February 2009 Payscale amended October 2009

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Employee HandbookTerms and Conditions of Service

Contents2

1. Introduction 4

1.1. Scope 41.2. Work-life balance 41.3. Guiding principles for the organisation 5

2. Your Working Time 6

2.1. Key principles 62.2. Standard hours 62.3. Other patterns of work, including 24/7 and night working 92.4. Rostering 92.5. Additional hours and premium time 102.6. Examples of standard hours and other patterns of work 102.7. General arrangements 122.8. Existing arrangements (in place before 1st October 2007) 122.9. Standby and Call-Out 132.10. Pay 142.11. Pay spine 17

3. Your Holidays 18

3.1. Your holidays 183.2. Public Holidays 193.3. Your holiday entitlement 203.4. Taking holiday 213.5. Part Time Employees 213.6. Holiday Carry Forward 21

4. Extra Payments 22

4.1. Honorarium payment 224.2. Acting up 234.3. Disturbance payment 234.4. Subsistence payment 244.5. Tools 244.6. Professional Fees 244.7. Payment of Childcare Costs 244.8. Overpayment 254.9. Trainees 254.10. Laundry Provision 254.11. Telephones and Communications 254.12. Trade Union Subscriptions 254.13. Home working 25

5. Travel Scheme 26

5.1. Introduction 265.2. Objectives of the travel scheme 275.3. Council cars (pool cars) 275.4. Travel Plan 285.5. Car parking 295.6. Other Arrangements 295.7. Payment for travel 30

6. General Employment 32

6.1. Appointments 326.2. Health Deployment and Surplus Employee Transfers 336.3. Salary Framework Policy 336.4. Starting Salaries 336.5. Probationary period 336.6. Politically restricted jobs 346.7. Job grading and appeals 346.8. Requesting personal flexible work patterns 356.9. Termination of Employment 356.10. Training and development 366.11. Claims for payment 366.12. Local Government Pension Scheme 366.13. Continuous Service 376.14. Long Service Awards 37

7. Standards of Behaviour 38

7.1. Declaration of criminal convictions 397.2. Close personal relationships 397.3. Standards for election candidates 397.4. Other employment 407.5. Membership of other organisations 407.6. Directorships and conflicts of interest 407.7. Personal interests and beliefs 417.8. Examples of other employment and conflicts of interest 417.9. Gifts and hospitality 41

8. Policies and Procedures 42

8.1. Disputes Resolution – Grievance 428.2. Disciplinary Procedure 438.3. Attendance Management 438.4. Appeal process for termination of employment due to sickness 438.5. Capability Procedure 438.6. Implementation Policy 438.7. Smoking Policy 448.8. Family Friendly Policies 448.9. Personal Circumstances 448.10. Information Security 448.11. Use of Electronic Communications in the Workplace 448.12. Salary Framework Policy 448.13. Market Rate Supplements 458.14. Personal Accident Cover for Assault and Accidents at Work 458.15. Equality and Diversity 458.16. Early retirement and severance policy 458.17. Whistleblowing 458.18. Reducing the risk of fraud 458.19. Health and Safety 45

9. Glossary of Terms 46

Contents 3

Introduction

1. Introduction

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Kirklees Council’s aim is to become recognised as the best council regionally and nationally – and most importantly the best in the eyes of the Kirklees public.

People who work for the council will be: • valued and treated fairly

• consulted and kept informed

• well trained and supported

We take a One Council approach: Kirklees residentsdon’t see a collection of different services anddirectorates, but regard all of us as working for ‘thecouncil’. 85% of council employees live in Kirkleesand we have a single identity under the Kirkleeslogo. We work for and are paid by Kirklees Council.Customer excellence is a central focus of our work.

1.1. Scope

Part of being One Council is that we all share theserevised terms and conditions under single status.

These terms and conditions apply to all employeescovered by the National Joint Council for LocalGovernment Services and all employees covered bysingle status: former manual workers; former APT&Cstaff; chief officers; and all craft workers except thoseemployed in Building Services. The terms andconditions supersede all previous national and localconditions of service for these employees. An exceptionis the national pay award (“Green Book”), where anyfuture settlement will apply to all employees covered bythe single status agreement. This will include chiefofficers and craft workers where appropriate. Otherallowances will - where appropriate - track the averagenational pay award.

These terms and conditions are subject to amendmentfrom time to time in order to take account of changingcircumstances and following negotiation withrecognised trade unions. We acknowledge theimportance of membership of recognised trade unionsand aim to provide stable industrial relations throughconsultation and negotiation.

For all other employees of Kirklees Council, their existingterms and conditions continue to be in force. None ofthe provisions of this handbook will apply to them.

1.2. Work-life balance

Our approach to employees, and therefore ourpolicies, encourages managers to focus on theindividual, applying consistency around judgementrather than rules. Examples of this approach to helpemployees balance the complex demands of workand home life are:

• flexible working – including career breaks• working at home • mobile and touchdown working• being part of a ‘well organisation’- PEAK (Performance Excellence Across Kirklees)- attendance management

• meeting the changing needs of employeesthroughout their careers with the council

Over the coming years people will think less in terms ofa single workplace than of several workplaces, poweredby developments in communication technologies.Mobile and home working will involve us in a shift frompersonalised space to personalised time – having morecontrol over our hours of work instead of a dedicatedplace in an office. The spheres of work and leisure willbecome less distinct for people working in these ways.

As customers are looking for more flexibility andaccessibility to services, we need to think about whatthis means for service delivery in the future.

Introduction

1.3. Guiding principles for theorganisation

These guiding principles enable employees,managers and recognised trade unions to have aframework in which to consider any issues aroundthese terms and conditions.

Everyone has a responsibility to be aware that theseguiding principles will be followed at all times.

• Heads of service will define their service’sopening/operational hours and the type of workingtime framework that the service is using. Thesedecisions will be aimed at creating a sustainableand improved service delivery.

• The council accepts and respects an individual'sright to a fulfilled life both inside and outside paidwork, to the mutual benefit of the individual, thecouncil and customers.

• Wherever possible the council will try to make‘reasonable adjustments’ to meet the needs of anindividual, provided that this does not conflict withcustomer service or impact on other employees.

• We will consult recognised trade unions within thecollective bargaining framework on relevantcorporate and service-based issues with acommitment to seeking views and achieving ashared understanding. Where contractual mattersare discussed – such as pay or changes to terms andconditions – then we will negotiate with recognisedtrade unions with a view to reaching an agreement.

• There may be times – such as changes in customerrequirements or demand – when a service needs toreview the total annualised hours for an employee.This could lead to a permanent increase ordecrease in total hours. When this happens, theservice must take into account the impact andimplications of the change on the employee andmust negotiate with the appropriate trade union andinform the employee before making the change.

• The profile of an employee’s working patternshould be based on the requirements of the job andthe needs of the service. Managers should considerthe flexibility sought by the existing jobholder. Whenrecruiting – either as a replacement to an existingjob or to a new job – the manager can amend theworking profile and working days.

• Heads of service, in consultation with trade unions,will agree a procedure for managing annualisedhours within their service. This will include cleararrangements for rostering, changing rostering atshort notice and flexible working, and the methodfor ‘calling off’ hours against the annual total ofhours, and a description of the circumstanceswhere additional hours may attract an additionalpayment. This procedure will be clear enough to beunderstood by both the service and employees.

• Normal staffing levels should not lead to overtimebeing worked. If regular overtime is being worked,services should employ additional staff.

• If you have more than one job with the council, yourprincipal line manager will be the manager for thefirst job you were employed in, unless otherwiseagreed. It is your responsibility to make sure thatthe total time spent on all your council jobs doesnot exceed European working time directive rules,and that you give yourself sufficient rest time.

• All services will work within the terms andconditions contained in this Employee Handbook.All previous local agreements will cease to exist.

NOTE:

• You can access any policies or procedures referredto in this handbook from the council’s intranet orfrom your manager. Schools-based employeescan also access the council’s intranet, or shouldask their head teacher.

• “Consultation” is the right to be informed, havemeaningful discussion and make comments within areasonable timescale - normally seven working days.

• Wherever this handbook mentions ‘head ofservice’ or ‘manager’, school support staffshould substitute the word ‘head teacher’.

• For the purposes of this agreement the“appropriate” or “recognised” trade unions areUNISON, GMB and UNITE (Amicus/T&GWU afteramalgamation).

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Your Working Time

2. Your Working Time

The council expects all employees to be flexible in their approach to their working hours to meet serviceneeds. In return, the council will – wherever possible – seek to ensure that employees are able to makeflexible arrangements to meet occasional personal needs.

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2.1. Key principles

• The hours of work in any service area will reflect theneeds and activities of that service. Heads of servicecan amend hours and roster patterns – followingconsultation – at any time within these principles.

• Services should introduce flexible workingpatterns wherever practicable.

• The consolidation period for all these working timeframeworks is normally 4 weeks. However, in somecircumstances, it may be over a longer period.

There are two working time frameworks:• Standard hours (including annualised hours)

• Other patterns of work (including 24/7 and nightworking)

Rostering (2.4) and Additional Hours and PremiumTime (2.5) can be used within either of these twoframeworks.

2.2. Standard hours

2.2.1. The head of service has the discretion todefine the ‘working week’ for the entireservice or for a distinct group within theservice if required. A number of workingpatterns can exist within the service.

2.2.2. The head of service can determine workingdays of the week to be any fixed five days outof seven, and can also determine a workingtimetable of planned working hours.

2.2.3. Planned working hours can be between 06.00 and 22.00 on any day.

2.2.4. These hours may be varied by up to oneadditional hour at either side of the plannedday, or displaced by up to two hours from theplanned day.

Your Working Time

2.2.5. Planned working hours can include differentnumbers of hours in each week over a declaredlonger time period. This is called annualisedhours and gives your service and yourself theflexibility to vary your patterns of work throughoutthe year, according to the requirements of theservice and your individual needs.

2.2.6. For example, a declared annual work patterncould consist of 34 hours a week during Januaryto June and 40 hours a week during July toDecember.Note: These types of working patterns arealready in place, for example:• flexitime for office-based employees• a school cleaner working term time 16.00-18.00

• a customer services assistant working 37 hoursa week Tuesday-Saturday 10.00-18.00

2.2.7. The standard working week for a full-timeemployee is 37 hours covering 365¼ days a yearincluding leap years (52.19 weeks).

2.2.8. Some employees may be offered contracts inexcess of 37 hours. Where this occurs, all thesehours will be paid at plain time. The council hasthe discretion to reduce these hours to 37 hours aweek following a 12 week notification period andappropriate consultations.

2.2.9. For employees on a flexible scheme the plannedworking hours are the entire range of availableflexi hours that are offered.

2.2.10. Historically, flexitime was built around corehours. We are now looking towards balancingthe needs of the individual and therequirements of service delivery. The concept ofcore hours no longer applies.

2.2.11. With a standard hours scheme it is possible that atany time there could be a difference between hoursworked and payment received. Any time surplus ordeficit will be set against the employee’sannualised hours. When an employee leaves thecouncil it is important that there is an agreedprocedure for dealing with this difference.This may be to:• Use the notice period to close the gapbetween work and pay

• Adjust the final salary payment• Accept that, within limits, the service willignore a shortfall in hours worked but willcompensate the employee for a surplus ofhours worked

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Your Working Time8

Part-time employeeBased on standard working week 20 hoursBased on total annual hours (52.19 weeks x 20 hours) 1,044 hours

* This includes the employee’s entire holiday entitlement, including public holidays. See section 3 for further details on holidays.

Length of service * Total annual hours Total holiday hours Actual working hours

Employee with lessthan 5 years service 1,044 142 902

Employee with 5 ormore years service 1,044 162 882

Part-time employee working term-time onlyBased on standard working week 20 hoursBased on 39 weeks total annual hours (including leap years) 780 hours

* This includes the employee’s entire holiday entitlement, including public holidays. See section 3 for further details on holidays.

Length of service * Total annual hours Total holiday hours Actual working hours

Employee with lessthan 5 years service 903 123 780

Employee with 5 ormore years service 923 143 780

2.2.11 Examples of standard hours patterns

Full-time employeeBased on standard working week 37 hoursBased on total annual hours (52.19 weeks x 37 hours) 1,931 hours

* This includes the employee’s entire holiday entitlement, including public holidays. See section 3 for further details on holidays.

Length of service * Total annual hours Total holiday hours Actual working hours

Employee with lessthan 5 years service 1,931 263 1,668

Employee with 5 ormore years service 1,931 300 1,631

Your Working Time 9

2.3. Other patterns of work, including24/7 and night working

2.3.1. 24/7 working

2.3.1.1. If your pattern of hours can rotate equallyover every day of the week you will receivea premium of 7%.

2.3.1.2. If your pattern of hours can rotate equallyover six days of the week so that youalways have the same day off each week(Thursdays for example) then you willreceive a premium of 3½%.

2.3.1.3. If you work on five days (or less) each weekand always have the same two days off(Fridays and Saturdays for example) youwill receive no premium.

2.3.2. Public holidays

2.3.2.1. If you are required to be available for workon all public holidays you will receive anadditional payment of 3%. If you fail toattend for work, you will not receive thisadditional payment.

2.3.3. Night working

2.3.3.1. If you only work within the time 22.00-06.00you will get night pay at a premium of 20%.

2.3.3.2. If some of your hours over a four weekperiod fall within the time 22.00-06.00 youwill get a proportion of the 20% night ratepremium as follows:

2.3.4 Alternating patterns of work

2.3.4.1. If you work alternating and split patterns ofwork – for example mornings followed byafternoons/evenings – over any five daysand your hours continue beyond 20.30, youwill receive an additional 2% if you work upto 22.00. This rate reduces pro rata in ½hour blocks if you do not work the extra fulltwo hours from 20.00. To qualify for thispayment you must work after 20.00 at leasteight times in four weeks. You cannotreceive this payment if you qualify for anyother premium payment.

2.3.5. Combined patterns of work

2.3.5.1. If you meet more than one of the conditions2.3.1. to 2.3.3. the premiums paid will beadded together.

2.3.5.2. If you partially meet any of conditions2.3.1. to 2.3.3. then we will calculate thepremium in line with the proportion thatyou are expected to do. For example, if youonly work nights one week in every fiveweeks the premium payment will be 4%.

2.4. Rostering

Rostering is a mechanism by which working hoursare allocated to deliver a service.

Where a service has variations in demand then thefollowing rostering system may be used:• A core of rostered working time (at least 85% oftotal hours) that must be worked, and rosteredholidays

• A number of unrostered hours (banked, spare,committed or flexible) that are used for certainplanned purposes or to deal with othercontingencies that may arise

For example, your service may roster you for 35 hoursout of 37, and will bank the remaining two hours.

NOTE: Rostered hours cover normal workingpatterns. Unrostered hours are for occasions suchas short-term sickness cover, holiday cover andshort-term service needs.

Percentage of hoursworked 22.00-06.00

Proportion of 20% nightrate premium

Up to 20% of yourtotal hours nil

21% to 80% 20% multiplied by your% night hours worked

Over 80% full 20%

2.5. Additional hours and premium time

2.5.1. Additional hours and premium time will only bepaid when flexible arrangements cannot be used.

2.5.2. Additional hours and premium time can apply toboth standard hours and other patterns of work.

2.5.3. Additional hours are those worked in excessof your planned working hours. These arepaid at plain time except when you meet theconditions set out at 2.5.5. below.

2.5.4. All premium time will be paid at time and ahalf (1.5x plain time), except for unplannedwork on the eight public holidays, which ispaid at double time. You cannot get anyadditional rate of premium time even if youmeet two or more of the conditions in 2.5.5.

2.5.5. Premium time will be paid only when agreedwith your manager and when one or more ofthe following conditions are met:A) Your total hours exceed 148 over 4 weeks(or four times your planned working hours,if this is more than 37)

B)Your additional hours exceed 45% of yourplanned working hours over 4 weeks (This is the initial position until 31 March 2010. Itwill then reduce to 40% of contracted hours until31 March 2011, and thereafter reduce to 25%.)

C) If you are on standard hours and you workmore than one hour either side of yourplanned working day

D)You are working on a public holiday and youare not receiving the premium pay for otherpatterns of work

E) You work on the 6th and 7th day in a “5days in 7” working pattern, or on the 11thto 14th day in a 14 day working pattern, orany similar pattern.

2.5.6. If you qualify for premium time under any of thelast three conditions (C, D or E), we willcalculate this first. In this case, you will not bedue any further premium time even if you meetconditions A or B. You cannot use one conditionto accumulate time under another condition.

2.5.7. You cannot build up your annualised hourstotal from premium time.

2.5.8. Casual employees will be paid at plain timeunless condition A applies.

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2.6 Examples of standard hours andother patterns of work

2.6.1. Benefits Officer

• 37 hours full-time, total 148 hours in 4week period.

• Basic pay – no additional payments. On flexitime arrangement

Example 1Is asked to carry out work on Saturday followingan unusual unexpected and not to be repeatedincrease in work volume, which requiresimmediate attention to avoid loss of grant, andcannot be accommodated by flexitime.Works 5 additional hours on two SaturdaysReceives premium time payment of: • 10 hours at x1.5

2.6.2. Catering Assistant

• Works 3 hours a day term time, on fixed hours11.00 to 14.00, total 60 hours in 4 week period.

• Flexible working arrangements are usedwithin the service.

• Basic pay – no additional payments.

Example 2Is asked to work 11.00 to 14.00 for 3 days• No additional payment, since this is normalwork pattern

Example 3Is asked to work 09.00 to 14.00 on two daysIf this cannot be accommodated within flexiblearrangements, employee receives additionalpayment of: • 1 hour x 2 days at plain time and • 1 hour x 2 days at x1.5

2.6.3. Care Assistant

Example 4Working on a ‘4 days on, 4 days off’ pattern,but the same basic 5 hours in both periods,08.00-13.00. Contractually required to coverpublic holidays, in the same ratio as normalworking. 70 hours in 4 week period • Receives basic pay, plus 10%(7% for rotation by day and 3% for public holidays)

Your Working Time

OR

11Your Working Time

2.6.4. Customer Services Assistant

• Works 6 fixed hours a day on Monday,Tuesday, Saturday, 18 hours a week, 72hours in 4 week period

• Basic pay – no additional payments.

• Long term sickness of colleague leadsservice to ask employee for additionalhours that cannot be accommodated in theflexible element of the scheme.

Example 5Is asked to work 2 hours on Wednesday,Thursday and Friday on each week for 4 weeks.Receives additional payment of:• 2 hours x 1 day (Fri) x 4 weeks at premiumtime (since Friday is “6th day”) = 8 hours at x1.5

• 2 hours x 2 days (Wed, Thur) x 4 weeks atplain time =16 hours at x1.00

Example 6In the next work period:Is asked to work 5 hours on Wednesday and 5 hours on Thursday on each week for 4 weeksReceives additional payment of:• 5 hours x 2 days (Wed, Thur) x 4 weeks = 40(with 45% contracted criteria = 45% x72 = 32)32 hours at x1.00 and 8 hours at x1.5

Example 7In the next work period:Is asked to work 5 hours on Wednesday and 5hours on Thursday and 5 hours on Friday oneach week for 4 weeks.Receives additional payment of• 5 hours x 1 days (Fri) x 4 weeks at premiumtime (6th day) = 20 at x1.5

• 5 hours x 2 days (Wed, Thur) x 4 weeks = 40(with 45% contracted criteria = 45% x72 = 32) 32 hours at x1.00 and 8 hours at x1.5

2.6.5. Driver

Example 8Working on Monday to Friday, with arequirement also to attend on one Saturdayin eight and one public holiday a year. TheSaturday working is offset by a lieu/flex daytaken by agreement such that the number ofdays worked in the 4 week period is 20. Fulltime 37 hours, 148 hours in 4 week period.• Basic pay, plus 0.813%

Reasoning: 7% x1/2 (Sat only) x1/8 (frequency)for rotation by day, and 3% x 1/8 for public holidays

2.6.6. Residential Worker

Example 9Earns £15,000 and is required to work on 5public holidays and so gets a pay supplementof 1.875% (5/8x3%) which is £281. They do notattend on 1 public holiday they are rostered towork. They will be required to take 1 day’sholiday and lose the supplementary pay of £56for this day (£281 ÷ 5).

2.6.7. CCTV Operator

Example 10Working an absolutely equal pattern at alltimes over 168 hours each week. There is anequal likelihood of the employee working anyhours throughout the entire 7 day week andover the whole working year. Full time 37hours, 148 hours in a 4 week period.• Basic pay, plus 16.66%

Reasoning: 7% for rotation by day, and 3% forpublic holidays, and 20% x0.33 for nights pro-rata

2.6.8. Gardener

• Working 34 hours in winter and 40 hours insummer on an annualised pattern overMonday to Friday (annual average =148hours in a 4 week period, but contracted for136 hours in a 4 week period in winter and160 hours in a 4 week period in summer)

• Basic pay – no additional payments

Example 11Works on a summer Sunday for 6 hours, sicknessabsences/ workload prevents substitution ofalternative day off under flexible scheme6 hours in excess of 160; 6 hours at x1.5

Example 12Works on a winter evening for 4 hours afterstorm, severe sickness absences preventssubstitution of alternative day off under flexiblescheme.4 hours in excess of 136; 4 hours at x1.5

2.7.7. Any working pattern must take account ofEuropean working time directive rulesgoverning weekly working time and restbreaks, and any other job-related rulesconcerning rest breaks.

2.7.8. All employees (except where statute permitsshorter breaks) should have a minimum 11hours rest between each working day, andshould not work more than six days in everyseven, or 12 days in every 14. Theserequirements must be recognised whenarranging working patterns.

2.7.9. Managers must make sure that – takingaccount of overtime and any otheremployment with the council – an employeemust not work more than 192 hours in anyfour week period. This requirement includescompliance with the European working timedirective rules. Exceptions can be made for:• busy periods

• emergencies

• people working away from home

In these cases, rest periods can beaccumulated but must be taken later.

2.7.10. Normally, additional hours worked will becalled-off against the employee’s annualisedhours. However, we recognise that at sometimes during the year there may be anunexpected need for additional work whichcould not have been predicted. In thesecircumstances the manager and theemployee will agree additional hours inaccordance with the premium time paymentsset out in 2.5.

2.8. Existing arrangements (in place before 1st October 2007)

2.8.1. Contractual overtime – existing workingarrangements will be recognised atimplementation, but will be ‘de-contractualised’.

2.8.2. Sleep-ins – existing arrangements will berecognised for the purpose of implementation.

2.8.3. Lettings – existing arrangements will berecognised for the purpose of implementation.

Your Working Time

2.7. General arrangements

2.7.1. Heads of service will determine the totalnumber of hours to be worked in the full yearand the pattern of work each week or monthfor each of their service areas. These will beadopted and reviewed from time to time, inconsultation with the recognised tradeunions. The hours are calculated annuallyand rostered over the year to match servicedemands.

2.7.2. All employees will have an individual agreedworking profile that sets out their workingpattern, guaranteed minimum number ofcontracted hours and base salary.

2.7.3. Scheduling of work can take a variety offorms: there may be an average monthly totalto be worked, or it may take the form ofperiods of intense working followed byperiods of rest – for example a “two weekson, two weeks off” pattern.

2.7.4. Heads of service in consultation with tradeunions should consider:

• Requirements for a minimum staffing andskill mix throughout the daily work cycle, andprovision for unforeseen events

• Minimum and maximum hours that can beworked in a defined period

• Guidelines for issuing rosters and makingroster changes at short notice

2.7.5. For part-time employees, annualised hoursand holidays are worked out in proportion tofull-time equivalents.

2.7.6. A system for keeping track of hours workedmust be agreed locally and in consultationwith recognised trade unions. Misuse ofcouncil time is fraud. Managers andemployees are responsible for maintainingaccurate records such as:• Total contracted annual hours

• Schedule of hours worked that four-weekperiod

• Total hours worked

• Total hours remaining

• Holiday taken and due

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2.9. Standby and Call-Out

2.9.2. Where standby / call-out is a requirement ofthe job this will be specified in the contract ofemployment for the jobholder.

2.9.3. Standby and call-out payments are regardedas reflecting the inconvenience to theemployee when carrying out standby or call-out duties.

2.9.4. We expect that all employees graded GR13and above who are contracted to do standby orcall-out will carry out standby as and whenreasonably required, such as in response toemergency situations. This will be deemed tobe a requirement and part of the graded dutiesof the job. If you are GR13 or above and you doany call-out or other active work you will setthe plain time hours spent on the workperformed against your annualised hours.

2.9.5. In special circumstances – and as agreed withthe head of HR – those employees gradedGR13 and above who are regularly required todo standby or call-out will be on a rota systemand will be paid in accordance with the tableabove. This is subject to the employeemeeting all three of the following criteria:

• there is a multi-service and cross-functionalstandby and call-out arrangement in place

• employees are on a regular rota for standbyor call-out

• there is a strong likelihood of an individualbeing called out at least once a week on thisrota

• any call-out time is in accordance with2.9.10.

2.9.6. The contractual standby / call-outarrangements will be reviewed from time totime. Any changes to the existing arrangementswill be driven by the requirements of the serviceand will be subject to 30 days notice of variationto the contract of employment after negotiationwith recognised trade unions.

2.9.7. The contract of employment may state thenumber of days over the whole year duringwhen the employee will be ‘on call’. This canbe any combination of days, weeks, months,or seasons. The exact days of availability can beset down in the contract, or be notified to theemployee in writing (with at least 14 days notice).

2.9.8. Your manager will set out one of threerequirements for standby / call-out:

[A] Standby, with a requirement to attend site(a workplace or other location to carry outthe call-out duties) to carry out call-out

[B] Standby only, in circumstances where thefrequency of disturbance is significant andregular, but with an expectation that tasksas necessary will be carried out from thestandby location, and no physical siteattendance will be necessary (“active standby”)

[C] Standby only, in circumstances where thefrequency of disturbance is occasional orunusual, with an expectation that tasksas necessary will be carried out from thestandby location, and no physical siteattendance will be necessary (“reactive standby”)

For example, if you were on active standby (B) for acomplete week you would get £204.

Your Working Time 13

Working DaysStandby withcall-out [A]

Payment per day

* Call-out on eachoccasion [A]

Active Standby[B]

Payment per day

ReactiveStandby [C]

Payment per day

Monday – Friday £16 (per day)£30 for the first 2 hours,then x1.5 plain time

£24 £18

Weekend or PublicHolidays £28 £42 £30

These figures are derived from SCP21. Rates are rounded to the nearest £1.

2.9.1 Standby / Call-out Rates

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2.9.9. Under option A you will receive a payment forthe first two hours of work. This payment willbe claimed each time you carry out the call-outduty, and includes travel time to site. If youreceive a second or subsequent call-out duringthis period, you are expected to carry this outas part of the first call-out. Time beyond this ispaid at x1.5 your normal plain time.

2.9.10. In some service areas where this ‘time target’of two hours is not appropriate, employeeswill record their call-out time and can settheir plain time hours spent on the workperformed against their annualised hours.

2.9.11. Under options B and C, the rate payable is fullyinclusive. This includes any time spent dealingwith or resolving any issue. In the unlikelyevent that attendance at site is necessary, thismust be verified by the service. In such casesemployees will record their call-out time andcan set their plain time hours spent on the workperformed against their annualised hours.

2.9.12. For option B and C, you and your head ofservice will keep records of the frequency ofcalls. If you are called out more than seventimes in any seven day period, you may qualifyfor option B. Otherwise you will be in option C.

2.9.13. If you are called out you will be paid travelcosts in accordance with the travel scheme –see section 5.

2.9.14. Standby will normally be on weekdays forabout 16 hours from the end of normal workon one day to the start of normal work on thenext, and for a 24 hour period at weekends andholidays. In a continuous period of standby forseven days there would be 5 weekday (Mondayto Friday) and two weekend payments. Wherestandby is not required for all of these hoursthe payment will be in proportion.

2.9.15. Where you do occasional call-out duties inaddition to your normal duties – for example,to respond to emergencies – you willnormally be paid at the call-out rate asshown in the table at 2.9.1. Or you can setyour plain time hours spent on the workperformed against your annualised hours.

2.10. Pay

2.10.1. Salaries are calculated and paid every fourweeks (13 times a year).

2.10.2. Casual employees will be paid every two weeks.

2.10.3. Employees up to GR12 can opt to have weeklyrelease of their salary. This will be calculatedon a four weekly basis.

2.10.4. All payments will be made to a nominated bankor building society account. It is essential thatyou open and maintain a personal bank accountor suitable building society account and providethe council with the necessary details to enabledirect payments to be made. The Post Officeoffers a range of basic bank accounts.

2.10.5. A fundamental part of this new approach isthat any additional payments will only apply toemployees graded up to and including GR12.We expect that employees on grade GR13 andabove will work towards outcomes andtherefore additional payments - for example,premium time payments - do not apply.

Your Working Time

15

2.10.7. The following clause applies up to 31 March 2010:

2.10.7.1. If you are on grade GR13 and above youwill receive incremental increases in paythat reflect your performance based onoutcomes, not length of service. This willbe achieved by demonstrating that youhave met the required outcomesconsistently over a reasonable period.

2.10.7.2. If you are on grade GR13 and above youwill not receive an incremental increase ifyou fail to demonstrate satisfactoryperformance. Your manager has thediscretion not to award an incrementalincrease.

2.10.7.3. Where you demonstrate exceptionalperformance against outcomes,incremental payments can be madeearlier than your normal PRD date.The head of service has the discretion todetermine when these payments can start.

2.10.8. The following clause applies from 1 April 2010to 31 March 2015. It will only commence afterconsultation with the trade unions followingthe review of the impact of clause 2.10.7.

2.10.8.1. If you are on grade GR9 and above you willreceive incremental increases in pay thatreflect your performance based onoutcomes, not length of service. This willbe achieved by demonstrating that youhave met the required outcomesconsistently over a reasonable period.

2.10.8.2. If you are on grade GR9 and above you willnot receive an incremental increase if youfail to demonstrate satisfactoryperformance. Your manager has thediscretion not to award an incrementalincrease.

2.10.8.3. Managers can award acceleratedincremental progression based onexceptional performance.

Your Working Time

16 Your Working Time

2.10.9. The following clause applies from 1 April2015. It will only commence after consultationwith the trade unions following the review ofthe impact of clause 2.10.8.

2.10.9.1. All employees will receive incrementalincreases in their pay that reflectperformance based on outcomes, notlength of service. This will be achieved bydemonstrating that you have met therequired outcomes consistently over areasonable period.

2.10.9.2. You will not receive an incrementalincrease if you fail to demonstratesatisfactory performance. Your managerhas the discretion not to award anincremental increase.

2.10.9.3. Managers can award acceleratedincremental progression based onexceptional performance.

2.10.10. Incremental progression

The following clauses apply to everyone asof 1 October 2007.

2.10.10.1. Payment of progression increments willbe as follows:

i. Outcome-based increments – effectivefrom your annual PRD

ii. Until clauses 2.10.8. or 2.10.9. come intoeffect, annual increments (GR12 and below)will continue to be paid on 1 April forexisting employees. For all new employees,or existing employees who change jobs, thenincrements will be paid on the anniversary ofthe date of your appointment.

2.10.10.2. If your incremental progression hasbeen withheld as a result ofunsatisfactory performance, it will onlybe reinstated for the time that your headof service considers that yourperformance has risen to a satisfactorylevel. This cannot be back-dated.

2.10.11. Career Graded Jobs

2.10.11.1. Where jobs are career graded, employeesunder GR13 will receive normal incrementalprogression within the grade until clauses2.10.8 or 2.10.9 come into effect.

2.10.11.2. For jobs at GR13 and above, you will onlyreceive increments if you meet therequired outcomes consistently over areasonable period.

2.10.11.3. For all career graded jobs, you can onlymove to the next grade provided that youhave successfully demonstrated that youhave met the required outcomes. Theseoutcomes will be specific to an individualcareer grade progression scheme.

17Your Working Time

2.11. Pay spine

The salaries are correct as at 1 April 2009 and include the 2009 national pay award.

*Numbers in brackets denote the actual spinal column point within the grade.SCP 22 is not used.

GradeSpinal Column Point

Minimumsalary*

1st increment*

2nd increment*

3rd increment*

Maximumsalary* Old scale

GR 1 4-5 12,145 (4) 12,312 (5) Scale 1

GR 2 6-8 12,489 (6) 12,787 (7) 13,189 (8) Scale 1

GR 3 9-11 13,589 (9) 13,874 (10) 14,733 (11) Scale 1

GR 4 12-14 15,039 (12) 15,444 (13) 15,725 (14) Scale 2/3

GR 5 15-17 16,054 (15) 16,440 (16) 16,830 (17) Scale 3

GR 6 18-21 17,161 (18) 17,802 (19) 18,453 (20) 19,126 (21) Scale 4

GR 7 23-25 20,198 (23) 20,858 (24) 21,519 (25) Scale 5

GR 8 26-28 22,221 (26) 22,958 (27) 23,708 (28) Scale 6

GR 9 29-32 24,646 (29) 25,472 (30) 26,276 (31) 27,052 (32) SO1/SO2 (bottom point)

GR 10 33-36 27,849 (33) 28,636 (34) 29,236 (35) 30,011 (36) SO2/PO1

GR 11 37-39 30,851 (37) 31,754 (38) 32,800 (39) PO1/PO2

GR 12 40-42 33,661 (40) 34,549 (41) 35,430 (42) PO3/PO4

GR 13 43-45 36,313 (43) 37,206 (44) 38,042 (45) PO4/PO5

GR 14 46-48 38,961 (46) 39,855 (47) 40,741 (48) PO5/PO6

GR 15 49-51 41,616 (49) 42,391 (50) 43,208 (51) PO6/PO8

GR 16 52-53 43,972 (52) 44,770 (53) PO8/PO9

GR 17 54-56 45,555 (54) 46,350 (55) 47,147 (56) PO9/PO10 (penultimate point)

GR 18 57-59 47,958 (57) 48,614 (58) 49,611 (59) PO10/PO11 (2nd point)

GR 19 60-63 50,459 (60) 51,330 (61) 52,522 (62) 56,367 (63) PO12/Hay 2

GR 20 64-66 63,275 (64) 67,887 (65) 72,844 (66) Hay 3

GR 21 67-69 72,526 (67) 77,826 (68) 83,489 (69) Hay 4

GR 22 70-72 79,804 (70) 85,813 (71) 91,818 (72) Hay 5

GR 23 73-77 109,483 (73) 112,143 (74) 114,958 (75) 117,694 (76) 120,433 (77) Hay 6

Your Holiday

3. Your Holidays

Taking holiday for many individuals is not just about going away. More and more employees are usingannual holiday entitlement to manage their home life such as family commitments, caring responsibilitiesor even just ‘time out’ for themselves. The council’s approach is to enable employees to have a range offlexible options available to them so that they can choose the best option for their circumstances.

18

3.1. Your holidays

3.1.1. All holiday entitlement – including publicholidays – is calculated in proportion to yourannual working hours.

3.1.2. When you have completed five yearscontinuous service with the council (or aftertransfer to Kirklees from another publicsector organisation) you get an additional fivedays holiday entitlement. These can be takenfrom the anniversary of your starting monthin proportion to the number of calendarmonths left in the current holiday year, and infull from the start of the next holiday year.

3.1.3. The holiday year starts on 1 April.

3.1.4. For starters and leavers we calculate yourholiday entitlement on the basis of yourcompleted calendar months of service.

3.1.5. Many support staff in schools have a patternof working based around term time. Forthese employees, annual and public holidayentitlements are incorporated into their pay.

Your Holiday

3.2. Public Holidays

3.2.1. In addition to annual holiday all employeesget 8 days public holidays each year. Theserelate to the following days:

New Year’s Day 1Good Friday, Easter Monday 2May Day 1Spring Holiday Monday 1August Holiday Monday 1Christmas Day, Boxing Day 2

3.2.2. These days will be added to each holiday yearbased on the actual dates that arise in eachannual period from 1 April, since Easter canfall in March or April.

3.2.3. You must count these days as part of yourannual holiday if you do not work on thosedays (if the service is closed or you are absentfrom work, for any reason, on that date).Schools support staff working term timeshave these days incorporated into their pay.

3.2.4. If you are required to work on a publicholiday, this will be part of your duties andyou will be paid an agreed additionalpayment.

3.2.5. If you are asked and voluntarily agree to workon a public holiday, you will receive apremium time payment.

19

20

3.3.2. For both Easter Tuesday and Spring HolidayTuesday, the head of service – as part ofservice planning – may determine that theirservice should operate. In arriving at thisdecision the head of service should take intoaccount whether their employees can or wishto take holiday. Heads of service must consultwith the appropriate trade unions one year inadvance of any proposed changes. For example,this would be by 25 May 2009 for the holidayin May 2010.

3.3.3. If you work on a public holiday, then thehours that you work will not be deductedfrom your holiday entitlement.

3.3.4. If you are on long term sick leave your annualholiday entitlement accrues at the statutoryrate (see also section 8.3).

3.3.5. The holiday entitlements shown in the tableabove are effective from 1 October 2007.

Your Holiday

3.3. Your holiday entitlement

3.3.1. This table shows your total holiday entitlement each year, depending on your length of service:

* Holiday entitlement now includes Easter Tuesday and Spring Holiday Tuesday, Christmas Eve (½ day) and two former ‘floating days’.

Years Service * Holiday Entitlement Public Holidays Total

Less than 5 years 27½ 8 35½

Five or more years 32½ 8 40½

21

3.4. Taking holiday

3.4.1. You must agree your holiday time with yourmanager before you take it.

3.4.2. You may take any part of your holiday in hours.

3.4.3. Heads of service, after consultation withrecognised trade unions, may determine thatall or part of a service will close for a specifiednumber of days a year. You may be required totake holiday on these days, but you will begiven advance notice.

3.4.4. Heads of service may determine that serviceswill be provided on any day, and may - aftergiving reasonable notice - require employeesto attend on any day.

3.4.5. Heads of service may determine holiday rotasto ensure that sufficient employees areavailable to deliver appropriate levels ofservice.

3.4.6. All employees working term time, includingschools support staff, have their holidaysincorporated into their pay.

3.5. Part Time Employees

3.5.1. If you work part time, your holiday will becalculated in proportion to your contractualhours worked.

3.6. Holiday Carry Forward

3.6.1. You must take at least 28 days holiday eachyear. This is a legal requirement. The 28 daysincludes public holidays. You can carry forwardany of your additional holiday entitlement for anunlimited period. There are no arrangementsto buy back any untaken holiday.

3.6.2. You must have a discussion with yourmanager about how many hours or daysholiday you want to carry forward, and forhow long. Your manager will need to know forservice planning purposes the amount ofholiday you are intending to carry forward.

3.6.3. Heads of service will regularly monitor theholiday carry forward across their service tomake sure that all employees are taking thestatutory minimum 28 days holiday a year.

3.6.4. If you leave, you will be expected to arrange totake your holiday before your last day at work.You will lose any untaken holiday unless itcan be used up before you leave, or you agreean alternative arrangement with your service.If you have already taken more holiday thanyou are entitled to, we will reclaim this fromyour final salary payment.

Your Holiday

Extra Payments

4. Extra Payments

22

4.1. Honorarium payment

4.1.1. You will receive an honorarium payment if youperform duties which are outside the scope ofyour current job (at any grade) and where theadditional duties and responsibilities involvedare above the level of your current job. Theamount of payment will reflect the proportionof graded duties for that job.

4.1.2. You will not qualify for an honorariumpayment if you just have an increase in thevolume of your work or you carry out duties atthe same or at a lower level.

4.1.3. An honorarium is time limited, usually 3 - 6months. If a longer period is required thenthe head of service should refer to theManaging Short Term DevelopmentOpportunities guidelines on the intranet foralternative arrangements.

4.1.4. Your head of service will confirm in writing toyou and to PAPA (Payroll and PersonnelAdministration) the period for which thehonorarium payment will apply and will giveyou details of your additional duties for whichthe payment is being made. Payment is dueas soon as the honorarium is agreed, and willbe paid in your next salary.

Extra Payments

4.2. Acting up

4.2.1. Acting up is when you perform the duties forsomeone whose job is at a higher level thanyour own. If your current job is grade GR8 andabove, and your job description includesacting up, no additional payment will bemade for the first four weeks – see the tablebelow. You will receive additional payment inrecognition of the acting up starting fromweek five. The amount of payment will reflectthe proportion of graded duties for that job.

4.2.2. For jobs graded GR7 and below there isusually no specific requirement to act up aspart of the job. If you are required to do so youwill be paid for the proportion of gradedduties for the higher job from day one.

4.2.3. Please refer to the Managing Short TermDevelopment Opportunities guidelines on theintranet for further details on how thesearrangements are managed. Or ask yourmanager.

Examples

1. An assistant cook would act up as cook if the cookwere on holiday. They would be paid immediatelyfor these duties.

2. A deputy team manager would normally haveacting up requirements in their job description.When acting up for their team manager, theywould not receive additional payment unless theacting up period was for more than four weeks.

3. An assistant head of service would not receivepayment when covering for their head of service.

4.3. Disturbance payment

4.3.1. Disturbance payment is given to an employeewhose job base is moved by the council. It willbe paid for up to two years. This payment isonly applicable to employees graded up toand including GR12.

4.3.2. The head of service, in discussion with theemployee, will determine how much paymentto make, taking into account both theemployee’s circumstances and the needs ofservice delivery. The head of service will keep arecord of the discussion and will inform PAPAof the agreed payment.

Matters to consider will include:• Time (additional due to new travelarrangements)

• Travel costs (fuel or net fares)

• Caring commitments (for example, child or elderly parents)

4.3.3. You can agree to be paid by equal instalmentsover the agreed time period or as two lumpsums:• at the time of relocation

• on the first anniversary of the move,provided that you are still working at thenew location

4.3.4. If your relocation is less than two miles fromyour current designated job base, nodisturbance payment is due.

23

Grade Time before acting up payments start

GR13 and above Only following a recruitment process

GR8 – GR12 Four weeks

GR1 - GR7 Immediately

4.4. Subsistence payment

4.4.1. You cannot normally claim for subsistencewhen you are working within 50 miles of yourjob base.

4.4.2. The head of service will determine whethersubsistence payments will be pre-paid by theservice through a recognised process orwhether the employee must claim afterwards.The preferred option will be for subsistencepayments to be pre-paid to the employee,taking account of individual circumstances.

4.4.3. These items can be claimed afterwardsprovided that you have agreed them with yourmanager first:

• The cost of any hotel accommodation,approved in advance

• The cost of any breakfast or evening mealtaken in the hotel (or the cost of a mealbought elsewhere if you can show that issimilar in price to those reasonablyavailable in the hotel)

• The costs of any meals which you have tobuy at a place where food is not sold atnormal retail prices (for example,motorway services, railway catering)

4.4.4. On those exceptional occasions where youincur unreasonable costs due to anunexpected working pattern the head ofservice will consider full or part payment ofthe costs incurred.

4.4.5. When you work for longer than the recognisedworking day of 7 hours 24 minutes (7.4 hours)your extra hours will be credited to your totalannualised hours for that year. Where this isnot appropriate you can agree an alternativearrangement with your manager as to howyou will claim these additional working hours.

4.4.6. If you need to provide food and drink toentertain clients or suppliers, you must getthese costs approved in advance by your headof service.

4.4.7. You must produce a VAT receipt whenever youclaim for expenses.

4.5. Tools

There are two situations, which recognisenormal industry practice. The head of servicewill decide which of the following will apply:

4.5.1. When you start working for the council yourservice will provide and maintain the toolsyou need for the job. When you leave, youmust return all the tools to your service. Ifyou don’t, the council will recover the cost ofthe tools from your final salary payment.

4.5.2. The council will provide any specialist toolsneeded in line with 4.5.1 above. You will beexpected to provide your own tools appropriateand necessary for your trade. These must beavailable for inspection. We will refund you upto £200 a year if you provide a receipt. Thisamount may be exceeded at the discretion ofthe head of service.

4.6. Professional Fees

4.6.1. These are fees paid by individuals toprofessional bodies for maintaining theirprofessional or registered status - for example,social workers, lawyers, or architects.

4.6.2. You are responsible for paying your ownprofessional fees and any other work-relatedfees, such as HGV licence renewal. It is yourresponsibility to make sure that you have anyup to date registration that is a requirementfor the job.

4.6.3. The council at its sole discretion may pay orcontribute towards the cost of nationallyrecognised professional fees - for example, ISAregistration - in the light of changing legislation.This will be reviewed from time to time.

4.7. Payment of Childcare Costs

When we ask you to work hours that are differentfrom your normal pattern of work, or on days forwhich you are not normally contracted to work (forexample, to attend a training course) we will pay youradditional childcare costs. These costs can includefees for childminders or babysitters or the cost ofextra nursery or crèche facilities.

24 Extra Payments

25Extra Payments

4.8. Overpayment

Where we have made an overpayment we willnormally ask you to repay this. Your head of service,in consultation with the head of HR, may reduce orwaive an overpayment on compassionate grounds.

4.9. Trainees

4.9.1. If you are a trainee you will be paid at leastthe national minimum wage and thefollowing costs during your traineeship:

4.9.1.1. Training, including course fees,registration fees, examination fees.

4.9.1.2. Student membership fees for professionalbodies.

4.9.1.3. Other costs such as HGV licence ormedical where it is a requirement of thetraineeship to have recognisedcertification.

4.9.2. If you fail to sit an examination within areasonable period without good reason, or failto show satisfactory progress, or discontinuethe course, your head of service may withdrawthe funding and may require you to refund allor a proportion of the fees, depending on thecircumstances.

4.9.3. After you have successfully completed acouncil-funded traineeship you are expectedto continue working for the council for twoyears. If you don’t do this, you must repay thecost of the traineeship. Such repayment isreduced by 1/24th for each completed monthof service with the council following the dateof completing the traineeship.

4.9.4. In exceptional circumstances your head ofservice may reduce or waive this repaymentafter consultation with the head of HR.

4.9.5. You must agree, with your head of service, theamount of work time you spend on yourtraining.

4.10. Laundry Provision

4.10.1. Where uniforms or overalls are issued youmust wear, launder and maintain these itemsof clothing at your own expense.

4.10.2. The council will provide, launder andmaintain clothing at its expense where forhealth and safety reasons there is a statutoryrequirement to do so and where, following arisk assessment, the clothing is classified aspersonal protective clothing.

4.11. Telephones and Communications

4.11.1. If you are designated as a home worker we willinstall at your home a dedicatedbroadband/phone connection at the council’sexpense which is for council-related work only.

4.11.2. If you already have broadband in your home, thecouncil expects you to use this where necessary.This is covered by your standby payment.

4.11.3. If you are on call-out you will be provided with acouncil mobile phone and, where appropriate,other mobile IT devices necessary for you tocarry out the task.

4.11.4. The council will not pay for the use of privatefixed telephone lines.

4.12. Trade Union Subscriptions

4.12.1. You have a right to be a member of a trade union.

4.12.2. If you authorise us, we will agree anarrangement with a trade union recognised bythe council for collective bargaining purposesto deduct your trade union subscription fromyour salary.

4.13. Home working

The council will pay an allowance of £13 each fourweek period as a contribution to heating and lightingcosts to anyone who is solely and only a homeworker. No allowance is paid to anyone who worksoccasionally at home.

Travel Scheme

5. Travel Scheme

26

5.1. Introduction

5.1.1. You will need to travel when required. Formany people it is an essential part of theirjob. For others travel will be occasional – forexample when attending a training course.

5.1.2. The council supports green travel. This is anyform of transport that causes less damage tothe environment than driving. Walking,cycling and public transport are the mainforms of green travel, but shortening andcombining car trips or driving a car that runson cleaner fuel than conventional petrol ordiesel are also greener alternatives.

5.1.3. You will be allocated to one of five travel groupsdepending on the type and frequency of travelwe ask you to do as part of your job. If you needto drive, we will provide you with a vehicle orin some cases allow you to use your own car.

5.1.4. Your travel group will be reviewed each yearas part of your PRD to check that you are stillin the most appropriate group.

5.1.5. You must log all your work-related mileage tosupport this PRD discussion.

5.1.6. Initially your travel costs will be settled on a‘pay as you go’ basis. This will continue untilwe move to a travel allowance scheme – afterconsultation with the trade unions – whichwill be paid in 13 equal instalments, averagedover the year.

5.2. Objectives of the travel scheme

5.2.1. Enabling and encouraging managers andemployees to make a positive contribution tothe green agenda, using their judgement.

5.2.2. Fairness across the organisation regardlessof grade.

5.2.3. Flexibility to deliver a wide range of councilservices effectively taking into account factorsincluding cost, service quality, employee timeand responsiveness to customers.

5.2.4. Using the method of travel that meets theneeds of the job, in the following order ofpreference:• Public transport

• Council or rental vehicle

• Employee car (or, where appropriate,bicycle or motorcycle)

and considering the following factors:

• How frequently the car is needed

• Time of day or night

• Carrying equipment

• Practicality of council car

5.2.5. There is relatively low car usage for schools-based employees. Most schools will continueto operate existing arrangements.

Travel Scheme 27

5.3. Council cars (pool cars)

5.3.1. Car Club – a scheme operated by an externalcompany whereby cars are parked inHuddersfield and can be booked for any lengthof time. We expect that EMG and services withinthe Huddersfield ring road will use this scheme.If there is excess demand, Transport Serviceswill make council or rental cars available.

5.3.2. Team Cars – where groups of employees areworking in a co-ordinated way, for example ahome care or emergency duty team, we willprovide council cars for the team’s exclusive use.

5.3.3. Service Cars – a pool of council cars will bemade available for services (for exampleHighways) to use exclusively. Transport Serviceswill provide or rent additional capacity if needed.

5.3.4. Transport Cars – a pool of council cars willbe held at Vine Street. This is similar toService Cars but they will be for general useand will include specialist vehicles.

5.3.5. We will make suitable arrangements toensure that council cars are maintained in aroadworthy condition. We will also use trackingsystems (vehicle telematics) to provide securityand reassurance to the driver and to monitorthe car’s whereabouts.

5.3.6. All council-owned vehicles will be providedwith a parking permit valid for all council carparks and residents parking areas. Any costsincurred when using a council car – forexample parking, fuel – can be reclaimed.

5.3.7. In some cases you may be allowed to use thecouncil car to and from home. This is onlypermissible in very restricted circumstances.Any use of a council car for private purposes isstrictly forbidden and will result in formal action.

5.4. Travel Plan

5.4.1. Heads of service must produce an annualtravel plan along with normal service plansand carbon impact assessments.

5.4.2. As part of this travel plan you will beallocated into one of the groups opposite:

5.4.3. If you drive more than 6,000 miles a year oncouncil business we may provide you with acouncil car.

5.4.4. If you use your own car, bicycle or motorcycleon council business you must make sure thatyou have arranged appropriate insurance forbusiness use. Failure to have a valid drivinglicence or insurance certificate will beconsidered as misconduct.

Group 0

This group includes anyone who is expected to travelless than 500 miles a year. Travel will be occasionaland the type of transport can vary. You can reclaimpublic transport fares, or use a council car if it isavailable, or use your own car if it can be justified. Ifso, you can claim mileage and any parking costsboth at your work base and at the place visited.

Group 1

This is for your use of council vehicles (van, car club,team, service, transport) only. You cannot have atravel allowance. If you do use public transport, youcan reclaim the fare, but if you choose to use yourown car, you cannot claim anything back. You canreclaim parking costs.

Group 2

This is for those who normally use a MetroCard andoccasionally need the use of a council car. We willprovide you with a bus MetroCard or restricted railMetroCard as appropriate, but if you wish you canpay to upgrade your MetroCard yourself to includeall public transport in the West Yorkshire region. Ifyou have bus MetroCard, or restricted railMetroCard, you can reclaim cash fares for worktravel not covered by the card. You can choose to useyour own car, but you cannot claim anything back.

Group 3

In this group the nature of your work means that youwill often use council cars and public transport butthere will be circumstances when you choose to useyour own car. The travel allowance reflects this mix ofown car and other travel, and you must pay all costsincurred.

Group 4

In this group it would be extremely difficult for you todo your job effectively if you did not use your own carfor all or most of the time. You can agree with yourmanager that a particular journey is best made byan alternative means. The travel allowance willinclude all travel costs using your own car or, whereappropriate, public transport. If you are willing touse your own car for council business whenever youare requested to do so, you will also have the use ofa car parking permit.

28 Travel Scheme

5.5. Car parking

5.5.1. We will pay your car parking charges on dayswhen you use your own car on councilbusiness. If you receive a travel allowance,this includes car parking costs.

5.5.2. Services may choose to provide service carparking permits. These are not normally for asingle designated car but are for shared groupuse.

5.5.3. Employees in Group 4 are entitled to use acar parking permit whenever they are willingto use their own car for council business.

5.6. Other Arrangements

5.6.1. You cannot claim car park charges at any timewhen you are using a car parking permit.

5.6.2. You can buy a permit at a discounted ratebased on your car’s CO2 emissions and youmay charge 1/220th of the annual value on anyday when your car is used for council business.

5.6.3. If you have driving in your job description youmust be prepared to drive a council vehiclewhen asked.

5.6.4. If you have a reasonable likelihood of needingto use your car on council business, we willoffer you a car loan on terms which we willpublish from time to time. If you accept acouncil car loan, you must make your caravailable for council business.

5.6.5. If you already have a car loan – from the councilor another authorised lender – and you were an‘essential car user’ on the day immediatelybefore this agreement came into effect, then wewill pay 35% of the repayment cost of your loan,up to a maximum of £350 a year.

5.6.5.1. This payment will cease:• at the end of the original loan period

or• if the car is sold

or• if the car is no longer made availablefor council business

5.6.5.2. The clauses above do not apply if you tookout your car loan after 1 January 2008.

29Travel Scheme

5.7. Payments for travel

Pay as you go5.7.1. Your head of service will determine whether

travel payments will be pre-paid by theservice through a recognised process orwhether you must claim afterwards.

5.7.2. We will meet any reasonable costs of usingbuses and trains. You should try to buy thecheapest available ticket, for example daytickets. All travel will be standard class only.The preferred option will be for public transporttravel payments to be pre-paid – taking accountof your individual circumstances – and for yourservice to provide you with tickets in advance.

5.7.3. We will meet reasonable costs for taxis iftheir use has been agreed in advance.

5.7.4. You must provide receipts or tickets whenclaiming for any journey costs.

5.7.5. If you use your own car we will pay thefollowing rates:

• NJC Casual User category, plus anadjustment to reflect the cost of fuel –currently 60p/mile for:

- first 4,000 miles a year foremployees in Group 4

- first 3,000 miles a year foremployees in Group 3

- first 2,000 miles a year for all otheremployees

• All additional mileage – HMRC (“InlandRevenue”) rates – currently 40p/mile

5.7.6. If you cycle or use a motorcycle we will pay youthe HMRC rates. These are currently 20p/milefor bicycles and 24p/mile for motorcycles.

30 Travel Scheme

Travel Allowances5.7.7. Everyone will initially be paid for their travel

costs on a “pay as you go” basis as describedabove. But from late 2009/early 2010 – subjectto consultation with the trade unions – if you arein travel groups 2, 3 and 4 you will receive afixed travel allowance based on your expectedneed to travel. This will include any travel withina 50 mile radius of your job base. All travel costswhich you have to pay for within this 50 mileradius comes out of your allowance.

5.7.8. Payment for any travel outside the 50 mileradius will continue on a “pay as you go”basis and will be in addition to your travelallowance.

5.7.9. All travel within a 50 mile radius of your jobbase counts towards your annual mileagetotal. This includes travel by any publictransport paid for from your allowance.

5.7.10. The indicative allowances include any travelby your own car, car parking costs or bypublic transport, including taxi. You will agreewith your manager the means of travel mostsuitable for you to do your job.

5.7.11. The travel distances and allowances will berecalculated each year based on operationalinformation and the current mileage rate.

5.7.12. Each year you will need to discuss your likelyneed to travel with your manager. This will helpto establish which group you are in. If your workpatterns change significantly, you and yourmanager may agree a change in your group.

5.7.13. You will need to agree arrangements fortravel outside the 50 mile radius with yourmanager. Usually this will be by publictransport paid for directly by the council.Occasionally this may be by a council car, hire car, or other means as agreed.

31Travel Scheme

Expected travel in each year

Indicativeallowance

500-1,500 miles £650

1,501-2,500 miles £1,300

2,501-3,500 miles* £1,750

3,501-4,500 miles* £2,200

over 4,500 miles* £2,500

The allowances are:

* Employees in Groups 3 and 4 will receive £150-£400 more to reflect their additional mileage rate.

General Employment

6. General Employment

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6.1. Appointments

6.1.1. All services will recruit within the council’s recognised recruitment and selection procedure.

6.1.2. In schools, the responsibility for the recruitment and appointment of staff has been delegated to theschool governing bodies. The Schools Surplus Staff Partnership Scheme is complementary to theprinciples outlined below. Please also refer to section 8.6.2 and consult your head teacher.

6.1.3. Some services will require pre-employment health screening for certain jobs. Applicants will receiveinformation about this in their recruitment pack.

6.1.4. Some jobs require applicants to have a Criminal Records Bureau (CRB) check before appointment.This will be made clear to applicants during the recruitment process.

6.1.5. If you are appointed to another job within the council you will normally start your new job no laterthan the date when your normal notice period would have expired.

General Employment

6.1.6. In exceptional circumstances, where your oldhead of service has difficulty in releasing you,the date for starting your new job can bedelayed subject to the following conditions:

• the delay is acceptable to your new head ofservice

• the delay is acceptable to you

• the salary and other terms and conditionsof your new job will start from the datewhen your normal notice period wouldhave expired

6.1.7. If you are on a fixed term contract and you haveaccrued more than 12 months continuousservice, the council will make efforts to moveyou to a suitable alternative job for a maximumof 3 months, to run concurrently with yourcontractual notice period to the end of thecontract. However, if such efforts areunsuccessful, your employment with thecouncil will cease.

6.2. Health Deployment and SurplusEmployee Transfers

6.2.1. There may be occasions when, due tocircumstances beyond your control, you maynot be able to continue working in yourexisting job. This may be as a result ofdeteriorating health and/or a disability orbecause your job is at risk as a result ofreorganisation or redundancy.

6.2.2. If your health or disability can no longer bereasonably adjusted for within your existing job,then you will be managed in accordance withthe council’s Health Deployment Policy andProcedure.

6.2.3. If your job no longer exists as a result ofredundancy and/or an organisational review,then you will be managed in accordance withthe council’s Surplus Employee TransferPolicy and Procedure.

6.3. Salary Framework Policy

6.3.1. There is a provision available for when anemployee suffers a reduction in earnings dueto a service review or redeployment.

6.3.2. This provision is not available where anemployee elects to move to a job with a lowersalary or an employee is designated a job witha lower salary due to capability or disciplinaryaction.

6.3.3. Management will consider the circumstancesof the affected job(s), the group of employeesand individuals within the group. This willinclude discussions with employees.

6.4. Starting Salaries

When recruiting, heads of service will offer a salarywhich is appropriate to the applicant’s skills andexperience. This applies both to career graded andnon career graded jobs.

6.5. Probationary period

6.5.1. If you are new to Kirklees Council you mustserve a probationary period of six monthsbefore your appointment is confirmed. Seethe probationary monitoring procedure fordetails of the process. This does not apply totransfers between services within the council.

6.5.2. During the probationary period you willreceive appropriate training and assistanceand your overall performance will beassessed. If your conduct or capability isunsatisfactory, appropriate action will betaken in accordance with the procedure.

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6.6. Politically restricted jobs

6.6.1. Jobs are politically restricted because of thenature of their duties and responsibilities.

6.6.2. Jobs graded GR13 and above will bepolitically restricted unless an exemption isgranted.

6.6.3. Jobs graded below GR13 will not be politicallyrestricted unless explicitly stated.

6.6.4. The restrictions are incorporated into thecontract of employment and will disqualify jobholders from holding public elected offices(from the time of the next election affectingthem) and from engaging in certain specifiedactivities.

6.6.5. Employees in politically restricted jobs areNOT allowed to:

• Be a member of a local authority (otherthan a parish or community council), aMember of Parliament, a Member of theScottish Parliament, a Member of theWelsh Assembly or a Member of theEuropean Parliament

• Act as an election agent or sub-agent onbehalf of a person who is to be a candidateat any election of a local authority,Parliament, Assembly or EuropeanParliament

• Canvass on behalf of a political party, or onbehalf of a person, who is to be a candidateat any election of a local authority,Parliament, Assembly or EuropeanParliament

• Hold any office in a political party (althoughmere membership is not affected)

• Speak in public or publish any written orartistic work on party political matters thatappear to be designed to affect publicsupport for a political party

6.6.6. The restrictions apply to these jobs unless thejob holder makes a successful application forexemption to the Monitoring Officer of theStandards Committee.

6.7. Job grading and appeals

6.7.1. The council has adopted the NJC JobEvaluation Scheme that consists of a 13factor plan, a scoring system and weightingsthat are free from gender bias anddiscrimination on the grounds of race, age,sexuality, religion, race and disability.

6.7.2. All jobs are graded in accordance with a fairand non-discriminatory grading structure.

6.7.3. You may only appeal against the initial jobevaluation exercise on the grounds that thescheme was misapplied – for example, factorlevels or scores were wrongly allocated, theinformation provided was inadequate or theevaluation panel failed to follow the correctguidance. Salary levels and grade are not abasis for an appeal.

6.7.4. If you can show that your job has changedsignificantly since the initial evaluationbecause of substantial changes in your dutiesand responsibilities you can ask – throughyour manager - for a re-evaluation of yourjob. The procedure in the grading and appealspolicy must be followed.

6.7.5. If there is a failure to agree, all grading appealscan be submitted to a councillor panel.

34 General Employment

6.8. Requesting personal flexible work patterns

6.8.1. The council provides a very wide range ofservices to a diverse range of customers. Thismeans that we need flexibility to delivereffective services to customers, driven bytheir needs. Employees should be involved inthe discussion with their manager aboutwhere, when and how they work.

6.8.2. Services have full discretion over the degreeof flexible working. Customer needs andservice delivery must be considered at alltimes.

6.8.3. Services may determine that the workingprofile for some jobs or periods of work mayhave to be restricted to achieve effectiveservice delivery.

6.8.4. Services will determine the use of flexibleworking after consultation with recognisedtrade unions on the understanding that:• it is applied fairly

• it operates within the context of thecouncil’s flexible ways of working policy

• consideration is given to the mostappropriate technology and officeaccommodation

• it aligns with the working timeframework(s) chosen for the service

6.8.5. As part of the council’s approach to work-lifebalance there is a range of flexible workpatterns available. You can find details on theintranet. You should discuss the optionsavailable informally with your manager.

6.8.6. If you make a formal request in writing forflexible working, a discussion with yourmanager must take place within four weeks.Your manager will respond to such a requestwithin six weeks of receiving the request.

6.9. Termination of Employment

6.9.1. Other than for any legal requirement or bymutual agreement, the periods of notice forboth the council and employees are:

Directors or heads of service 12 weeksEmployees graded GR9 and above 8 weeksAll other employees 4 weeks

6.9.2. You can give notice to terminate youremployment on any working day but it mustbe in writing.

6.9.3. The council may decide not to insist that youwork the full notice period.

6.9.4. If the council gives you notice of terminationof your employment it may require you toperform only certain specific duties or noduties at all. You may be excluded from anycouncil premises during part or all of yournotice period. But your salary and benefitswill be paid in full until your employment isterminated. During your notice period you willremain an employee of the council and youmay not work for any other organisation,whether paid or not.

6.9.5. On termination of your employment you mustreturn all council property immediately. Thisincludes any ID cards, keys, credit cards,computer and other equipment, and anythingelse in your possession which belongs to orrelates to the business of the council.

35General Employment

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6.10. Training and development

6.10.1. You have the right to an annual discussion aboutyour training and development needs as set outin the council’s performance managementframework Performance Excellence AcrossKirklees (PEAK). This discussion forms partof your performance review and developmentmeeting (PRD). This is an opportunity todiscuss any training and development thatwill help to develop your career.

6.10.2. Some schools operate their own performancemanagement system, but they must use therelevant parts of the PEAK process whenrecommending access to council training anddevelopment or grade progression.

6.10.3. You must make yourself available for anyagreed training and development.

6.10.4. You can also ask your head of service forrelevant training and they will consider yourrequest.

6.10.5. When you attend a training course on a daythat is not a planned working day, you can setthese hours against your total annualisedhours for the year.

6.10.6. On occasions the training may last longer thanthe planned working day. With the agreementof your manager you can claim the extra hoursagainst your total annualised hours. But youcannot receive additional payment for them.

6.10.7. If you incur additional costs as part of thetraining (for example, lunch) you can claimthese as a subsistence payment, with theagreement of your manager. Or these mightbe pre-paid by your service.

6.11. Claims for payment

6.11.1. All claims will be paid under arrangementsapproved by the director of finance.

6.11.2. You must submit all claims on an approvedelectronic or paper form. Claims must beauthorised by your manager.

6.11.3. We will reimburse your claims through yoursalary. We will do this in a timely manner.

6.12. Local Government Pension Scheme

6.12.1. The Local Government Pension Scheme(LGPS) is a statutory, funded pension scheme.As such it is very secure because its benefitsare defined and set out in law. Highlights ofthe benefits provided by the scheme are:

• A guaranteed pension based on the best ofyour final 3 years’ salary

• A tax free lump sum of up to 25% of thetotal value of the benefits

• Life assurance cover of 3 times your yearlypay from the day you join the scheme

• Early payment of benefits if you have tostop work permanently because of illhealth

• Pensions for your spouse, civil partner,cohabiting partner and/or your children

• A pension that increases each year in linewith inflation

6.12.2. Your contribution rate is determined by yoursalary – please refer to the handbook fromthe West Yorkshire Pension Fund, the localLGPS administrator

6.12.3. As a member of LGPS you will be contractedout of the State Second Pension Scheme. Forthe duration of your membership of LGPS youwill, before you reach State Pension Age, payreduced national insurance contributions andwill not earn benefits under the State SecondPension Scheme. This will not affect yourentitlement to a basic State Pension.

General Employment

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6.13. Continuous Service

6.13.1. If you have previous continuous employmentwith an organisation covered by the RedundancyPayments (Modification) Orders (whichincludes local authorities and related bodies)or a TUPE Transfer Agreement this will berecognised in calculating your entitlement to:

• Annual holiday entitlement• Sickness pay• Maternity or paternity leave• Career break eligibility• Redundancy payment• Notice period• Pensions

6.13.2. Previous service with the NHS will berecognised in calculating your entitlement to :

• Annual holiday entitlement• Sickness pay• Maternity or paternity leave• Career break eligibility• Notice period• Pensions (subject to transfer in)

6.14. Long Service Awards

You are entitled to a long service award once you havecompleted 25 years service of any description withKirklees Council, and are still employed at KirkleesCouncil. This includes any broken service and servicewith one of the pre-1974 constituent councils ofKirklees. In calculating a long service award we willtake account of any period when you were or aretransferred to or from an “arms length” organisationsuch as Kirklees Neighbourhood Housing or KirkleesActive Leisure.

General Employment

Standards of Behaviour

7. Standards of Behaviour

The public expects and is entitled to demand the highest ethical standards of conduct of any localgovernment employee. Public confidence in an employee’s credibility and integrity would be shaken shouldthe least suspicion arise – however ill-founded – that they could be influenced by personal considerations.

Mutual trust is the foundation of the employment contract between the council and all its employees.These standards of behaviour provide direction on how you must behave to avoid any action that couldcompromise that trust.

The standards of behaviour also provide guidance on how to behave when dealing with internal andexternal colleagues, councillors, members of the public, and contractors such as suppliers, providers,consultants and temporary staff.

You must follow these standards of behaviour and must understand that they are incorporated into yourcontract of employment. If you fail to follow these standards you will face formal action.

38

Standards of Behaviour

You must:

• Follow all reasonable rules and instructions thatapply to you and given by those supervising ormanaging your activities or area of work

• Act in accordance with the council’s policies andstanding orders. Where you are unsure of howyou are affected you should seek advice fromyour manager

• Carry out your responsibilities in a way that isfair, just and equitable and reflects the council’scommitment to equality and diversity

• Pay due regard to your common law obligations

• Maintain the highest level of courtesy and respectwhen dealing with colleagues both inside andoutside the council, councillors, members of thepublic and contractors

• Not put yourself in a position where your privateactivities discredit the council or bring thecouncil into disrepute

• Avoid the use of language or images – whetherwritten, printed or electronic – that could causeoffence to an individual or others nearby

• Dress in accordance with your service’srequirements and wear your council identitybadge when at work

• Make sure that public money and other resourcesare used properly and efficiently and withconsideration to any impact on the environment

• Not disclose any confidential information

7.1. Declaration of criminal convictions

You will act with the utmost honesty at all times. Ifyou are charged, summonsed, convicted or receive averbal or written caution in relation to any criminalproceedings or Anti-Social Behaviour Orders(ASBOs) which are directly relevant to your councilemployment you must report this to your manageras soon as you reasonably can. Failure to do so willlead to formal action and may lead to grossmisconduct. If you are unsure as to whether youshould report an incident, you should seek advice.

7.2. Close personal relationships

7.2.1. The council does not support arrangementswhere an employee supervises or issupervised by another employee with whomthey share a close personal relationship.

7.2.2. A close personal relationship is defined as:husband, wife or civil partner, other memberof the same family, fiancé(e), cohabitee, orany other person known to have a similarpersonal relationship.

7.2.3. If you have a close personal relationship withan existing employee you cannot be consideredfor appointment to a job in the same team andin the same line of management.

7.2.4. If a close personal relationship develops – oralready exists – between you and someoneworking within the same team, you shouldmake this known to your manager.

7.3. Standards for election candidates

7.3.1. If you wish to stand as a candidate forelection as a Kirklees councillor, you musthave resigned your job with the council beforeyou submit your ‘consent to nomination’paper. Anyone standing as a candidate forelection to Kirklees Council while stillemployed by the council is openingthemselves to challenge in law.

7.3.2. You may stand for election to another localauthority council or to a parish or communitycouncil while you are employed by Kirklees.

7.3.3. If your job is classed as politically restricted,other conditions will apply – see section 6.6

39

7.4. Other employment

7.4.1. The council recognises that some employeesoften wish to take other employment in additionto their council job. This includes working foranother employer; doing consultancy work;teaching; giving presentations; being selfemployed; doing casual work.

7.4.2. There is no automatic bar to any employeetaking other paid work. However, if you wishto take on any such employment or similaractivities – whether paid or not – you shouldconsider carefully whether this could have anadverse impact on your council job. If indoubt, you should seek advice from your headof service.

7.4.3. If there is any possibility of adverse impactyou must get approval from your head ofservice. They will maintain a register ofactivities and record any issues, concerns,agreements, or directions associated with theactivity. In reaching such agreement, you andyour head of service must think about:

• whether you are unable to do your counciljob effectively because of the requirementsof your other work, including overlap ofworking periods and emotional, physicaland mental demands

• any conflict of interest with the council

• not using the reputation of the council toearn private income

• demonstrating that you are not using thecouncil’s time and materials or theintellectual property rights of the council toearn income

• not breaking the European working timedirective rules

7.5. Membership of other organisations

7.5.1. You should take into account your membershipof any clubs or organisations outside thecouncil that could be seen to be influencingyour views, perceptions or actions. Similarly,you should consider any financial interest youor personal friends or relatives may have inany suppliers or contractors to the council.

7.5.2. If you have any such interests or relationshipsthat could be perceived as having anyinfluence on your decisions or actions as anemployee, you should formally advise yourhead of service in writing.

7.6. Directorships and conflicts of interest

You must declare your involvement with any of thefollowing to your head of service. Details will berecorded in a register maintained by the head of service.

7.6.1. A directorship or management role in anybusiness, charity or voluntary organisation

7.6.2. A shareholding or interest in any familybusiness, or ownership of shares (other thanshares in a public limited company where youown less than either 2,500 shares or 0.1% ofthe issued share capital)

7.6.3. Membership of a secret society (“Anorganisation which is secret in that the objectof the organisation or the duties, obligationsor secrets imposed upon or accepted by itsmembers, or details of the membership itselfof the organisation, are protected in any wayby penalties which may be imposed upon itsmembers.”)

40 Standards of Behaviour

7.7. Personal interests and beliefs

You must ensure that your personal interests andbeliefs do not hinder the performance of your councilduties. You should discuss any concerns with yourhead of service.

7.8. Examples of other employment andconflicts of interest

7.8.1.1. Working in a barFor most employees, occasional eveningor weekend bar work would not need to bedisclosed unless the hours of work left youtoo tired to be able to do your council jobeffectively. However, if you worked in thecouncil’s licensing section, taking a job inlicensed premises might be seen as apotential conflict of interest, and your headof service should be consulted first.

7.8.1.2. Local history societyMany people are interested in local history,including tracing family trees and thestudy of local buildings and landscapes.Being a member of such groups is ofcourse no problem, but if you were a paidlecturer, you should consider carefullywhether this activity conflicted with thecouncil’s interest – particularly if you workin Planning or Design & Property Service,for example. You should not use councilequipment such as a laptop or projectorfor these activities.

7.8.1.3. ConsultancyA manager working in a specialised areasuch as legal, HR or planning should notundertake any paid consultancy work inthis field for any public or privateorganisation without first discussing thiswith their head of service.

7.9. Gifts and hospitality

7.9.1. Companies provide gifts and hospitality as partof their sales and marketing effort, and bydoing so are seeking to influence you as acouncil employee. To maintain transparency,integrity and the trust of the public, colleaguesand all suppliers, you should tell suppliers thatthey should not give you any gifts or hospitality.

7.9.2. If you do receive a gift, you must return it, apartfrom items such as pens, diaries and calendarswith a value of less than £15. You may keepthese, but you must record them in the gift andhospitality register which your head of servicemaintains. Promotional calendars should notbe prominently displayed.

7.9.3. There is a balance to be struck with regard tomeals and drinks. It is all right to acceptmeals where they form part of the workingday. The value of the meal should beappropriate for the time of day and thelocation. You must record all meals anddrinks in the register, including the value andthe reason for the hospitality, particularlywhen it is a meal at the end of the day.

7.9.4. Where employees provide personal services,such as representation and care, the customerwill often wish to show their appreciation.Managers and employees should discourageservice users from giving gifts whereverpossible. If the gift has a value of less than £15and you cannot refuse it without causing undueupset, then accept the gift for use by your teamand enter it in the register. Gifts with a value ofmore than £15 cannot be accepted.

7.9.5. In rare cases employees are left money oritems in wills. Tell your head of service andsuggest that the money or item be offered toother beneficiaries of the will or to thecouncil, whichever is more appropriate.

7.9.6. If you receive a gift that would beinappropriate to return you must record it inthe register and pass it to the Mayor’s officefor the Mayor’s Charity.

41Standards of Behaviour

Policies and Procedures

8. Policies & Procedures

Each employee has a responsibility to make sure that the council’s policies and procedures are followedat all times. You can see the full policies on the council’s intranet or you can ask your manager for a copyof the relevant policy. Your service may also make version controlled policies available locally.

Under LMS (Local Management of Schools) some responsibilities have been delegated to schoolgoverning bodies. For school support staff in an aided school, the governing body is your employer.School support staff should therefore refer to the intranet or their head teacher for further clarification.This applies particularly to clauses 8.1. to 8.6.

8.1. Disputes Resolution – Grievance

8.1.1. The council has a grievance and disputesprocedure that explains how the process willoperate.

8.1.2. The aim is to create a working environment inwhich harassment and bullying are known tobe unacceptable, where individuals can feelsecure and trusted and where they treat eachother with dignity and respect.

8.1.3. If you have any grievance relating to youremployment with the council, you should firstdiscuss with and/or write to your managersetting out the complaint or the grievanceand asking for a meeting with them todiscuss the matter further. If it is not resolvedto your satisfaction, you should refer theissue to your manager’s manager.

8.1.4. Later steps in the council’s grievanceprocedures are set out in the policy.

42

Policies and Procedures

8.2. Disciplinary Procedure

8.2.1. The council has a disciplinary procedure thatexplains how the disciplinary process willoperate.

8.2.2. If you are not satisfied with any disciplinarydecision made against you, you should firstwrite to the person who made the decisionsetting out the complaint or the grievanceand requesting a meeting with that person todiscuss the matter further. If it is not resolvedto your satisfaction, you should refer theissue to that person’s manager.

8.2.3. Later steps in the council’s disciplinaryprocedure are set out in the policy.

8.3. Attendance Management

8.3.1. The council expects good attendance and willsupport you in maintaining your attendance. Ifyou are absent from work as a result of poorhealth, your attendance will be managed inaccordance with the council’s attendancemanagement procedure.

8.3.2. If you cannot work because of illness orindustrial injury the statutory sick pay rulesand the council’s or your school’s attendancemanagement policy requires you to follow thecorrect procedure for telling us about yourabsence.

8.3.3. If you are entitled to paid sick leave, it is dueas follows:

8.3.4. If you have more than 5 years service, your headof service has the discretion to continue you onfull pay after 6 months, and up to 12 monthsfor a particular physical condition. During thisperiod there will be a review every fourweeks. At the end of this period, if you do notreturn to work then your sick pay will cease.

8.3.5. After 6 months sick leave, your holiday onlyaccrues at the statutory minimum rate.

8.3.6. If you call in sick on a day that attracts anextra payment then you will not receive thispayment.

8.4. Appeal process for termination ofemployment due to sickness

If you become too ill to continue working we mayterminate your employment. This policy explainshow you can appeal against this.

8.5. Capability Procedure

The capability procedure provides a process fordealing with unacceptable performance and lack ofcompetence by supporting employees to improveand sustain performance to a satisfactory standard.If the necessary level of performance is not achieved,heads of service will take appropriate action.

8.6. Implementation Policy

8.6.1. From time to time the council may revise thestructure of services in line with job families.Heads of service in making any changes willwork within the Implementation Policy. Allemployees under single status will becovered by this agreement.

8.6.2. See the redeployment procedure and theSchools Surplus Staff Partnership Schemefor details of how these schemes work.

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Years ofservice Sick pay entitlement

up to 1 1 month full pay + (2 months half pay)*

1-2 2 months full pay + 2 months half pay

2-3 4 months full pay + 4 months half pay

4-5 5 months full pay + 5 months half pay

5+ 6 months full pay + 6 months half pay

()* after completing 4 months service

8.7. Smoking Policy

The council recognises that smoking and passivesmoking are a risk to health. In line with nationalsmoke-free legislation, smoking is not allowed inany council buildings, council vehicles and otherplaces under the council’s control.

8.8. Family Friendly Policies

The council recognises the importance of balancingcommitments of work with family life. Our Workingto Achieve Work-Life Balance Policy explains how wecan help you with time away from work to deal withevents such as:• Having a baby

• Caring needs

• Illness

• Bereavement

• Religious festivals

• Career breaks

8.9. Personal Circumstances

8.9.1. You must tell your service’s PAPA (Payroll andPersonnel Administration) team of any changeto your personal circumstances. You must alsotell your manager. If you fail to do so, the councilwill be unable to contact or consult with you.

8.9.2. These changes include:• Change of home address

• Change of next of kin or emergency contact

• Change of name

8.10. Information Security

8.10.1. You have a responsibility to comply with thispolicy throughout your time employed by thecouncil. The policy includes:

• Responsibility for the security of information,systems, equipment and premises as far asthese are within your control

• Awareness of the need to avoidunauthorised or unintended disclosure,loss or damage to the council’sinformation; unofficial access to any councilsystem; loss or damage to any councilequipment, and unofficial access to councilpremises

8.10.2. Further information can be found in theSecurity Policy.

8.11. Use of Electronic Communicationsin the Workplace

All council electronic communications equipment isthere to help provide a high quality service to ourcustomers. While the use of this equipment forcouncil business must come first, the council allowsemployees and councillors to use this equipment forappropriate and moderate personal use. Employeeswill be charged for personal use. See the policy forfurther information.

8.12. Salary Framework Policy

See section 6.3 for further information about thispolicy.

44 Policies and Procedures

8.13. Market Rate Supplements

The principles for applying a supplement are set outin the Market Rate Supplement policy.

8.14. Personal Accident Cover forAssault and Accidents at Work

There is an agreement with regard to personalaccidents at work. Please contact your manager ifyou need to refer to this policy.

8.15. Equality and Diversity

8.15.1. The council opposes all forms ofdiscrimination and believes in treating allemployees fairly regardless of their race,gender, gender identity, disability, sexualorientation, age, religion or belief.

8.15.2. All employees will be made aware of thecouncil’s equality and diversity strategy and thepolicy statement during induction which coversall aspects of discrimination and encouraged torefresh awareness through training sessions,team briefings and one-to-one discussions.

8.15.3. Employees are expected to maintain thehighest standards of behaviour when dealingwith areas of diversity both inside and outsidethe council. Failure to do so will result informal action.

8.16. Early retirement and severance policy

The council has a provision for you to access earlyretirement. Approval for this is dependent on theneeds of the council.

8.17. Whistleblowing

The council provides the opportunity for you to raisegenuine concerns if you believe colleagues are behavinginappropriately. You can report concerns through ananswerphone without leaving your name if you wish.

8.18. Reducing the risk of fraud

If we find out, or have reasonable grounds to suspect,that you have committed fraud, theft or similar thenwe will investigate. This could lead to disciplinaryaction which could result in your immediate dismissal.

8.19. Health and Safety

Under the Health and Safety at Work Act (1974) youare personally responsible for your own health andsafety and that of your colleagues and visitors. Youmust report any accidents or near misses to yourmanager for recording in the Accident or the IncidentBook immediately. You must familiarise yourself withthe council’s policy on health and safety, which is onintranet or from your manager. You must also readand ensure that you understand the fire procedurefor the area where you work.

45Policies and Procedures

Glossary of Terms

9. Glossary of TermsAnnualised hours The total hours worked in a year that an individual employee agrees with their

manager. This total excludes holiday entitlement.

Call-out A requirement to attend for work at short notice for a specific need.

Defined working week The total hours worked in a week, including the working profile, that anindividual employee agrees with their manager.

Disturbance payment Payment made to an employee whose job base is moved by the council.

EMG Executive Management Group – the council's chief executive and directors

Exceptional performance Performance which consistently over a period goes beyond an employee’sagreed objectives or outcomes.

Flexible working A term used to describe a range of working arrangements such as working athome; working from home; hot desking; touchdown; mobile working.

Formal action A recorded event ranging from a note on file, an interview to disciplinary action

Grading scheme The new job grading scheme introduced as part of Single Status whichreplaces the Scale 1-6, SO and PO grades and Hay scales. The new scales runthroughout the organisation, from GR1 to GR23.

Honorarium payment Payment made to an employee who undertakes additional duties at a higherlevel than their current job grade.

ISA Independent Safeguarding Authority - relating to employees who work withchildren or vulnerable adults.

Market supplement A temporary additional payment made to reflect the external market salaryand conditions relating to a specific job.

PEAK Performance Excellence Across Kirklees – the council's performancemanagement system. This includes an annual performance review anddevelopment discussion for every employee (where appropriate).

Planned working hours The times that you are expected to work as set down by your manager. Thesecan vary in accordance with a published roster.

Professional fees Fees paid by individuals to professional bodies for maintaining their professionalor registered status – for example, social workers, lawyers, architects.

Rostering A mechanism by which working hours are allocated to deliver a service.

Standby A requirement to be ready and available for call-out.

Subsistence payment Payment for meals and accommodation taken as a requirement of workingaway from an employee's normal base.

Touchdown working Working from a remote office which provides full access to the council's IT network.

Working week The total hours that you are expected to work in each week.

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If you require further copies of this handbook please contact:

Document Solutions9 Colne Road

Folly HallHuddersfield

HD1 3ER

T: 01484 226501

document.solutions@kirklees.gov.uk