1. “Managing Sickness Absencein the Police Service” Mr Joe Stewart, OBE, LLB, FCMI, FCIPD ACPO Lead for Health, Safety & Welfare. Director of Human Resources Police Service of Northern Ireland

2. Home office & Health and Safety Executive – reduce number of working days lost through sick absence and injury in Police. To inform - how to develop measures to improve current practice – improve public sector efficiency. Sample across range of police services in differing situations. Clear that findings reflect sometimes conflicting views of various stakeholders (e.g. half pay ).Home office & Health and Safety Executive – reduce number of working days lost through sick absence and injury in Police. To inform - how to develop measures to improve current practice – improve public sector efficiency. Sample across range of police services in differing situations. Clear that findings reflect sometimes conflicting views of various stakeholders (e.g. half pay ).

3. Summary Findings Absence Policies. Monitoring Absence. Causes of Absence. Management of Absence. Well-being Initiatives. Not planning to look at the detail – every organisation will learn something by reading. The report identifies key issues that are summarised under these headings. Make some observations/reflections based on own experience under some of these headings. Not planning to look at the detail – every organisation will learn something by reading. The report identifies key issues that are summarised under these headings. Make some observations/reflections based on own experience under some of these headings.

4. What are the challenges facing Police Services ? Reducing budgets. Increased expectations. High levels of public scrutiny.Reducing budgets. Increased expectations. High levels of public scrutiny.

5. ACPO – Strategy for a Healthy Police Service + ‘Home Office Strategy for a Healthy Police Service’. Ministerial Task Force for Health, Safety & productivity ‘Review of Sickness Absence in the Public Sector’. HSC ‘Strategy for Workplace Health & Safety in GB to 2010 & beyond’. Dept: for Works & Pensions ‘Health, Work & Wellbeing Strategy’. The ACPO Strategy reaffirms the commitment of the Police Service to improving the Health & Safety of Police Officers and Staff. The Principles are set out in the various strategies mentioned in the present slide. The Police Service recognises the need to consolidate & build on the past achievements. The Police has been more successful than most of its Public sector counterparts in reducing absences. All the above Strategies require a joint approach for all the major stakeholders. The ACPO Strategy reaffirms the commitment of the Police Service to improving the Health & Safety of Police Officers and Staff. The Principles are set out in the various strategies mentioned in the present slide. The Police Service recognises the need to consolidate & build on the past achievements. The Police has been more successful than most of its Public sector counterparts in reducing absences. All the above Strategies require a joint approach for all the major stakeholders.

6. Police figures of 74 hours for Officers and 77 hours for Staff is an average of published Home Office data for average working hours lost during 2006/07 by all police services in England and Wales. The Home Office data for all 43 Forces shows the working time lost as ranging from 51.1 hrs to 100.3 hrs for Police Officers and 56.2 hrs to 97.8 hrs for Police Staff. The public /private sector figures are averaged from the recently published review on Management of Sickness Absence in the NICS – sourced from CIPD (July 2007) and CBI (May 2007). Public sector CBI - 9 days CIPD 8.7 days. Private sector CBI 6.3 days CIPD 6 days. Converted to hours by x 8.Police figures of 74 hours for Officers and 77 hours for Staff is an average of published Home Office data for average working hours lost during 2006/07 by all police services in England and Wales. The Home Office data for all 43 Forces shows the working time lost as ranging from 51.1 hrs to 100.3 hrs for Police Officers and 56.2 hrs to 97.8 hrs for Police Staff. The public /private sector figures are averaged from the recently published review on Management of Sickness Absence in the NICS – sourced from CIPD (July 2007) and CBI (May 2007). Public sector CBI - 9 days CIPD 8.7 days. Private sector CBI 6.3 days CIPD 6 days. Converted to hours by x 8.

7. Absence Policies Promote Attendance Culture. Address Barriers to Good Attendance. Fit for Purpose. Collaborative Approach. Promote attendance culture Primary organisation objective is to provide service – headline 5% absence figure means 1 in 20 officers not at work this means additional work for everyone else or lesser service to the public Barriers to good attendance Line managers not managing Inadequate support for those sick Overuse of restricted duties Sanctions versus incentives Fit for purpose In PSNI high level of short term absence – our policy was built to reflect this- In consultation with PFNI/SANI we tailored Bradford factor to target short term absence, introduced local absence review panel to involve line managers and give appropriate consideration before sanctions issued. Absence targets form KPI for managers at all levels. Opening statement is to develop an attendance culture where our employees want to come to work, are supported when that are sick or injured, and unsatisfactory attendance is challenged and addressed. Promote attendance culture Primary organisation objective is to provide service – headline 5% absence figure means 1 in 20 officers not at work this means additional work for everyone else or lesser service to the public Barriers to good attendance Line managers not managing Inadequate support for those sick Overuse of restricted duties Sanctions versus incentives Fit for purpose In PSNI high level of short term absence – our policy was built to reflect this- In consultation with PFNI/SANI we tailored Bradford factor to target short term absence, introduced local absence review panel to involve line managers and give appropriate consideration before sanctions issued. Absence targets form KPI for managers at all levels. Opening statement is to develop an attendance culture where our employees want to come to work, are supported when that are sick or injured, and unsatisfactory attendance is challenged and addressed.

8. Monitoring Absence Learning lessons from Analysis. *underlying factors. *alternative routes for absence. Benchmarking. Internally - Other forces - Private sector Looking for Trends. Analyse why people are not at work. Are there higher levels of absence during school holidays, long weekends, late turns etc – ensure that you have the appropriate supportive policies to facilitate this and reduce culture of using sick absence to cover for any eventuality PSNI – e.g. Special leave policy, Flexible working, Childcare vouchers Benchmarking Look at the organisation as a whole – identify if there are any specific issues that need to be addressed , share good practice across the organisation Look at private sector - what developments would be beneficial e.g PSNI have OHW referral at 14 days as research from private sector shows early intervention is key. Analyse why people are not at work. Are there higher levels of absence during school holidays, long weekends, late turns etc – ensure that you have the appropriate supportive policies to facilitate this and reduce culture of using sick absence to cover for any eventuality PSNI – e.g. Special leave policy, Flexible working, Childcare vouchers Benchmarking Look at the organisation as a whole – identify if there are any specific issues that need to be addressed , share good practice across the organisation Look at private sector - what developments would be beneficial e.g PSNI have OHW referral at 14 days as research from private sector shows early intervention is key.

9. Everyone has specific responsibilities in managing absence. Managing sickness absence is not an HR responsibility – it is a shared responsibility that starts with the individual who has a duty to manage their own wellbeing, employers can assist in this by providing support mechanisms to assist and prevent periods of ill health/injury. First line managers must champion good attendance OHW should not be seen as a primary carer Sick pay a benefit – abuse of this is an integrity issue – this view needs to be acted upon.Managing sickness absence is not an HR responsibility – it is a shared responsibility that starts with the individual who has a duty to manage their own wellbeing, employers can assist in this by providing support mechanisms to assist and prevent periods of ill health/injury. First line managers must champion good attendance OHW should not be seen as a primary carer Sick pay a benefit – abuse of this is an integrity issue – this view needs to be acted upon.

10. Well being initiatives Targeted Health Promotion. Local Initiatives. Fitness Suites. Duty Credits for Sports. Routinely undertake specific road shows – e.g. ‘Back week’ Seapark Physio Scheme - 7.5 to 1 cost benefit Early intervention in acute  musculoskeletal injury or illness Up to 6 treatment sessions funded with average wait for appointment 3 days Referral can be made by line manager  Psychology service - 6.4 to 1 cost benefit Early interventions by employee support officers ( workplace counsellors) s 12 funded sessions  - CBT or EMDR ( can be extended with approval form OHW) Early intervention in both schemes increases the likely success of the intervention with reduction in risk of chronic problems long term duty restriction or ill health retirement All staff have access to fitness suites and have paid time off work to participate in certain sports as this impacts positively on community relations as well as supporting physical fitness. Routinely undertake specific road shows – e.g. ‘Back week’ Seapark Physio Scheme - 7.5 to 1 cost benefit Early intervention in acute  musculoskeletal injury or illness Up to 6 treatment sessions funded with average wait for appointment 3 days Referral can be made by line manager  Psychology service - 6.4 to 1 cost benefit Early interventions by employee support officers ( workplace counsellors) s 12 funded sessions  - CBT or EMDR ( can be extended with approval form OHW) Early intervention in both schemes increases the likely success of the intervention with reduction in risk of chronic problems long term duty restriction or ill health retirement All staff have access to fitness suites and have paid time off work to participate in certain sports as this impacts positively on community relations as well as supporting physical fitness.

11. Summary Managing Absence is Complex – Proper Support v Deterring Abuse. Analysis of Absences and Causes – Defines Appropriate Responses. Trained Line managers supported by OHW, Senior Managers, HR. Motivation – Promoting Attendance Culture. Returns to extracts from summary of the reportReturns to extracts from summary of the report

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13. Questions