ANNUAL WORKFORCE REPORT

Annual Workforce Report 2011/12

ANNUAL WORKFORCE REPORT

2011/12

Environment, Finance and Corporate Services Scrutiny Committee


20,357Employees

page 2

67%Employees aged

40-64page 3

59Corporate awards

page 13

44 yrsAverage age of

employeespage 3

4.7%Headcount reduction

page 2

Our challenge is to deliver better with less, underpinned by the values of

performance, efficiency, customer focus and staff empowerment.

10.3Average working days lost per FTE

page 4 10.7%Employee Turnover

page 1

66%Female employees

page 3

Fife Council2011/12

Fife Council2011/12

201Modern

Apprenticeships Supported

page 1090%Voluntary

Redundanciespage 7

82Workforce Change

Projectspage 6

3,603Learning &

Development opportunities

page 13

Page 1


The workforce profile has remained stable throughout 2011/12 with little change in terms of age, ethnicity, gender or disability. The planned programme of workforce reduction has mostly been achieved on a consensual basis and has not disproportionately affected any particular group.

Workforce Profile

Workforce Headcount With 20,357 employees there has been a decrease of 4.7% (1,004 employees), which was higher than the Scottish Local Government average of 3.4%. (This figure includes casual workers, Fife Council's equivalent is 3.5% excluding our Police and Fire employees).

Annual Workforce Report 2011/12 Page 2

Turnover Rate

Annual Workforce Report 2011/12Workforce Profile

The gender balance continues to be stable with 66% female employees. This is comparable to the Scottish average of 67%.The proportion of women in the top 2% and 5% of earners continues to increase.

Earners Female Grade Salary

Top 2% 46% FC8/9-Chief Exec Grade

£39,326-£149,946

Top 5% 47% FC8/9- Chief Exec Grade

£34,389-£149,946

Female 66%

Male 34%


Fife Council’s award of the Positive about Disability symbol was successfully reviewed in September 2011. The symbol recognised the Council’s commitment to employ, keep and develop the abilities of disabled staff.

The Council’s age profile continues to peak in the 40-54 age category. The under representation of younger people is being addressed through different workforce investment initiatives which are covered later in the report.

The Equality Act 2010& Public Sector Equality DutyDue regard must be given to the extended nine characteristics when making changes to services or employment practices. Fife Council must publish equality outcomes by April 2013.

Annual Workforce Report 2011/12Workforce Absence Profile

Page 4

There has been a reduction in absence levels - 11.3 working days lost (WDL) per employee in 2010/11 to 10.3 days in 2011/12. The challenge is to consolidate and increase the momentum that goes with this improvement.

Reductions in absence have been shared at almost every level whether Directorate, Service, employee group (Scottish Joint Council (SJC) employees and Teachers), occupational job family, long term or short term absence. The greatest improvements have been in the reduction of absences over 6 months and in short term absence.

Improvements have been achieved through an increased focus on the importance of pro-actively managing attendance; early interventions and a range of appropriate supports; finding solutions to enable employees to return to work sooner; and targeted and tailored support in hot spot areas. The deployment of HR support to managers is currently being strengthened.

There has been a significant reduction in the number of employees absent for longer 6 months. Between November 2011 and September 2012:•46% returned to work•20% retired on ill health grounds; and •a further 24% were dismissed at a capability hearing.

The number of capability dismissals increased by 15% in 2011/12 demonstrating that managers are taking action in cases where returning to work is not an option.

2011/12 Key Themes

Short Term Absence 7% improvement

Absence > 6 months22% improvement

Stress Absence13% improvement

Annual Workforce Report 2011/12Managing Workforce Change Policy

A new policy, “Managing Workforce Change” was implemented from June 2011. The policy supports positive employee relations with Trade Unions and promotes alternatives to compulsory redundancies. Examples of the policy in practice include:

Workforce Change


Notes of Interest

In 2010 a general trawl of employees was undertaken to inform workforce reduction strategies for the 3 years to March 2014.

By April 2011, there were 3,753 employees with a Note of Interest (NOI) submitted. Throughout 2011/12, 708 of these employees left employment.

42% of those employees left employment on grounds other than redundancy or early retirement. This included 22% who left through normal age retirement which was higher than the percentage of all leavers due to normal age retirement (16%).

Although the general trawl is a tool in workforce reduction, many who have submitted a Note of Interest leave the Council on reasons other than redundancy.

Workforce Reduction Strategy

Our workforce reduction strategy is closely aligned to the Council's budget strategy. We have intelligence on those who wish to leave on grounds of redundancy until March 2014.

We are reviewing our approach to ensure that the required workforce reduction is achieved and continues to be managed consensually, wherever possible.

Within Catering and Cleaning there was a need for significant savings within the schools

catering budget. A review of over 800 employees in terms of contract hours, and

when they were worked, avoided the need to make redundancies.

Following proposals to close the cafes in the Community Use Schools alternatives were

proposed from three of the 13 staff involved. One employee successfully submitted a proposal to

set up a franchise, another employee proposed to deliver the same service under self-employment

status and a third employee produced a comprehensive business plan detailing how their

role could be self-funding.

Home care provision is being redesigned to better meet the changing demands of the client group, whilst

ensuring the service can continue to deliver high quality care. Job redesign and the introduction of

technology has been key to enabling the enhanced service delivery model. Savings have been achieved through contract variation and vacancy management.

Approximately 1,200 staff were affected.


Management Posts

291 management posts were identified for agreed savings over a three year period. All Directorates are on target and most have exceeded their target for year one.

Workforce/Establishment Change

Workforce savings required for 2011/12 were met and target workforce reductions were exceeded. Plans to meet the 2012/13 reductions agreed by the Council are progressing.

Since April 2010 the Council has reduced its establishment by 7% (1,320 Full Time Equivalent employees). A further 7% is required over the next two years (based on establishment levels at April 2010).

Workforce Change Projects

82 workforce change exercises were undertaken in 2011/12

A significant number of exercises were managed entirely consensually. While there was a requirement for statutory redundancy consultation notices to be initially issued in 36 exercises, these were still largely completed on a consensual basis.

Projects Supported

Chief Executive 0

Corporate Services 2

Education 9

Enivronmental & Development 28

Finance & Resources 2

Housing & Communities 26

Social Work 15

TOTAL 82

Workforce Change



No of Compulsory

No of Voluntary Total No

Budget Posts Deleted* (FTE**)

Chief Executive 0 4 4 21.6

Corporate Services 0 37 37 14.7

Education 1 146 147 66.2

Environment & Development 1 94 95 41.8

Finance & Resources 0 29 29 18

Housing & Communities 43 70 113 9.9

Social Work 1 41 42 305.7

TOTAL 46 421 467 477.9

Number of Redundancies 2011/12

Workforce Change

Redundancies

90% of redundancies in 2011/12 were voluntary, reflecting Fife Council’s commitment to manage workforce reduction consensually where possible. Of the 46 compulsory redundancies, many arose from the closure of Ardroy Outdoor Education Centre and the review of various community use facilities.

76% of redundant employees were within the 50-64 age band and many of these leavers were approaching the normal retirement age of 65.

7% of employees leaving through redundancy were aged 65 or over. The removal of the default retirement age means that the Council can no longer compel employees to retire when they reach 65.

18% of those leaving through redundancy were aged under 50, however of these, 71% of those left voluntarily.

FundingThe Council's funding strategy gives full consideration to how costs of redundancy/early retirement will be recovered and has a policy which requires full costs to be paid back within a defined period, currently three years. The actual recovery period typically averages payback in less than half of that time, providing significant savings every year from 2012/13 onwards.


*Budgeted posts which have become vacant through natural turnover and are deleted to produce a budget saving. **Full Time Equivalent employees.

Annual Workforce Report 2011/12Workforce Change

Terms and Conditions

During 2011/12, the Council agreed to continue discussions with the Trade Unions with the aim of agreeing changes to terms and conditions of service, alongside introducing the nationally recognised Living Wage for employees. A ‘no compulsory redundancy’ policy is also to be discussed.

Work has been carried out with Services to understand how our terms and conditions could be changed to help staff work more flexibly within a modern organisation. And, critically, what impact any changes would have on individuals, different groups of staff and council services.

Introducing the Living Wage would have a positive impact on our lowest paid employees, but it is not the only benefit that can be offered to staff. Consideration is being given to the cost implications of any changes that are going to be proposed. Ultimately, there is a need to ensure that our terms and conditions package is sustainable for both the financial challenges ahead and our changing business needs.

Nationally, we are soon approaching the end of the current period of pay restraint, and consideration is also being given to what, if anything, might be possible nationally in relation to pay and terms and conditions.

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Workforce Planning

Workforce planning continues to play a vital role in redefining the future shape of the Council to meet its current and emerging priorities.

Reviewing and improving our approach to workforce planning is a key objective of the Workforce Transformation Programme. The Corporate Management Team (CMT) will receive a report in Dec 2012 which will outline the current organisational position and challenges, future challenges and Directorate and HR responses. Following this, we will assess options around new tools to support workforce planning as well as how we can improve the availability and use of workforce profiling information.

As the Council continues to support and contribute to local and national initiatives to strengthen approaches around workforce planning. This year Fife acted as an early lead council, piloting a new national initiative launched through the SPDS Workforce Planning Portfolio Group and Improvement Service. Education and Learning also continue to support national work to promote a greater gender balance for Teachers at Primary School level.

At a Directorate level workforce planning activities continue to focus on re-configuring the workforce to meet the requirements of future delivery models, which in many cases will be delivered in conjunction with new delivery partners.

Addressing the challenges arising from the workforce equalities profile also continues to be a priority across the Council.

Workforce Change


Current Workforce Pressures:

Services are using a variety of approaches to address these areas, including the use of traineeships for Engineers and Catering Coordinators. Given the current budget restraints however, it is becoming increasingly difficult to fund such schemes. It is expected that additional funding will become available for youth unemployment and work has been done to model how additional funds could be used. This includes looking at modern apprenticeship schemes currently offered and widen these into different areas such as care and professional roles to address skills gaps.

Home Care and Meals on Wheels – (particularly in the NE Fife area)

Cleaners

Secondary Teachers – Drama, Home Economics & Business Education

Engineers

Catering Coordinators


Youth Employment

The number of young people aged 18-24 in Fife claiming Job Seekers Allowance in June 2012 was 3,505, a rate of 9.1% of that age group. This is higher than the Scottish rate of 8.3%.

Beneath the headline unemployment figures, it is now clear that the continuing economic downturn is having a greater impact on young people and that the impact is significantly worse in this recession than in the last. Long-term youth unemployment is now rising at a faster rate than at any point in the past 20 years (source: Office for National Statistics). The challenge is to ensure that high youth unemployment does not lead to permanent impacts for those individuals through their adult life, with consequent issues for their community and local support from public services.

Fife Council has expressed a commitment to increase opportunities for young people across Fife. As the largest employer, we can lead by example, ensuring we engage and foster youth employment.

Workforce Investment


In 2012/13, Fife Council will invest in various employability initiatives, including…

Modern Apprenticeships – 150 places will be available, targeted at 16-19 year olds

Fife Young Persons Initiative – 9 waged in work placements will be available to 16-24 year olds

Get Ready for Work – 50 places will be available on a support programme for disadvantaged young people aged 16-18

Work 4 U – 99 placements will be offered to 4th and 5th year students with additional support needs


Modern Apprentices

8 apprentices were taken on under the Adopted Apprentice scheme throughout 2011/12. This scheme started in 2009 to support apprentices across Fife who, as a result of the downturn of the construction industry, were made redundant, allowing them to complete their training.

Funding is provided through Skills Development Scotland to cover the costs of gaining the SVQ qualifications, however the Services cover the employment costs. Funding is under pressure and a fall in the number of apprenticeships is expected in 2012/13. The proposed Fife Youth Contract Fund, however, seeks to secure additional funding for the creation of up to 36 additional Modern Apprenticeships.

The majority of apprentices are employed in trade, craft and administration roles. These jobs currently have the highest proportion of young people. There are far fewer young people employed in the care and professional job family roles. A number of Modern Apprenticeship frameworks related to these jobs currently exist and efforts will be made to ensure any additional funding is directed to these areas.



Annual Workforce Report 2011/12Workforce Investment

The Council’s workforce reduction project needs to be balanced by investment in the workforce to ensure that we have a workforce fit for the future. The Workforce Transformation Programme sets out to improve performance with a reduced workforce, whilst ensuring an improvement in capability to meet the increasing future demand for services.

Work is on-going through the Entry and Intake Project to ensure, that by March 2013:• a co-ordinated approach exists to ways into work in Fife Council,• opportunities are identified and delivered to develop, expand and apply schemes and initiatives in Fife Council, and• investment opportunities are identified for young people, which support the ethos of ‘grow your own’ and are aligned to our workforce planning needs.

Transitions & Deployment

Meeting future Council objectives will require a multi-skilled, agile workforce capable of proactively responding to changing demands.

By March 2013, the Corporate Redeployment Register will be replaced with a ‘transitions pool’ that will act as a fast track alternative to recruitment , provide a talent pipeline and help retain high performers and valuable skills in the organisation. New technologies and social media will help create a more responsive service for both recruiting managers and employees.

Redundancies will be minimised as employees will have access to temporary and permanent vacancies across Directorates, including opportunities to cover for sickness absence, secondments or maternity cover. Employees will also be able to voluntarily enter the transitions pool to either transfer if there is a post closer to home, or gain early access to promoted posts.

The transitions pool will be launched first for the Admin/Clerical occupational group before expanding for all employees.

Mobility

To increase internal mobility and complement the strategy of workforce reduction, Resourcing Restrictions were introduced in 2010. The restrictions limit advertising of jobs to internal candidates in the first instance, unless there is a business justification otherwise.

In 2011/12, 52% of all appointments made were external candidates. A significant number of these vacancies arose from recruitment campaigns such as, newly qualified teachers, home carers and seasonal posts, where a high volume of external appointments would be expected.

During 2011/12, there were 3,142 instances of employees either changing their job (contract) or commencing an additional job (contract) within the Council. This equated to about 15% of all contracts. Movement between Directorates, however, is limited with fewer than 1% moving to a different Directorate.

As the transitions and deployment project develops, internal appointments and mobility will increase as employees with the right skills, knowledge and behaviours are deployed where and when they are needed. The need for temporary employees and agency workers should reduce.


Entry and Intake



Workforce Development


A key strand of the workforce development programme this year has been to support front line managers in their role. Short courses offer people management skills such as attendance management, discipline and investigation (run by ACAS), managing performance and coaching. These courses provide skills development to help with key change programmes currently being undertaken across the council. We are also an accredited learning centre for the Charted Management Institute (CMI) with learners achieving a nationally recognised qualification.

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The diverse corporate programme reflects the type of skills and knowledge needed to successfully deliver services to our customers. This year has seen the focus on the following key areas:

NEW for 2012 has been the ‘Developing Personal Resilience’ course. This provides participants with the knowledge & skills to be able to positively influence and navigate challenges.

50 participants have already benefited from the course with more planned in the future.

A new skills programme is being developed to support employees through the changing environment. Topics for 2012/13 are:

What our customers are saying:

“Very interesting and relevant to my work place & Staff

team”

Working Collaboratively Personal Performance, flexibility & adaptability Continuous Improvement & Innovative Solutions

Corporate Learning Management System (CLMS)CLMS was introduced during 2010/11, providing an electronic platform for learners to view course info, book onto classroom based training and evaluate courses attended. It also provides learners the opportunity to update their professional development records. The system will continue to be developed to provide ‘post course evaluation’ and ‘back at work’ analysis.

Overall satisfaction levels•Process of booking a place 84%•Trainer 97%•The course 92%•Course relevance 90%

E-Learning

Provision and access to e-learning has been improved to support our mobile and flexible workforce. E-learning content can be accessed 24/7 from home, public computers and any Fife Council building with internet connections. All employees are now able to access over 200 courses which cover a wide range of skills and knowledge development.

3,603 Learning & Development opportunities were made available during 2011/12


Kingdom FM ‘Local Hero’ Awards – Best School

The investment in developing our staff and supporting them to do their job well has resulted in a variety of external awards. The Council has some successes to build on in the future all driven by a committed and proud workforce.

COSLA Excellence Award – Securing a Workforce for the

Future, Displaced Apprentices

MJ Achievement Awards – Public Protection Achievement of the Year

Royal Town Planning Institute’s National Planning Awards –

Overall Award &

Spatial Strategies Category Award

EFQM Recognised for Excellence – Gold Award

COSLA Excellence Award – Strong and Sustainable Communities –

‘Celebrating Fife 2010 – a Year of Culture

Green Flag Award – Enhanced Eco-Schools Status

59 external awards, including…


Beautiful Scotland Awards –

Cupar in Bloom

APSE Apprentice and Trainee Awards – UK Female Electrical & Mechanical Apprentice of the Year

National Recycling Awards 2011 – Electrical and Electronic Equipment

Recycler of the Year

Scottish Transport Awards – Local Authority of the Year

Scottish Business Diversity Awards – Work Initiative of the Year


Annual Workforce Report 2011/12Workforce Transformation Programme

Values & Behaviours

In addition to their knowledge and skills, employees will be expected to share common values and behaviours based on Performance, Efficiency, Customer Focus and Staff Empowerment. Each project within the programme is aligned to at least one of these values. The values aim to inspire staff, enhance engagement and improve retention.

Page 15

Employee Performance Management

Work is underway to make employee performance management more current and straightforward for all of the workforce, creating a flexible system that can adapt to changing business needs. The process will be simpler and the approach more focussed on performance, behaviours and outcomes. This will be in place by March 2013.

Coach, empower and motivate employees

to reach their full potential

Coach, empower and motivate employees

to reach their full potential

Use discretion and judgement to

manage people and situations

Use discretion and judgement to

manage people and situations

Role model positive behaviours

Role model positive behaviours

Are highly visible and strong

corporate citizens

Are highly visible and strong

corporate citizens

Are resilient and able to manage ambiguity

Are resilient and able to manage ambiguity

Work flexibly across a wide range of

organisational areas and delivery models

Work flexibly across a wide range of

organisational areas and delivery models

Are accountable for results and are expected

to constructively challenge to improve

performance

Are accountable for results and are expected

to constructively challenge to improve

performance

The Fife Manager will provide a consistent Council leadership style

where leaders in the

Council…

In partnership with NHS Fife and University of St Andrews, the Council delivers a Postgraduate Certificate in Collaborative Leadership which aims to build skills and experience in leading and learning together across multiple organisations. 22 employees have achieved the certificate in 2011/12. The impact of the programme has been stronger partnership working and putting the customer at the heart of service design and delivery. The second programme started in April 2012 with 24 participants.

Leadership & Development

A Leadership Steering Group has been set up to shape the Corporate Leadership and Management Framework and provide a consistent approach to developing the ‘Fife Manager’. A leadership development programme will also be delivered by March 2013.

Documents

ANNUAL WORKFORCE REPORT