Post on 05-Nov-2021
transcript
1. Introduction2. Responsive Working Principles 3. Summary of Flexible Working Provisions 4. CaringResponsibilitiesConsiderations5. Support for Vulnerable Workers 6. SupportforStaffwithDisabilities7. SupportforMinorityEthnicCommunities(withunderlyingconditions)8. AdditionalSupport
AppendixA-OtherchildcareoptionsAppendix B - Human Resources and Legal Services - Related key contactsAppendixC-TemplateIndividualRiskAssessments(COVID-19)
Contents
Aims
This Toolkit aims to
u AddresstheneedforenhancedawarenessofflexibleworkingarrangementsthroughoutEA,schoolsandservicesduringtheCOVID-19pandemic.
u EmpowerandinformSchoolLeadersandmanagersastohowbesttosupporttheirstaffduringthistime.
u Supportworkforceplanningandanticipatedstaffingissuesaswemovetowardsourschoolsandservicesrecommencingregularoperations.
u Supportandinformonstaffingissuesincludingclinicallyvulnerablestaff;clinicallyextremelyvulnerablestaff;andstaffwithcaringresponsibilitiesinlinewithPHAandN.I.Executiveadvice.
Introduction
1
This Toolkit should be read in conjunction with the following COVID-19 resources.
DepartmentofEducationRestartWebpageNorthernIrelandRe-openingSchoolGuidance-NewSchoolDayGuidanceonstaffreturningtoschoolsGuidanceonstaffreturningtosupportservices EAStaffHealthandWellbeingGuidance GuidanceonAbsencerelatingtoCOVID19 ManagingAttendancePolicies EAFrequentlyAskedQuestionsDEFrequentlyAskedQuestionsFlexibleworkingrelatedpoliciesandschemes(seesection3)
u YouarereadingthisToolkitbecauseyouareaSchoolLeader/managerormemberofstaffwhowishestobemoreinformedontherangeofflexibleworkingoptionsavailableduringtheCOVID-19pandemic.
u Thereisanincreasedneedtoworkflexibly,wherepossible,duringtheCOVID-19pandemic.Atthesametimeitisrecognisedthatthedegreeofflexibilitywillbedependentontheworkingenvironment.Forexampleaschildrenreturntoschoolitwillnotbepossibleforthemajorityofschoolbasedstafftoworkfromhome.
u Researchshowsthatworkingflexiblycanhaveanumberofbenefits.Theseinclude - enablingemployeestotakeoncaringresponsibilitieswithouthavingtogiveupwork - highermotivationlevelsand - greateradaptabilitywithintheworkforce (CIPD).
u AtpresentmanystaffareworkingfromhomeasrequestedbutasGovernmentrestrictionscontinuetorelaxthereisaneedtoputinplacemeasurestoensurethateducationandservicestochildrenandyoungpeoplecanbedelivered.Thisrecognisesthatformanystaff,theeducationworkplacewilllook,feelandbedifferenttovaryingdegrees.
BE OPEN AND IMPLEMENT REGULAR TRANSPARENT COMMUNICATIONSCommunicatemutualexpectationsandstayappraisedofdevelopments.Makesureyourstaffknowwhatisexpectedoftheminlightofanynewarrangements.Itisalsoimportanttomaintaincontactwithstaffinordertoensurethattheyarenotbeingadverselyaffectedbythesearrangements.
BE SYMPATHETIC AND FLEXIBLE WITH YOUR APPROACH Staffwillbeexperiencingtheirownuniquesetofchallenges.Therefore,itisimportanttoprovidesupporttoyourstaffbasedontheseuniquecircumstances.Itisimportantthatstaffareawareofwhatflexibleworkingopportunitiesexistwhilemanagingexpectations.
BE PROACTIVE AND SOLUTIONS ORIENTATEDBymakingtimetospeakandlistentoyourstaffabouttheircircumstancesissuescanbeaddressedbeforetheydevelop.
SHOW TRUST Theleveloftrustyouhavewithyourstaffcanmakeorbreaktheteam;individualperformance;andthedevelopmentaljourneywithinanorganisation.(Forbes.com)
STAY INFORMED AND SIGNPOST INFORMATION ByhavingasoundhandleonchangesinPHA,GovernmentorEAdirectives/guidance,youcanbewellplacedtosupportemployeesinyourschoolorteam.Whilstsomeindividualsmaypreferthenewworkingarrangements,othersmaystarttofeelisolatedorstressed,somethingthatcouldpotentiallyimpactupontheirperformance.Ifanissuesuchasthisdoesstarttodevelop,itmaybethattheagreementneedstobere-assessed.YoushouldalsoremindyourstaffthattheyareabletoaccesstheInspireWellbeing24/7counsellingservice.Proactivelyraisingawarenessofthiscanbemoreeffectivethanduringapersonalcrisis.Youcanalsocommunicateandencouragestafftotakepartinsomeofthehealthandwellbeingrelatedeventsonoffer.SeeEAHealthWellformoreinformationhttps://ea.wellhub.info/
FOLLOW VALUES YourworkplaceValuescanofferareferencepointwhenworkforceissuespresentdifficulty.Challengeyourselftoliveuptothese.
BywayofexampletheEAValuesare
Openness
Respect
Reflection
Responsibility
Excellence
Equality
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2 Responsive Working Principles To support flexible working in the “New Normal”
3
Parental Leave Scheme
Thisschemeappliestoallteacherstoprovideunpaidleavefromworktocareforachildortomakearrangementsforthechild’swelfare(subjecttoeligibility),irrespectiveofpayorweeklyworkinghours.
SharedParentalLeave(SPL)enableseligibleteacherstochoosehowtosharethecareoftheirchildduringthefirst12monthsofbirthoradoption.
Section 1 Flexible Working Overview
Flexible Working Scheme
Job Share Scheme
Teacherscanmakearequesttovarytheirworkingpatternsandweeklyhours.Requestscanbeconsideredonapermanentortemporarybasis(upto3yearsmaximumonatemporarybasis).
JobSharingisamethodofworkingwhereteachersshareonefull-timepost.JobSharearrangementscanbepermanentortemporary(upto2yearsmaximumonatemporarybasis)
Tobeusedwhereateacherisseekingashortterm,temporarychangeinworkinghours,notfacilitatedthroughotherschemes.
Aperiodofspecialleaveofabsencewithoutsalaryforaperiodofnotlessthanoneyearandnotmorethanfiveyears.
AddendumtotheSchemeabove.
Providesamanagedtransitionfromworktoretirementbyenablingmemberstocontinueworkingina reduced capacity.
Hyperlink to Full Policy
Section 2 Leave
Leave of Absence (not exceeding 3 days)
Teachers’Absencesnotexceeding3workingdays.
Teachers’Absencesexceeding3workingdays.
Section 3Discretionary Leave
Overview
WhatdoIneedtoknow?AsaSchoolLeader/manageryouwillbefamiliarwiththewiderangeofflexibleworkingprovisionsstaffmayrequest.Decisionsshouldbemadeobjectivelyandtransparentlyandtakeaccountofboththeneedsoftheschool/serviceandindividualcircumstances.
Temporary Variation of Contract
Career Break Scheme
Career Break Scheme - Addendum
Phased Retirement
Clickhere
Clickhere
Clickhere
Clickhere
Clickhere
Clickhere
Clickhere
Clickhere
Clickhere
ClickhereLeave of Absence (exceeding 3 days)
Shared Parental Leave Scheme
3 Summary of Flexible Working Provisions
Overview
Hyperlink to Full Policy
Hyperlink to Full Policy
Teaching policies and procedures - Table 1.1
“Managers should consider Flexible Working requests fairly and without discrimination” TheEqualityCommission
Section 1 Flexible Working Overview
Flexi Time
Request to change working pattern
Flexible Retirement
Allowsstafftoworkuptimeduringbusyperiods.Notmorethanplusorminus14hourscanbecarriedoverattheendofeachmonth
Staffcanmakearequesttovarytheirworkingpatternsandweeklyhours.Requestscanbeconsidered on a permanent or temporary basis
Staffcanmakearequesttoflexiblyretireaftertheageof55andbenefitfromearlyreleaseofNILGOSCpension.Discretionsapplyandissubjecttotheemployersconsent
OpportunitytoapplyforunpaidleaveduringJulyandAugust.Applicationsinvitedonanannual basis.
A maximum of 3 years are available.
Requestforjobshare.Typicallya50%shareisapplied,otherpatternscanbeexplored.
Hyperlink to Full Policy
Section 2 Leave
Section 3Discretionary Leave
EA HQ and Out Centrestaff
Applicable to
Allnon-teachingstaff
Allnon-teachingstaff
HQandOutCentrestaff
Allnon-teachingstaff
Allnon-teachingstaff
Clickhere
Clickhere
Clickhere
Clickhere
Clickhere
Overview
Annual Leave
Carry Forward Leave
Unpaid Leave
StatutoryEntitlementwhichincreasesincrementallybyserviceandgrade.
Carryforwardofuntakenannualleaveuptoamaximumof7days.
Staffcanrequesttimeoffwithoutpay.LinemanagertoauthoriseandadviceHRaccordinglyasleaveentitlementsandgapsinpensionmembershipmayneededadjusted/actioned.Entitlementtocarryoverannualleavetothenextleaveyearfollowingaperiodoflongtermsickleaveorpaidinlieuincaseswheretheemploymentcontractends.
Hyperlink to Full Policy
Allnon-teachingstaff
Applicable to
Allnon-teachingstaff
Allnon-teachingstaff
Allnon-teachingstaff
JNCCirNo20Clickhere
JNCCirNo46Clickhere
JNCCirNo140Clickhere
Overview
Carer Leave Paidleaveforemergencysituationsforcarersfromanythingfromahalfdayuptoamaximumof3days(atthediscretionofthelinemanager)tocareforsickorelderlyrelativesand/orchildrenofschoolage.Leavewithorwithoutpay(outsideofannualleaveentitlement),grantedatthediscretionoftheemployer,subjecttotheneedsoftheservice.
Enablesdiscretionarytimeoffforstaffdealingshorttermemergencydomesticdifficulties
Hyperlink to Full Policy
Allnon-teachingstaff
Applicable to
Allnon-teachingstaff
NurseryandClassroomAssistants
Management Bulletin
19Sept.1996
Clickhere
Clickhere
Domestic Leave
Domestic Leave Nursery/Classroom Assistants
Carry Forward Leave following long term sick leave1
Family Friendly
Career Break
Job Share
Non
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chin
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licie
s and
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- Tab
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.2
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Informal process
Other Flexible working related policy-ParentalLeave:maternity,paternity,adoption,ordinaryparentalleaveandsharedparentalleaveschemes
1AsaresultoftheintroductionoftheWorkingTime(Coronavirus)(Amendment)Regulations(NorthernIreland)2020theremaybeexceptional circumstances whenamemberofstaff(withaleaveentitlement)maybeabletocarryoverupto4weeksannualleaveintothenext2leaveyears.Formoreinformationclickhere
The most significant challenge or difficulty faced by parents during the pandemic has been the impact on stress/emotional issues (Parenting NI).
43 per cent ofcarersfeelthat
colleagues and managers donotunderstandtheimpactoftheircaring.
600 peoplegiveupwork
everydaytocare,withover-45smostlikelyto.Thepeakageforcaring is 52 to 69andwomenare more likely to take on caring
responsibilitiesthanmen.EAhasanapproximatefemaleworkforceof
83%.
1 in 7 intheworkforce
are likely to be carers for an older,disabledorillperson,but
manywillnotself-identifyascarers.Theproportionwillbemuchhigher
whenadjustedtoincludethosecaringtemporarily for people linked to COVID-19.CarersNIreported
78% ofcarersarenowprovidingadditional
care during COVID-19.
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Caring Responsibilities Considerations 4
Itisrecognisedthatthisisaworryingtimeforparents/guardianswhowanttomaketheverybestchoicesfortheirchildrenataveryunsettlingandchangingtime.
Legal considerations Issuesbetweenemploymentandcaringmaybeasource of concern for all employees regardless of gender,buttraditionallytheyhaveandcontinuetoaffectmorewomenthanmen.
TheincreasedlikelihoodoffemalecarerresponsibilityishighlightedbytheEquality Commissionasapotentialcauseofindirect sex discrimination against women. For example whereawomanwithcaringresponsibilitiesisunabletoobtainorremaininworkunlesstheirtermsofemploymentaremodified,e.g.reducedhoursorchangestostartorendtimesortoshiftpatterns.
Manyemployeesmayalreadyhaveflexibleworkingarrangementsthatcontinuetosatisfactorilymeettheircaringneedswhentheyreturntowork.However,forotheremployees,theremaynowbesomerequestsfornewormodifiedflexibleworkingarrangementsduetochangesintheircircumstances,asaresultofthepandemic.
SchoolLeaders/managersmayfromtimetotimeneedtohavesupportiveconversationswithstaffwhoareconsideringtheircaringoptions.
Other help, support & advice for carersInmoregeneraltermscarersinNorthernIrelandcan go online to get accurate and up-to-date onlineinformationandpracticalguidanceaboutcaring by clickinghere.
Important Childcare informationNI Executive Announcement 18th June 2020
TheExecutiveannouncedthepublicationoftheChildcareRecoveryPlanon18June.TheChildcareRecoveryPlanaimstorestorethechildcaresectortopre-Covid-19capacitylevelsasquicklyandsafelyaspossible.Theaimoftheplanistoensuremoreparentscanaccesschildcare.Schoolre-openingplansandtheavailabilityofchildcareisinextricablylinkedandworkisongoingtobuildthecapacityofthechildcaresectorasquicklyaspossible.
Tosupportthis,on27July2020anew£10.5mchildcarerecoverysupportfundopenedforapplications.LedbytheEarlyYearsOrganisation(onbehalfoftheDepartmentofEducation)thefundisdesignedtofacilitatetheopeningofasmanydaycareprovidersandnurseriesthroughoutJulyandAugust.
Staffshouldseektoinvestigateandsourceallchildcareoptionsavailabletotheminorderthattheycanattendschool/theirworkplacewhenitrestarts.Inanemergencysituationstaffcanapplyforemergencycarerleaveshouldchildcarearrangementsbreakdown.
Itisunderstoodthattheremaybesomestaffwhostillfinditdifficulttoreturntotheirnormalplaceofworkintheirusualcapacityduetocaringresponsibilities.InsuchcircumstancestheyareexpectedtocommunicateeffectivelyandregularlywiththeirPrincipal/linemanageraboutanyconcerns.Ifamemberofstaffiswishingtoconsiderflexibleworkingand/oracorrespondingreductioninhourstheyshouldmakeaformalrequestinaccordancewiththerelevantpolicyasearlyaspossibletoensurethattherequestcanbeconsideredingoodtime(seeSection3).
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STEP 1Staffshouldconsiderallchildcareoptionsavailabletothem.e.g.Withinthehome;extendedfamily;childcareprovider/facility;andotheroptionssupportedbythelatestNIExecutivedirectives.
STEP 2
STEP 3
Annual Leave or Flexi if applicable
STEP 4
Discusspossibleflexibleworkingadjustments(seeSection3).
Unpaid Leave
Stepped approach to supporting Carers of children
Accessing ChildcareStaffwhoarestrugglingtoaccesschildcarecanalsoavailofthefollowing:
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Family Support NI website
Clickhereforinformationonavailablespaces;
and If you cannot find a suitable
option please call Parentline on 0808 8020 400
Other sources of support
ParentsshouldcontinuetochecktheFamilySupportNI
websiteforup-to-dateinformationinrelationtochildcare.
Employers For Childcare Family
Benefits Advice Service providefree,confidentialand
impartialadvicesettingoutyourbestoptionsforsupport,andwhat
isthebestchoiceforyourfamily depending on your specificcircumstances.
For more information on Childcare options see Appendix A
TheAdvisorsareavailableonFreephone
08000283008Monday to Friday 8am to 5pm
or by emailing hello@employersforchildcare.org.
WHAT DO I NEED TO KNOW?
Clinically Vulnerable includes• Staffwithspecificunderlyingconditions• Peopleovertheageof70and• thosewhoarepregnant
Clickhereforamorecompletebreakdownandfurtherinformation.
Clinically Extremely Vulnerable includes thosewhoreceivedshieldinglettersfromtheNHSortheirGP.
Clickhereforacompletebreakdownandfurtherinformation.
Shieldingisameasuretoprotectclinicallyextremely vulnerable people by minimising interactionwithothers.
From 01 August Shielding is now paused.
StaffwhoreceivedshieldingpauselettersfromtheNHS/GPshouldcontinuetofollowGovernmentadviceandworkfromhomewhenpossible.
From01August2020ifeithercategoryofvulnerableindividualcannotworkfromhome,theyshouldtakeextracareintheworkplaceobservingsocialdistancing,staying2metresawayfromotherswhereverpossible2,althoughtheindividualmaychoosetotakeonarolethatdoesnotallowforthisdistanceiftheyprefertodoso.Iftheyhavetospendtimewithin2metres2ofotherpeople,Principals/linemanagersshouldundertakeariskassessmentwiththeindividualtoassessandcontrolmeasurestoreducerisk.Theyshould,ifnecessary,beofferedthesafestavailableonsiteroles.
Basedonariskassessment,theSchoolLeader/managerorEmployingAuthorityreservetherighttorequestthatclinicallyextremelyvulnerablestaffdonotattendtheworkplace.Underthesecircumstancestheindividualshouldfacenofinancialdetriment.
2BasedonPHAGuidanceprovidedonthe26June2020TheStormontExecutivehasagreedtoreducesocialdistancinginNorthernIrelandfrom2m(6ft)to1mwithrestrictionsonthe29June2020.TheStormontExecutiveagreedthatpeopleshouldkeeptwometresdistancewherepossible,butfrom29June2020cancomewithinnolessthanonemetrewhereappropriatemitigationscanbemade.
Thereare2categoriesofvulnerablestaff1. Clinically Vulnerable and 2. Clinically Extremely Vulnerable
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5 Support for Vulnerable Workers
See Appendix C - Risk Assessment template.
PHA latest advice to Schools on Classroom Assistants ThereisnorequirementforClassroomAssistantstowearPPEeveniftheyarelessthan2metres(supportinglearning)unlesstheyareinvolvedinintimatecareorsittingwithayoungpersonwhoissittingandwaitingtogohomebecausetheyaresymptomatic.
Ifamemberofstaffisinthevulnerablecategory,additionalhandwashingwillofferthebestprotection.TheriskassessmentshouldincludeassessmentforPPEiftheyaremedicallyvulnerable.Theevidencestillsuggeststhatchildren/youngpeoplehaveamuchlowerincidenceofCOVID-19thantheadultanddonotspread it.
STEP 1Follow PHA/ NI Executive guidance
STEP 2Speak to staff about their concerns and undertake Risk Assessments
STEP 3 If applicable discuss flexible working adjustments or offer the safest available onsite role.
STEP 4
STEP 5
If applicable consider Annual Leave, Flexi Leave and Unpaid
Contact Human Resources if you have exhausted these options (seeHRcontactList–AppendixB)
Steps to support your vulnerable staff NI Executive Announcement 18th June 20With effect from 01 August 2020 “Shielding” has been paused, subject to the rate of community transmission continuing to be low.ThiscategoryofstaffshouldfollowthelatestPHAguidanceandprecaution,takingparticularcarewhenoutofthehomeandstrictlymaintainingsocialdistancing.OngoingadvicewillbeprovidedbyPHA.ForthelatestadviceonsupportingstaffwhoareClinically Extremely Vulnerable please see https://www.nidirect.gov.uk/articles/coronavirus-covid-19-pausing-shielding-extremely-vulnerable-people
• InmostcasestheRiskAssessment and subsequent controlmeasurescansufficientlyreducetheriskandthestaffmembershouldreturntowork.
• If unable to ensure adequate mitigationsPrincipals/linemanagersmaywishtoconsidertheoptionsbelow.
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A person has a disability for the purposes of Disability Discrimination Act 1995 if he/she has a physical or mental impairment which has a substantial and long-term adverse effect on his/her ability to carry out normal day-to-day activities. The Act imposes a duty on employers to make reasonable adjustments for disabled people to help them to remove barriers in gaining and remaining in employment.
Itisrecognisedthatreturningtotheworkplacewillcreatemanychallengesforemployeesandemployersalike,albeitindifferentwaysandtodifferentdegreesforsomepeoplecomparedtoothers.Theseconcernsraiseparticularchallengesinthecaseofemployeeswhohaveadisability.
TheDisabilityDiscriminationAct(DDA),coversaverywiderangeofpeopleandisnotconfinedtothosewhocomewithintheGovernment’sCOVID-19listofclinicallyextremelyvulnerablepeople.Manypeoplewithadisabilitymayhaveimpairmentsthatarenotonthelist,buttheirhealthisstillparticularlyvulnerable.Thereasonableadjustmentdutyappliestoallemployeesorjobseekerswhoaredisabled,regardlessofwhethertheyareontheGovernment’slistornot.
SchoolLeaders/managersshouldensuretheymakereasonableadjustments,astheyareobligedtodo,inadditiontowhattheywillhavedone
toprotectthehealthandsafetyofalloftheiremployees.Wheresuitablehealthandsafetyriskassessmentshavebeenconductedandadequateprecautionstaken,allthatsomeemployeesmayneedisreassurancethattheirhealthwillbesafeatwork.
Ifadisabledemployeepreviouslyhadtailoredadjustmentsatwork,thesemightstilladequatelymeettheirparticularneedswhentheyreturntowork.However,itisimportantthatschoolsarenotcomplacentandarepreparedtodomore,wherereasonable,recognisingthatindividualneedschangeandmayhavechangedduringthepandemic.WhenconsideringreasonableadjustmentsDisabilityEmploymentSupportadviceisavailablefromtheEmployingAuthority(02890564360orequality.unit@eani.org.uk).
Be aware of communication barriersWhilstitisrighttoencourageonlinediscussions,somestaffmayfindthisverychallengingduetoadisabilityandmaybeevenimpossible.Ifthisisnotpossiblealternativesshouldbeexplored.Alsoduetocurrentsituation,perhapsreasonableadjustmentshavenotbeenabletobeputinplaceorhomeworkingmayhavebeendifficultduetoadisabilityresultinginhighlevelsofanxiety.Itisimportantthatlinemanagersrecognisethisandreassureemployeeswithdisabilitiesatthistime.
Thislistnotexhaustiveandincludes:u changingtheplaceofwork(e.g.allowing
workingfromhome,ormovingtheemployeetoasafer(or,tothesafest)partoftheusualworkplace)
u makingadjustmentstopremises(e.g.installingsuitableprotectivescreensaroundthedisabledemployee’sworkstation)
u allocatingsomeoftheemployee’sdutiestoanotherperson
u alteringthehoursofwork(e.g.changingstartorendtimestomaketravellingtoworksafer)
u acquiringormodifyingequipment(e.g.providingsuitablepersonalprotectiveequipment,perhapsofakindthatisdifferenttothatwhichisprovidedtoothers)
u providingsupervisionorothersupport(e.g.providingmentalwellbeingsupportservicesthatanemployeemayavailof)
u potentialadjustmentscanbecombined,andmayneedtobe,ifareasonablesolutionistobefound.Forexample,allowinganemployeetoworkfromhomemayalsorequiretheprovisionofsuitableITequipmentorsoftware.
Clearly,theopportunitytoworkfromhomemaybethesafestandmostdesiredoption,butwillnotbeafeasiblesolutioninallcases.
What kind of adjustments might you consider to protect the health of a disabled employee who you might expect to return to work?
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6 Support for Staff with Disabilities
7 Support for Minority Ethnic Communities (with underlying conditions)
ThereissomeemergingevidencewhichsuggeststhatCOVID-19maydisproportionatelyimpactsomegroups,notablyBlack,AsianandMinorityEthniccommunities(BAME)withunderlyingconditions.ReasonsincludethatsomeBAMEcommunitiesaremoresusceptibletocertainhealthconditionssuchasdiabetesandobesity,compoundedbysocio-economicfactorsandpoverty,aswellasmanyworkinginfrontlinejobs.SchoolLeaders/managersshouldfollowPHAguidancetoensurethatpracticalsupportandadviceisgiventothesestaff,particularlywheretheyareanxiousaboutprotectingthemselvesandtheirfamilies.AllBlack,AsianandMinorityEthnicstaffwithunderlyinghealthconditionsanddisabilities,whoareover70orwhoarepregnantshouldbeindividuallyriskassessedandappropriatereasonableworkplaceadjustmentsshouldbemadefollowingriskassessment.
See Appendix C - Risk Assessment template.
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8 Additional Support
INTERNAL
YourManager/BoardofGovernors/EmployingAuthority
Your Colleagues
HumanResourcesandLegalServices(seeAppendixB)
MentalHealthFirstAidersSee EAHealthWellformoreinformation HealthandWellbeingChampionshttps://healthwell.eani.org.uk/community
EAHealthWellhttps://healthwell.eani.org.uk/
ICT–helpdeskhttp://ea-servicedesk.esani.net/
EAwebsitehttps://www.eani.org.uk/ea-staff-hub
EXTERNAL
YourGeneralPractitioner
Inspire Workplaces Serviceshttps://www.inspirewellbeing.org/our-services/professional-services/inspire-workplacesTel:08088000002(24/7)
IndependentOccupationalHealthTodiscussareferralspeaktoHumanResources(PeopleServices)Tel:02890418006
PublicHealthAgencyhttps://www.publichealth.hscni.net/
AddictionNIhttps://addictionni.com/
ParentingNIhttps://www.parentingni.org/
EmployersforDisabilityN.I.http://efdni.org/
FamilySupportN.Ihttps://www.familysupportni.gov.uk/Support/91/provision-of-childcare-during-the-covid19-pandemic
Registered Childminders AlistofavailablechildminderscanbefoundontheFamilySupportNIwebsite:http://www.familysupportni.gov.uk
Throughthesite,parentswillbeabletosearchforavailablechildmindersinyourarea.
APPENDIX A Other childcare options during Covid-19 pandemic
Daycare Settings AnumberofdaycaresettingsarecontinuingtoprovidechildcareservicesacrossNorthernIreland.Forsafetyreasons,daycaresettingswillnotbeabletoofferthenumberofplacestheynormallydo.Also,itislikelythattherewillbefewerdaycaresettingsopenoverthepandemicperiod.
Thisisintendedtoenablethemtostayopenor,forthosethathavealreadyclosed,toreopen.PleaseconsulttheFamilySupportNIwebsitesiteforthemostup-to-dateinformation.
Informal Childcare arrangements Atpresentongoingrelaxationofrestrictionsonhowmanypeoplearepermittedtomeetindoorswillenableimprovedaccesschildcaresupportfromanotherfamilymember(orafriend).FormoreinformationortoviewtheDepartmentofEducation’sfrequentlyaskedquestions(FAQs)onChildcarerecoveryplansclickhere.
COVID-19 Advice to Childcare providers Childcareprovidershavebeengivenadvicerelatingtoinfectioncontrol.TheyhavealsobeenadvisedtoregularlychecktheFamilySupportNIwebsiteforthemostup-to-dateinformationinrelationtoCOVID-19.ChildcareprovidersmustknowwhattodoifchildrenbecomesickintheircareincludinghowtoprotectotherchildrenfromCOVID-19illness.ChildcareproviderswillhaveprocedurestohelppreventthespreadofCOVID-19andparentsshouldworkwithproviderstoimplementthese.
StaffwithchildrenwhoareintheveryhighriskgroupofsevereillnessfromCOVID-19shouldfollowrelevantPHAguidanceonshielding.Clickhere for more information.
ParentsofchildrenwithunderlyinghealthconditionswhichputthematincreasedorveryhighriskofsevereillnessfromCOVID-19,canattendachildcaresettingif,followinganindividualriskassessment,itisconsideredtobeintheirbestintereststodoso.Parentsmustseekadvicefromthechild’sGPand,incomplexcases,aconsultant medical opinion may also be required. Click hereformoreinformation.
It is vitally important that the childcare provider as well as the School Leader/manager is informed if the parents, their child or any other family member has tested positive for COVID-19.
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SeeHROnlineStaffHubforanoverviewofalltheHRLSteamsandservicesavailable.https://www.eani.org.uk/ea-staff-hub/hr-online
People Services
Teachers Pay and Conditions Health and Wellbeing
Resourcing
Employee Relations
School Business Partnering
Equality, Diversity & Inclusion
• Non-teachingpayqueries• OccupationalHealthreferralsandgeneraladvice• AttendanceManagementadviceandguidance• Guidanceonflexibleworking
• LeadershipPayProgressionandSalaryPolicyGuidance• Teachers’Pay,ThresholdandUPSProgression
• SupportingSchoolLeaders/managerstodevelopstaffhealthandwellbeingactions,initiativesordeliverrelevant training
• Hiringmanagersrecruitmentinformation
• Supportingeffectiveperformanceinschools/Corporate• Mediation• Grievanceprocedures• Dignityatworkprocedures• Disciplinaryprocedures
ProvidingstrategicHRsupporttoschoolleaders/BOGsintermsofwholeschoolissues:• Effectiveleadershipandgovernanceinschools• Redundancies and redeployment• Schoolclosures/amalgamations/reorganisations• Schoolrestructuringandtransformation
• Informationonequality,diversityandInclusion• AdviceonsupportingReasonableAdjustments
People Services link
https://www.eani.org.uk/ea-staff-hub/hr-online/pay-conditions
https://www.eani.org.uk/ea-staff-hub/hr-online/health-wellbeing
https://www.eani.org.uk/ea-staff-hub/hr-online/hiring-managers-recruitment-information
https://www.eani.org.uk/ea-staff-hub/hr-online/workplace-conduct-behaviour
https://www.eani.org.uk/publications/school-business-partner-teams-february-2020
https://www.eani.org.uk/about-us/equality
02890418006
0289056621902890566271
02890418023
028905643011. Headquarters/Corporate
Recruitment 2. SouthWestSchoolRecruitment3. NorthSchoolRecruitment4. EastSchoolRecruitment5. Pre-employmentChecks/AccessNI
02890418012orEmail:ER-Casework@eani.org.uk
02890566278-LocalityEast02837512298-LocalitySouthWest02882411317-LocalityNorth
02890564360orEmail:equality.unit@eani.org.uk
Team Relevant Services provided Link to service Telephone number
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APPENDIX B Human Resources and Legal Services - Related key contacts
Generic individual risk assessments guidance relating to Covid-19Theinformationonanindividualriskassessmentshouldberegardedashighlyconfidentialandappropriatesecurity/safeguardsshouldbeinplacetoensureconfidentiality.
Thegenericindividualriskassessmentstowhichthisguidancerefershavebeendevelopedusingtheformulasbelow.Itisunlikelythatgenericassessmentswillbetotallyappropriateforeachindividualemployee,theremaybedifferentcircumstancespertinenttoeachcase.Theyshouldthereforebemodifiedforeachindividualbyapplyingthecriteriabelowtothegenericassessment,makingthatassessmentspecifictotheirmedicalvulnerabilityandspecificareaofwork.
Forexample:
Theriskratinginthegenericassessmentsiscalculatedusingtheformula:
LikelihoodXSeverity
e.g. something ‘unlikely’ to occur in your opinion (2) multiplied by severity rating of ‘significant’ (2) would result in a risk rating of 4 which is ‘Tolerable’ and only requires the control measures to be monitored and reviewed.
For Schools CLICK HERE For services to schools CLICK HERE
APPENDIX C Template Individual Risk Assessments (COVID 19)
Thiscalculationmustbemadewithyourexistingprecautions(controlmeasures)inplace.Ifyoudohaveall,ormore,oftheexistingprecautionsinthegenericassessmentoperatingthentheriskfactormaybelower.
Ifhowever,youhaveidentifiedaparticularhazardcovered by a generic risk assessment and you do nothaveall,orany,oftheexistingprecautionslistedinplace,thenyourriskfactormaybehigherandwillrequirefurtheractiononyourbehalftoreducetherisk.Thismayinvolveadoptingsome,orall,ofthe‘existingprecautions’listedandlistingthemas‘additionalprecautions’whichareineffectfurthermeasuresyouneedtoimplementtocontroltherisk.Youmayalsohaveothercontrolmeasuresinmindthatarenotlistedandwhichareequallyvalidincontrollingtherisk.Itisimportantthataperson(ororganisatione.g.EA)isidentifiedastheperson(body)responsiblefortheremedialmeasures.Afeasibledateforimplementationshouldalsoberecordedandnoactionbythisdateshouldpromptaremindertotheresponsibleperson(body).
Whenthe‘additionalprecautions’areimplementedandtheriskassessmentisreviewedthenthe‘additionalprecautions’become‘existingprecautions’andtheriskfactorisrecalculated,ideallyreducingitfurther.
Probability Rating - LikelihoodLikely to occur immediately or in the short term
Could occur in time, or if repeated enough
Though unlikely, may occur over time
Unlikely to occur
Very likely
Likely
Unlikely
Very unlikely
4
3
2
1
Severity RatingVery serious
Serious
Significant
Minor
4
3
2
1
Single or multiple fatalities, widespread illness, large scale property/equipment damage
Serious injury or illness, serious property/equipment damage
Significant injury or illness, significant property/equipment damage
Minor injuries and/or illness, minor property/equipment damage
15