Pay progression working group report to the NJC

The 2023 pay offer letter which subsequently formed the basis of an NJC agreement contained the following paragraph:

“The employers’ side of the NJC is content to continue discussions around pay structure and progression. It is proposed that both parties commit to a joint working party commencing as soon as possible once the current pay award negotiations are concluded with the intention of the joint working party concluding its work within eight months.”

In relation to the continuous professional development scheme (CPD) the employers letter said:

“The employers’ side notes the issues raised in the claim and is open to exploring further. Given the overlap with the pay progression point, it is proposed that consideration be incorporated into that proposed working party.” 

Employers side

• Sarah Ward/Gill Gittins
• Ross Haggart
• Ben Ansell
• Nick Mernock
• Aidan Jennings
• Huw Jakeway/Alison Reed

Employees side

• Matt Wrack
• Ben Selby
• Pete Trayner
• Pete Smith
• Andrew Scattergood
• Les Skarratts 

The working group met seven times during the eight month period: 

• 4 May 2023
• 23 June 2023
• 27 July 2023
• 6 September 2023
• 31 October 2023
• 30 November 2023
• 5 January 2024.

Retention and CPD survey

A survey was issued on 4 July 2023 to chief fire officers and directors of HR in all 49 FRSs via email. The full survey results are captured in annex 1.

Presentation on different pay progression models

Dr Duncan Brown, Principal Associate, Institute for Employment Studies attended the July meeting of the working group to give a presentation outlining various types of pay structures and approaches taken in other workforces within both public and private sectors. Those slides are contained in annex 2.

While there remains a lot to be said for the existing pay structure as set out in the grey book, it provides for clarity and rationale of rate for the job and provides for a structure that sits well in relation to equal pay. However, the group discussions explored potential areas of improvement and development of the existing pay and reward structure, linking closely to skill and role development.

If you were starting with a blank piece of paper and developing principles to underpin a pay progression structure, the group agreed the following broad principles:

• Structuring around a principle of upskilling and developing in role
• That development should be demonstrable over time
• Progression should be realistic, and achievable
• The system should be easy to understand and operate
• Delivering potential expansions to the role of a firefighter (note: these principles remain relevant outside of this discussion)
• Applied across all services in the same way.

The working group found consensus around the principle that any new pay structure would be part of:

• a package driving rewarding, fulfilling careers to firefighters (we are using the phrase firefighters to capture all grey book roles).
• underpin a nationally agreed and consistent system across all FRS’s - that is transparent and justifiable.

In discussing the survey results (annex 1) and individual or representative experiences and views in relation to the CPD scheme, the following table provides a capture of the views expressed within the group:

The current CPD scheme provides

• an uplift in pay at roles of firefighter to area manager once the post holder has reached the competent rate of pay in that role
• an earlier and more equitable (age) application of a payment to recognise development beyond
• competence than the historic payment which required 15-year service before becoming eligible
• an uplift which applies across all duty systems
• an additional element of pensionable pay
• an incentive to develop competencies in role
• an award which can be removed in appropriate circumstances (which some managers have told us they value).

The current CPD scheme is:

• inconsistently applied across UKFRSs from a payment rate perspective, with a range of payment rates between £400 and £1300 per annum across different services.
• inconsistently assessed across UKFRSs in relation to individual firefighter eligibility for payment
• an incentive to transfer between neighbouring UKFRSs creating additional recruitment and training costs.
• a disincentive to access career development/promotion as CPD eligibility is removed for up to 18 months following appointment into a new role, i.e., a promotion.
• is not an element of core pay.
• a scheme with many complexities which can lead to additional administrative burden, plus time and energy lost to other HR procedures.
• not linked/clearly applied to the firefighter (FF- AM) role map in demonstrating competence to support its payment.
• sometimes removed as a consequence of disciplinary procedures rather than effective capability management (thus has the wrong focus).
• pensionable only through an APB
• viewed by many FRSs as a tick box exercise which brings little or no value in the maintenance or demonstration of the four areas associated with CPD:
  • professional competence
  • commitment to the job
  • relations with the public and colleagues
  • willingness to learn and adjust to new circumstances.

The group discussions built on the 'principle' points noting:

• the lack of a nationally agreed, clear timetable underpinning the training and development of firefighters to reach “competent” and the lack of additional development thereafter
• different approaches in FRSs
• opportunities to develop the profile and standing of firefighting, being able to point to a highly skilled workforce with clear career development opportunities
• the need to attract and retain excellent firefighters
• the current journey from trainee through to development, then onto competent
• the potential to add additional levels on top of 'competent' rate of pay
• further discussion needed to agree what evidence would be required in order to allow movement into any new and additional band/bands?
• a similar discussion would be required within each grey book role, including senior/supervisory grey book roles. 

In developing this line of thinking, and to expand understanding of current practice, the group ran an additional survey to ascertain the length of time it takes in FRSs to move through trainee, development and competent throughout the pay scale, the results of this survey are still to be finalised.

Potential example (additional) skillsets which could underpin additional skill-based progression opportunity within the firefighter role by means of starting discussion:

• Mentoring
• ICL 1 qualification to support fire appliance availability through acting up qualification
• climate change skillsets around wildfire, flood, sustainability, and emerging risks
• environmental protection
• Aerial appliance
• large animal rescue
• petrochemicals
• rope/line rescue
• water rescue
• Fire Safety
• Fire Prevention
• Fire Investigation
• Detection Identification and Monitoring
• Future roles.

Note: this list is for illustration purposes only.

In principle example

To build in additional 'check points' on the journey to competent (lines three and four) and to allow additional skill-based pay progression beyond current 'competent' as demonstrated below for firefighter pay band only. We have set out three potential options for pay spine extension by differing percentage increase).

Crew manager current scale included by way of understanding any impact on differentials:

This paper and the examples provided are intended to provide a starting point for a wider discussion across the sector, noting that further detail and work is required, should the NJC wish to take this forward.