The Health Safety And Wellbeing Of Cardiff City

Published Date: 02 Nov 2017

Health, safety and wellbeing is now recognised as more than a matter for individual attention; many successful organisations/companies recognise that a healthier, motivated workforce is essential and more over fundamental to any good business (BNA, 2012) and (O’Reilly, 2008).

The health, safety and wellbeing of Cardiff City Services Department employees, significantly contribute to continuing organisational success. Significant and sustained high levels of sickness-absence can have a detrimental effect on factors such as, customer services, employee morale and operational costs (Emerald, 2008).

Cardiff City Services is dedicated to improving the health, safety and welfare of all its employees by preventing future ill-health; this can be achieved through positive communication and active engagement-support initiatives (Michie and Williams, 2003). The report "Working for a Healthier Tomorrow" created by Dame Carol Black, (2008) outlines that "we all have a part to play in making ourselves and our wider communities healthier" and this is even more prevalent given the future budget constraints facing Cardiff City Council as a whole. The primary purpose of this strategy programme is to produce an innovative and proactive communication-engagement strategy focusing on and encouraging "the whole person policy" by means of a physical, emotional and psychological wellbeing intervention stratagem. Furthermore this strategic approach will also illustrate how in striving to create and embed the whole person concept that as an employer the city council not only understands the consequences of a lack of trust (by their employee’s) and seek to build such trust through the identification of approaches to deal with the resistance change/change management.

As one of Cardiff’s largest local employers, the City Council has an opportunity to be an exemplar of good practice, and should be seen as a role model in relation to not only in the implementing a positive communication-engagement strategy for its employees as a whole, but also in its pro-active approaches that seek to build trust, and positively challenge the resistances to the change.

CITY SERVICES VISION

The City Services Division is committed to being the employer of choice within Cardiff City Council, and recognises that an important aspect to achieving this is the promotion and maintenance of the physical/psychological health, safety and wellbeing of its entire workforce. Our vision is clear; to maintain and constantly deliver a quality service for the people of Cardiff; which puts employees and customer needs at the forefront. For us to achieve this vision, we need a highly skilled, positively motivated, engaged and healthy workforce. Staff communication and engagement combined with an effective health, safety and wellbeing policy is considered an extremely high priority. This endeavour will be delivered in a positive environment where staff are proactively managed, valued for their contribution and are developed within available resources. This will be delivered by the following methods as research has shown these approaches to be successful in reducing sickness-absence, improving safety culture and performance:

Implementing a management/staff communication and engagement policy by means of a Joint Consultative Committee, (JCC), employee forums-focus groups, bring together collaborative ideas on best practice methods, safety committees, mind mapping with managers and employees, consider employees ideas when creating health and safety documents, formal suggestion employee programmes and giving credit to those who have good ideas. This will ensure that communication is clear, concise and flows freely. There must also be methods in place for employees to communicate health and safety concerns or improvements (Michie and Williams, 2003), (Raines, 2011).

Equipping managers, (training) to better manage staff, including communication, (two-way dialog), e.g. suggestion box, tool-box talks, providing feedback survey’s attached to wage slips every 6 months, emphasising the importance of completion (Michie and Williams, 2003), (Raines, 2011).

Ensuring existing occupational health and wellbeing service(s) are focussed not only on intervention but on prevention strategies.

Implementing a strong, management of sickness-absence and attendance policy with the support of Human Resources, Occupational Health and senior Managers.

Seek to proactively challenge the resistances to change though open and frank engagement to build trust, presenting approaches that demonstrate how the organisation will seek to challenge the negative perceptions and resistance to change.

Proving a path to the building of both organisational/employee engagement, promoting trust through workplace improvements, (Grawitch, et al 2005) adopting a ‘safer workplace’ concept not only for the here and now, but for the future.

Cardiff City Council must focus on building a reputation as an employer that really invests in the wellbeing of its employees, which in turn can attract and retain quality employees – thus reducing constant recruitment and further associated employment costs. A prerequisite for any organisation in terms of strategic aims is to be recognised as a preferred employer of choice, not only by the local community but nationally. Positive investment in employee(s) health, Safety and wellbeing will also have a positive financial spin-off within the City Services Department; healthier and happier employees are less prone to high-levels of sickness-absence, are more likely to be more productive, motivated, as a result of a proactive managerial approach (Raines, 2011) and (Michie and Williams, 2003).

CITY SERVICES AIMS

Cardiff City Counicl has a duty of care to its employees, which is outlined in the Health and Safety at Work etc., Act (1974) and the Management of Health and Safety ay Work Regulations (1999) in protecting employee’s health, safety and wellbeing. The aim of this engagement-communication and wellbeing strategy is to set out how the City Services Department will deploy the strategy within the workplace, and how it will measure, evaluate the success of its engagement-communication and wellbeing intervention programme.

BACKGROUND / CONTEXT

IMPACT of WORK-RELATED ILL-HEALTH and the COST of SICKNESS ABSENCE

Research in this area suggests that "work can be good for health and that the workplace can have a key role in promoting the health and wellbeing of its employees". "However the environment in which one works can also lead to ill-health too" (Working for a healthier tomorrow, 2008).

There have been strong links identified between a poor safety culture and increased numbers of absences in the workplace (IOSH, 2004). However it has been concluded that high levels of sickness-absence can be reversed and intervention methods can be put in place to improve sickness-absence (Michie and Williams, 2003).

Evidence suggests that the City Services environment can be inherently more challenging to health than other sectors within Cardiff City Council. And whilst health and safety control measures (Risk Assessment, Safe Systems of Work), may prevent exposure to many of the potential hazards, the City services environment is a highly pressurised environment; constantly under public scrutiny and the workload is considerable and both physically and sometimes psychologically demanding. There is a growing consensus that there is a link between both physical and mental-health and the impact on wellbeing. So it is unsurprising then that the three largest contributors to ill-health within the City Services Department are: musculoskeletal injuries, Stress-mental health problems along with back pain disorders. Local Government Association, (National) figures for council sickness-absence levels average 9.6 days lost per FTE, currently the City Services Department are running at: 21.24 days lost per FTE.

Absence due to sickness has a significant impact on the City Services Department each year; (1649.96) hours were lost in addition to £76,558 in financial revenue. The corporate vision is to reduce the current level of sickness; 9.48% to 5.5%, also by reducing the current 21.42 days lost per FTE to 10.73.

Improving communication is one of the main factors that can improve psychological ill-health and therefore impact positively on sickness-absence (Michie and Williams, 2003).

PRESENTEEISM

Presenteeism, defined as coming to work and performing at less than full capacity as a result of ill-health, is as much of an issue for the City Services Department as absenteeism. Presenteeism has a significant impact on productivity and efficiency. Presenteeism among staff with stress-mental health problems is thought to cost 1.5 times the amount of working time lost through absenteeism. A long working hours culture, having a senior role, working in a small unit, guilt about taking time off for ill-health and fear of repercussions, especially for mental-health problems all increase the likelihood of Presenteeism, (Hemp, 2004).

HEALTH, SAFETY & WELLBEING ACTION GROUP: STRATEGIC OVERVIEW PLAN

COMMUNICATION-ENGAGEMENT PROGRAMME

Research suggests Healthy Lives, Healthy People White Paper, (2010) implementing a structured communication-engagement program within the Public Sector industry, can significantly reduce the amount of sickness-absence leave taken; and speed up return to work after illness. The "white paper" report’s that healthier employees are three times more productive than those with poor health; and the evidence suggests they are also likely to be safer employees too.

Given the cost impact to the City Services Department and the potential impact of poor health on service quality, investing in a proactive and structured communication-engagement programme, along with an adequately resourced service for preventing ill-health (Manager training, Occupational health intervention(s), HR support, employee engagement, efficient communication), managing ill-health promptly-concisely, can save the department time-money and improve departmental service levels by reducing sickness-absence in line with the corporate vision.

An employee’s workplace is a suitable-effective location to address the challenges of employee-wellbeing, when analysed the average person spends a one-third of their daily life in their working environment, and up to 40 years of their life at work. So the employee’s workplace environment offers the opportunity to educate (Occupational Health Advisor) and support employees to exercise more, smoke less, to target diet and to provide access to health and wellbeing services (annual medical screening, medical questionnaires, eye sight) to target those areas of high risk.

Cardiff City Services needs to adopt a greater emphasis-focus with regards to employee’s health-wellbeing over the coming years, if adopted NOW, and correctly implemented has the potential to deliver benefits for employees, their families, the wider community and the organisation through improved employee productivity, increased attendance levels and overall employee-wellbeing.

Occupational health services (Internal) will have a key role not only in managing health issues in the workforce, e.g. employees who return to work after periods of sickness-absence due to (stress, musculoskeletal-back pain disorders), but also in proactive prevention and health promotion. It is a fact that employers face the prospect of an aging workforce, as employee’s become older they can be more vulnerable-susceptible to long term conditions associated with aging, not only (stress, musculoskeletal-back pain disorders), other issues such as "diabetes, arthritis, heart disease and declining cognitive function".

So it is essential that the Occupational health department monitors employee’s more closely in the future as well as the here and now, (survey questionnaire; medical screening; suitable roles-responsibilities).

It is also essential that organisations understand that workplace environments can either promote or undermine health and wellbeing depending on how work is organised-prioritised by resources and effectively managed. Proactive engagement, mutual development of positive relationships within an employee’s environment, together with positive interaction with work colleagues and management has a positive spin-off. Building trust, understanding individual needs, (training-development, seeking employee’s feedback), co-operation can forge positive relationships at all levels. However poor communication, lack of co-operation, lack of support, ambiguity of role clarity or departmental objectives can increase work related stress, (Evans, 1970).

However high-levels of job satisfaction, employee empowerment, recognition of key accomplishments can have a profound influence on an individual or groups of individuals.

EMPLOYEE ENGAGEMENT - The SHAPE FRAMEWORK MODEL

Much research has been focused around producing healthy workplaces and it has been concluded that the following areas are key to providing a healthy workplace:-

Work-life Balance

Employee Growth and Development

Health and Safety

Recognition

Employee Involvement

All the above very much depend on effective communication, and as a result of this the Stimulating Health and Practice Effectiveness (SHAPE) Model was created (Grawitch, Gottschalk and Munz, 2005).

(Source: Grawitch, Gottschalk and Munz, 2005).

Therefore, once effective communication has been established at Cardiff Council & within the City Services Department, we can ensure that all the other areas of the above model follow. It is felt that the above model will be effective if it is used within the City Services department, as it is universal and can be successfully implemented into many different settings. Using the SHAPE model to improve employee engagement has been proven to improve employee wellbeing such as job satisfaction, employee morale and increased productivity (Grawitch, Gottschalk and Munz, 2005).

LEADERSHIP MANAGEMENT DEVELOPMENT-ENGEGEMENT STRATEGY

Some authors distinguish between leadership and management and some perceive the two terms to be interwoven. Leadership involves influencing others to carry out an objective while management is a process of planning and overseeing the completion of a task-project (Beech, 2003). Increased organisational performance and positive cultural change within the City Service Department can be achieved through a developed leadership management programme (Strebel, 1999).

ACTION-CENTRED LEADERSHIP MODEL

The action centred leadership model or three circle model created by John Adair reflects the importance of complimenting Task, Individuals and Group. Adopting the action-centred leadership model in the city services of Cardiff council will enhance the management’s ability to:

Understand employees and their different experiences (INDIVIDUAL)

Be aware of different individual qualities and how to group them for optimal results (TEAM)

Harmonise members of the group to collectively agree upon the task and carry it out (TASK)

Some organisation and teaching institutions offer action-centred leadership courses which are simple and practical, some of the guidelines postulated by the ACL courses include:

Setting of tasks for the team.

Supervision of sub-leaders.

Overseeing the planning of any given task.

Setting of targets for employees to motivate them.

Involving the employees in the decision making process.

Passing on the importance level attached to different roles expected to be carried out by employees.

Continual training for employees especially those under the age of 25.

Encouraging employees to join a union where one is in existence.

Assisting in the welfare of employee including their personal problems and giving praises for their efforts.

Reviewing actions that have been undertaken and amending the action plan where mistakes are detected, and providing examples of good practice.

‘FELT LEADERSHIP MODEL’

John Adair once said "A manager can be appointed but you aren’t a leader until people choose to follow you". This denotes the importance for the City Service Department to adopt a visible felt leadership, where leaders are endowed with characteristics of caring "genuinely", making decisions with courage and remaining consistent in deeds and words to gain respect and trust from employees, stakeholders and customers.

8. RESISTANCE to CHANGE: A MANAGED APPROACH

As Reilly (2008) has clearly illustrated, that to successfully create and sustain any organisational/cultural shift towards a health & safe workplace, that seeks to promote the well-being of the workforce, what is required is more than just a organisational strategic plan, but more over a strategy that seeks to juxtapose both management and workforce towards a common goal.

This Juxtaposition of both management and workforce will result in, according to Reilly (2008) the creation of a fully motivated group of individuals that are committed to achieving a common goal. Further to the concept; (managed change) and research identified as a ‘Safer Workplace concept’ (Grawitch et al 2005). City Services Department must adopt the ‘whole person policy’ the centre of its focus, by means of a structured physical, emotional and psychological intervention programme.

Having analysed both the organisational data and also the reports generated following both the inquiries of 2005 and 2011, the conclusions suggest that the failings to achieve the desired managed change are attributed to not only a lack of consistent and sustainable ‘visible management commitment’ (Dupont, 2010), but also the consequences of a lack of positive employee-engagement. The reports also highlighted an emerging level of workforce mistrust, a lack of trust that intern created the barrier to adopting what was identified as the required change in the management of sickness-absence.

These areas/barriers are seen as a significant failing to successfully implementing what Lewin (1951) identified as stage 1 of the 3 Stage model of successful change management (that of Unfreeze – Move [Change] – Re-freeze theory).

Lewin (1951) argued that when any organisation seeks to change (or move away from the status quo), what he identified as the "notion of homeostasis" or in other words, an organisational response to the change with a organisational desire to return to the prior status quo (Emerson and Green 5th Ed 2005 p.110). Lewin asserts that in regards to his model this occurs during the Un-Freezing stage of the Managed Change, and that to achieve the desired change & sustain/complete such a change (stage 3 re-freeze, requires a ‘new driver’, the drive to create a "new equilibrium" (Emerson and Green 5th Ed 2005 p.111).

This 3 stage process is best demonstrated in the table below (p.16). It is Stage 1; the Unfreeze part of the process of managed change, that according to Lewin (1951), the resistors to such a change is most likely to occur, and at which point the Move (stage 2) and transition to Stage 3 (Re-freeze) is either impeded or completely failed to be adopted.

The Lewin, (1951) 3-Stage Model of Change Management

Move - In this state, you are planning and executing the required changes, managing implementation of all change products and ensuring delivery of the required benefits.

Unfreeze – A need for change. Due to an external or internal driver (or drivers), the business or organisation needs to restructure, re-organise, reengineer its processes, change or develop new technology solutions. This could be in response to a change in the business, financial, management, operational or people. In the ‘unfreeze’ state, you should seek to ‘unlock’ the present way of doing things or ‘status quo’, establish a new vision

for the business, establish the change requirements and approach for implementing the changes.

In this state, the changes are fully implemented and consolidated and become the ‘steady state’ management and operation of the business or organisation

RESPONSIBILITIES.

To understand the nature of how and why resistance to change arises and how as part of the process of managed change a strategy to nullify can be created, and requires the use of analytical tools such as the "Force Field Analysis" created by Lewin (1951). The force field analysis tool seeks to both identify the drivers for change and also the resistors to such change. It is from such an analysis that a suitable, sufficient and sustainable plan for change, utilising the 3 stage model can be implemented (including a strategy for managing the potential resistance to change).

As already stated, making use of both the operational data and the reports from the previous inquiries (2005 and 2011) of managed change, to achieve a reduction in sickness-absence provides indicators and action points for this strategic plan, and is reflected in the "Force field Analysis" identified below.

The underlying principle of utilising such a tool is to structure the driving forces in such a manner that in their application outweighs the resistors to the change (Emerson and Green 5th Ed 2005 p.110).

Though the analysis clearly demonstrates the strength of the drivers for the change and in terms of clarity, they do outweigh the resistors to the change, the resistors equally demonstrate that if not managed, they could impede or fracture the successful transition to Stage 2 and then on to stage 3 (Move-Refreeze), and the common goal; a safer work-place.

This strategic plan identifies a key approach to this successful change & the dealing with resistance being that of a Communication & Engagement plan, which according to Lewin (1951) is fundamental to the Move (stage 2) process. Other champions of Change management & dealing with resistance also identify these approaches as key to successful managed change, no more so than that of KOTTER & SCHLESINGER (2008), who in there article in the Harvard business Review (2008), argued that principally that there were 4 specific reasons for resistance of change, that of:

1. Parochial self-interest: "A period of strategic change where employees believe they are losing something valuable".

2. Misunderstanding and lack of trust: "Where co-workers/employee’s do not understand the consequences and believe there will be more negatives than positives to the change".

3. Different assessments: "This is when different groups have different information available. Employees may get the impression that the negatives outweigh the positives, both for themselves and for the entire organisation".

4. Low tolerance for change: "This type of resistance stems from uncertainty and fear over not meeting the demands in terms of new skills and/or behaviour".

The KOTTER & SCHLESINGER MODEL (2008) manages these reasons for resistance to change through a 6 stage approach (table below) from which the key strategies of communication & engagement are embedded, both in terms of an engaged workforce and also a committed management.

Approach

Commonly Used in Situations

Advantages

Drawbacks

Education & Communication

Where there is a lack of information or inaccurate information & analysis

Once persuaded, people will often help with the implementation of the change

Can be very time consuming if lots of people are involved

Participation & involvement

Where the initiators do not have all the information they need to design the change, & where others have considerable power to resist

People who participate will be committed to implementing change, & any relevant information they will have will be integrated into the change plan

Can be very time consuming if participators design an inappropriate change

Facilitation & Support

Where people are resisting because of adjustment problems

No other approach works well as well with adjustment problems

Can be time consuming, expensive & still fail.

Negotiation & Agreement

Where someone or some group will clearly lose out in a change, & where that group has considerable power to resist

Sometimes it is a relatively easy way to avoid major resistance

Can be too expensive in many cases, if it alerts others to negotiate for compliance

Manipulation & Co-optation

Where other tactics will not work or are too expensive

It can be a relatively quick & inexpensive solution to resistance problems

Can lead to future problems, if people feel manipulated

Explicit & Implicit Coercion

Where speed is essential, & the change initiators possess considerable power

It is speedy & can overcome any kind of resistance

Can be risky if it leaves people mad at the initiators

Methods for dealing with resistance to change/Harvard business review: July-August 2008/hrb.org

In the use of such approaches models and tools within a strategic plan, it ensures that resistance through its anticipation-intervention and positive resolution has the potential to create an environment whereupon, trust can be created, and from which the common goal as already been identified, promoting-creating a safer working environment and a healthy motivated workforce (Reilly, 2008).

9. RESPONSIBILITIES

PATH-GOAL LEADERSHIP MODELS

This next section provides an overview of the responsibilities the organisation, managers-supervisors and the individual has, in relation to contributing to a productive communication-engagement programme, based on the theories of (Evans, 1970), (House, Mitchell, 1974). "The effect of supervisory behaviour on the path-goal relationship theory").

RESPONSIBILITIES of CITY SERVICES & (CARDIFF CITY COUNCIL):

(Health and Safety at Work etc., Act 1974) and (Management of Health and Safety at Work Regulations, 1999) commits, Cardiff City Council by law, to provide support along with suitable & sufficient opportunities to enable all its employee’s to maintain their health, safety and wellbeing whilst at work. This can be promoted by:

The Development and implementation of effective sustainable-suitable policies and procedures, (communicated at all levels).

By providing training and information along with guidance for managers and employees.

Providing access to occupational health and wellbeing and other advisory services, (HR, external impartial medical services when required).

Robust-accurate reporting on the status of employee-wellbeing, including performance, activities, initiatives and intervention opportunities.

Establish effective monitoring so as to be able to evaluate the efficacy-impact of the communication-engagement programme.

RESPONSIBILIITIES of SENIOR MANAGERS:

Senior managers directly influence whether ‘positively or negatively’ the culture in the specific areas they are responsible for. Manager’s specific responsibilities must include:

Setting an example as a lead-role model by adopting and embracing the strategy programme.

Promoting behaviours of others, contributing to positive employee communication-engagement culture.

Ensuring effective two-way communication between management, employees particularly throughout organisational change.

Ensuring that bullying, harassment and any form of discrimination is not tolerated during the change programme.

Working with managers, Human Resources; Occupational Health functions to initiate local wellbeing initiatives.

RESPONSIBILITIES of LINE MANAGERS / SUPERVISORS:

Line managers and supervisors have a responsibility to look after the health and wellbeing of their staff. This includes:

Setting an example as a role model by adopting and embracing the communication-engagement-strategy.

Taking the health, safety and wellbeing of their staff seriously, listening and responding to their individual-collective needs and helping them alleviate, as far as reasonably practicable, workplace-social stressors.

Seek advice from HR professionals around the implementation of relevant policies, e.g. management of sickness-absence, whilst ensuring effective measures are in place to monitor sickness-absence, and have a thorough understanding of how to report sickness-absence.

Seek appropriate advice and support when dealing with complex employee health problems, (Stress, musculoskeletal).

Encourage employee’s with health problems to seek help through occupational health and wellbeing services, e.g. counselling, Rehabilitation, stress, smoking cessation etc.

Consideration of whether there may be an underlying-health problem when there is concern about an individual’s performance.

Ensuring that bullying, harassment or any form of discrimination is strictly not tolerated.

Promote behaviours contributing to positive employee-wellbeing.

Promotion of the communication-engagement strategy, by actively supporting the program initiatives and activities, enabling reasonable access for employees.

Ensure employees’ are fully engaged-trained to discharge their duties correctly, efficiently.

Ensure employees are provided with the appropriate-suitable development opportunities.

Attend all relevant training as required, including management development succession training, mandatory (Sickness-absence) training and any health and safety training.

Ensure effective measures are in place to monitor and manage sickness-absence effectively.

RESPONSIBILITIES of the EMPLOYEE:

All staff have a responsibility to look after their own health and wellbeing. This includes:

Registering with a GP surgery.

Taking advantage of vaccination programmes for infectious diseases, (flu, tetanus and hepatitis).

Seeking advice promptly from your line manager/supervisor about your fitness to work when symptoms arise.

Seeking professional advice about ill-health, managing illness and accessing appropriate treatment, advice and support, (Internal Occ-Health, or external GP referral).

Not coming to work when ill, unless part of a managed recovery programme, (Occupational Health programme, "Presenteeism factors").

Taking advantage of the occupational and health and wellbeing services provided by Cardiff City Council, (advise-support function).

Taking advantage of health promotion and advice, guidance and information provided by Cardiff City Council, (Occupational Health, Human Resources department).

Attending mandatory training programmes as specified by City Services Department.

Sharing ideas with colleagues for promoting the programme in their own environment.

Raising issues that affect their ability to engage or communicate or that of their colleagues with their line manager, HR member or the senior management team.

RESPONSIBILITIES of the COMMUNICATION; ENGAGEMENT PROGRAMME and ACTION GROUPS – TERMS of REFERENCE:

The Health, safety and wellbeing Action Group terms of reference commits Cardiff City Council to provide a forum as advocated by (House, Mitchell, 1974), Path-goal theory of leadership for the development and implementation of suitable and sustainable communication-engagement programme across the organisation, (City Services Department) by promoting best practice with a tailored and consistent approach to the management of the intervention strategy within the workplace:

"Name of Committee"

a. (City Services) Health, Safety & Wellbeing Action (Group or Committee), or as required.

"Purpose-objective of the Committee"

b. To provide a management-employee forum for the development-implementation and review of practicable communication-engagement programme across the organisation, (City Services Department) sharing ideas of best practice with a consistent approach to the management of health, safety and wellbeing within the work-environment.

"Objectives and Key Tasks"

Define what communication-engagement priorities need addressing (City Services).

Definition of key role aspects, (various stakeholders) by establishing their role in the overall process.

Consideration of local-national best practice performance, informed guidance as to the implications of legal cases.

Positive promotion of the strategy programme across the City Services Department.

Provide a robust-effective communication strategy, for the introduction of policies, preventions, interventions and facilities approach-management.

Identify and build on existing good practice initiatives within the City Services Department.

Address any recommendations for action to address patterns-deficiencies in good practice, which may be contrary to an effective communication-engagement-Programme.

Advise on the provision of training and any development opportunities for managers-employees and integrate best practice into suitable learning activates.

Make recommendations for the development-review of performance standards (KPI’s) and mechanisms for monitoring communication-engagement at work at a divisional and an organisational level.

Champion communication-engagement policies within the City Services Department.

Promote the communication-engagement programme, specifically in regard to organisation restructure.

"Membership"

Membership will comprise champions from each section of the City Services Department.

"Frequency of Meetings"

To be agreed

"Quorum"

Chair

Human Resources, Workplace Occupational Health

An agreed number of employee’s from each department.

"Reporting Arrangements"

The group will report in to (to be confirmed).

8. "Term of Group"

a. To be reviewed after 12 months.

10. DELIVERING CARDIFF CITY SERVICES COMMUNICATION-ENGAGEMENT PROGRAMME

The City Services Committee, chaired by (TBC) monitors activity. The communication-engagement project team, made up of representatives from Human Resources, occupational health department, and employee representation. The communications-engagement team drives the programme forward and are responsible for championing the strategy programme, promoting and encouraging good practice in the areas in which they work.

The City Services communications-engagement Action Plan is based on priorities identified through (Dame Carol Black, 2008) "Working for a Healthier Tomorrow", (Healthy Lives, Healthy People White Paper, 2010) as well as areas identified through organisational surveying of our employees. Organisational factors that promote wellbeing and how these factors need to be addressed are as follows:

"Physical health and wellbeing" Occupational Health Guidance benefits – "gym participation-exercise, weight management, smoking cessation, (promotion of physical and nutritional health").

"Mental and emotional wellbeing", Occupational Health Guidance – "promotion of fast track counselling services, stress management workshops, information-guidance for managers".

"Health promotion" Occupational Health Guidance-GP referrals – "health checks/assessments, linking to national campaigns (e.g. alcohol and drugs, change for life), Annual fitness assessments (Ageing workforce numbers)".

"Advice and signposting" – policy advice-awareness, communication, e.g. intranet, corporate induction (drawing attention to principles and policies)".

"Organisational wellbeing and people management" – leadership and management training so that managers are confident in supporting the communication-engagement programmes, E.g. In managing change, workplace stressors – recognising that effective leadership is vital to building and sustaining an organisational culture where all employees can thrive".

"Economic wellbeing" – "promoting employee opportunities to save money; nominated person (monthly) for best idea, or recognition of employee contribution outstanding service (gift vouchers), feel-good factor".

HR/Health & Safety Management intervention – "identify trends in sickness and develop appropriate interventions, stress-hotspots, employee survey, risk assessment (stress management workshops) involve the staff through the process".

This strategy supports the recommendations from (Dame Carol Black, 2008) "Working for a Healthier Tomorrow" study.

11. PREREQUISITES FOR STRUCTURING & EMBEDING AN EFFECTIVE COMMUNICATION-

ENGAGEMENT- PROGRAMME

It is the intention of the Cardiff City Council to develop a sustainable communications-engagement mechanism in order to identify other areas where the City Services Department can support the needs of its entire workforce making it accessible for all. Essential Aspects required:

"Strong effective leadership and representation at Executive and Board level" to push through a change in culture".

"Effective communication-updates from the action group committee".

Equal decision making opportunities-priorities in the direction of the communication-engagement Action Group".

"Ensuring all staff groups across within the City Services Department are represented, to drive the intervention strategy though the division".

"Consult with employees - carrying out a survey’s across the entire workforce and review the findings as well as responses to the staff survey. Using the action groups to review the findings and act upon the key issues".

"Ensuring that the communication-engagement strategy forms part of an employee’s annual appraisal".

City Services Department in con-junction with HR, Occupational Health, and the communication-engagement Action Group must also deliver the following:

"Develop a system of early intervention to encourage early return to work for people who are off sick".

Empowering and enabling Employees to better understand and address their own health risks, (Occupational Health support)".

"Establish an active communication forum highlighting safety information activities, and other related services".

"Focus on reducing sickness-absence levels".

12. OUTCOMES FOR DISCUSSION

The research undertaken in the creation of this proposed strategic plan, has suggested that historically the City Services Department of Cardiff City Council has had a significant issue in regards to the management operation, support and resolution of sickness-absence, together with workplace attendance. As a consequence of this area of weakness, it has led to an emerging lack of trust, a breakdown in organisational communication, and a lack of a proactive and motivated workforce. This is no more so reflected within the data in respect to the monitoring of sickness-absence, which highlighted missed KPI indicators, along with suitable opportunities for intervention and support. All of which suggests a lack of proactive engagement, of both management and the workforce to ensure that those individuals currently, or historically prone to high levels of sickness-absence, are supported in their progress towards a timed return to work.

Further evidence suggests "white paper" (2010), that when organisations prioritise a heightened focus towards that of health, safety and wellbeing in the workplace, that employees are three times more productive, and far "safer too". Cardiff City Service Department can achieve a lower level of sickness-absence by adopting a communication-engagement strategy, by embracing a positive-proactive interactive forum between employees and management, and by the use of active engagement support initiatives. The proposed strategic plan aims to increase and develop a sensible approach towards a balanced work-life cohesive structure, through the use of the "SHAPE" framework model for increased communication-engagement, along with the use of "Action-Centred" Leadership (ACL) model approach. Furthermore, we also looked at combining elements from the "Path-Goal Leadership model(s), in order to improve management-employee interaction-involvement throughout the strategy implementation proposal.

In order to combat resistors to the change management process, the use of the Lewin’s 3-stage model of change should be considered as it outlines the drivers for change, but also points out the possible resistors to that change. Conversely Kotter & Schlesinger’s 6 point plan, allowed us to focus on a template strategy for change, using their 4 specific reasons for change resistance.

Further prerequisites for the strategy plan include; and after a realistic period of time is the use of "SMART" outcomes as a guideline for the credibility of the intervention process.

S- Specific

M-Measurable

A -Achievable

R- Relevant

T –Timed

We are also fully aware that practical application of resources such as finance is in all reality not going to be available to support the intervention initiative. However the strategic intervention plan has been designed with this in mind. A sustainable strategy in terms of communication, engagement requires only a desire to achieve a cultural shift in terms of sickness-absence "BY ALL" concerned, together with the creation of a safer workplace concept. The strategy proposal is something which will inevitably take time to embed and integrate. Benchmarking Kent County Council as an example, 7.84 day’s lost per-FTE; this was no accident, fundamentally a great deal of hard work and effort has gone into achieving these types of results.

However; this achievement has taken "five years" for the successful reduction of sickness-absence levels in this instance. With that in mind, Cardiff City Services Department has to recognise that "time periods-differentials" will have an impact on the intervention strategy effectiveness:

Short-term intervention outcomes; (1-3yrs), to embed changes in attitudes; both managerial-employees. Further factors to take into account are: - training skills; improved-knowledge understanding of employee and self. Further requirements such as resource deployment for affecting change by way of Communication, Engagement forums, and the set-up of a working party group.

Medium and long-term intervention impacts; (4-6yrs), areas such as social-cultural changes, combined with organisational and even the wider community aspect changes.

Any fundamental change from the pre-conceived status-quo will be painful; however the sustained levels of sickness-absence within the department at present; is having a catastrophic effect on morale; services; and employee-managerial interactions. "Now" is the time for change, we strongly believe that if the strategic intervention proposal is adopted, a radical and sustained change for the better can be achieved.

13. APPENDIX A

KEY PERFORMANCE INDICATORS

(Dame Carol Black) outlines, "Experience shows that organisations which adopt a positive approach to improving wellbeing across the organisation, may achieve substantially reduced costs associated with":

"Absenteeism".

"Reduction in overtime and agency usage".

"Staff turnover".

"Risk management".

"Employee and customer satisfaction".

"Improved productivity and performance".

"Benchmarking by other similar organisations".

APPENDIX B

(KPI) measures by which we will assess whether our interventions have been successful include:

Metric

Source

Notes

Monitoring period/interval

Sickness absence

City Services Department

% of FTE lost overall and by medical cause (may also be broken down into staff category)

Month, Annually

Incidence of long term (>4 weeks) and short term sickness absence

CSD

We will use other departments within the council to identify No’s. staff who score 0-4, 4–6 and 6-12

(this is a rolling figure)

Quarterly, Annually

Prevalence of zero sickness absence

CSD

Taking out leavers, we monitor the number of staff instances in-conjunction with other departments.

Annually

Incidence of ill-health retirement

Finance Dept

Number and per 1000 staff employed

Year, annual 5 year moving average

Staff turnover

CSD

Numbers of joining and leavers expressed as a % of average number of employees during measurement period (exclude redundancy)

Annually

Agency and temporary labour costs

Finance Dept

Numbers of shifts and cost of agency temps used to cover sickness

Monthly , Annually

"City Services Department will monitor the response rates in relations to questions on health, safety engagement, communication and wellbeing in, staff surveys and produce corporate and divisional action plans on sharing the improvements and addressing the concerns these raise".

Disability from poor mental health/ Stress /Depression.

City Services Department

score and number and %

Year

Perceived managerial interest in personal health, safety and wellbeing.

staff survey

score and number and % of responders

Year

Adequacy of adjustments at working for long-standing illness/disability.

staff survey

score and number and % of responders

Year

Job satisfaction.

staff survey

score and number and % of responders

Year

Enjoyment of work.

staff survey

score and number and % of responders

Year

Violence at work.

staff survey

score and number and % of responders

Year

Harassment at work.

staff survey

score and number and % of responders

Year

Metrics to monitor activities of our occupational health, safety, engagement, communication and wellbeing programme:

Metric

Source

Monitoring period / interval

Numbers of referrals from managers to OH.

Occupational Health records

Month, year

Numbers of self-referrals.

Human Resources/Occ-Health records

Month, year

Numbers of telephone enquiries handled.

Occupational Health records

Month, year

Number of workplace visits by managers.

H&S records

Month, year

Number of health surveillance assessments made.

Occupational Health records

Month, year

Numbers of training/lectures delivered.

Human Resources records

Month, year

Number of counselling referrals.

Human Resources/Occ-Health records

Month, year

APPENDIX C

POLICIES and other RELATED DOCUMENTS and INITITIVES

"Cardiff City Council exercises a duty of care through the proposed strategy and through the following related policies, guidelines and initiatives (this list is not exhaustive)".

"Occupational Health and Wellbeing Policies".

"Bereavement guidance".

"Dignity and respect at work policy".

"Equal opportunities policy".

"Health and safety policy".

"Flexible working policy, (TBC)".

"Management of sickness absence and annual leave policy".

"Stress management policy and risk assessment".

"Whistleblowing and Raising Concerns in the Workplace (TBC)".

"Occupational counselling-referral policy, (TBC)".

"Stress management workshops, (TBC)".

"Leadership and management programme".

"Cycle to work scheme, (TBC)".

"Staff benefits and offers, (TBC)".

"Employee attitude survey".

"Health, safety and wellbeing survey".