This is continuing evidence of the effectiveness of our managing attendance procedures.

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1 ITEM NO RESOURCES SCRUTINY COMMITTEE DATE 25 th March 2014 PORTFOLIO Resources and Performance Management REPORT AUTHOR Heather Brennan TEL NO Sickness Absence Update PURPOSE 1. To report on the sickness absence statistics for April to February 2014, Service Unit compliance up to December 2013 with the Managing Attendance Policy and health and wellbeing initiatives. RECOMMENDATION 2. That the sickness days per employee figure for the year to date, measured against the agreed target is noted, together with trends, compliance data and activities being undertaken to reduce employee absence and support well being. REASONS FOR RECOMMENDATION 3. The reduction of sickness absence is a key performance indicator for the Council in order to continually improve performance. In addition to managing attendance the Council has a responsibility for employee welfare which in part can be met by encouraging and supporting employees to look after their own health and well being. SUMMARY OF KEY POINTS Statistical Data 4. The Council s sickness absence target for is 6 days absence per employee, set at this level following our lowest ever figure of 5.76 days per employee in 2011/12 and our outturn last year of 7.32 d/e. The total absence for April to February is 5.38 days per employee (2.31 short-term and 3.07 long-term). Whilst the March figure has yet to be added, this total indicates that the outturn for the year will meet or be below the 6 days per employee target, demonstrating an improvement on last year and a return to the low levels of 5.76 d/e in 2011/12. Figures are shown on Appendix 1. The statistics show we are maintaining our low levels of short term absence, this year being even lower than 2011/12 and therefore the lowest on record.

2 This is continuing evidence of the effectiveness of our managing attendance procedures. 5. For the first 3 quarters of the year (April to December) when the last full analysis was done Housing and Development Control had the highest overall absence total followed by People, Law and Regulation. These related mainly to long term absences that have now been resolved. Long term absence has been higher this year, as can be seen by the percentages, due to a number of employees dealing with serious ill health issues, however our latest analysis shows that only 4 employees are currently absent long term and these are being managed in line with the Managing Attendance Policy. Facilities Management, Sport and Culture and Revenues and Benefits had the highest short term absence. 6. Analysis on the absence data continues to be done on a quarterly basis by the P&D Team and reports provided to Management Team. Managers are reminded on a monthly basis of the reports available on HR21 in regard to managing the attendance of their employees. A monthly goes to Heads of Service to highlight any outstanding SARs and FARs where appropriate. 7. The position at the end of December 2013 was reported to Management Team. Any non compliance with procedures was highlighted for their action. 8. Between the period October to December 2013, 272 staff had 100% attendance. This equates to 65.5% of staff. The chart below shows quarterly comparisons for the last two years. Quarterly Comparison Quarter Q1 69.9% 69.4% 69.9% Q2 72.8% 65.7% 70.2% Q3 71.9% 65.7% 65.5% Q4 64.8% 60.2% 100% attendance letters were again sent out to 240 employees by Directors in January covering the period January - December Causes of Absence The top cause of absence for April to December continues to be Stress / Depression / Anxiety at 1.17 d/e. Other Musculo Skeletal (0.60 d/e) and Back and Neck (0.59 d/e) are the second and third highest closely followed by Infections. Stress and Other Musculo Skeletal related illnesses are consistently in the top three categories in common with other organisations however the volume of these absence categories continues to be at much lower levels than in previous years. The percentage of days lost to stress, depression or anxiety as an expression of the absence total continues to reduce (currently 26.7%) from 28% and 29.4% in the previous two reports to the committee. Days per employee are up slightly at 0.44 d/e in the third quarter this year from 0.37 d/e in the July September quarter.

3 Compliance 10. The People and Development Team provide information and reports to managers. The majority of managers now have ready access to information such as sickness absence records, sickness absence reviews, special and annual leave via HR21, which enables them to better manage their employees attendance. The People and Development team are on hand to provide additional information, advice and support as required. 11. Sickness Absence Reviews (SARs) At the time of compiling the December quarter statistics, 38 employees (excluding those at the formal stage) were on the review system compared to 26 in September. There were 5 SAR s outstanding at the time of running the reports and these were reported to Management Team. A detailed breakdown of this information is available for managers to view on HR Formal Attendance Reviews (FARs) Also in the December quarter 5 employees (compared to 7 in September) were in the formal absence review process. Two FARs were overdue at the time of the analysis and details were also reported to Management Team with reminders of the importance of timeliness in conducting both SAR and FAR processes. 13. Long Term Absence Long Term sickness has accounted for 57% of the absence total in the year to date which is similar to 2012/13 although the volumes (3.07 d/e) are lower than last year. There are 4 employees absent long term at present and all are being appropriately monitored and progressed. In the October-December quarter there were two employees in the Managing Health Review process. One employee has now left the organisation and the other employee has now returned to work following a therapeutic work period. 14. Summary Short term absence levels are the lowest ever recorded and this is likely to be confirmed at the end of March. This is a significant factor in maintaining lower absence levels overall and improving performance in the organisation. It is also evidence of the improved effectiveness of attendance management. The successful achievement of the IIP Health and Wellbeing Good Practice Award in the summer of 2012 also provides external verification that the Council is effectively managing the wellbeing of its employees. Long term absence is running at levels below last year and is comparable to the lower levels seen in 2011/12. Regular contact, support from managers and the People and Development Team, Occupational Health advice and agreed return to work plans are used as appropriate to assist employees in returning to work as soon as possible. Stress/Anxiety/Depression, Other Musculo Skeletal and Back & Neck absences are the highest causes of absence for the year to date but the percentage of stress related illnesses is being maintained at lower levels.

4 15. Well Being Strategy and Action Plan Following the outcome of the staff survey, including the optional wellbeing survey in 2013 which was detailed in your last report, an action plan has been developed alongside a calendar of events to support wellbeing initiatives in the organisation over the coming months. Recent events (January & February) include mental health awareness sessions for staff and managers, lunchtime learning on bowel cancer awareness and a poster campaign on stroke awareness. Events coming up shortly include: Pilates classes to support musculo skeletal and back problems, awareness raising of ovarian and prostate cancer through poster campaigns, revised weigh in sessions at St Peter s and a book sale to support the Mayor s Charity. The Sport Relief mile is also being promoted along with V for Victory the no Smoking Day campaign on the 12 th March. Through our IiP Champion status the Council is continuing to share information with other organisations, in the public and private sector around our work on health and wellbeing and the impact this has had on our organisation. FINANCIAL IMPLICATIONS AND BUDGET PROVISION 16. Improved employee attendance and employees who are healthy and well enable the Council to have a more productive and cost efficient workforce. Expenditure on health and wellbeing training and promotions is managed from within agreed People and Development or service unit budgets. POLICY IMPLICATIONS 17. The Council s Managing Attendance policy and procedures were revised earlier in Associated policies e.g. Grievance, Dignity at Work, Stress Management and Health and Safety policies are reviewed and revised in line with agreed timeframes. The Wellbeing Strategy and Action Plan are being delivered as part of People, Law and Regulation s agreed service plan. Policies referred to are available on the Council s Intranet (Hub). DETAILS OF CONSULTATION 18. The People and Development Team are in regular contact with Service Units to support the management of employee absences. Trade Union members are part of the corporate Well Being Group. BACKGROUND PAPERS 19. Employee records containing exempt information Previous reports to Management Team and Better Services and Resources Scrutiny Committee.

5 Managing Attendance policy and procedures, Wellbeing Strategy FURTHER INFORMATION General information, including statistics and this report can be found on the Hub under Ask HR PLEASE CONTACT: Heather Brennan (7120) ALSO: David Wilcock (7140)