Reasonable Adjustment Passport

• Ensure the line manager and the member of staff have a record of the adjustments that have been agreed.
• Reduce the need to re-assess adjustments every time a member of staff changes jobs, are relocated or are assigned a new manager.
• Provide the line manager and the member of staff with the basis for future conversations about adjustments.

• Provide members of staff with the opportunity to discuss their strengths and how their condition/disability impacts on their work.
• Understand the need for reasonable adjustments that may enable the member of staff to remain at/or return to work.
• Line managers will make referrals to occupational health to understand what adjustments are required and to obtain advice.
• With the member of staff, review the effectiveness of the adjustments implemented.

• Suggest adjustments that would impact positively in doing their role.
• Provide their line manager and occupational health with information from their GP or consultant where it is pertinent to their job.
• Agree the adjustments with their line manager.
• Inform their line manager if there are any changes in circumstances.

A reasonable adjustment can remove barriers and reduce disadvantages related to those with visible impairments and those with non-visible health conditions.

Under the Equality Act 2010, an employer must consider making reasonable adjustments when:

• They know, or could be expected to know, a member of staff or job applicant requires reasonable adjustments.
• A member of staff or a job applicant who requires reasonable adjustments requests them.
• A member of staff who needs reasonable adjustments is having difficulty with any aspect of their job.
• A member of staff’s absence record, sickness or delay in returning to work is because of or linked to their visible or non-visible health condition.
• The Equality Act 2010 states you are disabled if you have a physical or mental impairment that has a ‘substantial’ and ‘long-term’ negative effect on your ability to do normal daily activities.

• ‘Substantial’ is more than minor or trivial impact on an individual or how they can do certain things, e.g., it takes much longer than it usually would to complete a daily task like getting dressed. This may fluctuate or change and may not happen all the time.
• ‘long-term’ it will affect the individual for at least 12 months, or it’s likely to last for the rest of their life. It can still be considered long-term if the effects are likely to come and go. For example, an individual might have a fluctuating condition that affects them for a few months at a time with other times when they're not affected.

A progressive condition gets worse over time. For examples Alzheimer's disease, motor neurone disease, muscular dystrophy and Parkinson's. An individual with a progressive condition is considered by law to have a disability as soon as it starts to have an effect on their normal day-to-day activities, as long as this is likely to be long-term. The law states the effect does not have to be substantial as long as it's likely to become substantial in the future.

Under the Equality Act 2010, an employer must consider making reasonable adjustments when:

• They know, or could be expected to know, a member of staff or job applicant requires reasonable adjustments.
• A member of staff or a job applicant who requires reasonable adjustments requests them.
• A member of staff who needs reasonable adjustments is having difficulty with any aspect of their job.
• A member of staff’s absence record, sickness or delay in returning to work is because of or linked to their visible or non-visible health condition.

Please refer to Appendix 1 flowchart on ‘Managers Guidance on Reasonable Adjustment Process' document.

When deciding whether an adjustment is reasonable a line manager can consider the following:

• How effective the change will be in reducing or removing barriers that a member staff would otherwise experience
• Its practicality
• The cost

Special equipment: For example, providing a member of staff with an adapted mouse/ keyboard who has been diagnosed with arthritis, or, if they are visually impaired, they are provided with a large screen.

• Physical adjustments: For example, a member of staff is allocated a car parking space.
• Access to information: For example, ensuring the availability and use of appropriate ways to give and receive information such as modifying training guides for a member of staff, with the use of coloured paper for staff who have a form of dyslexia.
• Changing Duties/flexible working: For example, by making changes to the duties outlined within the job description to allow a member of staff to reach their potential and work effectively.
• A member of staff with a mental health condition could benefit from having longer/more frequent breaks; provide partitioned area to reduce distractions/noise; divide larger projects into smaller tasks; to-do checklists; regular meetings with line manager.

There may be circumstances where a member of staff requires reasonable adjustments for a short period of time. This temporary measure will be reviewed by the line manager on a regular basis with the member of staff.

N.B: A line manager may consider reviewing and changing some duties for a member of staff or reducing the number of hours they work per week. If this is a temporary measure a line manager will need to review this on a regular basis with the member of staff. This should not exceed a period of four weeks.

Where this does not form a part of a phased return plan and the member of staff would like to adjust duties or working hours permanently. The member of staff in conjunction with the line manager should consider this under a formal flexible working request. They must follow the University’s Flexible Working Policy and Procedure as this would change the member of staff’s conditions of employment.

If a line manager requires further assistance to determine whether an adjustment is reasonable, they should get in touch as soon as possible with occupational health and the Human Resources Department. As some adjustments have a procedural element and may require approval before an agreement is made.

Occupational Health (OH) can provide advice to a line manager on what might be a reasonable adjustment in individual circumstances, such as a reasonable adjustment to their workstation or recommending specialist equipment. Any recommendations made by occupational health are advice only and the line manager should work with HR to discuss if the recommendation(s) are operationally and financially feasible.

A staff member may have a disability or long-term health condition that is not visible, and a member of staff who is disabled may not self-define as being disabled.

A new member of staff will be asked to complete a Personal Health and Capability Declaration form when they receive the terms and conditions of their employment. Following the review of the form by occupational health, the member of staff may be asked to attend a meeting, where their personal requirements will be discussed, and any recommendations which may be required will be sent to their new line manager for consideration and agreement.

Where staff do disclose information, the line manager should maintain confidentiality and must obtain consent with the member of staff if other colleagues/team members are to be informed. If a line manager becomes aware that a member of staff is encountering challenges, they must arrange a meeting as soon as possible and not delay holding this meeting.

There is no legal requirement for staff to disclose a disability. However, a line manager may find it difficult to accommodate their needs without this disclosure/information.

Access to Work is a government initiative to support staff who are disabled or have a physical or mental health condition. Access to Work can support staff starting work or support a successful return to work after period of sickness absence due to their disability or physical and mental health.

Access to Work can provide funding for adaptations to equipment, awareness training for colleagues, mental health support, travel to and from work and a range of other support. How much funding the staff member is awarded is dependent on individual circumstances.

As every member of staff may have their own individual circumstances, line mangers need to ensure they discuss their support needs and signpost them accordingly. More information can be found on the University’s health and wellbeing pages.

A line manager may consider requesting a car parking pass (on a temporary basis) for a member of staff whom for example, is struggling to walk whilst awaiting surgery or during their post-operative recovery period.

Managers will be required to make a referral to occupational health and in the referral the line manager must ask the length of time the pass will be required for, location, and an agreed review date and they will advise if the member of staff would be eligible for a pass.

NB: Although you may obtain a car parking pass, cark parking spaces are limited in designated areas and therefore are subject to availability. If you are a blue badge holder this may not apply to you. See Appendix 2.

Where a reasonable adjustment is very complex to implement, and the proposed reasonable adjustment could impose a health and safety risk to members of staff working in the same environment. A manager may need to complete a risk assessment before implementing any changes.

Once a line manager has completed a risk assessment, they should evaluate and make a decision if the proposed reasonable adjustment is safe to implement and meets the health and safety requirements Policies, Procedures & Forms - University of Wolverhampton (wlv.ac.uk). Advise should be sought from the Health and Safety manager.

When a line manager meets with the member of staff the line manager should keep an open mind by not making assumptions and should avoid making generalisations. Disabilities and conditions can affect members of staff differently, therefore managers should ensure they look at each case individually. An adjustment for one member of staff may not be appropriate for another member of staff with a similar disability.

Managers should identify the challenges the member of staff is experiencing and identify the essential/inherent requirements of the job, so appropriate reasonable adjustments can be considered. Managers should implement any adjustments considered as reasonable as soon as possible and ‘do not delay.’ Where a case is complex managers should seek advice from OH and the Human Resources Department.

The decision to implement a reasonable adjustment is to be made by the line manager taking into consideration advice provided by occupational health and human resources. The member of staff should be informed of the date the reasonable adjustment will be implemented and agree on the frequency of review meetings.