviewed and minor changes made regarding Information

Security and Information Risk.

AP10. Work continues to amend and update the IG Lessons

AP11. Training of PDG in his new role to be arranged

13.2 Corporate Induction and new starts

Quarter 1

Quarter 2 Quarter 3 Quarter 4

New Starts 13 20 28 25

Attendance at Induction

34 19 70 28

IG E Learning 3 9

13.3 Records Management Audits The following business areas were subject to a records management audit during this quarter: Finance and DLS with no major findings to report.

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13.4 Freedom of Information From 1st January 2016 to 31st March 2016 the BSO processed a total of 29 Freedom of Information requests. This is an increase compared to Q4 2014/15 (25 requests). The table below separates these requests by their relevant department: Some of these queries were complex and required additional time to investigate whereas others were lacking in the

Department Number of Requests % Response within 20 working days

Information Unit 14 92%

ITS 4 100%

PaLS 4 100%

Recruitment Shared Services 3 66%

Human Resources 3 100%

FPS 1 100%

In accordance with the publication scheme BSO is now publishing redacted versions of FOI requests the BSO Internet Site. It is envisaged that requestors can be directed to this site as multiple requests for the same or similar information are received at certain times within the financial year, especially with regards to contracts. Reasons for Exceeding Statutory Deadline

Some of these queries were complex and required additional time to investigate whereas others departments failed to return paperwork to Corporate Services in time to meet deadline despite timed reminders. It has been discovered that some service areas were working to the date provided and not providing the information earlier when possible; steps have now been introduced to address this. Exemptions applied and justification for application of exemption

Exemption applied to FOI 497 under Section 40 of the FOI Act (Personal Information)

Exemption applied to FOI 498 under Section 40 of the FOI Act (Personal Information)

Exemption applied to FOI 502 under Section 43(2) of the FOI Act (Commercial

Interests)

Exemption applied to FOI 508 under Section 43(2) of the FOI Act (Commercial

Interests)

Complaints about FOI Process

No complaints were received about the FOI process in Q3 2015/16.

FOI escalated to ICO

No cases escalated to ICO.

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13.5 Data Protection From 1st January 2016 to 31st March 2016, BSO Corporate Services processed 22 Data Protection Requests. This is a decrease compared to Q2 2014/15 (32 requests).

Department Number of Requests % Response within 40 calendar days

Recruitment Shared Services

10 100%

FPS 5 100%

HSC Pensions 2 100%

Human Resources 1 100%

Reasons for Exceeding Statutory Deadline

No requests exceeded the statutory deadline in Q4 2015/16.

Complaints about DPR Process

No Complaints about process

DPR escalated to ICO

No cases escalated to ICO

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14 Complaints

The table below details the complaints processed during Q4 of 2015/16.

14.1 Information Commissioner Investigations There are no current ICO investigations.

Department Response in 20 days

Subject Action/ Lessons

Recruitment Yes Withdrawn job offer Apologies for administrative error and procedures reviewed

Recruitment Yes Withdrawn job offer Apologies for administrative error and procedures reviewed

Payroll Yes Problems processing pension refund

Explanation and apology for inconvenience caused

Payroll Yes Problems with CHAPS payment and with service received from PSSC

Explanation and apology for inconvenience caused

Payroll Yes Irregularities with payslips and service received from PSSC

Explanation and apology for inconvenience caused

Recruitment Yes Problems using HSC Recruit website

Explanation and apology for inconvenience caused

Payroll Yes Issues with management of overpayment of salary

Explanation and apology for inconvenience caused

Payroll Yes Various issues with PSSC Explanation and apology for inconvenience caused

CFPS Live Complaint

Issues with letter received to request proof of eligibility for free health care

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14.2 Near Misses The table below details how many Near Misses were reported in the period.

Date of Event

Details Involved Parties

Action Undertaken by Unit

Any Further Action Required?

Has the Learning been shared?

Potential for recurrence?

20/01/2016

A member of Internal Audit staff left their laptop on a train. The laptop was encrypted and was recovered safely with no breach to report

Internal Audit

Contacted Translink and recovered laptop

Staff reminded on risks/procedures

IGMG

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15 Compliments The table below details the compliments received during Q4 of 2015/16.

Date Received by Corporate Services

Compliment From

Received By Department Compliment In Relation To

06/01/2016 Member of staff from NHSCT

Claire Quinn DLS Thanks for work on pharmacy lease

08/01/2016 GP Practice Manager

Keith Richmond FPS Thanks to GP Payments staff for help with new system

17/02/2016 Member of public

Aidan McGuigan FPS Thanks for pension forecast

23/02/2016 Member of public

Gillian Weir FPS Thanks for issuing cheque

25/02/2016 GP Practice Manager

Ciara Bunting FPS Thanks to GP Payments staff for help with new system

02/03/2016 GP Practice Manager

Keith Richmond FPS Thanks to GP Payments staff for help with new system

04/03/2016 GP Practice Manager

Keith Richmond FPS Thanks to GP Payments staff for help with new system

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16 Fire, Health & Safety As covered in Annual Report. Adverse Incidents Q4 2015/16

Date of Event

Details Involved Parties

Action Undertaken by Unit

Any Further Action Required?

Has the Learning been shared?

18/01/2016 Member of staff was unwell, lightheaded & slurring speech

CEC Clady Villa

Nurse Education Consultant carried out assessment, staff taken to hospital

N/a N/a

17/02/2016 Staff member cut head on dispenser in toilet

ITS Cut cleaned with saline solution from first aid box

N/a N/a

12/02/2016 Electrician on site received electric shock

BSO/HJ Martin

HJM asked to investigate

N/a N/a

22/02/2016 Driver reversed into gates causing damage

PaLS None reported N/a N/a

24/02/2016 Staff member had seizure at work

Finance Staff taken to hospital

N/a N/a

26/02/2016 Two order pickers collided

PaLS No injury or damage reported

N/a N/a

04/03/2016 Member of staff suffered allergic reaction

APSS Staff was taken to hospital and given medication

N/a N/a

14/03/2016 Member of staff suffered chest pains

APSS Staff was taken to hospital

N/a N/a

14/03/2016 Member of staff struck by roll cage

PaLS Staff did not require treatment, extra training provided

Extra training for staff

N/a

23/03/2016 Forklift malfunction PaLS No further action required

N/a N/a

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17 Sustainability 17.1 Environmental Management/ Sustainable Infrastructure

It's easy to take for the granted the importance of environmental management. However, its economic and intrinsic value cannot be overstated. Environmental management occurs at all levels--from BSO’s simple approach to recycling, LED lighting, to replacement condensing boilers. BSO was granted funds to replace out-dated boilers with new technology which is aimed to further reduce our energy usage and has already attracted a tangible difference, something which has been reducing constantly over the last 2 years since our new sustainability drive began. A new energy contract has also been awarded attracting higher savings due to Green energy provision. 17.2 Electricity The following table documents the electricity costs for the financial year 2015/16. Comparative figures for the same period in 2014/15 have also been provided. It should be noted that The Leadership Centre has recently joined this contract and will be reported on for Q1 of 2016/17.

Franklin Street PaLS Boucher PaLS Lissue

2014/15 2015/16 2014/15 2015/16 2014/15 2015/16

Jan 4842.67 4466.31 4600.73 3259.23 2410.81 1934.55

Feb 4406.32 5550.79 4467.58 3349.59 2065.56 2208.31

Mar 3439.41 Awaiting Invoice

2884.69 Awaiting Invoice

1667.54 Awaiting Invoice

17.3 Gas The following table documents the gas costs for the financial year 2015/16. Comparative figures for the same period in 2014/15 have also been provided.

Franklin Street PaLS Boucher PaLS Lissue

2014/15 2015/16 2014/15 2015/16 2014/15 2015/16

Jan 3280.75 1982.12 4668.42 3025.14 2282.56 1022.92

Feb 2142.79 1568.76 3872.67 2714.72 1198.12 1098.40

Mar 2506.56 Awaiting Invoice

4705.57 Awaiting Invoice

1322.41 Awaiting Invoice

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The following readings and graphs indicate an improvement over the last number of years due to improved processes and technologies in relation to our usage which reflects on our energy ratings (DECS) The higher the category the more efficient we are deemed.

Franklin Street 2014 2015 2016

Energy Performance Rating (100 Typical) 102 97 88 Category E D D Annual Energy Use - Heating (kWh/m2) 105 111 110 Annual Energy Use - Electricity (kWh/m2) 108 93 86

PaLS Boucher Crescent 2014 2015 2016

Energy Performance Rating (100 Typical) 68 65 54 Category C C C Annual Energy Use - Heating (kWh/m2) 124 115 108 Annual Energy Use - Electricity (kWh/m2) 52 48 39

PaLS Lissue 2014 2015 2016 Energy Performance Rating (100 Typical) 57 52 57 Category C C C Annual Energy Use - Heating (kWh/m2) 92 70 80 Annual Energy Use - Electricity (kWh/m2) 49 46 52

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Electricity

48

Gas

18 Serious Adverse Incidents No serious adverse incidents were reported in this period.