Agenda item

The Committee considered the report, which provided a year-end overview of how the Authority was performing. The report included:

·         Improvement Plan Monitoring – Actions & Measures

·         Sickness Absence

·         Compliments / Complaints

The Committee was also given an update in relation to the Authority’s sickness absence performance which had increased to 10.1 days, an increase of 1 full time equivalent day from last year’s result. The Assistant Chief Executive (People Management & Performance) expressed disappointment that despite having good clear policies and examples of significant improvement in many service divisions, the overall figure had increased. He expressed particular concern at the increase in sickness absence in primary schools and referred to on-going work to assist schools, especially in relation to sickness absence insurance costs and supply cover.

The following issues were discussed during consideration of the report:

It was suggested that the Committee invite heads of service to future meetings to discuss their approach in dealing with sickness absence. The Committee agreed to the proposal but other members suggested that the Chair and Vice-Chair liaise with the Assistant Chief Executive (People Management & Performance) to arrange this and that the proposal be for all services, not just those causing concern. 

It was asked whether the reasons for sickness absence in school were any different to those for the local authority’s own workforce. The Assistant Chief Executive (People Management & Performance) informed the Committee that there was no difference and that the same themes were evident, with stress being the most common cause. He reassured the Committee that resources had been deployed to assist schools as head teachers had identified sickness absence as being one of their biggest problems. 

Given that stress was the biggest single cause of sickness absence, it was asked what the Authority was doing wrong in that the workforce was being affected in this way. It was asked whether workers were fatigued or overburdened as more responsibilities and expectations were placed on fewer workers. The Assistant Chief Executive (People Management & Performance) reminded the Committee that ultimately, good and proper management was the key factor in relation to sickness absence and that if stress was given as a reason for absence, then completion of a stress questionnaire was required of the employee. The Assistant Chief Executive (Regeneration & Policy) noted that stress was a difficult area to define as it could be interpreted differently from one individual to another. One small change in the workplace might be considered a major problem to one individual but it was how such a change was communicated and managed by the relevant manager that was the key. The Assistant Chief Executive (People Management & Performance) also voiced concern that stress was now becoming the new ‘bad back syndrome’ and that often it was not found to have been work-related but linked to matters in an individual’s personal life. Major upheavals and investigations into malpractice in specific service areas were also known to trigger incidences of stress-related absence.

It was asked whether there were sufficient numbers of managers in post and whether the reduction in staff (e.g. severance), was placing remaining staff under increased strain as they picked up the resulting work left by the departing individual. The Assistant Chief Executive (People Management & Performance) informed the Committee that prior to a severance arrangement being approved, a robust business case for allowing an individual to leave was required and that their manager was required to confirm that there would be no adverse impact on the delivery of the service and on the remaining workforce.

In response to a further question about why staff members might feel that they had to take sick leave due to a specific issue in the workplace, the Assistant Chief Executive (People Management & Performance) noted that ultimately, it was about drilling down and seeking to understand individuals’ reasons for their absence but that staff members’ stated reasons had to be accepted. He added that the Authority had worked hard to make it easier for staff to be more open to discuss problems in the workplace or at home. Managers were also able to utilise flexible working practices (e.g. flexi time and home working) to provide staff members with options for dealing and coping with issues in their personal lives so that their work duties were not affected. 

In response to a suggestion that the Authority’s Whistleblowing Policy did not provide staff members with a sufficient protection, the Head of Administration & Law reminded the Committee that the Policy had been commended by the Wales Audit office and that there were contact officers for all departments should an individual wish to raise a matter of concern. There were safeguards in place to protect the anonymity of whistle-blowers and they were also asked for feedback on the process, once an investigation was completed. 

RESOLVED that:

9.1       The report be received.

9.2       The Chair and Vice-Chair, in conjunction with the Assistant Chief Executive (People Management & Performance), arrange for Heads of Services to attend future meetings of the Committee to discuss their approach to reducing sickness absence within their respective service areas.