HRPOL50 Carers Policy v1

HRPOL50

Carers Policy

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Version:

V1

Ratified by:

People and Culture Steering Group

Date ratified:

19/01/2022

Job Title of author:

HR Business Partners

Reviewed by Committee or Expert Group

Staff Partnership Forum

Equality Impact Assessed by:

HR Policies

Related procedural documents Review date:

19/01/2025

It is the responsibility of users to ensure that you are using the most up to date document template – i.e. obtained via the intranet.

In developing/reviewing this policy Provide Community has had regard to the principles of the NHS Constitution.

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Version Control Sheet Version V1

Date 01/10/2021

Author HR Advisor

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Status New Policy

Comment

Contents 1.

INTRODUCTION ............................................................................................ 5

2.

SCOPE ........................................................................................................... 5

3.

KEY PRINCIPLES .......................................................................................... 5

4.

DEFINITION OF CARERS.............................................................................. 6

5.

KEY RESPONSIBILITIES ............................................................................... 6

6.

PROCEDURE / IMPLEMENTATION .............................................................. 7

7.

MONITORING AND REVIEW ......................................................................... 8

Appendix A: .......................................................................................................... 9 Appendix B: ........................................................................................................ 15 EQUALITY IMPACT ASSESSMENT TEMPLATE: Stage 1: ‘Screening’ .............. 16 EQUALITY IMPACT ASSESSMENT TEMPLATE: Stage 2: ................................. 18

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1. INTRODUCTION Provide aims to deliver high quality and safe services and it recognises that this commitment to quality and safety must be reflected in the work and conduct of all its employees.

Provide recognises and acknowledges that the greatest single factor in terms of delivering high quality services is its employees. It is committed to improving the working lives of staff and aims to “create a well-managed, safe, and flexible working environment that supports staff, promotes their welfare and development and provides a productive work life balance”.

Provide recognises that all employees can be called upon to undertake caring responsibilities, whether they are looking after children or caring for elderly relatives or other dependents.

Provide values its employees and the skills they bring to the organisation, and will ensure all employees are supported in balancing their work commitments and caring responsibilities.

2. SCOPE This policy and procedure applies to all employees within the Provide CIC Group from their first day of employment to support them in achieving an appropriate balance between work and home life.

3. KEY PRINCIPLES The purpose of this policy is to set out Provide’s commitment to helping employees balance work commitments and caring responsibilities by the provision of flexibility and equal opportunities when requesting support for their caring role.

In the UK there are almost 7 million carers (1 in 8 adults), with over 1 million people caring for more than one person. Carers UK state that 58% of carers in the UK are women and 42% are men, with 1.4 million people providing over 50 hours of care per week. Provide therefore acknowledges that it needs to strike a balance between recognising the special circumstances of caring and not classifying ‘carers’ as a rigid or separate group but that they are a group whose members and needs will be constantly changing.

All employees with caring responsibilities are entitled to request to work flexibly in order to attend to the needs of the individual(s) who they care for. To make a request for flexible working, please see the organisation’s Flexible Working Policy (HRPOL16).

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It is the aim of this policy to be compliant with legislation, to reflect NHS provisions where they apply, and to reflect good HR practice. This policy applies to all employees within the Provide CIC Group.

The promotion of supporting carers is also covered by complementary policies and procedures and specific reference is made to the organisation’s: • • •

Special Leave Policy (HRPOL17) which includes Emergency Carers Leave, Flexible Working Policy (HRPOL16) and Parental Leave Policy which includes Parental Leave (HRPOL41)

4. DEFINITION OF CARERS Provide defines a Carer as: ‘Anyone who looks after a family member, partner or friend who needs help because of their illness, frailty, disability, a mental health problem or an addiction and cannot cope without their support’. The care they give is unpaid.

When we refer to carers in this document, this is inclusive of both adult and young carers.

Provide defines carers as employees with significant caring responsibilities that have a substantial impact on their working lives. These employees are responsible for the care and support of disabled, elderly or sick partners, relatives or friends who are unable to care for themselves. The activities that carers undertake can be wide ranging and may include: • • • • • •

Help with personal care Help with mobility Managing medication Practical household tasks Emotional support Assistance with financial matters or paperwork

5. KEY RESPONSIBILITIES Employees Employees may not recognise themselves as carers and this may be the case where they are caring at a distance i.e. supporting someone such as an elderly relative who does not live with them.

Employees are not obliged to disclose to their line manager that they are caring for someone but are actively encouraged to do so. The Carer’s Passport, introduced by the organisation, provides a template to enable the manager and employee to record these discussions and any agreed actions (see Appendix A).

Managers Managers should nurture a culture within their team that promotes, enables and embraces good flexible working practices.

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Managers have a responsibility for raising awareness of this policy within their own team and for ensuring that they highlight any changes to the Policy. Line managers should seek an understanding of whether any of their own staff members have caring responsibilities.

It is important that managers treat any disclosed information about their employee’s caring responsibilities with confidentiality and understanding, ensuring that their employee feels supported and able to discuss personal matters.

Chief Officers All Chief Officers are responsible for identifying and ensuring the development of documents relevant to their area of responsibility. The Group Chief People Officer is accountable to the Group Chief Executive and the Provide Board for ensuring this policy is implemented and associated documents become active documents within Provide CIC Group.

The Group Chief People Officer with also ensure that through the induction process, all new employees are made aware of and understand the rules and procedures relating to staff who have caring responsibilities.

Chief Officers will ensure that this policy is appropriately consulted upon and that all resource implications are highlighted and funding identified. They will ensure that their Senior Managers are informed of progress.

Group Chief Executive The Group Chief Executive has overall responsibility for the strategic and operational management of Provide which includes ensuring that this policy & associated documents comply with all legal and statutory requirements, where appropriate.

The Provide CIC Board The Provide Board is responsible for setting the strategic context in which organisational documents are developed and for ensuring the formal review and approval of documents takes place.

6. PROCEDURE / IMPLEMENTATION Appendix A aims to provide a template to be used to shape a caring responsibility conversation between an employee and their line manager. Employees and managers should complete the relevant sections and work together to agree on solutions and actions to better support the needs of the employee and organisation.

The Carers Passport remains a live document to acknowledge the constantly changing circumstances of an employee. Whilst it should be owned by the Employee it will be logged centrally with HR to ensure consistency and reduce repeat conversations.

Employees must be aware the document in Appendix A is to record conversations and ensure support. If they wish for their working arrangements to be amended then this needs to be done in line with Provide’s Flexible Working Policy (HRPOL16).

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Provide, as part of Mid and South Essex Health & Care Partnership, has teamed up with Carers UK to offer carers in our organisation a comprehensive solution that brings together Carers UK’s digital products and online resources with our own information and support for carers onto a single webpage. (Please see Appendix B).

7. MONITORING AND REVIEW This policy will be reviewed at least every 3 years in line with the Policy for the Management of Procedural Documents, or more frequently in line with any requirements relating from legislative changes.

Review will be undertaken by a CIPD registered member of the HR Department and monitoring will be conducted in respect of policy outcomes. The need for improvement or clarification may be identified as lessons learnt, through using the process and where appropriate amendments will be made.

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Appendix A:

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PREPARING FOR THE CONVERSATION

This outline will help you as a carer to think through your current situation — both in your caring role and at work.

Thinking about your caring role and how it affects your work What are your caring responsibilities?

(See ‘How much information?’ above) How does this affect your work?

What impact does work have on your caring responsibilities?

How do you expect your caring role (and its impact) could change in future?

Finding out about potential options Do you know what support is currently offered in the organisation?

Do you know about the organisation’s flexible working policies?

Getting support Do you already receive any support in work to help combine caring with work?

What additional support would help you?

How can the needs of the team/ organisation continue to be met?

Is there support you could get outside of work?

Would information and advice about support make a difference?

Note any other questions or issues

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HAVING THE CONVERSATION Use this template to keep a confidential record of the discussion.

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EMPLOYEE CONSENT I consent to my Line Manager / HR keeping a copy of this record:

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Appendix B: Digital Resources for Staff Carers

Caring for a loved one who is ill, disabled or older can be valuable and rewarding, but without the right support caring can have an impact on your health, your job, your finances and your social life.

Provide, as part of Mid and South Essex Health & Care Partnership, has teamed up with Carers UK to offer carers in our organisation a comprehensive solution that brings together Carers UK’s digital products and online resources with our own information and support for carers onto a single webpage.

To create an account and get free access to all the products and support resources please visit carersdigital.org and create a new account by using your free access code DNHS9674.

What’s included?

The Digital Resource for Carers includes e-Learning modules, factsheets, interactive guides, personalised support, and information from us covering the following areas: • Health and wellbeing: including resources around nutrition and breaks • Support for Caring: including our 5 ‘About Me’ e-Learning courses on building emotional resilience and finding support, and our Upfront guide to caring which gives tailored advice to carers depending on their situation • Technology and Caring: includes guides on how to use technology in care • Financial Planning: includes a resource made with the Money Advice Service called ‘Thinking Ahead’; a questionnaire style tool to help people think about the costs of caring • Working and Caring: includes guides to rights at work and seeking support at work • Access to all to our care co-ordination App, Jointly.

• Young Adult Carers; an e-Learning resource for young adult carers now in adult services including, for example, advice and information for making choices about caring, and support in and about education and work • Your own information and support for carers in your organisation

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EQUALITY IMPACT ASSESSMENT TEMPLATE: Stage 1: ‘Screening’ Name of project/policy/strategy (hereafter referred to as “initiative”):

Introduction of a Carers Policy

Provide a brief summary (bullet points) of the aims of the initiative and main activities: To support employees balance work and caring responsibilities.

To provide information on where employees can access support.

To signpost to other Provide policies which support employees with the balance.

Project/Policy Manager:

Assistant Director, HR

Date: 24/3/22

This stage establishes whether a proposed initiative will have an impact from an equality perspective on any particular group of people or community – i.e. on the grounds of race (incl. religion/faith), gender (incl. sexual orientation), age, disability, or whether it is “equality neutral” (i.e. have no effect either positive or negative). In the case of gender, consider whether men and women are affected differently.

Q1. Who will benefit from this initiative? Is there likely to be a positive impact on specific groups/communities (whether or not they are the intended beneficiaries), and if so, how? Or is it clear at this stage that it will be equality “neutral”? i.e. will have no particular effect on any group.

The policy is open to all employees. It is acknowledged it may benefit women more than men as caring responsibility is statistically more likely to fall to women. However, the benefits in the policy will apply equally to both genders.

Q2. Is there likely to be an adverse impact on one or more minority/under-represented or community groups as a result of this initiative? If so, who may be affected and why?

Or is it clear at this stage that it will be equality “neutral”?

No

Q3. Is the impact of the initiative – whether positive or negative - significant enough to warrant a more detailed assessment (Stage 2 – see guidance)? If not, will there be monitoring and review to assess the impact over a period time? Briefly (bullet points) give reasons for your answer and any steps you are taking to address particular issues, including any consultation with staff or external groups/agencies.

No, but uptake of carers passport and special leave will be monitored.

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Guidelines: Things to consider Equality impact assessments at Provide take account of relevant equality legislation and include age, (i.e. young and old,); race and ethnicity, gender, disability, religion and faith, and sexual orientation.

The initiative may have a positive, negative or neutral impact, i.e. have no particular effect on the group/community.

Where a negative (i.e. adverse) impact is identified, it may be appropriate to make a more detailed EIA (see Stage 2), or, as important, take early action to redress this – e.g. by abandoning or modifying the initiative. NB: If the initiative contravenes equality legislation, it must be abandoned or modified.

Where an initiative has a positive impact on groups/community relations, the EIA should make this explicit, to enable the outcomes to be monitored over its lifespan.

Where there is a positive impact on particular groups does this mean there could be an adverse impact on others, and if so can this be justified? - e.g. are there other existing or planned initiatives which redress this?

It may not be possible to provide detailed answers to some of these questions at the start of the initiative. The EIA may identify a lack of relevant data, and that data-gathering is a specific action required to inform the initiative as it develops, and also to form part of a continuing evaluation and review process.

It is envisaged that it will be relatively rare for full impact assessments to be carried out at Provide. Usually, where there are particular problems identified in the screening stage, it is envisaged that the approach will be amended at this stage, and/or setting up a monitoring/evaluation system to review a policy’s impact over time.

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EQUALITY IMPACT ASSESSMENT TEMPLATE: Stage 2: (To be used where the ‘screening phase has identified a substantial problem/concern) This stage examines the initiative in more detail in order to obtain further information where required about its potential adverse or positive impact from an equality perspective. It will help inform whether any action needs to be taken and may form part of a continuing assessment framework as the initiative develops.

Q1. What data/information is there on the target beneficiary groups/communities?

Are any of these groups under- or over-represented? Do they have access to the same resources? What are your sources of data and are there any gaps?

Q2. Is there a potential for this initiative to have a positive impact, such as tackling discrimination, promoting equality of opportunity and good community relations? If yes, how? Which are the main groups it will have an impact on?

Q3. Will the initiative have an adverse impact on any particular group or community/community relations? If yes, in what way? Will the impact be different for different groups – e.g. men and women?

Q4. Has there been consultation/is consultation planned with stakeholders/ beneficiaries/ staff who will be affected by the initiative? Summarise (bullet points) any important issues arising from the consultation.

Q5. Given your answers to the previous questions, how will your plans be revised to reduce/eliminate negative impact or enhance positive impact? Are there specific factors which need to be taken into account?

Q6. How will the initiative continue to be monitored and evaluated, including its impact on particular groups/ improving community relations? Where appropriate, identify any additional data that will be required.

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Guidelines: Things to consider An initiative may have a positive impact on some sectors of the community but leave others excluded or feeling they are excluded. Consideration should be given to how this can be tackled or minimised.

It is important to ensure that relevant groups/communities are identified who should be consulted. This may require taking positive action to engage with those groups who are traditionally less likely to respond to consultations, and could form a specific part of the initiative.

The consultation process should form a meaningful part of the initiative as it develops, and help inform any future action.

If the EIA shows an adverse impact, is this because it contravenes any equality legislation? If so, the initiative must be modified or abandoned.

There may be another way to meet the objective(s) of the initiative.

Further information: Useful Websites www.equalityhumanrights.com Website for new Equality agency www.employers-forum.co.uk – Employers forum on disability www.disabilitynow.org.uk – online disability related newspaper www.womenandequalityunit.gov.uk – Gender issues in more depth www.opportunitynow.org.uk - Employer member organisation (gender) www.efa.org.uk – Employers forum on age www.agepositive.gov.uk – Age issues in more depth © MDA 2007 EQUALITY IMPACT ASSESSMENT TEMPLATE: Stage One: ‘Screening’

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