Minutes of SMT Meeting held on 17 September 2024 at 9.30am in the Robens Room at Ladas Drive.
In attendance:
- R Kidd Chair and Chief Executive
- N Monson Deputy Chief Executive
- B Monson Deputy Chief Executive
- L Burns Deputy Chief Executive
- K Neeson Deputy Chief Executive
- N Kean NICSHR Business Partner, and
- J Smyth HR Business Partner (Via Teams)
- (Joined until 10.40am to discuss HR resourcing issues)
1. Apologies
There were no apologies.
2. Minutes of the last meeting
The minutes from the 23 July meeting were agreed.
3. Action points
There were no action points not covered by the agenda.
4. Corporate health, safety and welfare
Nothing to report.
5. (A) Audit, Risk Management, and Finance (ARMC)
Business Continunity Plan (BCP) audit closed out week commencing 16 September 2024. Two reports will be presented at ARMC.
5. (B) Emerging risks
Ongoing staff vacancy situation.
Table of emerging risks
| Date of SMT meeting where Emerging Risk was first discussed | Nature of Emerging Risk | Action required | Current status of Emerging Risk |
|---|---|---|---|
| October 2023 | Board is awaiting up to three additional board members | Minister is to consider the selection and appointment of a new Chair Subsequently we anticipate a competition in autumn 2024 to appoint additional board members | Minister appointed a new chair from 17 June 2024 Planned Public Appointment Unit (PAU) competition in autumn 2024 to fill existing board vacancies Risk remains open |
| Many of the current vacancies are considered to have the potential to jeopardise statutory functions or Corporate Plan (CP) targets in the short term Plan to meet NICSHR to discuss some ongoing issues A number of issues around Candidate Information Booklet (CIB) format and types of competitions Competitions are being run in inefficient and more costly ways Vacancy numbers increasing once again. Discussion around staff choosing to move to private sector posts for better pay and conditions Also, some resignations due to retirements Ongoing staffing will dictate the levels of service that we are able to provide in this current year Given the opening draft budget SMT need to consider if they are in a position to fill vacancies beyond those to which we are already committed | Regular liaison with NICS HR to highlight the importance of filling critical vacancies – a number of meetings took place with NICS HR and following these we have seen some slow progress towards launching competitions Some progress on a number of posts Identifying suitable contact in HR Potentially needing legal advice on HR matters and Candidate Information Booklets (CIBs) HR Declined to convene a meeting to address our questions Concerns were discussed with the NICS HR business partners and partnership meeting re staffing and ongoing delays in agreeing CIBs etc SMT will continue to monitor and the board have been appraised Recruitment needs to be more responsive and the system needs to enable the process to start promptly Initial bid was submitted | To remain on the Risk Register as a Business Continuity Risk To remain under review until we see some of the business critical posts filled Continue to monitor progress as staff take up posts NISC HR declined to meet or agree to us getting expert legal advice NICSHR declined to meet or agree to us getting expert legal advice Pay award is likely to be too little too late for some. Maintaining knowledge and competence within the organisation will be a challenge if turnover increases to the extent where we lose a great deal of experience in a short period without the opportunity to have proper handovers and training for new staff SMT has carried out an exercise to examine the number of staff who might consider retirement in the next 3-5 years but we cannot estimate the number that will leave due to promotion or obtaining another job outside of HSENI SMT to meet with G3 in Strategic Planning & Governance (SPG) for follow up in late September Risk remains open Opening bid for additional resource was met by DfE Risk closed |
6.Staffing
Slow progress being made on filling of staff vacancies. This is probably exacerbated by the posts being specialists.
SMT met with Grade 3 in SPG to discuss a number of matters. The recommendations from that meeting have been actioned. A follow up meeting to discuss progress is planned for late September.
We currently have 15.5 Full Time Equivalent (FTE) vacancies which will arise in the current operating year.
An internal review of the Regulatory Training Programme (RTP) is almost complete. A draft report will be shared with SMT.
A discussion on work areas under pressure due to vacancies and the options for redeployment took place. It was acknowledged that there is no simple solution due to the number of vacancies and the increasing demands on teams. It was agreed that certain areas of work will need to be suspended and we will look at this with each Head of Grops (HoG) to identify relevant areas that can be stopped.
7. Case and project work
The team continue to be busy with 18 active cases.
A discussion took place on workload, staff capacity, resourcing within the Major Investigation Team (MIT).
SMT agreed to support MITs case load capacity which should be based on a seven day resourcing window. This will be subject to a review to be carried out by SMT with Head of MIT.
8. Business planning
Audit and Risk Management meeting (ARMC) is in October and the Board meets in late November.
Discussion on North South interfaces with Health & Safety Authority (HSA) colleagues.
9. Performance monitoring
B Monson updated SMT. RIDDOR Accidents are down significantly. Serious are slightly down. Visit interactions are down and staff will be reminded as we reach the mid year point to ensure that all of their CMS reporting is up to date. Complaints are down 4 percent on last year. Enforcement activity is on a par with last year.
10. Service level complaints
- Total received = 6
- Closed = 3
- Still open Level One = 1
- Still open Level Two = 0
- Still open NIPSO = 2
11. Board business
ARMC 10 October 2024.
12. Any Other Business (AOB)
SMT approved Review of Hospitality and Gifts policy. No substantive changes were made.
SMT agreed the Year 5 theme would be Falls (inc. slips and trips) as per paper submitted by Mr Burns. SMT noted that initial proposal to make creatives in 2024/25 (and the associated financial bid) will not now go ahead due to staff losses.
SMT discussed Temporary Promotion (TP) arrangements. SMT to comment by the end of the week so this guidance can go to the SMT HoGs meeting.
SMT discussed a Whatsapp group to cover Out of Hours (OoH) support and daytime incident support. This will enable trainees to quickly decide if they are available to respond. Agreed to take to SMT/HoGs.
Trauma paper will also go to HoGs.
SMT agreed to investigate options around mentoring for staff.
Performance Management training to made mandatory for staff every three years.
Suggestions for staff events from the Workplace Wellbeing Steering Group (WWSG) meeting were discussed and noted.
Applicants noted for Transformational Leadership program and also Management training.
SMT noted that the initial route for development of the replacement CMS project had been discontinued due to costs and risks identified from another project. Central Procurement Directorate (CPD) indicated that HSENI should submit a development proposal to Enterprise Digital Development (EDD) to have the CMS developed internally. The proposal was developed and submitted and this will be considered by EDD towards the end of the month. If unsuccessful HSENI will approach CPD to commence a full commercial procurement process.
SMT noted concerns over the population of the OoH rota and indicated that this would be addressed in future rounds.
13. Date of next meeting
The date of the next meeting will be October.
The meeting concluded at 4.00pm.