RESPONSIVE WORKING DURING COVID -19

A Manager’s Toolkit (August 2020)

1. Introduction2. Responsive Working Principles 3. Summary of Flexible Working Provisions 4. CaringResponsibilitiesConsiderations5. Support for Vulnerable Workers 6. SupportforStaffwithDisabilities7. SupportforMinorityEthnicCommunities(withunderlyingconditions)8. AdditionalSupport

AppendixA-OtherchildcareoptionsAppendix B - Human Resources and Legal Services - Related key contactsAppendixC-TemplateIndividualRiskAssessments(COVID-19)

Contents

Aims

This Toolkit aims to

u AddresstheneedforenhancedawarenessofflexibleworkingarrangementsthroughoutEA,schoolsandservicesduringtheCOVID-19pandemic.

u EmpowerandinformSchoolLeadersandmanagersastohowbesttosupporttheirstaffduringthistime.

u Supportworkforceplanningandanticipatedstaffingissuesaswemovetowardsourschoolsandservicesrecommencingregularoperations.

u Supportandinformonstaffingissuesincludingclinicallyvulnerablestaff;clinicallyextremelyvulnerablestaff;andstaffwithcaringresponsibilitiesinlinewithPHAandN.I.Executiveadvice.

Introduction

1

This Toolkit should be read in conjunction with the following COVID-19 resources.

DepartmentofEducationRestartWebpageNorthernIrelandRe-openingSchoolGuidance-NewSchoolDayGuidanceonstaffreturningtoschoolsGuidanceonstaffreturningtosupportservices EAStaffHealthandWellbeingGuidance GuidanceonAbsencerelatingtoCOVID19 ManagingAttendancePolicies EAFrequentlyAskedQuestionsDEFrequentlyAskedQuestionsFlexibleworkingrelatedpoliciesandschemes(seesection3)

u YouarereadingthisToolkitbecauseyouareaSchoolLeader/managerormemberofstaffwhowishestobemoreinformedontherangeofflexibleworkingoptionsavailableduringtheCOVID-19pandemic.

u Thereisanincreasedneedtoworkflexibly,wherepossible,duringtheCOVID-19pandemic.Atthesametimeitisrecognisedthatthedegreeofflexibilitywillbedependentontheworkingenvironment.Forexampleaschildrenreturntoschoolitwillnotbepossibleforthemajorityofschoolbasedstafftoworkfromhome.

u Researchshowsthatworkingflexiblycanhaveanumberofbenefits.Theseinclude - enablingemployeestotakeoncaringresponsibilitieswithouthavingtogiveupwork - highermotivationlevelsand - greateradaptabilitywithintheworkforce (CIPD).

u AtpresentmanystaffareworkingfromhomeasrequestedbutasGovernmentrestrictionscontinuetorelaxthereisaneedtoputinplacemeasurestoensurethateducationandservicestochildrenandyoungpeoplecanbedelivered.Thisrecognisesthatformanystaff,theeducationworkplacewilllook,feelandbedifferenttovaryingdegrees.

BE OPEN AND IMPLEMENT REGULAR TRANSPARENT COMMUNICATIONSCommunicatemutualexpectationsandstayappraisedofdevelopments.Makesureyourstaffknowwhatisexpectedoftheminlightofanynewarrangements.Itisalsoimportanttomaintaincontactwithstaffinordertoensurethattheyarenotbeingadverselyaffectedbythesearrangements.

BE SYMPATHETIC AND FLEXIBLE WITH YOUR APPROACH Staffwillbeexperiencingtheirownuniquesetofchallenges.Therefore,itisimportanttoprovidesupporttoyourstaffbasedontheseuniquecircumstances.Itisimportantthatstaffareawareofwhatflexibleworkingopportunitiesexistwhilemanagingexpectations.

BE PROACTIVE AND SOLUTIONS ORIENTATEDBymakingtimetospeakandlistentoyourstaffabouttheircircumstancesissuescanbeaddressedbeforetheydevelop.

SHOW TRUST Theleveloftrustyouhavewithyourstaffcanmakeorbreaktheteam;individualperformance;andthedevelopmentaljourneywithinanorganisation.(Forbes.com)

STAY INFORMED AND SIGNPOST INFORMATION ByhavingasoundhandleonchangesinPHA,GovernmentorEAdirectives/guidance,youcanbewellplacedtosupportemployeesinyourschoolorteam.Whilstsomeindividualsmaypreferthenewworkingarrangements,othersmaystarttofeelisolatedorstressed,somethingthatcouldpotentiallyimpactupontheirperformance.Ifanissuesuchasthisdoesstarttodevelop,itmaybethattheagreementneedstobere-assessed.YoushouldalsoremindyourstaffthattheyareabletoaccesstheInspireWellbeing24/7counsellingservice.Proactivelyraisingawarenessofthiscanbemoreeffectivethanduringapersonalcrisis.Youcanalsocommunicateandencouragestafftotakepartinsomeofthehealthandwellbeingrelatedeventsonoffer.SeeEAHealthWellformoreinformationhttps://ea.wellhub.info/

FOLLOW VALUES YourworkplaceValuescanofferareferencepointwhenworkforceissuespresentdifficulty.Challengeyourselftoliveuptothese.

BywayofexampletheEAValuesare

Openness

Respect

Reflection

Responsibility

Excellence

Equality

2

2 Responsive Working Principles To support flexible working in the “New Normal”

3

Parental Leave Scheme

Thisschemeappliestoallteacherstoprovideunpaidleavefromworktocareforachildortomakearrangementsforthechild’swelfare(subjecttoeligibility),irrespectiveofpayorweeklyworkinghours.

SharedParentalLeave(SPL)enableseligibleteacherstochoosehowtosharethecareoftheirchildduringthefirst12monthsofbirthoradoption.

Section 1 Flexible Working Overview

Flexible Working Scheme

Job Share Scheme

Teacherscanmakearequesttovarytheirworkingpatternsandweeklyhours.Requestscanbeconsideredonapermanentortemporarybasis(upto3yearsmaximumonatemporarybasis).

JobSharingisamethodofworkingwhereteachersshareonefull-timepost.JobSharearrangementscanbepermanentortemporary(upto2yearsmaximumonatemporarybasis)

Tobeusedwhereateacherisseekingashortterm,temporarychangeinworkinghours,notfacilitatedthroughotherschemes.

Aperiodofspecialleaveofabsencewithoutsalaryforaperiodofnotlessthanoneyearandnotmorethanfiveyears.

AddendumtotheSchemeabove.

Providesamanagedtransitionfromworktoretirementbyenablingmemberstocontinueworkingina reduced capacity.

Hyperlink to Full Policy

Section 2 Leave

Leave of Absence (not exceeding 3 days)

Teachers’Absencesnotexceeding3workingdays.

Teachers’Absencesexceeding3workingdays.

Section 3Discretionary Leave

Overview

WhatdoIneedtoknow?AsaSchoolLeader/manageryouwillbefamiliarwiththewiderangeofflexibleworkingprovisionsstaffmayrequest.Decisionsshouldbemadeobjectivelyandtransparentlyandtakeaccountofboththeneedsoftheschool/serviceandindividualcircumstances.

Temporary Variation of Contract

Career Break Scheme

Career Break Scheme - Addendum

Phased Retirement

Clickhere

Clickhere

Clickhere

Clickhere

Clickhere

Clickhere

Clickhere

Clickhere

Clickhere

ClickhereLeave of Absence (exceeding 3 days)

Shared Parental Leave Scheme

3 Summary of Flexible Working Provisions

Overview

Hyperlink to Full Policy

Hyperlink to Full Policy

Teaching policies and procedures - Table 1.1

“Managers should consider Flexible Working requests fairly and without discrimination” TheEqualityCommission

Section 1 Flexible Working Overview

Flexi Time

Request to change working pattern

Flexible Retirement

Allowsstafftoworkuptimeduringbusyperiods.Notmorethanplusorminus14hourscanbecarriedoverattheendofeachmonth

Staffcanmakearequesttovarytheirworkingpatternsandweeklyhours.Requestscanbeconsidered on a permanent or temporary basis

Staffcanmakearequesttoflexiblyretireaftertheageof55andbenefitfromearlyreleaseofNILGOSCpension.Discretionsapplyandissubjecttotheemployersconsent

OpportunitytoapplyforunpaidleaveduringJulyandAugust.Applicationsinvitedonanannual basis.

A maximum of 3 years are available.

Requestforjobshare.Typicallya50%shareisapplied,otherpatternscanbeexplored.

Hyperlink to Full Policy

Section 2 Leave

Section 3Discretionary Leave

EA HQ and Out Centrestaff

Applicable to

Allnon-teachingstaff

Allnon-teachingstaff

HQandOutCentrestaff

Allnon-teachingstaff

Allnon-teachingstaff

Clickhere

Clickhere

Clickhere

Clickhere

Clickhere

Overview

Annual Leave

Carry Forward Leave

Unpaid Leave

StatutoryEntitlementwhichincreasesincrementallybyserviceandgrade.

Carryforwardofuntakenannualleaveuptoamaximumof7days.

Staffcanrequesttimeoffwithoutpay.LinemanagertoauthoriseandadviceHRaccordinglyasleaveentitlementsandgapsinpensionmembershipmayneededadjusted/actioned.Entitlementtocarryoverannualleavetothenextleaveyearfollowingaperiodoflongtermsickleaveorpaidinlieuincaseswheretheemploymentcontractends.

Hyperlink to Full Policy

Allnon-teachingstaff

Applicable to

Allnon-teachingstaff

Allnon-teachingstaff

Allnon-teachingstaff

JNCCirNo20Clickhere

JNCCirNo46Clickhere

JNCCirNo140Clickhere

Overview

Carer Leave Paidleaveforemergencysituationsforcarersfromanythingfromahalfdayuptoamaximumof3days(atthediscretionofthelinemanager)tocareforsickorelderlyrelativesand/orchildrenofschoolage.Leavewithorwithoutpay(outsideofannualleaveentitlement),grantedatthediscretionoftheemployer,subjecttotheneedsoftheservice.

Enablesdiscretionarytimeoffforstaffdealingshorttermemergencydomesticdifficulties

Hyperlink to Full Policy

Allnon-teachingstaff

Applicable to

Allnon-teachingstaff

NurseryandClassroomAssistants

Management Bulletin

19Sept.1996

Clickhere

Clickhere

Domestic Leave

Domestic Leave Nursery/Classroom Assistants

Carry Forward Leave following long term sick leave1

Family Friendly

Career Break

Job Share

Non

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chin

g po

licie

s and

pro

cedu

res

- Tab

le 1

.2

4

Informal process

Other Flexible working related policy-ParentalLeave:maternity,paternity,adoption,ordinaryparentalleaveandsharedparentalleaveschemes

1AsaresultoftheintroductionoftheWorkingTime(Coronavirus)(Amendment)Regulations(NorthernIreland)2020theremaybeexceptional circumstances whenamemberofstaff(withaleaveentitlement)maybeabletocarryoverupto4weeksannualleaveintothenext2leaveyears.Formoreinformationclickhere

The most significant challenge or difficulty faced by parents during the pandemic has been the impact on stress/emotional issues (Parenting NI).

43 per cent ofcarersfeelthat

colleagues and managers donotunderstandtheimpactoftheircaring.

600 peoplegiveupwork

everydaytocare,withover-45smostlikelyto.Thepeakageforcaring is 52 to 69andwomenare more likely to take on caring

responsibilitiesthanmen.EAhasanapproximatefemaleworkforceof

83%.

1 in 7 intheworkforce

are likely to be carers for an older,disabledorillperson,but

manywillnotself-identifyascarers.Theproportionwillbemuchhigher

whenadjustedtoincludethosecaringtemporarily for people linked to COVID-19.CarersNIreported

78% ofcarersarenowprovidingadditional

care during COVID-19.

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Caring Responsibilities Considerations 4

Itisrecognisedthatthisisaworryingtimeforparents/guardianswhowanttomaketheverybestchoicesfortheirchildrenataveryunsettlingandchangingtime.

Legal considerations Issuesbetweenemploymentandcaringmaybeasource of concern for all employees regardless of gender,buttraditionallytheyhaveandcontinuetoaffectmorewomenthanmen.

TheincreasedlikelihoodoffemalecarerresponsibilityishighlightedbytheEquality Commissionasapotentialcauseofindirect sex discrimination against women. For example whereawomanwithcaringresponsibilitiesisunabletoobtainorremaininworkunlesstheirtermsofemploymentaremodified,e.g.reducedhoursorchangestostartorendtimesortoshiftpatterns.

Manyemployeesmayalreadyhaveflexibleworkingarrangementsthatcontinuetosatisfactorilymeettheircaringneedswhentheyreturntowork.However,forotheremployees,theremaynowbesomerequestsfornewormodifiedflexibleworkingarrangementsduetochangesintheircircumstances,asaresultofthepandemic.

SchoolLeaders/managersmayfromtimetotimeneedtohavesupportiveconversationswithstaffwhoareconsideringtheircaringoptions.

Other help, support & advice for carersInmoregeneraltermscarersinNorthernIrelandcan go online to get accurate and up-to-date onlineinformationandpracticalguidanceaboutcaring by clickinghere.

Important Childcare informationNI Executive Announcement 18th June 2020

TheExecutiveannouncedthepublicationoftheChildcareRecoveryPlanon18June.TheChildcareRecoveryPlanaimstorestorethechildcaresectortopre-Covid-19capacitylevelsasquicklyandsafelyaspossible.Theaimoftheplanistoensuremoreparentscanaccesschildcare.Schoolre-openingplansandtheavailabilityofchildcareisinextricablylinkedandworkisongoingtobuildthecapacityofthechildcaresectorasquicklyaspossible.

Tosupportthis,on27July2020anew£10.5mchildcarerecoverysupportfundopenedforapplications.LedbytheEarlyYearsOrganisation(onbehalfoftheDepartmentofEducation)thefundisdesignedtofacilitatetheopeningofasmanydaycareprovidersandnurseriesthroughoutJulyandAugust.

Staffshouldseektoinvestigateandsourceallchildcareoptionsavailabletotheminorderthattheycanattendschool/theirworkplacewhenitrestarts.Inanemergencysituationstaffcanapplyforemergencycarerleaveshouldchildcarearrangementsbreakdown.

Itisunderstoodthattheremaybesomestaffwhostillfinditdifficulttoreturntotheirnormalplaceofworkintheirusualcapacityduetocaringresponsibilities.InsuchcircumstancestheyareexpectedtocommunicateeffectivelyandregularlywiththeirPrincipal/linemanageraboutanyconcerns.Ifamemberofstaffiswishingtoconsiderflexibleworkingand/oracorrespondingreductioninhourstheyshouldmakeaformalrequestinaccordancewiththerelevantpolicyasearlyaspossibletoensurethattherequestcanbeconsideredingoodtime(seeSection3).

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STEP 1Staffshouldconsiderallchildcareoptionsavailabletothem.e.g.Withinthehome;extendedfamily;childcareprovider/facility;andotheroptionssupportedbythelatestNIExecutivedirectives.

STEP 2

STEP 3

Annual Leave or Flexi if applicable

STEP 4

Discusspossibleflexibleworkingadjustments(seeSection3).

Unpaid Leave

Stepped approach to supporting Carers of children

Accessing ChildcareStaffwhoarestrugglingtoaccesschildcarecanalsoavailofthefollowing:

7

Family Support NI website

Clickhereforinformationonavailablespaces;

and If you cannot find a suitable

option please call Parentline on 0808 8020 400

Other sources of support

ParentsshouldcontinuetochecktheFamilySupportNI

websiteforup-to-dateinformationinrelationtochildcare.

Employers For Childcare Family

Benefits Advice Service providefree,confidentialand

impartialadvicesettingoutyourbestoptionsforsupport,andwhat

isthebestchoiceforyourfamily depending on your specificcircumstances.

For more information on Childcare options see Appendix A

TheAdvisorsareavailableonFreephone

08000283008Monday to Friday 8am to 5pm

or by emailing hello@employersforchildcare.org.

WHAT DO I NEED TO KNOW?

Clinically Vulnerable includes• Staffwithspecificunderlyingconditions• Peopleovertheageof70and• thosewhoarepregnant

Clickhereforamorecompletebreakdownandfurtherinformation.

Clinically Extremely Vulnerable includes thosewhoreceivedshieldinglettersfromtheNHSortheirGP.

Clickhereforacompletebreakdownandfurtherinformation.

Shieldingisameasuretoprotectclinicallyextremely vulnerable people by minimising interactionwithothers.

From 01 August Shielding is now paused.

StaffwhoreceivedshieldingpauselettersfromtheNHS/GPshouldcontinuetofollowGovernmentadviceandworkfromhomewhenpossible.

From01August2020ifeithercategoryofvulnerableindividualcannotworkfromhome,theyshouldtakeextracareintheworkplaceobservingsocialdistancing,staying2metresawayfromotherswhereverpossible2,althoughtheindividualmaychoosetotakeonarolethatdoesnotallowforthisdistanceiftheyprefertodoso.Iftheyhavetospendtimewithin2metres2ofotherpeople,Principals/linemanagersshouldundertakeariskassessmentwiththeindividualtoassessandcontrolmeasurestoreducerisk.Theyshould,ifnecessary,beofferedthesafestavailableonsiteroles.

Basedonariskassessment,theSchoolLeader/managerorEmployingAuthorityreservetherighttorequestthatclinicallyextremelyvulnerablestaffdonotattendtheworkplace.Underthesecircumstancestheindividualshouldfacenofinancialdetriment.

2BasedonPHAGuidanceprovidedonthe26June2020TheStormontExecutivehasagreedtoreducesocialdistancinginNorthernIrelandfrom2m(6ft)to1mwithrestrictionsonthe29June2020.TheStormontExecutiveagreedthatpeopleshouldkeeptwometresdistancewherepossible,butfrom29June2020cancomewithinnolessthanonemetrewhereappropriatemitigationscanbemade.

Thereare2categoriesofvulnerablestaff1. Clinically Vulnerable and 2. Clinically Extremely Vulnerable

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5 Support for Vulnerable Workers

See Appendix C - Risk Assessment template.

PHA latest advice to Schools on Classroom Assistants ThereisnorequirementforClassroomAssistantstowearPPEeveniftheyarelessthan2metres(supportinglearning)unlesstheyareinvolvedinintimatecareorsittingwithayoungpersonwhoissittingandwaitingtogohomebecausetheyaresymptomatic.

Ifamemberofstaffisinthevulnerablecategory,additionalhandwashingwillofferthebestprotection.TheriskassessmentshouldincludeassessmentforPPEiftheyaremedicallyvulnerable.Theevidencestillsuggeststhatchildren/youngpeoplehaveamuchlowerincidenceofCOVID-19thantheadultanddonotspread it.

STEP 1Follow PHA/ NI Executive guidance

STEP 2Speak to staff about their concerns and undertake Risk Assessments

STEP 3 If applicable discuss flexible working adjustments or offer the safest available onsite role.

STEP 4

STEP 5

If applicable consider Annual Leave, Flexi Leave and Unpaid

Contact Human Resources if you have exhausted these options (seeHRcontactList–AppendixB)

Steps to support your vulnerable staff NI Executive Announcement 18th June 20With effect from 01 August 2020 “Shielding” has been paused, subject to the rate of community transmission continuing to be low.ThiscategoryofstaffshouldfollowthelatestPHAguidanceandprecaution,takingparticularcarewhenoutofthehomeandstrictlymaintainingsocialdistancing.OngoingadvicewillbeprovidedbyPHA.ForthelatestadviceonsupportingstaffwhoareClinically Extremely Vulnerable please see https://www.nidirect.gov.uk/articles/coronavirus-covid-19-pausing-shielding-extremely-vulnerable-people

• InmostcasestheRiskAssessment and subsequent controlmeasurescansufficientlyreducetheriskandthestaffmembershouldreturntowork.

• If unable to ensure adequate mitigationsPrincipals/linemanagersmaywishtoconsidertheoptionsbelow.

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A person has a disability for the purposes of Disability Discrimination Act 1995 if he/she has a physical or mental impairment which has a substantial and long-term adverse effect on his/her ability to carry out normal day-to-day activities. The Act imposes a duty on employers to make reasonable adjustments for disabled people to help them to remove barriers in gaining and remaining in employment.

Itisrecognisedthatreturningtotheworkplacewillcreatemanychallengesforemployeesandemployersalike,albeitindifferentwaysandtodifferentdegreesforsomepeoplecomparedtoothers.Theseconcernsraiseparticularchallengesinthecaseofemployeeswhohaveadisability.

TheDisabilityDiscriminationAct(DDA),coversaverywiderangeofpeopleandisnotconfinedtothosewhocomewithintheGovernment’sCOVID-19listofclinicallyextremelyvulnerablepeople.Manypeoplewithadisabilitymayhaveimpairmentsthatarenotonthelist,buttheirhealthisstillparticularlyvulnerable.Thereasonableadjustmentdutyappliestoallemployeesorjobseekerswhoaredisabled,regardlessofwhethertheyareontheGovernment’slistornot.

SchoolLeaders/managersshouldensuretheymakereasonableadjustments,astheyareobligedtodo,inadditiontowhattheywillhavedone

toprotectthehealthandsafetyofalloftheiremployees.Wheresuitablehealthandsafetyriskassessmentshavebeenconductedandadequateprecautionstaken,allthatsomeemployeesmayneedisreassurancethattheirhealthwillbesafeatwork.

Ifadisabledemployeepreviouslyhadtailoredadjustmentsatwork,thesemightstilladequatelymeettheirparticularneedswhentheyreturntowork.However,itisimportantthatschoolsarenotcomplacentandarepreparedtodomore,wherereasonable,recognisingthatindividualneedschangeandmayhavechangedduringthepandemic.WhenconsideringreasonableadjustmentsDisabilityEmploymentSupportadviceisavailablefromtheEmployingAuthority(02890564360orequality.unit@eani.org.uk).

Be aware of communication barriersWhilstitisrighttoencourageonlinediscussions,somestaffmayfindthisverychallengingduetoadisabilityandmaybeevenimpossible.Ifthisisnotpossiblealternativesshouldbeexplored.Alsoduetocurrentsituation,perhapsreasonableadjustmentshavenotbeenabletobeputinplaceorhomeworkingmayhavebeendifficultduetoadisabilityresultinginhighlevelsofanxiety.Itisimportantthatlinemanagersrecognisethisandreassureemployeeswithdisabilitiesatthistime.

Thislistnotexhaustiveandincludes:u changingtheplaceofwork(e.g.allowing

workingfromhome,ormovingtheemployeetoasafer(or,tothesafest)partoftheusualworkplace)

u makingadjustmentstopremises(e.g.installingsuitableprotectivescreensaroundthedisabledemployee’sworkstation)

u allocatingsomeoftheemployee’sdutiestoanotherperson

u alteringthehoursofwork(e.g.changingstartorendtimestomaketravellingtoworksafer)

u acquiringormodifyingequipment(e.g.providingsuitablepersonalprotectiveequipment,perhapsofakindthatisdifferenttothatwhichisprovidedtoothers)

u providingsupervisionorothersupport(e.g.providingmentalwellbeingsupportservicesthatanemployeemayavailof)

u potentialadjustmentscanbecombined,andmayneedtobe,ifareasonablesolutionistobefound.Forexample,allowinganemployeetoworkfromhomemayalsorequiretheprovisionofsuitableITequipmentorsoftware.

Clearly,theopportunitytoworkfromhomemaybethesafestandmostdesiredoption,butwillnotbeafeasiblesolutioninallcases.

What kind of adjustments might you consider to protect the health of a disabled employee who you might expect to return to work?

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6 Support for Staff with Disabilities

7 Support for Minority Ethnic Communities (with underlying conditions)

ThereissomeemergingevidencewhichsuggeststhatCOVID-19maydisproportionatelyimpactsomegroups,notablyBlack,AsianandMinorityEthniccommunities(BAME)withunderlyingconditions.ReasonsincludethatsomeBAMEcommunitiesaremoresusceptibletocertainhealthconditionssuchasdiabetesandobesity,compoundedbysocio-economicfactorsandpoverty,aswellasmanyworkinginfrontlinejobs.SchoolLeaders/managersshouldfollowPHAguidancetoensurethatpracticalsupportandadviceisgiventothesestaff,particularlywheretheyareanxiousaboutprotectingthemselvesandtheirfamilies.AllBlack,AsianandMinorityEthnicstaffwithunderlyinghealthconditionsanddisabilities,whoareover70orwhoarepregnantshouldbeindividuallyriskassessedandappropriatereasonableworkplaceadjustmentsshouldbemadefollowingriskassessment.

See Appendix C - Risk Assessment template.

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12

8 Additional Support

INTERNAL

YourManager/BoardofGovernors/EmployingAuthority

Your Colleagues

HumanResourcesandLegalServices(seeAppendixB)

MentalHealthFirstAidersSee EAHealthWellformoreinformation HealthandWellbeingChampionshttps://healthwell.eani.org.uk/community

EAHealthWellhttps://healthwell.eani.org.uk/

ICT–helpdeskhttp://ea-servicedesk.esani.net/

EAwebsitehttps://www.eani.org.uk/ea-staff-hub

EXTERNAL

YourGeneralPractitioner

Inspire Workplaces Serviceshttps://www.inspirewellbeing.org/our-services/professional-services/inspire-workplacesTel:08088000002(24/7)

IndependentOccupationalHealthTodiscussareferralspeaktoHumanResources(PeopleServices)Tel:02890418006

PublicHealthAgencyhttps://www.publichealth.hscni.net/

AddictionNIhttps://addictionni.com/

ParentingNIhttps://www.parentingni.org/

EmployersforDisabilityN.I.http://efdni.org/

FamilySupportN.Ihttps://www.familysupportni.gov.uk/Support/91/provision-of-childcare-during-the-covid19-pandemic

Registered Childminders AlistofavailablechildminderscanbefoundontheFamilySupportNIwebsite:http://www.familysupportni.gov.uk

Throughthesite,parentswillbeabletosearchforavailablechildmindersinyourarea.

APPENDIX A Other childcare options during Covid-19 pandemic

Daycare Settings AnumberofdaycaresettingsarecontinuingtoprovidechildcareservicesacrossNorthernIreland.Forsafetyreasons,daycaresettingswillnotbeabletoofferthenumberofplacestheynormallydo.Also,itislikelythattherewillbefewerdaycaresettingsopenoverthepandemicperiod.

Thisisintendedtoenablethemtostayopenor,forthosethathavealreadyclosed,toreopen.PleaseconsulttheFamilySupportNIwebsitesiteforthemostup-to-dateinformation.

Informal Childcare arrangements Atpresentongoingrelaxationofrestrictionsonhowmanypeoplearepermittedtomeetindoorswillenableimprovedaccesschildcaresupportfromanotherfamilymember(orafriend).FormoreinformationortoviewtheDepartmentofEducation’sfrequentlyaskedquestions(FAQs)onChildcarerecoveryplansclickhere.

COVID-19 Advice to Childcare providers Childcareprovidershavebeengivenadvicerelatingtoinfectioncontrol.TheyhavealsobeenadvisedtoregularlychecktheFamilySupportNIwebsiteforthemostup-to-dateinformationinrelationtoCOVID-19.ChildcareprovidersmustknowwhattodoifchildrenbecomesickintheircareincludinghowtoprotectotherchildrenfromCOVID-19illness.ChildcareproviderswillhaveprocedurestohelppreventthespreadofCOVID-19andparentsshouldworkwithproviderstoimplementthese.

StaffwithchildrenwhoareintheveryhighriskgroupofsevereillnessfromCOVID-19shouldfollowrelevantPHAguidanceonshielding.Clickhere for more information.

ParentsofchildrenwithunderlyinghealthconditionswhichputthematincreasedorveryhighriskofsevereillnessfromCOVID-19,canattendachildcaresettingif,followinganindividualriskassessment,itisconsideredtobeintheirbestintereststodoso.Parentsmustseekadvicefromthechild’sGPand,incomplexcases,aconsultant medical opinion may also be required. Click hereformoreinformation.

It is vitally important that the childcare provider as well as the School Leader/manager is informed if the parents, their child or any other family member has tested positive for COVID-19.

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SeeHROnlineStaffHubforanoverviewofalltheHRLSteamsandservicesavailable.https://www.eani.org.uk/ea-staff-hub/hr-online

People Services

Teachers Pay and Conditions Health and Wellbeing

Resourcing

Employee Relations

School Business Partnering

Equality, Diversity & Inclusion

• Non-teachingpayqueries• OccupationalHealthreferralsandgeneraladvice• AttendanceManagementadviceandguidance• Guidanceonflexibleworking

• LeadershipPayProgressionandSalaryPolicyGuidance• Teachers’Pay,ThresholdandUPSProgression

• SupportingSchoolLeaders/managerstodevelopstaffhealthandwellbeingactions,initiativesordeliverrelevant training

• Hiringmanagersrecruitmentinformation

• Supportingeffectiveperformanceinschools/Corporate• Mediation• Grievanceprocedures• Dignityatworkprocedures• Disciplinaryprocedures

ProvidingstrategicHRsupporttoschoolleaders/BOGsintermsofwholeschoolissues:• Effectiveleadershipandgovernanceinschools• Redundancies and redeployment• Schoolclosures/amalgamations/reorganisations• Schoolrestructuringandtransformation

• Informationonequality,diversityandInclusion• AdviceonsupportingReasonableAdjustments

People Services link

https://www.eani.org.uk/ea-staff-hub/hr-online/pay-conditions

https://www.eani.org.uk/ea-staff-hub/hr-online/health-wellbeing

https://www.eani.org.uk/ea-staff-hub/hr-online/hiring-managers-recruitment-information

https://www.eani.org.uk/ea-staff-hub/hr-online/workplace-conduct-behaviour

https://www.eani.org.uk/publications/school-business-partner-teams-february-2020

https://www.eani.org.uk/about-us/equality

02890418006

0289056621902890566271

02890418023

028905643011. Headquarters/Corporate

Recruitment 2. SouthWestSchoolRecruitment3. NorthSchoolRecruitment4. EastSchoolRecruitment5. Pre-employmentChecks/AccessNI

02890418012orEmail:ER-Casework@eani.org.uk

02890566278-LocalityEast02837512298-LocalitySouthWest02882411317-LocalityNorth

02890564360orEmail:equality.unit@eani.org.uk

Team Relevant Services provided Link to service Telephone number

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APPENDIX B Human Resources and Legal Services - Related key contacts

Generic individual risk assessments guidance relating to Covid-19Theinformationonanindividualriskassessmentshouldberegardedashighlyconfidentialandappropriatesecurity/safeguardsshouldbeinplacetoensureconfidentiality.

Thegenericindividualriskassessmentstowhichthisguidancerefershavebeendevelopedusingtheformulasbelow.Itisunlikelythatgenericassessmentswillbetotallyappropriateforeachindividualemployee,theremaybedifferentcircumstancespertinenttoeachcase.Theyshouldthereforebemodifiedforeachindividualbyapplyingthecriteriabelowtothegenericassessment,makingthatassessmentspecifictotheirmedicalvulnerabilityandspecificareaofwork.

Forexample:

Theriskratinginthegenericassessmentsiscalculatedusingtheformula:

LikelihoodXSeverity

e.g. something ‘unlikely’ to occur in your opinion (2) multiplied by severity rating of ‘significant’ (2) would result in a risk rating of 4 which is ‘Tolerable’ and only requires the control measures to be monitored and reviewed.

For Schools CLICK HERE For services to schools CLICK HERE

APPENDIX C Template Individual Risk Assessments (COVID 19)

Thiscalculationmustbemadewithyourexistingprecautions(controlmeasures)inplace.Ifyoudohaveall,ormore,oftheexistingprecautionsinthegenericassessmentoperatingthentheriskfactormaybelower.

Ifhowever,youhaveidentifiedaparticularhazardcovered by a generic risk assessment and you do nothaveall,orany,oftheexistingprecautionslistedinplace,thenyourriskfactormaybehigherandwillrequirefurtheractiononyourbehalftoreducetherisk.Thismayinvolveadoptingsome,orall,ofthe‘existingprecautions’listedandlistingthemas‘additionalprecautions’whichareineffectfurthermeasuresyouneedtoimplementtocontroltherisk.Youmayalsohaveothercontrolmeasuresinmindthatarenotlistedandwhichareequallyvalidincontrollingtherisk.Itisimportantthataperson(ororganisatione.g.EA)isidentifiedastheperson(body)responsiblefortheremedialmeasures.Afeasibledateforimplementationshouldalsoberecordedandnoactionbythisdateshouldpromptaremindertotheresponsibleperson(body).

Whenthe‘additionalprecautions’areimplementedandtheriskassessmentisreviewedthenthe‘additionalprecautions’become‘existingprecautions’andtheriskfactorisrecalculated,ideallyreducingitfurther.

Probability Rating - LikelihoodLikely to occur immediately or in the short term

Could occur in time, or if repeated enough

Though unlikely, may occur over time

Unlikely to occur

Very likely

Likely

Unlikely

Very unlikely

4

3

2

1

Severity RatingVery serious

Serious

Significant

Minor

4

3

2

1

Single or multiple fatalities, widespread illness, large scale property/equipment damage

Serious injury or illness, serious property/equipment damage

Significant injury or illness, significant property/equipment damage

Minor injuries and/or illness, minor property/equipment damage

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Risk Assessment Matrix

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