equality impact assessment template - surrey€¦ · 1 refer to earlier guidance for details on...

Equality Impact Assessment Template

1. Topic of assessment

EIA title: Reward Policies – On Call

EIA author: Julie Smyth

2. Approval

Name Date approved

Approved by1 Ken Akers 17 May 2016

3. Quality control

Version number 6 EIA completed 27 May 2016

Date saved 27 May 2016 EIA published 17 June 2016

4. EIA team

Name Job title (if applicable)

Organisation Role

Julie Smyth HR Manager Reward & Recognition team

Surrey County Council

Pay & Reward specialist

Ken Akers Head of HR & OD Surrey County Council

Project Manager

Debbie Bala HR Project Advisor Surrey County Council

Project Advisor

5. Explaining the matter being assessed

What policy, function or service is being introduced or reviewed?

As part of the on-going improvement and development of our

organisation we are reviewing our pay, reward and benefits for staff.

We have reviewed terms and conditions to make the most of our

investment into benefits, that we spend residents’ money

appropriately to make sure our employment policies provide:

Best financial benefit;

Benefits that are fair and effective; and

Delivery of new ways of working.

This means we are proposing to make changes to some of our

employment practices and policies. Where this has an impact on

1 Refer to earlier guidance for details on getting approval for your EIA.


staff we will do all we can to minimise this.

As part of the review we will be introducing a three tier system for on-

call payments with a monthly rate that reflects the level of

disturbance. Staff who are rarely contacted and generally provide

phone support will receive £50 per month; staff who are more

regularly called into work will receive £80 per month; and those

frequently called into the workplace will receive £150 per month. For

all grades up to S12.

These proposals will affect all non schools staff on main Surrey Pay arrangements and staff who have transferred to the Council Staff will be able to access the policy at all times via the snet portal.

What proposals are you assessing?

As a public service many of our staff need to be available around the

clock to respond to emergency situations. The needs for this are

growing with changing customer expectations, increasing demands

on social care services as well as more uncertainty around weather

changes. Over time, a wide range of different on-call payments have

been developed for different groups of staff. Some get an hourly on

call rate; others get a flat rate, whilst some get a locally arranged

figure. With increasing needs for flexible working and our increasing

capability to work remotely using mobile technology, we want to make

sure there are fair and consistent arrangements for rewarding staff

that are on call.

Applying this framework to all staff will improve fairness for all.

We will protect the on-call arrangements for staff working in

residential care in Adults Services where the on-call payment is paid

as a 10 per cent addition and forms an important part of current pay.

Who is affected by the proposals outlined above?

Group one: non schools staff on main Surrey Pay arrangements All non-schools based Surrey Pay employees whose terms and

conditions of employment are determined by the Council will be

affected by these proposal.

Group two: non schools staff who have transferred to the Council Employees, who have transferred into Surrey County Council and

retain some of their original terms and conditions will be impacted

where the Surrey employment policies are currently applied; this

includes:

Staff in South East Shared Services who transferred from Cerco;


Staff in Adult Social Care and Public Health who transferred from

Public Health; and

Staff in Trading Standards who transferred from Buckinghamshire

County Council.

6. Sources of information

Engagement carried out

Strategic Engagement

Member informal and formal briefings

Presentations to Council Overview Board

Member Briefings

Presentations to Chief Executive Direct Reports

Presentations and workshops with Extended Leadership Team

Presentations and discussions with Directorate Leadership Teams

Presentations and discussions with Senior Management Teams

Union Pay Team Workshops

Staff Engagement Sessions

Reward & Recognition Discussions - conducted in 2014/15

40 Video Presentations and feedback briefings with 600 managers

81 Video presentations and feedback consultation sessions with 3000 staff

186 Team Surveys

1200 inbox messages

Individual briefings provided for:

o Children’s Schools and Families

o Adult Social Care

o Trading Standards

o Surrey Fire & Rescue Service

Staff Engagement Process

3 months notice provided for managers and staff to book on to sessions

Engagement sessions arranged in a variety of accessible locations, meeting specific

requirements accordingly ie additional provision and liaison of interpreter services.

Video of proposals, questions and answers and related page links were provided at


engagement sessions, via SNet and Youtube URL, to give a consistent message and

aid accessibility to staff from any internet connected computer, enabling local screen

magnification or access on home PCs.

SNet pages, staff letters and general communications were developed through close

working with Internal Communications Team, in accordance with the house style.

Staff communications material sense checked with other members of staff to ensure

interpretation for people not as close to the P&R work.

Letters to staff on the consultation of proposals sent in email and paper form as

necessary.

Feedback opportunities - staff with protected characteristics:

Manager briefings and staff consultation sessions

Feedback inbox

Helpdesk HR

Team surveys

One to ones

Attendance percentages of 2968 attendees, 29% OF WHOLE GROUP OF 10,293:

Gender: 74% Female, 26% Male

Lower paid: 54%

Data used

Strategic Engagement (Annex 1)

On Call Changes (Annex 2)

Pay & Reward consultation feedback

7. Impact of the new/amended policy, service or function


7a. Impact of the proposals on residents and service users with protected characteristics

Protected characteristic2

Potential positive impacts

Potential negative impacts

Evidence

Age None None None

Disability None None None

Gender reassignment

None None None

Pregnancy and maternity

None None None

Race None None None

Religion and belief

None None None

Sex None None None

Sexual orientation

None None None

Marriage and civil partnerships

None None None

Carers None None None

2 More information on the definitions of these groups can be found here.

http://www.equalityhumanrights.com/advice-and-guidance/new-equality-act-guidance/protected-characteristics-definitions/


7b. Impact of the proposals on staff with protected characteristics

Protected characteristic

Potential positive impacts

Potential negative impacts

Evidence

All Applying this framework to all

staff will improve fairness for

all.

This impact will be mitigated

by increases through pay

progression and the phased

approach to reducing car

user lump sum over three

years.

The combined impact will be

negative for 17 senior

managers. Individual

conversations will take place

to discuss these impacts.

On Call Changes ( Annex 1)

Age

Disability

Gender reassignment

Pregnancy and maternity

Race

Religion and belief

Sex

Sexual orientation

Marriage and civil partnerships


Carers


8. Amendments to the proposals

Change Reason for change

Staff in grades S1/2 to 13 will be eligible to relieve on call payments.

Protect the current on call allowance for existing staff working in Adults’ Services that is equivalent to 10 per cent addition to salary.

Protect current on call payments for existing staff working in Children’s Services residential homes that are equivalent to the weekend working allowance or move onto the new system, whichever is better for the individual.

Protect the current on call allowance for existing staff working in the Emergency Duty Team in Adults’ Services that is equivalent to 20 per cent addition to salary.

Where on call payments are protected for current staff this protection will be maintained where either on a permanent or temporary basis they are redeployed, move or are promoted to other roles that also attract on call payments.

Response to feedback from the

consultation process.

9. Action plan

Potential impact (positive or negative)

Action needed to maximise positive impact or mitigate

negative impact By when Owner

The combined impact will

be negative for 17 senior

managers.

Individual conversations will take place with 17 individuals to discuss these impacts.

May 2016 KA

10. Potential negative impacts that cannot be mitigated

Potential negative impact Protected characteristic(s)

that could be affected


11. Summary of key impacts and actions

Information and engagement underpinning equalities analysis


Key impacts (positive and/or negative) on people with protected characteristics

Positive – Applying this framework to all staff will improve

fairness for all.

Negative - The combined impact will be negative for a very

small number of staff.

Changes you have made to the proposal as a result of the EIA

Staff in grades S1/2 to 13 will be eligible to receive on call payments.

Protection to all staff where the value of the on call payments exceeds the new scheme.

Protect the current on call allowance for existing staff

working in Adults’ Services that is equivalent to 10 per

cent addition to salary.

Protect current on call payments for existing staff

working in Children’s Services residential homes that

are equivalent to the weekend working allowance or

move onto the new system, whichever is better for the

individual.

Protect the current on call allowance for existing staff

working in the Emergency Duty Team in Adults’

Services that is equivalent to 20 per cent addition to

salary.

Where on call payments are protected for current staff

this protection will be maintained where either on a

permanent or temporary basis they are redeployed,

move or are promoted to new roles that also attract on

call payments under the current arrangements.

Key mitigating actions planned to address any outstanding negative impacts

Conversations will take place with these individuals to discuss these impacts.

Potential negative impacts that cannot be mitigated


Strategic Engagement (Annex 1)

Strategic Engagement Dates

Members briefings

Informal PPDC 20 July 2015 2 November 2015 7 December 2015 11 January 2016 25 February 2016

Formal PPDC 18 December 2014 29 January 2016 19 May 2016

Council Overview Board

Informal COB 16 May 2015 1 October 2015

Formal COB 2 December 2015 28 January 2016

Member Briefings 4 April 2016

27 June 2016

Chief Executive Leadership Team

CEDR 23 June 2015 13 July 2015 30 September 2015 6 October 2015 7 October 2015 12 October 2015 30 October 2015 23 November 2015

Extended Leadership Team

7 December 2015 1 February 2016

Directorate Leadership Teams

Adult Social Care 10 June 2015 7 October 2015

Business Services / Orbis 1 October 2015

Chief Executive Office 17 June 2015 15 July 2015

Children’s, Schools & Families 9 September 2015

Customer & Communities 27 August 2015

Environment & Infrastructure 5 August 2015 25 November 2015

Senior Management Teams

Adult Social Care 15 September 2015

Chief Executive Office 16 July 2015

Children’s, Schools & Families 9 September 2015

Commercial Services 17 September 2015 13 October 2015

Customer & Communities 2 September 2015

Environment & Infrastructure 26 August 2015

Trade Union Engagement

Union Rep Forum 17 April 2015 22 June 2015 24 September 2015 20 November 2015


25 February 2016 21 April 2016

Informal Pay Team 19 February 2015 5 March 2015 19 March 2015 9 April 2015 23 April 2015 7 May 2015 21 May 2015 11 June 2015 27 July 2015 3 September 2015 1 October 2015 15 October 2015 12 November 2015 3 December 2015

Formal Pay Team 17 December 2015 21 January 2016 4 February 2016 18 February 2016 3 March 2016 18 March 2016 1 April 2016 8 April 2016 15 April 2016 22 April 2016 29 April 2016 6 May 2016 13 May 2016 20 May 2016


Grade

Annual

salary

Current Total

Reward Package

(inc On-Call and

car user

payments)

Current

On-Call

payment

Proposed

pay

progression

Proposed

Annual

Salary

Proposed

Annual On-Call

payment

(assumed as

the same for

each year)

Proposed

annual

Lump Sum

payment

Proposed

Total

Reward

Package

Financial

Impact

Annual

salary

Proposed

pay

progression

Proposed

Annual

Salary*

Proposed

annual

Lump Sum

payment

Proposed

Total

Reward

Package

Financial

Impact

Annual

salary

Proposed

pay

progression

Proposed

Annual

Salary*

Proposed

annual

Lump

Sum

payment

Proposed

Total

Reward

Package

Financial

Impact

S3 17,145£ 17,588£ 443£ 2% 17,488£ 600£ -£ 18,088£ 500£ 17,488£ 1% 17,602£ -£ 18,202£ 114£ 17,838£ 0% 17,602£ -£ 18,202£ 114£

S10 40,503£ 41,503£ 600£ 2% 41,313£ 600£ 400£ 42,313£ 810£ 41,313£ 2% 42,139£ 267£ 43,006£ 693£ 42,139£ 2% 42,982£ 133£ 43,715£ 1,402£

S13 66,644£ 68,337£ 1,273£ 0% 66,644£ 600£ 420£ 67,664£ 673-£ 66,644£ 0% 66,644£ 280£ 67,524£ 140-£ 66,644£ 0% 66,644£ 140£ 67,384£ 280-£

S13 58,146£ 59,799£ 1,273£ 3% 59,890£ 600£ 380£ 60,870£ 1,071£ 59,890£ 3% 61,687£ 253£ 62,540£ 1,670£ 61,687£ 3% 63,537£ 127£ 64,264£ 3,394£

S13 55,485£ 57,137£ 1,272£ 3% 57,150£ 600£ 380£ 58,130£ 993£ 57,150£ 3% 58,864£ 253£ 59,717£ 1,588£ 58,864£ 3% 60,630£ 127£ 61,357£ 3,227£

S13 58,900£ 60,593£ 1,273£ 3% 60,667£ 600£ 420£ 61,687£ 1,094£ 60,667£ 3% 62,487£ 280£ 63,367£ 1,680£ 62,487£ 3% 64,362£ 140£ 65,102£ 3,415£

S13 56,735£ 58,408£ 1,273£ 3% 58,437£ 600£ 400£ 59,437£ 1,029£ 58,437£ 3% 60,190£ 267£ 61,057£ 1,620£ 60,190£ 3% 61,996£ 133£ 62,729£ 3,292£

S13 58,977£ 60,317£ 960£ 2% 60,157£ -£ 380£ 60,537£ 220£ 60,157£ 2% 61,360£ 253£ 61,613£ 1,076£ 61,360£ 2% 62,587£ 127£ 62,714£ 2,177£

14A 70,800£ 72,473£ 1,273£ 3% 72,924£ -£ 400£ 73,324£ 851£ 72,924£ 3% 75,112£ 267£ 75,378£ 2,054£ 75,112£ 3% 77,297£ 133£ 77,430£ 4,106£

14A 70,800£ 72,453£ 1,273£ 3% 72,924£ -£ 380£ 73,304£ 851£ 72,924£ 3% 75,112£ 253£ 75,365£ 2,061£ 75,112£ 3% 77,297£ 127£ 77,424£ 4,120£

14A 64,900£ 67,080£ 1,800£ 2% 66,198£ -£ 380£ 66,578£ 502-£ 66,198£ 2% 67,522£ 253£ 67,775£ 1,197£ 67,522£ 2% 68,872£ 127£ 68,999£ 2,421£

14A 67,144£ 68,104£ 960£ 2% 68,487£ -£ -£ 68,487£ 383£ 68,487£ 2% 69,857£ -£ 69,857£ 1,370£ 69,857£ 2% 71,254£ -£ 71,254£ 2,767£

14B 86,251£ 88,051£ 1,800£ 2% 87,976£ -£ -£ 87,976£ 75-£ 87,976£ 2% 89,736£ -£ 89,736£ 1,760£ 89,736£ 1% 90,469£ -£ 90,469£ 2,493£

14B 86,251£ 88,051£ 1,800£ 2% 87,976£ -£ -£ 87,976£ 75-£ 87,976£ 2% 89,736£ -£ 89,736£ 1,760£ 89,736£ 1% 90,469£ -£ 90,469£ 2,493£

15C 94,980£ 95,580£ 600£ 1% 95,930£ -£ -£ 95,930£ 350£ 95,930£ 1% 96,889£ -£ 96,889£ 959£ 96,889£ 1% 97,858£ -£ 97,858£ 1,928£

15C 98,388£ 99,661£ 1,273£ 1% 99,372£ -£ -£ 99,372£ 289-£ 99,372£ 1% 100,366£ -£ 100,366£ 994£ 100,366£ 1% 101,369£ -£ 101,369£ 1,997£

15D 120,578£ 122,378£ 1,800£ 1% 121,784£ -£ -£ 121,784£ 594-£ 121,784£ 1% 123,002£ -£ 123,002£ 1,218£ 123,002£ 1% 124,232£ -£ 124,232£ 2,448£

* Assuming no market adjustment in future years

= reached grade maximum

= negative financial impact

2017-2018 2018-192016-2017


equality impact assessment template - surrey€¦ · 1 refer to earlier guidance for details on...

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