Meeting of 10 October 2018 - d1ssu070pg2v9i.cloudfront.net · 10/10/2018 · College on Wednesday 10 October 2018 at 0900 hours in the Boardroom, G10, at Aberdeen City Campus. AGENDA

HUMAN RESOURCES COMMITTEE

Meeting of 10 October 2018


NOTICE There will be a meeting of the Human Resources Committee of North East Scotland College on Wednesday 10 October 2018 at 0900 hours in the Boardroom, G10, at Aberdeen City Campus.

AGENDA Agenda Item

Paper

14-18 Apologies for Absence 15-18 Declaration of any Potential Conflicts of Interest in relation to

any Agenda Items

16-18 Minute of Previous Meeting – 18 April 2018 X 17-18 Matters Arising from the Previous Meeting X Matters for Decision 18-18 Programme of Business AY2018-19 X 19-18 People Strategy Matters for Discussion 20-18 HR & OD Management Information Report X 21-18 HR & OD Enhancement Plan AY2018-19 X 22-18 Employee Code of Conduct X Matters for Information 23-18 National Collective Bargaining Update X 24-18 Employee Engagement Update X 25-18 HR & Payroll System Demonstration 26-18 Any Other Business 27-18 Summation of Business and Date of Next Meeting

Agenda Item 16-18


Draft Minutes of the meeting of the Human Resources Committee held on 18 April 2018 at 1400 hours in G10, Aberdeen City Campus.

Agenda Item

Present: Josh Gall John Henderson – Vice Chair (Chair) Robin McGregor Liz McIntyre Ken Milroy

In attendance: Kimra Donnelly, Director of HR & Organisational Development Pauline May, Secretary to the Board Zoe Burn, Minute Secretary

01-18Apologies: Apologies were presented for Ann Bell and Ian Gossip.

02-18Declaration of any Potential Conflicts of Interest in relation to any Agenda Items There were no declarations of potential conflicts of interest.

03-18Minutes of Previous Meeting – 17 October 2017 The minutes were approved as a true and accurate record.

04-18

Matters Arising from the Previous Meeting Members noted the Matters Arising Report. The Principal and Mr McGregor provided additional information relating to the ‘All Staff Conference’ held in January 2018, including the effective organisation and running of the Event, the role played by the Leadership Team, and positive feedback received from staff. No further matters were raised.

Matters for Discussion

05-18

Performance Reporting – Annual HR KPIs The Committee noted the report on annual management statistics relating to College staff, including headcount, turnover, vacancies, appointments, absence, qualifications and employee relation cases. Ms Donnelly summarised key issues highlighted by the statistics, and a discussion was held on the reporting of stress.

06-18

HR & OD Enhancement Plan AY2017-18 – Interim Review Members considered the HR & OD Enhancement Plan for AY2017-18.

Ms Donnelly explained the need to delay the implementation of the new HR & Payroll System, but highlighted that testing to date had not identified any significant issues.

2

In noting that to date no progress has been made against the action to develop an effective succession planning procedure, Ms Donnelly advised that the new HR & Payroll System would help with this by providing reliable data. Ms McIntyre added that structural changes being implemented as of 01 August 2018 will also inform a new approach to succession planning.

07-18

Presentation – New HR Strategy The Committee received a presentation from Ms Donnelly on the development of the College’s new People Strategy. Members were updated on key achievements against the HR Strategy 2014-17 in relation to Recruitment, Organisational development, HR/Payroll system and processes, and Employee engagement. Ms Donnelly presented five proposed key people themes for the new Strategy – Equalities, Culture enhancement and change, Leadership and management, Flexible workforce, and Improved efficiency. Members were also advised of four proposed key ambitions for the Strategy based around attracting, supporting, developing and retaining staff.

In response to a query from Mr Milroy, Ms Donnelly commented that the biggest challenges currently being faced by the College in relation to staff are the harmonisation of national bargaining and staff resilience.

Members were advised that the new Strategy would be presented to the Committee at its first meeting in AY2018-19.

Matters for Information

08-18

National Collective Bargaining Update Members were updated on the progress of National Collective Bargaining and how these developments will impact the College.

The Principal explained the Implementation Note for the November 2017 National Joint Negotiating Committee (NJNC) Agreement. Members were advised that the College Calendar had been adjusted to incorporate the additional two days of annual leave for lecturing staff and that these changes included reverting to a two week break at October. It was noted the changes had been received positively by the majority of staff. Members were also advised that the change to class contact time would be addressed through improved staff utilisation.

In relation to support staff, the Principal provided further information on the organisational change proposal, noting that this was not currently included in the NRPA.

Mr Milroy advised of recent Employers’ Association changes and proposed future developments. Members were also advised of the new validation role the SFC is to undertake in relation to National Collective Bargaining, and of concerns which have been raised regarding national job evaluation processes.

It was noted that the Regional Chair and Principal remain involved with the Employers’ Association and will continue to update both the HR Committee and the Regional Board accordingly.

09-18

Organisational Development Update The Committee was provided with information on Organisational Development activities undertaken to date in AY2017-18, including teaching qualifications, the College’s new Performance Review System (iCON), Induction and Compliance Training, and the ‘All Staff Conference’.

3

Ms Donnelly advised of considerations currently being given as to how to improve the accuracy of data provided in relation to teaching qualifications.

The Principal advised that discussions would shortly be held regarding the College’s current and possible future approach to teaching staff qualifications and registration.

10-18

Any Other Business In acknowledging work currently being undertaken in relation to staffing structures and roles, the Principal advised that the Regional Board would be updated on related developments and proposals at the Strategy Event scheduled for 25 April 2018.

11-18

Summation of Business and Date of Next Meeting The Secretary gave a summation of the business conducted. The next meeting of the Human Resources Committee will be scheduled following discussion of the Programme of Meetings for AY2018-19.

Reserved Items of Business – Matter for Information

12-18

Vice Principal Finance & Resources - Recruitment

13-18Summation of Reserved Items of Business The Secretary gave a summation of the reserved business conducted.

Meeting ended 1500 hours

Agenda Item

Actions from Human Resources Committee 18/04/18

Responsibility Deadline

07-18

New HR Strategy to be presented at first meeting of HR Committee in AY2018-19.

K Donnelly Mid-September 2018

Please note: A paper has not been included under Agenda Item 17-18, Matters Arising from the Previous Meeting, as the above action is addressed under Agenda Item 19-18. Developments relating to agenda items discussed at the last meeting of the Committee are also addressed under other agenda items due for consideration on 10 October 2018.

Agenda Item 18-18



Title: Programme of Business AY2018-19 Author: Pauline May

Contributor(s): Liz McIntyre Kimra Donnelly

Type of Agenda Item:

For Decision ☒

For Discussion ☐

For Information ☐

Reserved Item of Business ☐

Purpose: To enable the Committee to consider its Programme of Business for AY2018-19.

Linked to Strategic Aim:

Linked to Annual Priority:

Executive Summary: The attached Programme of Business details the proposed schedule of key items of Committee Business throughout academic year 2018-19.

Recommendation: It is recommended that the Committee set the Programme of Business for AY2018-19.

Previous Committee Recommendation/Approval (if applicable):

None

Equality Impact Assessment:

Positive Impact ☐

Negative Impact ☐

No Impact ☒

Evidence:

Agenda Item 18-18 Appendix 1

HUMAN RESOURCES COMMITTEE – DRAFT PROGRAMME OF BUSINESS AY2018-19 Please note that the Programme of Business will be amended as required to include agenda items that arise throughout the academic year.

10 OCTOBER 2018 For Decision

Programme of Business AY2018-19 People Strategy

For Discussion HR & OD Management Information Report HR & OD Enhancement Plan 2018-19 Employee Code of Conduct

For Information National Collective Bargaining Update Employee Engagement Update HR & Payroll System Demonstration

17 APRIL 2019 For Decision

Gender Pay Gap Report Equal Pay Statement and Policy

For Discussion Equality Outcomes 2017-21 - Progress Report Equality Mainstreaming – Progress Report HR & OD Enhancement Plan 2018-19 – Progress Report

For Information National Collective Bargaining Update Organisational Development Update

Risk Register Updates if required.

Agenda Item 19-18



Title: People Strategy

Author: Kimra Donnelly, Director of HR&OD

Contributor(s):


For Decision ☒

For Discussion ☐

For Information ☐


Purpose: To provide the Committee with an opportunity to consider the College’s new People Strategy.

Linked to Strategic Goal:

2. Develop the skills, talents and potential of all of the people who come to college either to learn or to work.


6. Deliver a range of employee engagement activities based on the promotion of vision and values and behaviours in support of a positive culture, strong working relationships and an excellent working environment.

Executive Summary: In June 2018, the Regional Board adopted a new Strategic Plan for the period 2018-2021. The delivery of this Plan is supported by a number of single-themed supporting strategies, including the People Strategy. At its meeting in April 2018, the Committee received a presentation on the proposed approach for the development of the new People Strategy. Since then the Director of HR&OD has developed the document in conjunction with the College’s HR & OD Teams. The Strategy has also been considered by both the Senior Management Team and the Leadership Team. The new People Strategy identifies six key themes that will be crucial in ensuring that the College’s strategic ambitions relating to HR&OD are achieved:

1. Attraction, Recruitment & Retention 2. Empower & Engage 3. Performance & Development

4. Leadership & Management 5. Equality & Diversity 6. Wellbeing.

The People Strategy details each of the above and how the HR&OD Teams will support the College in achieving them. Recommendation: It is recommended that the Committee approve and adopt the College’s new People Strategy.

Previous Committee Recommendation/Approval (if applicable): None.


Positive Impact ☒

Negative Impact ☐

No Impact ☐

Evidence: The People Strategy identifies strategic themes and actions that will support the College in delivering the Strategic Plan, embed the College’s Vision and Values and provide a positive working experience for all employees.

STRATEGIC PLAN2018-2021

S T R A T E G YP E O P L E

People Strategy

© North East Scotland College 2018

1. Aim 1.1 North East Scotland College’s (NESCol) people are at the heart of the College. Our

people are talented, innovative, work with integrity and are essential to achieving the College’s ambitions.

1.2 It is the Human Resources & Organisational Development (HR&OD) team’s mission to provide an excellent client focused service that is aligned to the College’s strategic objectives, which are delivered through its People Strategy.

2. Introduction and Context

2.1 In its Strategic Plan 2018-2021 NESCol has identified

five Strategic Themes with accompanying Strategic Goals. These are:

2.1.1 Strategic Theme: Being Responsive

Strategic Goal One: Deliver high quality, accessible and inclusive learning and training opportunities, which transforms lives and which support the economic and social development of our region.

2.1.2 Strategic Theme: Developing People Strategic Goal Two: Develop the skills, talents and potential of all of the people who come to college either to learn or to work.

2.1.3 Strategic Theme: Working in Partnership Strategic Goal Three: Work with our partners to deliver positive and sustainable change for the individuals, communities and businesses in our region.

2.1.4 Strategic Theme: Delivering Quality Strategic Goal Four: Deliver an excellent learning environment and experience leading to successful outcomes for all learners.

2.1.5 Strategic Theme: Building Sustainability Strategic Goal Five: Optimise the use of our available resources to deliver financial and environmental sustainability.

2.2 A number of Strategic Objectives have been identified in relation to each Strategic Theme and its Goal which detail how they will be achieved. This supporting Strategy aims to ensure progress against the following Strategic Objectives:

• Strategic Goal Two - Objectives 2.1, 2.2, 2.3, 2.4, 2.5, 2.6, 2.8 • Strategic Goal Four - Objectives 4.1, 4.6, 4.10 • Strategic Goal Five - Objective 5.7.

3. Strategy Themes and Objectives

3.1 The College has identified six key themes that will be crucial in ensuring that its strategic

ambitions relating to HR&OD are achieved:

3.1.1 Attraction, Recruitment & Retention 3.1.2 Empower & Engage

Corpoarte Strategy

People Strategy

HR&OD Service

https://nescol.ac.uk/sites/default/files/documents/strategic-planning-and-information-document/strategic-plan-2018-2021.pdf

People Strategy


3.1.3 Performance & Development 3.1.4 Leadership & Management 3.1.5 Equality & Diversity 3.1.6 Wellbeing

NORTH EAST SCOTLAND COLLEGE

3.1.1 In order to ensure that the College attracts, recruits and retains the best people

the College will:

• Develop our employer reputation as an ‘employer of choice’; • Through effective workforce planning ensure to clearly identify the roles

required for the future and develop targeted campaigns to recruit to them; • Develop our recruitment processes and practices to ensure they are flexible,

attract a high calibre pool of applicants and deliver an excellent candidate experience at every stage of the recruitment process;

• Incorporate ‘Total Reward Package’ into the recruitment process; • Ensure staffing structures meet the College’s requirements to deliver its strategic

objectives.

3.1.2 In order to ensure that our people are empowered and engaged, the College will:

• Embed the College’s approach to Employee Engagement into everything that

we do; • Work with the College’s leaders and managers and in partnership with the

trade unions, to encourage transformational engagement with our staff to improve the working environment and the student experience;

• Ensure that staff have the opportunity to have their say, through staff surveys, focus groups and consultations;

• Provide all staff with the right and opportunity to engage in dialogue though the performance review process, iCon.

Attraction Recruitment &

Retention

Empower & Engage

Performance & Development

Leadership & Management

Equality & Diversity

Wellbeing

People Strategy


3.1.3 In order to ensure that staff have every opportunity to perform to their potential and succeed the College will support and develop our people by:

• Encouraging staff to take person responsibility for their own performance and

development; • Designing and commissioning relevant development programmes that meet

the needs of our staff, as well as proactively responding to the College’s strategic themes, goals and priorities;

• Ensuring that our staff are clear about what is expected of them and their role through proactive performance management;

• Providing expert facilitation and support to enable managers and staff to undertake transformational change;

• Creating an environment where staff are actively engaged in continuous improvement;

• Enhance the capability and capacity of those delivering the People Strategy, building a team who are creative, confident and highly motivated.

3.1.4 In order to ensure that the College’s leaders and managers will create an environment where our people and students achieve success, the College will:

• Provide our leaders with the necessary skills and behaviours to lead others to

deliver excellence throughout the College; • Provide support to enable effective management practice at all levels, through

a culture of collaboration and collegiality; • Ensure that all leaders and managers are aware of their responsibilities and their

performance is reviewed and recognised; • Develop our staff to become managers and leaders to ensure the College has

workforce plans in place for the future; • Ensure that our leaders advocate the College’s values and behaviours and

address issues where colleagues are not acting in line with these.

3.1.5 In order to contribute to an approach to equality and diversity that ensures

success for all learners and maintains a culture of respect and opportunity for all the College will:

• Embed equality and diversity into everything we do to eliminate unlawful

discrimination, harassment and victimisation; • Actively participate in the development and implementation of the whole

College theme of “Respect”; • Ensure that engagement takes place with staff groups from protected

characteristics through collaboration, communication and consultation. • Attract, retain and develop a diverse range of people to work for the College

and enable those that work for NESCol to have access to open and transparent career development and progression.

• Undertake Equal Pay Reviews every three years and implement the actions arising from the resulting Action Plans.

• Enhance the collection, analysis and monitoring of equalities data and relevant equalities information.

People Strategy


3.1.6 In order to develop a systematic approach to a “mentally healthy college” and deliver activities to promote wellbeing and good mental health for staff and students the College will:

Actively support the health and wellbeing of our staff and offer proactive and

relevant interventions and services; Provide a systematic approach to a “mentally healthy college” and deliver

activities to promote wellbeing and good mental health for staff; Provide staff with the opportunity to work toward achieving a successful work

life balance.

4. Responsibilities 4.1 The HR Committee will be responsible for approving the Strategy. 4.2 The Principal will monitor the Strategy’s implementation and review the Strategy to

ensure it continues to meet the College’s needs. 4.3 The Director of HR & OD will ensure that the Strategy is implemented across all

campuses. 4.4 The HR & OD Team will support the implementation of the Strategy.

5. Monitoring and Review

5.1 The HR Committee will review progress in relation to the implementation of the Strategy by considering updates on the annual HR& OD Enhancement Plan.

5.2 Progress will be monitored through regular updates provided by the Director of HR & OD to the Principal.

5.3 Updates will be shared with the Leadership Team to encourage collaborative working and consultation in support of the Strategy as appropriate.

5.4 The Director of HR & OD will evaluate the Strategy’s implementation at Team meetings to monitor progress and to identify required actions in response to any emerging issues or priorities.

6. Related Documents

6.1 Strategic Plan 6.2 Outcome Agreement 6.3 College Strategies: Finance Strategy, Health & Safety Strategy, Information Technology

Strategy, Marketing & Communications Strategy 6.4 College suite of HR Policies and Procedures 6.5 HR & OD Enhancement Plan

Status: Draft approved by SMT, For consideration by HR Committee 10 October 2018 Approved by: HR Committee Date of Version: August 2018 Date of EIA: To be completed Responsible for Strategy: Principal & Chief Executive Responsible for Implementation of Strategy: Director of HR & OD Date of Review: August 2021

1

Equality Impact Assessment (EIA) Form

Part 1. Background Information. (Please enter relevant information as specified.)

Title of Policy or Procedure. Details of Relevant Practice:

People Strategy

Person(s) Responsible.

Director of HR & OD

Date of Assessment:

01-10-2018

What are the aims of the policy, procedure or practice being considered?

To ensure that the HR&OD team provide an excellent client focused service that is aligned to the College’s strategic objectives, which are delivered through its People Strategy.

Who will this policy, procedure or practice impact upon?

The people of NESCol’s are at the heart of the College. This includes but is not limited to; staff, students, stakeholders and members of the public. This Strategy in turn could impact all of the above.

Part 2. Public Sector Equality Duty comparison (Consider the proposed action against each element of the PSED and describe potential impact, which may be positive, neutral or negative. Provide details of evidence.)

Need Impact Evidence • Eliminating unlawful

discrimination, harassment and victimisation.

• Advancing Equality of Opportunity

• Promoting Good relations.

• This Strategy identifies themes and objectives taken from NESCol’s ‘Strategic Plan 2018-2021’. In particular referencing the strategic objectives as detailed in section 2.2.

• This Strategy provides clear themes and objectives along with responsibilities expected from the HR&OD team along with additional stakeholders – this Policy applies equally to all staff irrespective of protective characteristics.

*Strategic Plan 2018-2021 *Consulted with SMT and Leadership Team

2

• This policy promotes apositive workingrelationship betweenmanagement, HR and allstaff in order to ensure allstaff in informed and cleardirection is giving onwhat’s expected from thedelivery of the PeopleStrategy.

• Updates to the PeopleStrategy will be sharedwith the Leadership teamalong withcommunications beingsent out to all staff. This willbe done via electroniccommunication andannouncements on theCollege intranet.Alternative arrangementsmay need to be put inplace for those who arevisually impaired or do nothave daily access to acomputer.

• All information is on theIntranet – arrangementsneed to be in place forstaff unable to use thesemedium –e.g. visuallyimpaired.

Part 3. Action & Outcome (Following initial assessment, describe any action that will be taken to address impact detected)

HR, Management and any relevant departments, will provide assistance in applying any reasonable adjustments in applying this Strategy.

3

Sign-off, authorisation and publishing Name: Alison Kerr Position: HR Business Partner Signature:

Date: 01/10/2018 Where will impact be published?

College intranet and electronic communication.

Agenda Item 20-18



Title: HR & OD Management Information Report

Author:, Kimra Donnelly, Director of HR&OD

Contributor(s): Elaine Reid, Senior Business Partner & Alison Kerr, Business Partner


For Decision ☐

For Discussion ☒

For Information ☐


Purpose: To provide the Committee with 6-monthly management statistics on staff turnover, absence and the number of formal employee relation cases for the period January to June 2018.


5. Optimise the use of our available resources to deliver financial and environmental sustainability.


14. Create a revised approach to the use of data through effective use of business analytics to support planning for quality enhancement, optimising use of the new HR system.

Executive Summary: The Management Information Report, attached as Appendix 1, compares data from 2017 with the first 6 months of 2018. The report highlights the following:

• Turnover fell from 15.4% in 2016 to 9.5% in 2017. For the first 6 months of this year the College’s overall turnover was 4%.

• There is little difference in the turnover rate between lecturing staff with 4.5% and support staff with 4.1%.

• The percentage of days lost due to sickness is slightly down in the first 6 months of 2018 at 2.5% compared to 2.9% for 2017. However, annual figures for 2018 will provide a more accurate picture of the College’s absence rate trends.

• Recent reports on Scottish Public Sector absence rates indicate an average absence rate of between 2.8% and 3%.

• Anxiety, stress and depression remains the top reason for number of days lost due to absence at the College.

The College would hope to see a continued reduction in the number of days lost due to anxiety, stress and depression with the implementation of initiatives such as the ‘mentally healthy college’. The Staff Equality Data Report, attached as Appendix 2, presents employee equality data by protected characteristics for 2017 and 2016. This report provides employee data, by protected characteristic, as at December 2017 and is compared with data as at December 2016. It includes data on recruitment and retention. It should be noted that an analysis of employee protected characteristics information will be carried out by 30 April 2019, when – under the Equality Act 2010 Public Sector Equality Duty, Specific Duties for Scotland– the College will be required to publish its employment data by protected characteristic. This will include:

• an annual breakdown of information gathered (covering the previous two years i.e. 2018 and 2017, as the College’s previously published data covered 2016 and 2015);

• details of progress made in gathering and using information to better perform the general duty.

The 2017 data from this report will feed into the staff data report that will be published next year. Recommendation: It is recommended that the Committee consider the information provided.



Positive Impact ☐

Negative Impact ☐

No Impact ☒

Evidence:

This report contains statistical information only.


Management Information – January to June 2018 Average Headcount and FTE for the period January – June 2018

Staff category Headcount FTE Lecturing staff 291 264.9 Support staff (excluding Guidance tutors/Instructors)

241

214.2

Instructors/Assessors 32 24.3 Guidance Tutors 9 8.7 Total 572 512.0

Note: Totals may not add up due to rounding

Turnover

Staff category Turnover in Jan-June 2018 Lecturing staff 4.5% Support staff (excluding Guidance tutors/Instructors)

4.1%

Instructors/Assessors 0.0% Guidance Tutors 0.0% Overall staff turnover 4.0%

Note: calculated as total number of leavers in a category/ staff headcount in that category x100 Vacancies The College had 46 vacancies in the period January – June 2018: Vacancy Aberdeen Fraserburgh Altens Other Total Teaching 15 3 2 2 22

Support 12 1 1 0 14

Manager/SMT 4 4 1 0 9

Post withdrawn/ on hold

1 0 0 0 1

Total 32 8 4 2 46

Please note: • Teaching includes Instructors/verifiers/assessors; • Vacancies cover the number of new vacancies that were advertised during

Jan-June (and not vacancies that were e.g. initially advertised at the end of December and were still open in January);

• Manager/SMT vacancies were due to a restructuring and include internal vacancies for Curriculum Manager and Head of Faculty posts.

Appointments Of the 46 vacant posts in the period January-June 2018, 19 appointments were made. Vacancy Number of appointments Teaching 8 Support 10 Manager/SMT 1 Total 19

Please note that teaching includes Instructors/verifiers/assessors It should be notes that most of the Teaching and Manager vacancies led to appointments being made in August. This would account for the discrepancy between the number of vacancies and appointments. Sickness Absence Campus Number of days lost in

Jan – June 2018 (Average headcount in

Jan-June 2018 = 572)

Number of days lost in 2017

(Average headcount in 2017 = 576.1)

Aberdeen 1034 2159 Fraserburgh 624 1736 Altens 171 467 Total number of days lost to absence

1829 4362

Days lost as % of days available to work

2.5%

2.9%

Long-term absence, defined as an absence of 28 days or more, are: Reason (long-term absence) Number of working days

lost in Jan-June 2018 Number of working

days lost in 2017 Anxiety/Stress/Depression/Other psychiatric illness

238 566

Heart, cardiac and circulatory

142 42

Endocrine/glands (diabetes, thyroid)

130 109

Benign and Malignant Tumours/Cancers

120 356

Episodes of absence Reason Number of absences in

Jan-June 2018 Number of absences

in 2017 Cold, Cough, Flu 114 162 Gastrointestinal Problems 76 158 Headache/Migraine 34 51

Overall Number of Working Days Lost for Top Three Reasons Reason Number of working days

lost in Jan-June 2018 Number of working

days lost in 2017 Anxiety/Stress/Depression/Other psychiatric illness

319 664

Cold, Cough, Flu 277 372 Other Known Causes 187 363 Gastrointestinal Problems 146 325

Staff group and qualification 2016–17 Actual

2017-18 Actual

Lecturers holding TQFE 84% 84% Lecturers holding an assessor award 83% 83% Lecturers holding a verifier award 66% 68% Instructors / VTAs holding an introductory teaching qualification

73% 86%

Instructors / VTAs holding an assessor award 83% 95% Guidance Tutors holding an appropriate post graduate guidance qualification

77% 80%

The above table represents qualifications held by the end of the academic year and includes all staff who joined and left during the year.

Please Note that although the TQFE figures seem to be static, 11 lecturers have successfully completed TQFE during 2017-18.


North East Scotland College: Staff Equality Data, by Protected Characteristics: 2017 compared with 2016 Introduction This report presents employee equality data by protected characteristics for 2017 and 2016. It should be noted that an analysis of employee protected characteristics information will be carried out by 30 April 2019, when – under the Equality Act 2010 Public Sector Equality Duty, Specific Duties for Scotland– the College will be required to publish its employment data by protected characteristic. This will include:

• an annual breakdown of information gathered (covering the previous two years ie 2018 and 2017, as the College’s previously published data covered 2016 and 2015)

• details of progress made in gathering and using information to better perform the general duty.

The 2017 data from this report will feed into the staff data report that will be published next year. Overview This report provides employee data, by protected characteristic, as at December 2017 and is compared with data as at December 2016. It includes data on recruitment and retention. As at December 2017, the College had a headcount of 571 (FTE 512.8) compared with 585 (FTE 522) as at December 2016. Percentage figures – based on these headcount figures - are given to enable year-on-year comparisons of the data to be made. Staff data by protected characteristics It should be noted that where there are fewer than 5 staff in any category, the figures are not detailed as staff could otherwise be identified. Gender profile The College’s Equal Opportunities Form, under the heading of gender, includes the options of: male; female; other, but no staff indicated they were in the “other” category. The College employs more women (321 in 2017; 328 in 2016) than men (250 in 2017; 257 in 2016). As at December 2017, the gender profile for the College was as follows:

Male – headcount

Male – % of overall Headcount

Female number

Female – % of overall Headcount

Overall Headcount

Overall Staff %

Full-time 219 38.4% 196 34.3% 415 72.7%

Part-time 31 5.4% 125 21.9% 156 27.3%

Total 250 43.8% 321 56.2% 571 100% Note: % figures are rounded to one decimal place As at December 2016, the gender profile for the College was as follows:

Male – headcount

Male – % of overall Headcount

Female number

Female – % of overall Headcount

Overall Headcount

Overall Staff %

Full-time 226 38.6% 194 33.2% 420 71.8%

Part-time 31 5.3% 134 22.9% 165 28.2%

Total 257 43.9% 328 56.1% 585 100% Note: % figures are rounded to one decimal place

2

Age profile The age profile as at December 2017 was:

Age Total Number Total % of overall headcount

Male Total Female Total

16-29 49 8.6% 14 35 30-44 173 30.3% 70 103 45-59 290 50.8% 128 162 60-74 59 10.3% 38 21 75+ 0 0% 0 0 Total 571 100% 250 321

*Note: % figures are rounded to one decimal place As at December 2016, the age profile of staff was:

Age Total Number Total % of overall headcount

Male Total Female Total

16-29 51 8.7% 17 34 30-44 184 31.5% 73 111 45-59 296 50.6% 132 164 60-74 54 9.2% 35 19 75+ 0 0% 0 0 Total 585 100% 257 328

*Note: % figures are rounded to one decimal place Ethnicity profile The table below outlines the ethnicity profile for the College, December 2016 compared with December 2017. Note that where there are fewer than 5 staff in any category, the figures are not detailed as staff could otherwise be identified. Note: % figures are rounded to one decimal place; N/P = not published

Ethnicity Total Number

2016

Total % of overall headcount

2016

Total Number

2017


2017 White: Scottish 415 70.9% 411 72.0% White: English 53 9.1% 47 8.2% White: Welsh N/P N/P N/P N/P White: Irish N/P N/P N/P N/P

White: Other 46 7.9% 46 8.1% Mixed N/P N/P N/P N/P

Asian: Indian 5 0.9% 6 1.1% Asian: Pakistani 0 0% 0 0%

Asian: Bangladeshi 0 0% 0 0% Asian: Chinese N/P N/P N/P N/P

Asian: Other N/P N/P N/P N/P Black: Caribbean 0 0% 0 0%

Black: African 5 0.9% 5 0.9% Other N/P N/P N/P N/P

Prefer not to say/Not

47 8.0% 40 7.0%

3

Disability profile The disability profile for the College as at December 2017 (out of a headcount of 571) was:

Total Number Total % of overall headcount Male Female

Disabled 38 6.7% 18 20 Not disabled 482 84.4% 207 275

Prefer not to say/ Not indicated 51 8.9% 25 26

Note: % Figures have been rounded to one decimal place and may not add up to 100 As at December 2016, the disability profile for the College was (out of a headcount of 585):

Total Number Total % of overall headcount Male Female

Disabled 44 7.5% 19 25 Not disabled 487 83.2% 211 276

Prefer not to say/

54 9.2% 27 27 Note: % Figures have been rounded to one decimal place and may not add up to 100 Religion or Belief profile (including no belief) The following table outlines the religion or belief (including no belief) profile for the College at December 2016 and December 2017. Where there are fewer than 5 staff in a category, the actual number of staff is not published.

Religion Total Number

2016


2016

Total Number

2017


2017 Christian 244 41.7% 232 40.6% Buddhist N/P N/P N/P N/P

Hindu N/P N/P 5 0.9% Jewish N/P N/P N/P N/P Muslim N/P N/P N/P N/P Atheist N/P N/P N/P N/P Other 5 0.9% 6 1.1%

No Religion/Belief 199 34.0% 205 35.9% Prefer not to say/

Not indicated 123 21.0% 114 20.0% Note: % figures are rounded to one decimal place; N/P = Not published

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Marital Status The following table details the marital status profile for the College at December 2016 and December 2017:

Marital Status Total Number of Staff 2016

Total % of

overall headcount

2016

Total Number of Staff 2017

Total % of

overall headcount

2017 Married/Civil Partnership 338 57.8% 339 59.4%

Single/Cohabiting 170 29.1% 170 29.8% Separated/Divorced 39 6.7% 39 6.8%

Prefer not to say/ Not indicated 27 4.6% 16 2.8%

Widowed 11 1.9% 7 1.2% Note: % figures are rounded to one decimal place and may not total to 100% Pregnancy and Maternity The following section details the number of pregnancies/maternity leaves for 2017 and 2016. However, where there are fewer than 5 staff, the information is not published as staff could otherwise be identified. There were 10 pregnancies/maternity leaves at various points during 2017. It should be noted that the timing of maternity leave has an impact on when the member of staff returns to work eg if a member of staff’s maternity leave begins in October 2017, they would be less likely to return to work before the end of 2017. The figures below should, therefore, be interpreted in this light. Fewer than 5 women who went on maternity leave at some point during 2017 came back to work in 2017, so the actual numbers are not reported. Given this, no further information or breakdown (eg regarding flexible working, returning to the same post) is published. In 2016, a total of 9 women came to work after having been on maternity leave at some point during 2016. Of the 9 members of staff returning to work during 2016, after maternity leave: All came back to the same post as they held before All flexible working requests to reduce working hours were granted

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Sexual Orientation The sexual orientation profile of the College for 2016 and 2017 is detailed in the following table: Where there are fewer than 5 staff in a category, the number of staff is not published. Given the small numbers in some categories – and for consistency purposes – no further breakout is given of this protected characteristic, as individual staff could otherwise be identified.

Sexual Orientation

Total number of staff


2016

Total number of staff 2017


2017 Heterosexual 456 77.9% 448 78.5%

Bisexual N/P N/P 6 1.1% Lesbian N/P N/P N/P N/P

Gay 5 0.9% 8 1.4% Prefer not to say/

118

18.7%

Note: % figures are rounded; N/P = not published Transgender/Gender Reassignment There are the same number of staff in 2017 and 2016 who disclosed that they are transgender. However, as there are fewer than 5 staff in the transgender category, actual numbers are not reported, as individual staff could otherwise be identified. Retention of Staff This section includes data on leavers, by protected characteristic, as well as information that can have an impact on retention, such as flexible working. During 2017, 55 staff left the College, equating to a turnover of 9.5% (ie total number of leavers in 2017, divided by the average monthly headcount in 2017 x 100) During 2016, 46 staff left the College, equating to a turnover of 7.8%. Age profile The table below details the age profile of staff, compared with age profile of staff who left the College during 2017 and is compared with 2016: The age profile for 2017 is:

Age group Number of staff (at Dec 2017)

Number of leavers during 2017

16-29 49 6 30-44 173 19 45-59 290 20 60-74 59 10

This compares with 2016:

Age group Number of staff (at Dec 2016)

Number of leavers during 2016

16-29 51 7 30-44 184 20 45-59 296 8 60-74 54 11

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Marital Status The marital status profile of leavers in 2017 is consistent with the wider staff profile, in that the majority of leavers were in the “married” category (32) and the majority of staff were also in the married category (339 as at December 2017). The next largest category was the “single” category (17 leavers; 170 staff as at December 2017). Other categories had fewer than 5 staff and so are not reported, but are in line with the wider staff marital status profile. In 2016, the majority of leavers were in the married category (27) and the majority of staff were also in the “married” category (338 as at December 2016). The next largest category was the “single” category (13 leavers; 170 staff as at December 2016). Other categories had fewer than 5 staff and so are not reported, but are in line with the wider staff marital status profile. Sexual Orientation The sexual orientation profile of leavers in 2017 was consistent with the wider staff profile in that the majority of leavers were in the “heterosexual” category (41) as were the majority of staff (448 as at December 2017). The next largest category was “not indicated” (13 leavers; 107 staff). Other categories are not reported due to small numbers but are in line with wider staff statistics. In 2016, the majority of leavers were in the “heterosexual” category (33) as were the majority of staff (456 as at December 2016). The next largest category was “not indicated” (12 leavers; 118 staff). Other categories are not reported due to small numbers but are in line with wider staff statistics. Transgender The Transgender profile of leavers was as follows in 2017: the majority of leavers (35 leavers) were in the did not indicate/prefer not to say category and; 20 leavers indicated they did not change gender/did not have a different gender to the one they were assigned at birth. In 2016, Leavers were in the “not indicated” category Ethnicity The ethnicity of leavers in 2017 was in line with the wider staff profile, in that the majority were in a white ethnic category (49 leavers). Other categories are not reported due to small numbers but are in line with wider staff statistics. In 2016, the majority of leavers were in a white ethnic category (41 leavers). Other categories are not reported due to small numbers but are in line with wider staff statistics. Religion/Belief In 2017, the religion/belief profile of leavers, where there are 5 or more people in a given category, is as follows: 26- Christian 15- No Religion 13- Prefer not to say/not indicated. In 2016, the religion/belief profile of leavers was broadly similar to the wider staff profile, although slightly more people in the “no religion/belief” category left the College (18) with 199 staff being in this category as at December 2016, compared with 16 leavers in the “Christian” category (244 staff as at December 2016). 11 leavers were in the “not indicated” category (123 staff). Other categories are not reported due to small numbers but are in line with wider staff statistics.

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Disability: The disability profile of leavers in 2017 was consistent with the wider staff profile in that the overwhelming majority did not report a disability (44 out of 55 leavers; 482 staff with no declared disability as at December 2017). 5 leavers preferred not to say/did not indicate if they had a disability (51 staff) and 6 had a disability (38 staff at December 2017). In 2016, the overwhelming majority of leavers did not report a disability (37 leavers; 487 staff with no declared disability as at December 2016). There were fewer than 5 staff in other categories so no further information is published. Reasons for leaving In 2017, the main reasons for staff leaving are as follows:

Reason Total

New Job 14 Voluntary Severance 12 Retirement 9

There were fewer than 5 staff in other categories of reason for leaving, so no further information is detailed. In 2016, the main reasons for leaving were: new job; retirement. Flexible Working Requests There were 16 flexible working requests that came to HR and all were approved and put in place, in 2017. All flexible working requests that came to HR were approved and put in place in 2016. Discipline/Grievance The number of disciplinaries/grievances in 2017 and in 2016 (that went beyond the investigation stage) is too small to report as staff could otherwise be identified. Shared Parental Leave The College has had no request for shared parental leave in 2017, nor in 2016. Recruitment of Staff The College had 54 vacant posts during 2017, resulting in 61 appointments (as in some cases, more than one person was required for a post). Unlike for staff data where, if there were fewer than 5 members of staff in a category, numbers were not published as staff could otherwise be identified, at the recruitment stage, all numbers are reported so that the data can highlight any potential – and otherwise unseen - bias within the recruitment process. The one exception to this is for transgender/gender reassignment figures, where due to very small numbers overall, they are only reported at the application stage. It should be noted that there were some anomalies in the applications by protected characteristics data for 2017. In such circumstances, the affected figures (n=17) were included in the “not indicated” category. However, there were no anomalies in the data for the shortlisted and appointed categories, so the figures are not directly comparable, but will give a broadly indicative picture (for 2017). In 2016, the College had 37 vacancies (and made 37 appointments) which were advertised and filled via its electronic recruitment system “Talentlink”. In addition, one SMT vacancy was advertised and appointed externally – and so is not included in these statistics (although it

8

should be noted that the agency involved was appropriately briefed on equal opportunities’ compliance). Applications: There were 1134 applications for the 54 vacancies (resulting in 61 appointments) advertised and filled during 2017 via Talentlink. The gender breakdown of the 54 vacancies for which there were 1134 applications in 2017 is as follows:

Gender category Number of applications % of applications Male 427 37.7% Female 662 58.4% Other 1 0.1% Prefer not say 3 0.3% Not indicated 41 3.6%

Note: % figures are rounded and so may not total 100% This compares with 790 applications for the 37 vacancies advertised and filled during 2016 via Talentlink. The gender breakdown of the 790 applications in 2016 was as follows:

Gender category Number of applications % of applications Male 289 36.6% Female 491 62.2% Other 2 0.3% Prefer not say 2 0.3% Not indicated 6 0.8%

Note: % figures are rounded and so may not total 100% The ethnicity breakdown of the 1134 applications in 2017 was as follows:

Ethnicity category Number of applications % of applications White 954 84.1% Black & Ethnic Minority (BME) 107 9.4% Mixed 15 1.3% Other 17 1.5% Prefer not say 0 0.0% Not indicated 41 3.6%

Note: % figures are rounded This compares with the ethnicity breakdown of the 790 applications in 2016:

Ethnicity category Number of applications % of applications White 669 84.7% Black & Ethnic Minority (BME) 97 12.3% Mixed 7 0.9% Other 15 1.9% Prefer not say 1 0.1% Not indicated 1 0.1%

Note: % figures are rounded The disability breakdown of the 1134 applications in 2017 was as follows:

Disability category Number of applications % of applications No disability 811 71.5% Disability 105 9.3% Prefer not to say 17 1.5% Not indicated 201 17.7%

Note: % figures are rounded

9

This compares with the disability breakdown of the 790 applications in 2016: Disability category Number of applications % of applications No disability 582 73.7% Disability 73 9.2% Prefer not to say 17 2.2% Not indicated 118 14.9%

Note: % figures are rounded The sexual orientation breakdown of the 1134 applications in 2017 was as follows:

Sexual orientation category Number of applications % of applications Heterosexual/straight 1000 88.2% Lesbian/Gay female 10 0.9% Gay male 18 1.6% Bisexual 18 1.6% Other 2 0.2% Prefer Not To Say 40 3.5% Not indicated 46 4.1%

Note: % figures are rounded This compares with the sexual orientation breakdown of the 790 applications in 2016:

Sexual orientation category Number of applications % of applications Heterosexual/straight 734 92.9% Lesbian/Gay female 8 1.0% Gay male 10 1.3% Bisexual 8 1.0% Other 2 0.3% Prefer Not To Say 24 3.0% Not indicated 4 0.5%

Note: % figures are rounded Transgender In 2017, 3 declared their gender was not the same gender they were assigned at birth; 6 “preferred not to say”; the remaining 1125 indicated that their birth gender had not changed. In 2016, 3 applicants declared they were not transgender; 6 “preferred not to say”; the remaining 781 did not indicate. The religion/belief breakdown of the 1134 applications in 2017 was as follows:

Religion/belief category Number of applications % of applications Christian 379 33.4% Muslim 40 3.5% Hindu 15 1.3% No religion/belief 573 50.5% Other 6 0.5% Prefer Not to Say 60 5.3% Not indicated 61 5.4%


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This compares with the religion/belief breakdown of the 790 applications in 2016: Religion/belief category Number of applications % of applications Christian 255 32.3% Muslim 34 4.3% Hindu 13 1.6% No religion/belief 412 52.2% Other 8 1.0% Prefer Not to Say 52 6.6% Not indicated 16 2.0%

Note: % figures are rounded The marital status breakdown of the 1134 applications in 2017 was as follows:

Marital status category Number of applications % of applications Married/Civil Partnership 433 38.2% Single 470 41.4% Divorced 74 6.5% Separated 27 2.4% Widowed 4 0.4% Prefer Not to Say 44 3.9% Not indicated 82 7.2%

Note: % figures are rounded and so may not total 100% This compares with the marital status breakdown of the 790 applications in 2016:

Marital status category Number of applications % of applications Married/Civil Partnership 308 39.0% Single 342 43.3% Divorced 51 6.5% Separated 15 1.9% Widowed 7 0.9% Prefer Not to Say 40 5.1% Not indicated 27 3.4%

Note: % figures are rounded and so may not total 100% The age breakdown of the 1134 applications in 2017 is as follows:

Age category Number of applications % of applications 16-24 168 14.8% 25-34 388 34.2% 35-44 246 21.7% 45-54 196 17.3% 55-64 89 7.8% 65+ 0 0.0% Not indicated 47 4.1%

This compares with the age breakdown of the 790 applications in 2016:

Age category Number of applications % of applications 16-24 128 16.2%

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25-34 276 34.9% 35-44 212 26.8% 45-54 115 14.6% 55-64 49 6.2% 65+ 1 0.1% Not indicated 9 1.1%

Pregnancy/maternity Pregnancy/maternity data are not collected during the recruitment process. These data are only collected for staff and are reported in the staff section of this report. Shortlisting There were 284 candidates shortlisted (out of 1134 applications) for the 54 vacancies (resulting in 61 appointments) in 2017. This compares with 174 candidates being shortlisted in 2016 (out of 790 applications for 37 vacancies). For comparative purposes, the percentage of the applicants who are in the same protected characteristic category, is also given. So, for example, if 30% of applicants are in a given category, proportionately, one would expect around 30% of those shortlisted also to be in that category. As outlined earlier, it should be noted that there were some anomalies in the applications by protected characteristics data in 2017. In such circumstances, the affected figures (n=17) were included in the “not indicated” category. However, there were no anomalies in the data for the shortlisted and appointed categories, so the figures are not directly comparable, but will give a broadly indicative picture (for 2017). The Gender breakdown of the 284 shortlisted candidates in 2017 is compared with the percentage of applications by gender:

Gender category Number shortlisted

% of shortlisted % of applications

Male 123 43.3% 37.7% Female 159 56.0% 58.4% Other 0 0.0% 0.1% Prefer not say 0 0.0% 0.3% Not indicated 2 0.7% 3.6%

Note: percentage figures are rounded

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This compares with the Gender breakdown of the 174 shortlisted candidates in 2016 and is compared with the percentage of applications by gender:

Gender category Number shortlisted


Male 62 35.6% 36.6% Female 106 60.9% 62.2% Other 1 0.6% 0.3% Prefer not say 0 0.0% 0.3% Not indicated 5 2.9% 0.8%

Note: percentage figures are rounded The Ethnicity breakdown of the 284 shortlisted candidates in 2017 is as follows and is compared with the percentage of applications by ethnicity:

Ethnicity category Number shortlisted % shortlisted % of applications

White 256 90.1% 84.1% Black & Ethnic Minority (BME)

21 7.4% 9.4%

Mixed 2 0.7% 1.3% Other 3 1.1% 1.5% Prefer not say 0 0.0% 0.0% Not indicated 2 0.7% 3.6%

Note: % figures are rounded This compares with the Ethnicity breakdown of the 174 shortlisted candidates in 2016, which is as follows and is compared with the percentage of applications by ethnicity:

Ethnicity category Number shortlisted % shortlisted % of applications

White 148 85.1% 84.7% Black & Ethnic Minority (BME)

21 12.1% 12.3%

Mixed 2 1.1% 0.9% Other 2 1.1% 1.9% Prefer not say 0 0.0% 0.1% Not indicated 1 0.6% 0.1%

Note: % figures are rounded The Disability breakdown of the 284 shortlisted candidates in 2017 is as follows and is compared with the percentage of applications by disability status:

Disability category Number shortlisted % shortlisted % applications No disability 208 73.2% 71.5% Disability 29 10.2% 9.3% Prefer not to say 8 2.8% 1.5% Not indicated 39 13.7% 17.7%

Note: % figures are rounded The Disability breakdown of the 174 shortlisted candidates in 2016 is as follows and is compared with the percentage of applications by disability status:

Disability category Number shortlisted % shortlisted % applications No disability 133 76.4% 73.7% Disability 20 11.5% 9.2% Prefer not to say 3 1.7% 2.2% Not indicated 18 10.3% 14.9%


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The Sexual Orientation breakdown of the 284 shortlisted candidates in 2017 is as follows and is compared with the percentage of applications by sexual orientation:

Sexual orientation category Number shortlisted % shortlisted % of applications

Heterosexual/straight 262 92.3% 88.2% Lesbian/Gay female 4 1.4% 0.9% Gay male 4 1.4% 1.6% Bisexual 5 1.8% 1.6% Other 1 0.4% 0.2% Prefer Not To Say 6 2.1% 3.5% Not indicated 2 0.7% 4.1%

Note: % figures are rounded This compares with the Sexual Orientation breakdown of the 174 shortlisted candidates in 2016 which is as follows and is compared with the percentage of applications by sexual orientation:

Sexual orientation category Number shortlisted % shortlisted % of applications

Heterosexual/straight 160 92.0% 92.9% Lesbian/Gay female 3 1.7% 1.0% Gay male 0 0.0% 1.3% Bisexual 0 0.0% 1.0% Other 0 0.0% 0.3% Prefer Not To Say 9 5.2% 3.0% Not indicated 2 1.1% 0.5%

Note: % figures are rounded The Religion/belief breakdown of the 284 shortlisted candidates in 2017 is as follows and is compared with the percentage of applications by religion/belief:

Religion/belief category Number shortlisted % shortlisted % of applications Christian 95 33.5% 33.4% Muslim 6 2.1% 3.5% Hindu 2 0.7% 1.3% No religion/belief 158 55.6% 50.5% Other 1 0.4% 0.5% Prefer Not to Say 18 6.3% 5.3% Not indicated 4 1.4% 5.4%

Note: % figures are rounded The Religion/belief breakdown of the 174 shortlisted candidates in 2016 is as follows and is compared with the percentage of applications by religion/belief:

Religion/belief category Number shortlisted % shortlisted % of applications Christian 53 30.5% 32.3% Muslim 6 3.4% 4.3% Hindu 6 3.4% 1.6% No religion/belief 91 52.3% 52.2% Other 13 7.5% 1.0% Prefer Not to Say 2 1.1% 6.6% Not indicated 3 1.7% 2.0%


14

The Marital Status breakdown of the 284 shortlisted candidates in 2017 is as follows and is compared with the percentage of applications by marital status:

Marital status category

Number shortlisted % shortlisted % of applications

Married/Civil Partnership

123 43.3% 38.2%

Single 115 40.5% 41.4% Divorced 16 5.6% 6.5% Separated 12 4.2% 2.4% Widowed 0 0.0% 0.4% Prefer Not to Say 10 3.5% 3.9% Not indicated 8 2.8% 7.2%

Note: % figures are rounded and so may not total 100% The Marital Status breakdown of the 174 shortlisted candidates in 2016 is as follows and is compared with the percentage of applications by marital status:


Number shortlisted % shortlisted % of applications


82 47.1% 39.0%

Single 67 38.5% 43.3% Divorced 9 5.2% 6.5% Separated 3 1.7% 1.9% Widowed 1 0.6% 0.9% Prefer Not to Say 9 5.2% 5.1% Not indicated 3 1.7% 3.4%

Note: % figures are rounded and so may not total 100% The Age breakdown of the 284 shortlisted candidates in 2017 is as follows and is compared with the percentage of applications by age:

Age category Number shortlisted % shortlisted % of applications 16-24 43 15.1% 14.8% 25-34 89 31.3% 34.2% 35-44 64 22.5% 21.7% 45-54 53 18.7% 17.3% 55-64 30 10.6% 7.8% 65+ 0 0.0% 0.0% Not indicated 5 1.8% 4.1%

The Age breakdown of the 174 shortlisted candidates in 2016 is as follows and is compared with the percentage of applications by age:

Age category Number shortlisted % shortlisted % of applications 16-24 23 13.2% 16.2% 25-34 56 32.2% 34.9% 35-44 49 28.2% 26.8% 45-54 33 19.0% 14.6% 55-64 10 5.7% 6.2% 65+ 0 0.0% 0.1% Not indicated 3 1.7% 1.1%

Appointments The College had 54 vacant posts during 2017, resulting in 61 appointments (as in some cases, more than one person was required for a post). The tables in this section detail the number and percentage of the 61 appointments in each protected characteristic category. For comparative purposes, the percentage of the 284

15

shortlisted candidates in each protected characteristic category is also given, as is the percentage of the 1134 applications in each category. So, for example, if 30% of applications are in a given category, proportionately, one would expect around 30% of those shortlisted and around 30% of those appointed also to be in that category. As outlined earlier, it should be noted that there were some anomalies in the applications by protected characteristics data in 2017. In such circumstances, the affected figures (n=17) were included in the “not indicated” category. However, there were no anomalies in the data for the shortlisted and appointed categories, so the figures are not directly comparable, but will give a broadly indicative picture (for 2017). A total of 37 appointments were made via Talentlink in 2016. For comparative purposes, the percentage of the 174 shortlisted candidates in each protected characteristic category is also given, as is the percentage of the 790 applicants in each category. The Gender breakdown of appointed candidates is as follows in 2017 and is compared with the percentage of applications as well as the percentage of those shortlisted, by gender:

Gender category Number appointed

% of appointments


Male 19 31.1% 43.3% 37.7% Female 42 68.9% 56.0% 58.4% Other 0 0.0% 0.0% 0.1% Prefer not say 0 0.0% 0.0% 0.3% Not indicated 0 0.0% 0.7% 3.6%

Note: % figures are rounded The Gender breakdown of appointed candidates in 2016 is as follows and is compared with the percentage of applications as well as the percentage of those shortlisted, by gender:

Gender category Number appointed

% of appointments


Male 13 35.1% 35.6% 36.6% Female 23 62.2% 60.9% 62.2% Other 0 0% 0.6% 0.3% Prefer not say 0 0% 0% 0.3% Not indicated 1 2.7% 2.9% 0.8%

Note: % figures are rounded The Ethnicity breakdown of appointed candidates in 2017 is as follows and is compared with the percentage of applications as well as the percentage of those shortlisted, by ethnicity:

Ethnicity category Number appointed

% appointed % shortlisted % of applications

White 57 93.4% 90.1% 84.1% Black & Ethnic Minority (BME)

3 4.9% 7.4% 9.4%

Mixed 1 1.6% 0.7% 1.3% Other 0 0.0% 1.1% 1.5% Prefer not say 0 0.0% 0.0% 0.0% Not indicated 0 0.0% 0.7% 3.6%

Note: % figures are rounded;

16

The Ethnicity breakdown of appointed candidates in 2016 is as follows and is compared with the percentage of applications as well as the percentage of those shortlisted, by ethnicity:

Ethnicity category Number appointed


White 35 94.6% 85.1% 84.7% Black & Ethnic Minority (BME)

2 5.4% 12.1% 12.3%

Mixed 0 0.0% 1.1% 0.9% Other 0 0.0% 1.1% 1.9% Prefer not say 0 0.0% 0.0% 0.1% Not indicated 0 0.0% 0.6% 0.1%

Note: % figures are rounded; The Disability breakdown of appointed candidates in 2017 is as follows and is compared with the percentage of applications as well as the percentage of those shortlisted, by disability status:

Disability category Number appointed

% appointed % shortlisted % applications

No disability 48 78.7% 73.2% 71.5% Disability 7 11.5% 10.2% 9.3% Prefer not to say 1 1.6% 2.8% 1.5% Not indicated 5 8.2% 13.7% 17.7%

Note: % figures are rounded The Disability breakdown of appointed candidates in 2016 is as follows and is compared with the percentage of applications as well as the percentage of those shortlisted, by disability status:

Disability category Number appointed

% appointed % shortlisted % applications

No disability 30 81.1% 76.4% 73.7% Disability 4 10.8% 11.5% 9.2% Prefer not to say 0 0.0% 1.7% 2.2% Not indicated 3 8.1% 10.3% 14.9%

Note: % figures are rounded The Sexual Orientation breakdown of appointed candidates in 2017 is as follows and is compared with the percentage of applications as well as the percentage of those shortlisted, by sexual orientation:

Sexual orientation category

Number appointed


Heterosexual/straight 55 90.2% 92.3% 88.2% Lesbian/Gay female 2 3.3% 1.4% 0.9% Gay male 1 1.6% 1.4% 1.6% Bisexual 1 1.6% 1.8% 1.6% Other 0 0.0% 0.4% 0.2% Prefer Not To Say 1 1.6% 2.1% 3.5% Not indicated 1 1.6% 0.7% 4.1%


17

The Sexual Orientation breakdown of appointed candidates in 2016 is as follows and is compared with the percentage of applications as well as the percentage of those shortlisted, by sexual orientation:

Sexual orientation category

Number appointed


Heterosexual/straight 35 94.6% 92.0% 92.9% Lesbian/Gay female 1 2.7% 1.7% 1.0% Gay male 0 0.0% 0.0% 1.3% Bisexual 0 0.0% 0.0% 1.0% Other 0 0.0% 0.0% 0.3% Prefer Not To Say 1 2.7% 5.2% 3.0% Not indicated 0 0.0% 1.1% 0.5%

Note: % figures are rounded The Religion/belief breakdown of appointed candidates in 2017 is as follows and is compared with the percentage of applications as well as the percentage of those shortlisted, by religion/belief category:

Religion/belief category

Number appointed

% appointed

% shortlisted % of applications

Christian 21 34.4% 33.5% 33.4% Muslim 0 0.0% 2.1% 3.5% Hindu 0 0.0% 0.7% 1.3% No religion/belief 35 57.4% 55.6% 50.5% Other 0 0.0% 0.4% 0.5% Prefer Not to Say 5 8.2% 6.3% 5.3% Not indicated 0 0.0% 1.4% 5.4%

Note: % figures are rounded The Religion/belief breakdown of appointed candidates in 2016 is as follows and is compared with the percentage of applications as well as the percentage of those shortlisted, by religion/belief category:

Religion/belief category

Number appointed

% appointed


Christian 16 43.2% 30.5% 32.3% Muslim 0 0.0% 3.4% 4.3% Hindu 2 5.4% 3.4% 1.6% No religion/belief 18 48.6% 52.3% 52.2% Other 0 0.0% 7.5% 1.0% Prefer Not to Say 1 2.7% 1.1% 6.6% Not indicated 0 0.0% 1.7% 2.0%

Note: % figures are rounded The Marital Status breakdown of appointed candidates in 2017 is as follows and is compared with the percentage of applications as well as the percentage of those shortlisted, by marital status:


Number appointed



24 39.3% 43.3% 38.2%

Single 28 45.9% 40.5% 41.4% Divorced 2 3.3% 5.6% 6.5% Separated 3 4.9% 4.2% 2.4% Widowed 0 0.0% 0.0% 0.4% Prefer Not to Say 2 3.3% 3.5% 3.9% Not indicated 2 3.3% 2.8% 7.2%

Note: % figures are rounded and so may not total 100%

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The Marital Status breakdown of appointed candidates in 2016 is as follows and is compared with the percentage of applications as well as the percentage of those shortlisted, by marital status:


Number appointed



18 48.6% 47.1% 39.0%

Single 17 45.9% 38.5% 43.3% Divorced 1 2.7% 5.2% 6.5% Separated 0 0.0% 1.7% 1.9% Widowed 0 0.0% 0.6% 0.9% Prefer Not to Say 1 2.7% 5.2% 5.1% Not indicated 0 0.0% 1.7% 3.4%

Note: % figures are rounded and so may not total 100% The Age breakdown of appointed candidates in 2017 is as follows and is compared with the percentage of applications as well as the percentage of those shortlisted, by age:

Age category Number appointed

% appointed


16-24 8 13.1% 15.1% 14.8% 25-34 17 27.9% 31.3% 34.2% 35-44 16 26.2% 22.5% 21.7% 45-54 13 21.3% 18.7% 17.3% 55-64 5 8.2% 10.6% 7.8% 65+ 0 0.0% 0.0% 0.0% Not indicated 2 3.3% 1.8% 4.1%

The Age breakdown of appointed candidates in 2016 is as follows and is compared with the percentage of applications as well as the percentage of those shortlisted, by age:

Age category Number appointed

% appointed


16-24 9 24.3% 13.2% 16.2% 25-34 14 37.8% 32.2% 34.9% 35-44 8 21.6% 28.2% 26.8% 45-54 5 13.5% 19.0% 14.6% 55-64 0 0.0% 5.7% 6.2% 65+ 0 0.0% 0.0% 0.1% Not indicated 1 2.7% 1.7% 1.1%

Agenda Item 21-18



Title: HR&OD Enhancement Plan AY2018-19


Contributor(s):


For Decision ☐

For Discussion ☒

For Information ☐


Purpose: To enable the Committee to monitor progress of the HR&OD Enhancement Plan for AY2018-19.


2. Develop the skills, talents and potential of all of the people who come to college either to learn or to work.


5. Deliver and cascade a whole College approach to leadership training based on College vision and values, strategic priorities and required skills and knowledge

Executive Summary: From the HR&OD’s Self Evaluation the service priorities for academic year 2018-19 have been identified and set out in Section 5: Enhancement Plan (Appendix 1). This report provides information on the 7 identified areas for development:

1. HR & Payroll System – Implementation of Phase 2 (HR) The College has fully implemented Resourcelink for payroll processing. The Payroll team are now processing all aspects of payroll and no longer use Activepay. The transition from Teamspirit to Resourcelink for payroll processing went very well with no disruption to employee payments. Phase two will address HR processes introducing e-forms wherever possible, improve absence reporting, incorporate OD processes and provide accurate employee information directly to managers.

An internal audit of Payroll was undertaken by Wylie & Bisset in August 2018, which received an overall outcome of ‘strong’ – a copy of the related report is attached as Appendix 2 for Members’ information.

2. Workforce Planning HR&OD will develop of Workforce Plan Framework that will inform the Colleges workforce structure based on current and future strategic objectives.

3. Staff Development Through closer working between HR and OD, the teams will develop a corporate training plan aligned with the strategic objectives and implement the Leadership Development Programme.

4. Health & Wellbeing HR&OD will deliver activities that promote wellbeing and good mental health for employees.

5. Equalities Awareness

HR&OD will contribute to the strategic objective to create a positive and supportive culture based on respect, trust, engagement and clarity of shred purpose.

6. Enhance Partnership Working with the Students’ Association HR&OD will work closer with the Students’ Association to develop working practices that gain feedback from learners to improve the services that HR&OD deliver.

7. National Bargaining HR&OD will implement changes as agreed through nation bargaining and ensure that employees are well informed of the changes taking place.

Recommendation: It is recommended that the Committee consider the content of this report and its Appendices.

Previous Committee Recommendation/Approval (if applicable): None


Positive Impact ☒

Negative Impact ☐

No Impact ☐

Evidence: Enhancement of the services and information that HR & OD provide will enable the College to better support those employees with protected characteristics.


ENHANCEMENT PLAN Please reference each Developmental Driver using the following coding: Annual Priority – Reference to the codes within the Annual Priority Document (AP) Area for Improvement (from the self-evaluation) – Reference back to the self-evaluation (AI) above Objective (from a College Supporting Strategy) – See each strategy for reference code Re-establishing a previous strength or as a new development – Reference back to Education Scotland Quality How Good Is Our College? 2016 (HGIOC) Corporate Operational Risk – Reference back to the College Risk Register (R) Equality Outcome – Reference to the Equality Outcomes and Action Plan (E)

No. Area for Development (Developmental Driver)

Impact (The intended difference to be made)

Actions to be taken (Describe each activity you will undertake to have the desired impact)

By When & by Whom

Developmental Driver Code (e.g. AP1, AI1, E1, R1, FT1)

Update & Evaluation

1 HR & Payroll System - Implement Phase 2

Reduce the number of paper dependant processes within HR. Incorporate the training booking and absence reporting into the HR system. Provide workflow management for HR. Provide a manager's self-service support them with managing their teams. Provide accurate and accessible management information

Formalise the project plan for phase 2. Implement the project plan.

Formalised project plan by 31 August 2018. Implementation of phase 2 March 2019. This will be undertaken by the Project Officer hand the HR&OD Teams

AP 13, AI 3.1 E1 Strategic Objective 2.2

2 Workforce Planning Workforce Planning will inform the Colleges workforce structure based on current and future strategic objectives, future needs of the wider community, available funding and wider policy and legislative initiatives.

• Develop of Workforce Plan Framework.

• Data Analysis.

July 2019 HR & OD Business Partner

Strategic Objective 2.2, A1 1.1 &2.6

3 Staff Development To Provide support, development and opportunity to our staff through a refreshed

• Review, Restructure & Co-locate HR & OD

January 2018 – Director of HR & OD

Strategic Objective Goal 2 - 2.2

2




By When & by Whom


Update & Evaluation

and prioritised approach to organisation development supporting our strategic goals

• Develop & Implement Leadership Development Programme.

• roduce a corporate Training Plan aligned with the strategic objectives and annual priorities.

2018/19 - Training – HR Manger (OD) October 2018 – Training Manger OD

A16

4 Health & Wellbeing To deliver activities that promote wellbeing and good mental health for staff.

Review the Occupational Health provision to ensure that there is a provision for Health & Wellbeing that meets the College's aim of becoming a mentally healthy college.

January 2019 – Director of HR

A1 8

5 Equalities Awareness

To contribute to the strategic objective to create a positive and supportive culture based on respect, trust, engagement and clarity of shared purpose.

• Actively contribute to the Equalities Action Group.

• Develop a corporate training that address the actions set by the Equalities Action Group.

• Undertake a compliance training refresh for staff.

2018/19 All of HR & OD October 2018 HR Manger (OD) 2018/19 HR Manger (OD)

Strategic Objective Goal 2 – 2.4, A 7

6

Enhance partnership working with the Students’ Association

To develop working practices that gain feedback from learners

• Work with the Students’ Association on

2018/19 - All of HR & OD

Strategic Object Goal 2 – 2.5,

3




By When & by Whom


Update & Evaluation

to improve the services HR & OD deliver.

Health & Wellbeing and Equalities initiatives.

• Invite views from the Student Association on what training they believe our staff may benefit from.

• Invite student representatives to one of our HR & OD team meetings to share ideas on how we can work closer together.

January 2019 - HR Manager (OD) October 2019 – Director of HR & OD

A 7, A1 1.3

7 National Bargaining To implement changes as agreed through national bargaining and ensure that staff are well informed of the changes taking place.

• Work with the Communications Group and the Director of Marketing & Communications to develop a communication action plan for national bargaining.

• Implement national agreements within the stipulated time scales.

September 2019 – Director of HR & OD 2018/19 - All of HR & OD

A12

North East Scotland College

Internal Audit 2017-18

PayrollAugust 2018

Overall Conclusion

Strong


TABLE OF CONTENTS

1

North East Scotland College Payroll

Section Page

1 EXECUTIVE SUMMARY .......................................................................................................................................................................................... 2

2 BENCHMARKING ................................................................................................................................................................................................. 11

3 DETAILED RECOMMENDATIONS ........................................................................................................................................................................ 12

4 OBSERVATIONS ................................................................................................................................................................................................... 14

5 AUDIT ARRANGEMENTS ..................................................................................................................................................................................... 15

6 KEY PERSONNEL .................................................................................................................................................................................................. 16

Appendix Page

A GRADING STRUCTURE ........................................................................................................................................................................................ 18

B ASSIGNMENT PLAN ............................................................................................................................................................................................. 20

The matters raised in this report came to our attention during the course of our audit and are not necessarily a comprehensive statement of all weaknesses that exist or all improvements that might be made.

This report has been prepared solely for North East Scotland College’s individual use and should not be quoted in whole or in part without prior written consent. No responsibility to any third party is accepted as the report has not been prepared, and is not intended, for any third party.

We emphasise that the responsibility for a sound system of internal control rests with management and work performed by internal audit should not be relied upon to identify all system weaknesses that may exist. Neither should internal audit be relied upon to identify all circumstances of fraud or irregularity should there be any although our audit procedures are designed so that any material irregularity has a reasonable probability of discovery. Every sound system of control may not be proof against collusive fraud. Internal audit procedures are designed to focus on areas that are considered to be of greatest risk and significance.

1 EXECUTIVE SUMMARY

2


1 EXECUTIVE SUMM ARY

Overview

Purpose of Review

The purpose of this review was to provide assurance that the College has appropriate controls in place in relation to its payroll processes. Our review looked at the new payroll system that the College implemented to ensure this is operating as expected and that the appropriate controls exist. We also reviewed the severance payments made by the College to ensure they were within SFC guidelines. This review is part of the Internal Audit plan 2017/18.

Scope of Review

Our objectives for this review were to ensure:

➢ Amendments to the payroll are appropriately reviewed and authorised prior to being processed through the payroll system.

➢ Wages and salaries are accurately stated in the accounting system.

➢ Staff are only paid for the hours that they have worked.

➢ Expense claims are appropriately authorised by the employees line manager and where necessary include the relevant supporting documentation.

➢ Leavers are appropriately removed from the system and final payments are accurately pro-rated.

➢ New starts are accurately entered onto the payroll system and are paid appropriately.

➢ The payroll is subject to checking and approval by a senior member of staff prior to being finalised.

➢ Severance packages have been calculated in accordance with the terms of the scheme.

1 EXECUTIVE SUMMARY

3


➢ Access to the payroll system is restricted. There are appropriate access rights in place for payroll staff.

Our approach to this assignment took the form of discussion with relevant staff, review of documentation and where appropriate sample testing.

Limitation of Scope

There was no limitation of scope.

Background

The running and management of the payroll within the College is the responsibility of the Payroll Team. There are 2 members of the Payroll Team, the Payroll Manager and the Payroll Assistant. The department is overseen by the Director Human Resources & Operational Development. The College had used the Team Spirit payroll system since the College merged in November 2013, however, the College implemented a new payroll system, NGA ResourceLink, which went live in July 2018. As NGA ResourceLink only went live in July 2018, at the time of our audit the system had only been used to complete one payroll.

The College choose to change to NGA ResourceLink as they felt it was a superior system and provided benefits such as:

➢ Multi Jobs and Multi Pensions including different Pension Schemes for the same Employee.

➢ Employees with 2 jobs being spread correctly across divisions & departments.

➢ Ability to produce all Government and 3rd party bodies Audit reports on a monthly/Quarterly & Annual basis as required.

➢ Approval route options.

➢ Security Controls at profile level now removes the ability to over-write the payroll input.

➢ Workflow from start of process to end controlled by managers/HR and Payroll users.

➢ Ease of use in report writing.

➢ All documents stored in PDF in individual folder stored online.

➢ E-payslips functionality.

1 EXECUTIVE SUMMARY

4


The Project Manager and the Payroll Team were responsible for the transfer of all the information on the payroll from Team Spirit to NGA ResourceLink such as personal details and year to date figures. The process was as follows:

➢ Onscreen information was matched to the Team Spirit Database.

➢ The Project Manager then developed some queries to download the Team Spirit Database into the excel templates required for NGA

ResourceLink.

➢ The templates and data were reviewed by the Project Manager and then the Payroll Team to identify any possible issues. This involved

the completion of spot checks, headcount checks, statutory year to date checks and the use of V Look Ups on excel to check the

information. Where issues were found these were corrected.

➢ Once the workbooks for payroll were approved, the information was uploaded to NGA for their Data Migration Team to upload into

NESCOLs NGA Resource Link.

➢ Following the upload of the information the reporting tools in NGA ResourceLink were used to ensure the payroll information matched

to the uploaded information.

➢ Then two parallel runs were completed with TeamSpirit and NGA ResourceLink for 2 months. Following the fully successful second

parallel run, NGA ResourceLink went live.

The monthly payroll process using NGA ResoruceLink will be:

➢ The Payroll Assistant will complete checks on the new starts/leavers/overtime and ensure all paper work is signed, saved and the payroll is correct. The cut off point for the submission of payroll information to be received by the Payroll Team is the 18th of each month.

➢ The Payroll Manager will then review this information for accuracy and run the monthly payroll on the 24/25th of each month and sign off the monthly payroll.

➢ The Payroll Manager will then pass the monthly payroll to the Financial Controller – External for review and to complete additional checks on the information for accuracy. Once the Financial Controller – External is confident the information is accurate then the payroll report will be signed off.

1 EXECUTIVE SUMMARY

5


The College has recently completed a Voluntary Severance (VS) Scheme. On 31 July 2018, 22 employees employment ended following the College accepting their request for VS. The VS Scheme and the College policy was approved by the Scottish Funding Council.

Work Undertaken

Our work for this review included the following:

➢ A review of the Colleges security arrangements with regards to the payroll system and records.

➢ Sample testing of 10 new starts to ensure their details have been accurately entered into the payroll system and reviewed their first month’s pay ensuring that this was calculated correctly.

➢ Sample testing of 10 leavers to ensure their final salaries were adjusted to incorporate their leaving date and ensured they were not on the following months payroll.

➢ Sample testing of 10 amendments made to employee’s payroll throughout the year to ensure they were appropriately authorised before being input into the system.

➢ Sample testing of 10 overtime payments to ensure that these were authorised appropriately prior to being authorised. ➢ Sample testing of 10 expense claims made ensuring that these included the relevant supporting documentation (where required) and were

authorised appropriately.

➢ A review of the monthly payroll reconciliations completed and payroll authorisation process for 2017/18 ensuring that there were no issues and that these were being carried out.

➢ A review of the Voluntary Service Scheme currently being offered to employees to ensure that the scheme was fully approved by the Scottish Funding Council and calculations of payments was correct.

1 EXECUTIVE SUMMARY

6


➢ A review of the monthly payroll for 2017/18 to ensure that this was properly authorised by a senior member of staff.

➢ A review of the process for the transfer of information from Team Spirit to NGA ResourceLink and the checks used by the College to ensurethe information was accurate.

➢ Using our Data Analytics software, IDEA, to ensure there were no duplications or missing information within the payroll system. This involvedensure there was no duplication of information, missing information and there were no unusual transactions.

1 EXECUTIVE SUMMARY

7


Conclusion

Overall Conclusion

Overall Conclusion: Strong

We can provide strong assurance that the College has appropriate controls in place in relation to its payroll processes. We can also confirm that the College has carried out the appropriate testing of the new payroll system and the information recorded within this to ensure it was accurate. We can also provide strong assurance that the severance payments made by the College were within SFC guidelines.

Summary of Recommendations

Grading of recommendations

High Medium Low Total

Payroll 0 1 0 1

As can be seen from the above table there were no recommendations made which we have given a grading of high.

1 EXECUTIVE SUMMARY

8


Areas of Good Practice

The following is a list of areas where the College is operating effectively and following good practice.

1. The College store payroll information such as reports, checks and documentation on the N Drive within the College intranet. The payroll folder is split into 8 folders and each folder is restricted to the staff members who require access. There are only 4 staff members who can access the folders, these being the Director of Human Resource & College Development, Payroll Manager, Payroll Assistant and Assistant Accountant.

2. There were 23 severance agreements made in the year. All severance agreements made have been correctly calculated and subject to SMT authorisation and sign off. We do note that there was one adjustment made to a severance payment, see Section 5 for further information. The Colleges VS Scheme was fully approved by the Scottish Funding Council.

3. The payroll reports and reconciliations are subject to rigorous checking by the Payroll Team prior to being submitted to the Financial Controller – External for approval and final payment. There is adequate segregation of duties with payroll authorisation being received from the Financial Controller - External. From our sample testing of monthly payroll, we can confirm that the payroll was appropriately reviewed and authorised before being processed.

4. From our sample testing of new starts, we found that their details had been accurately entered onto the system and their first wage was calculated correctly.

1 EXECUTIVE SUMMARY

9



5. From our sample testing of leavers, we found that their final wage had been calculated correctly and no further payments were received after the month that they left the College.

6. Loans made to employees have been authorised by the Head of HR. Loans are for bona fide reasons and re-payment terms are appropriate.

7. From our sample testing of expense claims, we can confirm that all were completed and authorised correctly before being processed.

8. From our sample testing of overtime submitted by employees, we can confirm that the overtime was completed and appropriately authorised prior to being processed.

9. We can confirm that no overtime has been claimed by a member of the Senior Management Team in 2017/18.

10. From our sample testing, we can confirm that amendments made to salary rates are being appropriately authorised before being input into the system.

1 EXECUTIVE SUMMARY

10



11. To ensure the College were happy with the new payroll system, the Payroll Team carried out 2 parallel runs for May & June 2018 on the new system to ensure that any issues were solved prior to the system going live. Following the June 2018 parallel run, the Payroll matched exactly to the old system and the Payroll Team were happy with the system and the calculations made. The first live payroll run on the new system was July 2018 and the Payroll Team deemed this a success.

12. We used our Data Analytics software, IDEA, to confirm the following within the July 2018 payroll:

➢ There are no duplicate employees; ➢ There are no duplicate bank accounts; ➢ There are no duplicate employee numbers; ➢ There are no duplicate National Insurance numbers; ➢ All employee start dates are recorded; ➢ All employees have an employee number, first name, surname, National Insurance number bank account details and

start date recorded on the new payroll system; ➢ There were no payments made after the employees leaving date; and ➢ There were no unusual transactions.

13. The College carried out several checks on the transfer of the data to the new payroll system. This included spot checks on the information, head count checks, year to date checks and checks using Microsoft Excel to ensure the information was accurately transferred. We can confirm that the correct number of employees were transferred over to the new payroll system.

2 BENCHMARKING

11



2 BENCHMARKI NG

We include for your reference comparative benchmarking data of the number and ranking of recommendations made for audits of a similar nature in the most recently finished internal audit year.

Payroll

Benchmarking

High Medium Low Total

Average number of recommendations in similar audits

1 3 1 5

Number of recommendations at North East Scotland College

0 1 0 1

From the table above it can be seen that the College has a lower number of recommendations compared to those colleges it has been benchmarked against.

3 DETAILED RECOMMENDATIONS

12




NGA ResourceLink - Payroll System Access

Ref. Finding and Risk Grade Recommendation

1. The College are in the process of implementing the new Payroll and HR System, NGA ResourceLink. At the time of our audit in August 2018 only the Payroll function had gone live. All members of the HR & Payroll teams have access to the system. During our review, we found through discussions with the Project Manager that the Payroll functions of the system are not restricted to the Payroll Team and that all the HR Team have access to this. We do note that the Project Manager is working on restricting the access for HR Team members and expects this to be completed by the end of August 2018. We viewed the test HR Advisor profile set by the Project Manager to remove the payroll functionality and can confirm that access to payroll was removed however the Project Manager noted that the test profile required further work and testing before being made live. There is the risk that HR Team members access restricted payroll information that is outwith their job description. See page 13 for management response

Medium We recommend that the College ensure that access to the payroll functions of the NGA ResourceLInk system is restricted only to the Payroll Team.


13



Management response Responsibility and implementation date

Agreed. NGA Resourcelink will be configured to restrict access to designated payroll employees for the payroll functions of the system.

Responsible Officer: Director of HR&OD Implementation Date: 31 August 2018

4 OBSERVATIONS

14


4 OBSERV ATIONS

The following is a list of observations from our review

1. We raised a recommendation in our previous payroll internal audit completed in May 2017 that the College reviews all documents relating to the payroll function and compile a document that encapsulates the entire payroll process. We note that this has yet to be completed as the new payroll system only went live in July 2018. The Payroll Manager noted that once the full HR & Payroll system is up and running this will be completed.

2. At the time of acceptance of the Voluntary Severance, one employee had completed 9 year’s service and was therefore due 9 months salary and the payment was calculated on this basis. However, by the employee’s termination date, the employee had completed 10 year’s service and was entitled to an extra month in line with College Policy and SFC Guidelines. The College were made aware of this by the employee on the 31 August 2018 and the Director of Human Resources & Operations approved the additional month payment to be paid in the August 2018 payroll.

5 AUDIT ARRANGEMENTS

15


5 AUDIT ARRANGEMENTS

The table below details the actual dates for our fieldwork and the reporting on the audit area under review. The timescales set out below will enable us to present our final report at the next Audit Committee meeting.

Audit stage Date

Fieldwork start 30 July 2018

Closing meeting 1 August 2018

Draft report issued 10 August 2018

Receipt of management responses 21 August 2018

Final report issued 21 August 2018

Audit Committee 28 September 2018

Number of audit days 4

6 KEY PERSONNEL

16


6 KEY PERSO NNE L

We detail below our staff who will undertake the review together with the College staff we spoke to during our review.

Wylie & Bisset LLP

Partner Graham Gillespie Partner [email protected]

Senior Manager Stephen Pringle Senior Internal Audit Manager [email protected]

Auditor Scott McCready Internal Audit Senior [email protected]

North East Scotland College

Key Contact Roddy Scott Vice Principal - Finance [email protected]

Kimra Donnelly Director of Human Resources & Collegeal Development

[email protected]

Linda Noble Payroll Manager [email protected]

Wylie & Bisset appreciates the time provided by all the individuals involved in this review and would like to thank them for their assistance and co-operation.

17


APPENDICES

A GRADING STRUCTURE

18


A GRADI NG S TRUCTURE

For each area of review we assign a level of assurance in accordance with the following classification:

Assurance Classification

Strong Controls satisfactory, no major weaknesses found, no or only minor recommendations identified.

Substantial Controls largely satisfactory although some weaknesses identified, recommendations for improvement made.

Weak Controls unsatisfactory and major systems weaknesses identified that require to be addressed immediately.

No No or very limited controls in place leaving the system open to significant error or abuse, recommendations made require to be implemented immediately.

A GRADING STRUCTURE

19


For each recommendation we assign a grading either as High, Medium or Low priority depending on the degree of risk assessed as outlined below:

Grading Classification

High Major weakness that we consider needs to be brought to the attention of the Audit Committee and addressed by senior management of the College as a matter of urgency.

Medium Significant issue or weakness which should be addressed by the College as soon as possible.

Low Minor issue or weakness reported where management may wish to consider our recommendation.

B ASSIGNMENT PLAN

20


B ASSIGNMENT PLAN

Purpose of Review The purpose of this review is to provide assurance that the College has appropriate controls in place in relation to its payroll processes. Our review will look at the new payroll system that the College will be implementing to ensure this is operating as expected and that the appropriate controls exist. This review will also review the severance payments made by the College to ensure they were within SFC guidelines. This review is part of the Internal Audit plan 2017/18.

Scope of Review Our objectives for this review are to ensure:

➢ Amendments to the payroll are appropriately reviewed and authorised prior to being processed through the payroll system.

➢ Wages and salaries are accurately stated in the accounting system.

➢ Staff are only paid for the hours that they have worked.

➢ Expense claims are appropriately authorised by the employees line manager and where necessary include the relevant supporting documentation.

➢ Leavers are appropriately removed from the system and final payments are accurately pro-rated.

➢ New starts are accurately entered onto the payroll system and are paid appropriately.

➢ The payroll is subject to checking and approval by a senior member of staff prior to being finalised.

➢ Severance packages have been calculated in accordance with the terms of the scheme.

B ASSIGNMENT PLAN

21


➢ Access to the payroll system is restricted. There are appropriate access rights in place for payroll staff.

Our approach to this assignment took the form of discussion with relevant staff, review of documentation and where appropriate sample testing.

Limitation of Scope There is no limitation of scope.

Audit Approach Our approach to the review will be:

➢ Discussion with key personnel to establish the current arrangements for payroll

➢ Evaluating these arrangements to confirm their adequacy

➢ Review of documentation to confirm that policies and procedures are in place, up to date and comply with relevant legislation and good practice.

➢ Testing to confirm that procedures are being adhered to by relevant staff

➢ Testing to confirm that payroll is being correctly calculated, authorised and recorded.

➢ Review of all severance packages issued by the College.

It should be noted that any testing will be undertaken on a sample basis with the exception of the severance packages.

Potential Key Risks

B ASSIGNMENT PLAN

22


The potential key risks associated with the area under review are:

➢ Unauthorised amendments may be processed, leading to unauthorised payments being made to employees or unauthorised deductions being made.

➢ Staff are paid for hours that they have not worked.

➢ Expense claims are not genuine or are unauthorised expenses.

➢ Final salaries are not adjusted to reflect the employee's leaving date. Leavers continue to be paid after their last date of employment.

➢ Staff loans/equipment provided to employees are not recovered when the employee leaves the College.

➢ New starts salaries are not adjusted to reflect their start date.

➢ In the absence of approval at an appropriate level, the payroll may be manipulated with incorrect payments being made to certain employees.

➢ The College have not correctly applied the terms of their severance scheme resulting in incorrect payments being made to former employees.

➢ Unauthorised users gain access to payroll system and sensitive employee data.

➢ Payroll costs are not accurately recorded in the accounting system resulting in inaccurate management and year end statutory accounts.

Agenda Item 22-18



Title: Employee Code of Conduct


Contributor(s): Alison Kerr, HR Business Partner


For Decision ☐

For Discussion ☒

For Information ☐


Purpose: To enable the Committee to consider the draft Employee Code of Conduct.


1. Deliver high quality, accessible and inclusive learning and training opportunities, which transform lives and which support the economic and social development of our region.



Executive Summary: The College’s Vision & Values and the Seven Principles of Public Life provide the framework for the draft Code of Conduct, attached as Appendix 1. The conduct of employees is central to the success and reputation of the College and it is therefore important that employees:

• follow the Employee Code of Conduct; • champion the College’s statement of vision and values.

The draft Code:

• defines the standards of conduct required of all employees within the College and, in some cases, outside the College;

• provides detailed information with links to appropriate College policies and procedures.

The draft Code is currently out for consultation with the Trade Unions. Once this is complete the Employee Code of Conduct will be launched and made available to all employees. Recommendation: It is recommended that the Committee consider the draft Employee Code of Conduct.

Previous Committee Recommendation/Approval (if applicable): None


Positive Impact ☒

Negative Impact ☐

No Impact ☐

Evidence: The Employee Code of Conduct will ensure that all employees are treated with respect.


Employee Code of Conduct


1 INTRODUCTION

1.1 The conduct of employees is central to the success and reputation of the College. It is therefore important that employees: • Follow the Employee Code of Conduct • Champion the College’s statement of vision and values;

Our Vision: North East Scotland College will, through the delivery of high quality education and training:

• Drive and support innovation and economic prosperity; • Raise aspiration; • Create success, and • Promote diversity, fairness and opportunity for all.

Providing individuals, businesses and communities in the North East of Scotland with 21st century skills. Our Values:

Commitment and Excellence • Understanding and responding to the needs of our students, staff,

key stakeholders and customers; • Being business-like and professional; • Maintaining clear focus on our goals and ensuring these are

achieved through effective planning and organisation; • Achieving excellence by continually evaluating and improving

our services; • Ensuring our processes are consistent, accessible, effective and

efficient. Empowerment and Engagement

• Creating an environment where innovation and creativity are encouraged and can flourish;

• Providing clear direction, information and communication; • Providing development opportunities to ensure we have the skills,

knowledge and confidence to perform to the best of our ability; • Giving recognition and praise; • Encouraging and supporting collaboration.

Respect and Diversity

• Valuing the experience and talent of all; • Treating others with dignity and respect; • Creating an accessible, inclusive learning and working

environment; • Being fair, open and transparent to ensure a culture of mutual

trust and integrity.


• Be aware of and follow as, appropriate, the ‘Seven Principles of Public Life’:

Selflessness - Employees should act solely in terms of the public interest. They should not act in order to gain financial or other benefits for themselves, their family or their friends.

Integrity - Employees should not place themselves under any financial or other

obligation to outside individuals or organisations that might seek to influence employees in the performance of their official duties.

Objectivity - In carrying out public business, including making public

appointments, awarding contracts, or recommending individuals for rewards and benefits, employees should make choices on merit.

Accountability - Employees are accountable for their decisions and actions to

the public and must submit themselves to whatever scrutiny is appropriate to their office.

Openness - Employees should be as open as possible about all the decisions

and actions that they take. Employees should give reasons for their decisions and restrict information only when the wider public interest clearly demands.

Honesty - Employees have a duty to declare any private interests relating to

their public duties and to take steps to resolve any conflicts arising in a way that protects the public interest.

Leadership - Employees should promote and support these principles by

leadership and example.

1.2 This Code defines the standards of conduct required of all employees within the College and, in some cases, outside the College. Employees may meet difficult situations in the course of their duties and this Code is designed to enable all employees to know what is expected of them.

1.3 It is the responsibility of all employees to make themselves aware of the standards

set out in this Code and to apply these standards at all times. Whenever there is any doubt, employees should seek advice from their line manager or Human Resources & Organisational Development (HR&OD).

1.4 If employees are in breach of this Code, they may be liable to disciplinary action.

It covers conduct at work and may include conduct outside work that is relevant to their employment. Some misconduct will be treated as gross misconduct and in such cases dismissal is a possible disciplinary sanction. Please refer to the Disciplinary & Grievance Policy.

https://nescol.interactgo.com/Interact/Pages/Content/Document.aspx?id=1237


1.5 In accordance with the ‘Further and Higher Education (Scotland) Act 2005’ employees have the freedom (within the law) to hold and express opinion, question and test established ideas and received wisdom and present controversial or unpopular points of view.’ This applies to employees in all further and higher education institutions who are engaged in teaching, the provision of learning, or research.

2 ACCESS TO THE CODE

2.1 All employees must be aware of the contents of this Code and of the likely

consequences of any misconduct. The College will make every effort to ensure that employees will know and understand the Code, by the following means:

• Every employee will be given access to a copy of this Code;

• This Code will be available on the College’s intranet and all employees will be

notified of any updates to this Code;

• The provisions of the Code will be integral to new staff during their induction;

• Ignorance of this Code will not be accepted as a mitigating circumstance.

3 GENERAL CONDUCT

3.1 Employees must at all times:

• Comply in a proper and professional manner with the terms of their Statement of Main Particulars;

• Carry out lawful and reasonable instructions, and observe any operational

regulations, standing orders or established procedures of the College;

• Be respectful and helpful to employees of the College, students, contractors, clients, organisational partnerships and members of the public;

• Maintain and update their professional skills, knowledge and competence, and

maintain membership of appropriate professional bodies.

4 EQUALITIES AND DIVERSITY

4.1 North East Scotland College is committed to providing a learning and working environment which advances equality, diversity and inclusion and where everyone is respected, valued and supported.


It is everyone’s responsibility to:

• Behave in ways that uphold the College’s vision and values, the Equality & Diversity Policy and the policies and procedures associated with them;

• Positively promote equality and diversity and speak out or report any breaches of the policy;

• Think about and understand how their own assumptions and prejudices affect

the way they behave towards others and then act appropriately.

5 HEALTH AND SAFETY

5.1 All employees are entitled to work in an environment where risks to their health and safety are properly controlled. Health and safety is an integral part of the management of the College and is the responsibility of all employees. Please refer to the Health & Safety Policy.

Therefore, employees must at all times: • Observe fully the College’s health and safety policies, procedures and codes;

• Report any accidents employees have and co-operate with the College in any

accident investigation;

• Follow approved safety regulations and codes;

• Avoid potential risk, injury, or danger to themselves or other persons;

• Only smoke in external designated smoking areas within College grounds;

Please refer to Health & Safety Smoking Procedure.

• Wear uniforms where provided and personal protective clothing in designated

areas.

6 PERSONAL RELATIONSHIPS AT WORK & SAFEGUARDING

6.1 Colleagues

While the College will not wish to interfere with their personal life or relationships, employees must inform a relevant senior manager if two family members or partners are working together where one has managerial or supervisory authority over the other.

It may be necessary in these situations, for the smooth running of the College business, to realign line management of one or both of these employees.

https://nescol.interactgo.com/Interact/Pages/Content/Document.aspx?id=1202&SearchId=83263





6.2 Students Employees must not compromise their professional responsibilities in relation to relationships with learners. This includes never:

• Giving personal phone numbers to learners;

• Accepting learners on Facebook or other social media sites;

Please refer to the Social Media Policy for more information.

• Discussing learners with friends/colleagues on social media sites;

Please refer to the Social Media Policy for more information.

• Visiting at home or allowing learners to come to staff homes;

• Giving lifts to learners in own/College car/vehicle (without direct written

permission);

• Console or reprimand learners in a physical manner;

• Use discriminatory language, or inappropriate language;

• Use inappropriate remarks.

Employees must not have any type of sexual or inappropriate relationship with a student if: • The student is under the age of 18 or a vulnerable adult (even if the relationship

is mutual); • The student is under the employee’s responsibility during their time of study at

the College.

This includes but is not limited to: - Teaching - Marking - Examining - Moderating. Should employees require any clarification in this matter they must speak to their Line Manager or HR&OD in the first instance. Please refer to the PVG Policy and the Safeguarding Child & Adult Protection Policy.

7 DECLARATIONS OF INTEREST/CONFLICTS OF INTEREST

7.1 North East Scotland College is an institution of public trust and all members of staff

must conduct their affairs in ways that will not compromise the integrity of the College.






Employees who have concerns that there may be a conflict of interest in relation to their own area of work will need to complete the appropriate form and submit to their Line Manager. Examples where such conflicts may arise include:

• Executive and non-executive directorships;

• Licensing of intellectual property;

• Outside employment and consultancy;

• Close personal relationships by staff involved in promotion or appointment of

other staff;

• Teaching and assessment of close relatives.

For more information please refer to ‘Annex A – Conflict of Interest Procedure’ of the Anti-Bribery & Corruption Policy.

8 USE OF EMPLOYEES’ OFFICIAL POSITION

8.1 Employees must not:

• Abuse employees’ authority in relation to a colleague, client or member of the public;

• Breach the College’s Financial Regulations and financial procedures including

those in relation to petty cash, collection and handling of monies, keeping of accounts and authorisation of expenditure;

• Please refer to the Financial Regulations Policy;

• Place themselves under a financial or monetary obligation to any person where

this might affect, or be thought to affect, the proper performance of their duties.

8.2 It is not acceptable for employees (or someone on their behalf) to: • Give, promise to give, or offer, a payment, gift or hospitality with the expectation

or hope that a business advantage will be received, or to reward a business advantage already given;

• Give or accept a gift or hospitality during any commercial negotiations or

tender process, if this could be perceived as intended or likely to influence the outcome;

• Accept a payment, gift or hospitality from a third party that you know or suspect

is offered with the expectation that it will provide a business advantage for them or anyone else in return;




• Accept hospitality from a third party that is unduly lavish or extravagant under the circumstances;

• Offer or accept a gift to or from government officials or representatives, or

politicians or political parties, without the prior approval of the Principal;

• Threaten or retaliate against another individual who has refused to commit a bribery offence or who has raised concerns under this policy; or

• Engage in any other activity that might lead to a breach of this policy.

Please refer to the Anti-Bribery & Corruption Policy for more information.

9 ALCOHOL AND DRUGS

9.1 Employees are expected to arrive at work fit to carry out their job and be able to

perform their duties safely without any limitations due to the use or after-effects of alcohol or drugs. Employees should seek advice from HR&OD or their Line Manager if employees are taking any medication, which might impair their judgement or affect their work.

Please refer to the Alcohol & Drugs Misuse Policy and the Health & Attendance Policy.

9.2 Employees must not consume illegal drugs during the normal working day, at

lunchtime, at other official breaks and at official work-based meetings and events. 9.3 Employees, under normal circumstances, expressly must not bring or consume

alcohol on College premises. Any breach of this rule will be dealt with in accordance with the College Disciplinary Policy & Procedure.

9.4 There are, however, certain occasions when the Senior Management Team may

make an exception, including: • Hospitality, by way of official courtesy or reception to distinguished visitors; • Retirement receptions and the festive season, subject to approval by the

Principal.

9.5 The use of no-alcohol or low-alcohol drinks on these occasions is encouraged. Employees are reminded that they should not return to the workplace having consumed alcohol at such functions and are encouraged to arrange to use annual leave/toil in advance to cover the remainder of their standard working day. Employees who are attending formal functions should be aware that they are representing the College and must behave in a responsible manner.






9.6 Conviction of a drink-driving offence may harm the College’s reputation and, if an employee’s job requires them to drive, they may be unable to continue to do their job. Please refer to the Driving for Work Policy

10 CONFIDENTIALITY

10.1 Whilst working with the College, employees will have access to a variety of

information concerning the College’s business, and restrictions exist regarding the use and disclosure of confidential information, i.e. information that is not publicly available.

10.2 The College will process personal data in connection with your

employment. Please refer to the College’s Privacy Notice for Staff for full details. The Data Privacy Notice has been provided to you and can also be found on the College intranet. You must comply with the Data Protection Policy at all times, including when you are handling personal data in the course of your employment. The College may change its Data Privacy Notice at any time and will notify you in writing of any changes.

11 CONTACT WITH THE MEDIA/EXPRESSION OF VIEWS

11.1 North East Scotland College attracts a high level of attention from the media. It is

essential, therefore, that all contact with the media be conducted according to the Dealing with the Media Procedure. This will ensure that facts about College policies and activities are communicated correctly, and it will enable subsequent media coverage to be fair and accurate.

11.2 All telephone calls from the media, or all visiting representatives of the media,

will be referred to the Director of Marketing and Communications or another person deputising for this individual.

12 COPYRIGHT

12.1 To ensure that the College takes all reasonable steps to protect the rights of third

parties in relation to Copyright, employees must:

• Always check material for notices stating which uses are authorised or prohibited;

• When using or incorporating third party material always acknowledge its source appropriately;

• Do not copy or make any use of material which has been passed on to you by someone else. Go back to the sources and check whether you are allowed to copy it;

• Except as expressly permitted, do not circulate by any means (including e-mail)






copyright material copied by you (even though copied in accordance with this Policy);

• Be familiar with - and seek to ensure that students comply with - the Copyright Policy for Students;

• Always seek authorisation to use material before using it. Inform the Director of Student Access and Information of all permissions obtained.

Please refer to the Copyright for Staff policy for further information.

13 RELATED POLICIES AND PROCEDURES

13.1 The following policies and procedures have been identified as relevant to and/or

linked to the Code of Conduct:

(i) Disciplinary & Grievance Policy (ii) Equality & Diversity (iii) Health & Safety Policy (iv) PVG Policy (v) Safeguarding Child & Adult Protection Policy (vi) Anti-Bribery & Corruption Policy (vii) Financial Regulations Policy (viii) Alcohol & Drugs Misuse Policy (ix) Health & Attendance Policy (x) Driving for Work Policy (xi) Dealing with the Media Procedure

13.2 This list is neither exclusive nor exhaustive and staff should check the College

Intranet for a full list of policies and updated procedures.


Agenda Item 23-18



Title: National Collective Bargaining Update

Author: Liz McIntyre Contributor(s):


For Decision ☐

For Discussion ☐

For Information ☒


Purpose: To provide the committee with an up to date position in relation to college sector National Collective Bargaining.


5. Optimise the use of our available resources to deliver financial and environmental sustainability.



Executive Summary: Employers’ Association The latest Employers’ Association (EA) meeting was held as a residential event on 19 & 20 September 2018. This event was attended by the Regional Chair and the Principal. The EA considered matters of governance, a process to deliver a long term pay strategy for the sector and a review of the NRPA. The EA will meet again in May 2019 and in the interim business will be managed through the executive group. Support Staff Side Update A two year deal with the support staff side has been offered and support staff are currently sharing this offer with their members with a recommendation to accept. This deal covers pay and a range of conditions. A full copy of the offer is attached as Appendix 1. Key features are:

• Pay is broadly in line with current public sector pay policy with an increase to the minimum payment;

• Additional leave day (from 44 – 45) with a minimum of 12 fixed days, which will require a change to current NESCol arrangements.

Colleges are expected to meet the cost of this pay award through efficiencies. Work is ongoing with Support Side Unions in relation to the implementation of a national job evaluation scheme. There are many aspects of this process which are not yet agreed and the EA has requested an up to date summary of current agreements and matters yet to be agreed. This will be shared with the Committee when it is received. The key issues are:

• How a national pay scale will be created and implemented; • If pay across the sector will be harmonised; • How the decisions regarding job placement will be made.

Lecturing Staff Side Update A final pay offer has been made to the lecturing union EIS-FELA. This offer covers the period from April 2017 to April 2020 and aims to consider together the impacts of harmonisation and cost of living increases. The offer is complicated and the Principal has written to all lecturing staff to explain the offer and the financial impact of the offer to enable staff to make an informed decision in relation to industrial action. The offer has been rejected by the unions and an indicative ballot has been held. This ballot has shown that 90% of the 60% of members who voted are in favour of industrial action including strikes. The letter is attached as Appendix 2 for information and we await further developments.

Recommendation: It is recommended that the Committee note the contents of the paper.



Positive Impact ☐

Negative Impact ☐

No Impact ☒

Evidence:


Confidential and Restricted – Support Staff Pay and Terms and Conditions Offer 1st April 2018 to 31st August 2020

Pay Pay and Terms and Conditions – 1st April 2018 – 31st August 2020 Pay 2018/19

3% on salary points < or equal to £36,500 2% on salary points > £36,500 Minimum payment of £650 (FTE) Maximum payment of £1600 (FTE) for those earning £80k or more and within scope of the NRPA.

All the above payments are consolidated and payable from 1st April 2018.

The above award will be made on an unconsolidated basis to those employees currently in receipt of local salary conservation arrangements unless the local arrangements are more beneficial.

This arrangement will apply to employees in receipt of local salary conservation arrangements as at 31st August 2018.

The arrangement in respect of employees on current local salary conservation is only being offered on the basis that all other elements of the package are agreed.

The Pay Award will be applied in the first instance, then any further uplift applied, if required, in order to ensure staff are in receipt of the Living Wage as at 1st April 2018.

Pay 2019/20

3% on salary points < or equal to £36,500 2% on salary points >£36,500 Minimum payment of £650 (FTE) Maximum payment of £1600 (FTE) for those earning £80k or more and within scope of the NRPA.

All of the above payments are consolidated and payable from 1st April 2019.




The Pay Award will be applied in the first instance, then any further uplift applied if required in order to ensure staff are in receipt of

st Change of Pay Settlement Date to 1st September 2020

£300 (FTE) or 5/12th of 2018 Public Sector Pay Policy whichever is the greater, on all salary points – paid from 1st April

2020 The above payment is consolidated.

The 5/12th payment will be calculated on the basis of: 5/12ths of 3% on salary points < or equal to £36,500 5/12ths of 2% on salary points > £36,500 Maximum payment of 5/12ths of £1600 (FTE) for those earning £80k or more and within scope of the NRPA




The Pay Award will be applied in the first instance, then any further uplift applied if required in order to ensure staff are in receipt of the Living Wage as at 1st April 2020.

Pay and Rewards Strategy

The employers are committed to a fair and equitable pay and rewards package, inclusive of terms and conditions of service. This commitment is underpinned by the core principle that workforce changes are designed not to disadvantage, but rather the joint aspiration is to improve conditions overall.

The employers will ensure that all reasonable and practical steps will be taken to ensure employees whose salaries are affected detrimentally as a result of organizational/workforce change are supported through the transition stage to minimize and mitigate any financial detriment.

The employers’ genuine intention is to mitigate the effects of salary and job changes through retraining and staff development.

Conditions of Service

Annual Leave 45 days inclusive of all public, fixed and closure days. The additional day will be either flexible or fixed as determined by individual colleges.

The additional day is to be applied from 1st September 2018. The employers are clear that this will be an employers’ final position on annual leave recognising that the trade unions reserve the right to revisit. .

Working Week and Working Day

The full time working week for support staff will be 35 hours per week normally worked between Monday and Friday. The working day for support staff will normally be between 0800 and 1800. This definition has no impact or relation to the core terms and conditions relating to pay, working hours and allowances. Qualification and criteria for allowances are as specified overleaf. This definition also does not apply to existing staff specifically contracted to work out with these hours.

Managing Workforce/Organisational Change Policy

Committed to developing a policy, not procedure. The policy will contain a strong and firm focus on retraining.

Collective best endeavours will be made to agree the policy by December 2018

Unsocial Hours Working Time and One Third for all standard hours worked between 2100 and 0600 and on Sunday (midnight to midnight). Not paid if any other enhanced rate applies (e.g shift/overtime). This allowance will apply from 1 November 2018.

Standby £100 per week for participation in a recognised locally agreed standby rota. This allowance will apply from 1st November 2018.

Call-Out Minimum 2 hours payment. Travel time included. On Standby:1.5x for hours on-call Not On Standby: 2x for hours on-call. Reasonable expenses may be claimed in conjunction with any Call-Out This allowance will apply from 1st November 2018.

Shift Working 14% for two alternating shift system > 14 hours 20% for three shift system including night shift. Shift Patterns to be locally determined This allowance will apply from 1st November 2018

Overtime Plain time for all hours up to and including 35. 1.5x for all hours above 35 other than other than on a Sunday (midnight to midnight) or locally defined closure day (midnight to midnight). 2x for all hours on Sunday or locally defined closure day. No overtime is payable for those earning more than £40,000 This allowance will apply from 1st November 2018.

Work on a Closure or Public Holiday

If required to work on a local closure/public holiday payment will be double time for all hours worked (normal hours or overtime). In addition, the member of staff is entitled to time off with pay at a later date as follows: -less than 3.5 hours this will equate to a half day off; -more than 3.5 hours this will be a full day off. This allowance will apply from 1st November 2018.

Closure Day/Public Holiday (for enhanced rates)

There will be a minimum of 12 local closure days. This will apply from 1st November 2018.

Salary Conservation

4 years cash conservation. Date of application 1st September 2018, for all new salary conservation situations, including the outcome of job evaluation.

Any new salary conservation arrangements from 1st September 2018 will not have national pay awards applied nor will there be incremental progression.

First Aid Rate £500 per annum payable from individuals next renewal date or commencement of duties. No cost of living allowance applied automatically. This allowance will apply from 1st November 2018.

Transfer to Permanency Two years. Where posts are subject to time limited, specific external or project-based funding, or where staff are covering for maternity or sickness absence, the transfer to permanency will not apply.

Where appropriate after 1 year, contracts will be reviewed to assess permanency as appropriate to support the business needs of the organisation.

Modern Apprentices Modern Apprentices will be paid the Living Wage, as a minimum, applicable from 1 November 2018 and thereafter annually in accordance with increases notified by the Living Wage Foundation.

Other Considerations

Workforce/Organisational Change

Commitment to develop and agree a Managing Workforce/Organisational Change Policy. This will include a commitment to staff development and retraining to mitigate the impact of any salary detriment.

Collective best endeavours will be made to agree the policy by December 2018.

Employee Development A commitment to define roles specifically for support staff which support teaching and learning. This will be considered within a joint forum for partnership working.

Current Local Inclusive salaries

For those in receipt of an ‘inclusive salary’ having had previous allowance payments included in base pay in recompense, no relevant additional allowance will apply subject to the outcomes of the implementation of the National Job Evaluation scheme from 1st September 2018.

Support Staff Training Employers and trade unions to work together with CDN to explore new national training programmes for support staff.

Data Validation The offer is subject to data validation by SFC.

Ratification The offer is subject to ratification by both sides.

Equality Impact Assessment

The final agreement will be subject to the conduct of an Equality Impact Assessment.

13 September 2018

NJNC – Support Staff Pay and Terms and Conditions Offer 2018-20 – Impact by College

1. Base Pay Offer

ease %

Public Sector Pay Policy

Key:

2018-19 pay offer (paid 1 April 2018) 2019-20 pay offer (paid 1 April 2019) 2020 - £300 or PSPP if greater consolidated (paid 1 April 2020) 2018-20 - Total increase

£5,459,355 2.73% £5,580,649 2.72%

2018/19 2019/20 2020 Extension 2018-2020 College FTE Current Gros sYr 1 - Gross C Increase £ Increas Yr 2 - (12 months) - G Increase £ Increas Yr 2 - Extension Gr Increase £ Increas Total Offer Incr Total Offer Incr Argyll 52.6 £1,697,240 £1,747,397 £50,157 2.96% £1,798,238 £50,841 2.91% £1,820,806 £22,568 1.26% £123,566 7.28% Ayrshire 449.9 £15,598,845 £16,052,018 £453,173 2.91% £16,510,586 £458,568 2.86% £16,704,610 £194,023 1.18% £1,105,765 7.09% Borders 124.7 £4,502,184 £4,629,702 £127,518 2.83% £4,759,009 £129,307 2.79% £4,814,765 £55,756 1.17% £312,582 6.94% City of Glasgow 492.3 £16,425,361 £16,912,342 £486,981 2.96% £17,405,096 £492,753 2.91% £17,621,439 £216,343 1.24% £1,196,077 7.28% Dumfries & Gallow 138.6 £4,368,797 £4,499,030 £130,233 2.98% £4,631,740 £132,710 2.95% £4,690,098 £58,358 1.26% £321,301 7.35% Dundee Angus 378.5 £12,521,965 £12,897,632 £375,666 3.00% £13,273,913 £376,281 2.92% £13,440,074 £166,161 1.25% £918,109 7.33% Edinburgh 555.6 £19,962,959 £20,524,794 £561,835 2.81% £21,095,022 £570,228 2.78% £21,342,190 £247,168 1.17% £1,379,231 6.91% Fife 468.8 £16,876,734 £17,347,755 £471,021 2.79% £17,828,001 £480,246 2.77% £18,037,809 £209,809 1.18% £1,161,075 6.88% Forth Valley 282.4 £10,684,681 £10,979,163 £294,481 2.76% £11,280,063 £300,900 2.74% £11,410,439 £130,377 1.16% £725,758 6.79% Glasgow Clyde 329.1 £11,614,693 £11,943,234 £328,541 2.83% £12,278,130 £334,895 2.80% £12,424,406 £146,276 1.19% £809,713 6.97% Glasgow Kelvin 205.1 £7,813,694 £8,026,870 £213,175 2.73% £8,243,751 £216,881 2.70% £8,337,733 £93,981 1.14% £524,038 6.71% Inverness 174.4 £6,170,875 £6,343,806 £172,930 2.80% £6,520,098 £176,292 2.78% £6,597,260 £77,162 1.18% £426,385 6.91% Lews Castle 52.7 £1,698,081 £1,748,767 £50,687 2.98% £1,799,633 £50,865 2.91% £1,822,218 £22,585 1.25% £124,137 7.31% Moray 130.1 £4,153,567 £4,278,112 £124,545 3.00% £4,402,785 £124,673 2.91% £4,457,787 £55,002 1.25% £304,220 7.32% NESCOL 245.8 £10,707,761 £10,983,198 £275,437 2.57% £11,263,753 £280,555 2.55% £11,383,705 £119,952 1.06% £675,944 6.31% New College Lanar 385.4 £13,592,995 £13,979,764 £386,769 2.85% £14,370,411 £390,647 2.79% £14,542,188 £171,777 1.20% £949,193 6.98% Newbatlle Abbey 21.5 £647,957 £668,722 £20,764 3.20% £689,708 £20,986 3.14% £698,883 £9,175 1.33% £50,926 7.86% North Highland 104.5 £3,349,581 £3,449,385 £99,804 2.98% £3,550,984 £101,599 2.95% £3,595,595 £44,611 1.26% £246,014 7.34% Orkney 0.0 £0 £0 £0 0.00% £0 £0 0.00% £0 £0 0.00% £0 0.00% Perth 186.7 £6,674,943 £6,865,399 £190,455 2.85% £7,059,763 £194,364 2.83% £7,144,829 £85,066 1.20% £469,885 7.04% Sabhal Mor Ostaig 64.6 £2,345,188 £2,411,275 £66,088 2.82% £2,478,099 £66,823 2.77% £2,507,398 £29,299 1.18% £162,211 6.92% Shetland 24.8 £800,039 £824,454 £24,415 3.05% £849,337 £24,883 3.02% £860,307 £10,969 1.29% £60,267 7.53% South Lanarkshire 106.5 £3,764,982 £3,873,565 £108,583 2.88% £3,983,875 £110,311 2.85% £4,032,587 £48,712 1.22% £267,606 7.11% West 454.2 £16,063,110 £16,517,735 £454,624 2.83% £16,980,704 £462,969 2.80% £17,183,836 £203,133 1.20% £1,120,726 6.98% West Highland 75.0 £2,224,800 £2,295,443 £70,643 3.18% £2,365,176 £69,733 3.04% £2,396,241 £31,065 1.31% £171,442 7.71% West Lothian 166.3 £5,791,496 £5,954,318 £162,822 2.81% £6,120,002 £165,684 2.78% £6,192,460 £72,458 1.18% £400,964 6.92% Grand Total 5670.0 £200,052,529 £205,753,877 £5,701,348 2.85% £211,537,874 £5,783,997 2.81% £214,059,663 £2,521,789 1.19% £14,007,134 7.00%

2. Conditions of Service (Estimated)

Category Estimated no of Sector Estimated Cost* employees affected*

Annual Leave 1 5,670 £502,000 1 Unsocial Hours Working 2 n/a Minimal cost – few employees work after 9pm or Sunday without additional enhancement. Standby 3 46 £50,000 Call-Out 4 49 Minimal cost. Shift Working 5 39 £2,000 Overtime 6 n/a Minimal Cost-No significant change to sector norm and cost is controlled by local Colleges. Work on a Closure/Public Holid n/a £20,000 First Aid 8 389 £76,000 * Source Data - Pay and Equality Data 2017.

1 45 days inclusive of public, fixed and closure days. 'Cost' represents nominal loss of productive time which can be mitigated. 2 Time and One Third for all standard hours worked between 2100 amd 0600 and on Sunday. 3 £100 per week for recognised locally agreed standby rota. 4 Minimum 2 hours payment. 1.5x for all hours if on Standby; 2 x for hours not on standby. 5 14% for two alternating shift system > 14 hours and 20% for three shift system inclusing night shift. 6 Plain time up to 35 hours; 1.5x above 35 other than Sunday or defined closure day; 2 x for Sunday and local Closure day. Overtime cap £40,000. 7 2 x plus TOIL at half day (for hours up to 3.5) or full-day (for hours over 3.5). 8 £500 per annum


13 September 2018 Dear Colleagues, I am writing to you to update you on the discussions on pay and conditions of service for college lecturers between Colleges Scotland Employers’ Association and the Educational Institute of Scotland-Further Education Lecturers’ Association (EIS-FELA). As you will be aware, the EIS-FELA opened a consultative ballot on Tuesday 11 September 2018 which demands that lecturers reject the pay offer. Here at NESCol, the implications of the harmonisation process have been challenging for staff and the long wait for a resolution to cost of living pay claims has, I know, been a source of considerable frustration. Although a number of lecturers and promoted lecturers have benefited from the harmonisation process by progressing quickly to new pay scales, for lecturers who have been at the top of the old NESCol scale for some years, the benefits of this process are less clear. The current pay offer is complicated but also designed, I believe, to recognise that for some lecturers the process has brought benefits but for others has been less beneficial. This recognition comes, initially, in an unconsolidated pay award but is followed by a consolidated 2.5% increase effective from April 2019. The following information aims to explain this complex offer and to provide some background and context that relates to the sector overall. I hope that you will find this information helpful in reaching a decision in the forthcoming ballot. Lecturing Staff Pay Offer

On Thursday 21 June 2018, the sixth pay dispute meeting was held and ended without an agreement. The employers’ have made a final pay offer which is a three-year deal aimed at ending the stalemate over pay. This pay offer for all lecturers represents a cash payment of up to £1,600 over a two-year period (2017/18 and 2018/19) and then a consolidated 2.5% pay increase for 2019/20. This three-year pay offer is in addition to the pay harmonisation and migration agreed between the employers and EIS in May 2017 as part of National Bargaining, which culminates with the third successive annual migration payment on 1st April 2019. Year 1: 1 April 2017 – 31 March 2018 All unpromoted and promoted lecturers who received less than £600 during the first 25% of harmonisation will receive an additional unconsolidated payment to ensure that every employee will receive a minimum of £600. Year 2: 1 April 2018 – 31 March 2019 All unpromoted and promoted lecturers who received less than £1,000 during the second 25% of harmonisation will receive an additional unconsolidated payment to ensure that every employee will receive a minimum of £1,000. Year 3: 1 April 2019 – 31 March 2020 Immediately following the final 50% migration payment, a consolidated award of 2.5% for all lecturing staff will be made.

What the Offer Means This pay offer would increase the top of the national average lecturer salary scale to £41,027 in April 2019, with over 90% of lecturers across Scotland at the top of the scale. At our college, the impact of the combined increases from harmonisation and the additional pay offer is detailed in Appendix 1. The table details the overall pay increase you would receive in terms of both percentage and cash rises according to your salary point. This three-year deal is a fair one for lecturers. I would ask you to consider informing the EIS-FELA it is a deal worthy of reaching agreement on so that disruptive industrial action can be avoided. As a college, we value our staff and the huge contribution you make, which is why we recompense our lecturers and support staff properly and provide excellent terms and conditions when compared to other sectors. Approximately 1,500 lecturers across the college sector don’t currently have formal teaching qualifications, and as employers we are also committed to investing in our workforce by implementing professional registration by April 2019 and paying for those lecturers to gain a Teaching Qualification in Further Education (TQFE) while, simultaneously, providing the 150 hours remission time it takes to complete within existing paid hours. Sector Finances The real terms investment in lecturers’ pay from the harmonisation and migration already agreed over three years (2017/18, 2018/19, 2019/20) is costing colleges £23.4 million – equating to a national average pay increase of 9% across the sector. The employer’s offer to the EIS would cost an additional £10 million, and this offer already exceeds the level of funding available to the sector. In addition, the colleges need to make 3% efficiency savings as set out within the recent Ministerial Letter of Guidance. Colleges received a reasonable settlement from the Scottish Government’s 2018/19 Budget, with a revenue increase of £36.9 million on the 2017/18 Budget plus 1% revenue uplift for the conversion from financial to academic year, equating to £4 million. However, £31.7m of this increase is ringfenced for funding National Bargaining while the remaining £5.2m is set aside for the implementation of the Student Support Review recommendations, so colleges do not have any extra investment for an additional pay offer. The Scottish Government has already substantially invested in pay and for better terms and conditions in the college sector. Therefore, the additional pay offer must be found through colleges making efficiency savings. There is a finite pot of money available and the pay increase for both support and lecturing staff must come from the same pot. Under the employers’ final pay offer – including harmonisation and migration increases – lecturer’s salaries would move from an average of £36,125 in April 2016 to £40,522 in April 2019 – an increase of 12.2%. The EIS’ additional pay demand would take average pay to an unsustainable £45,033, or an unaffordable 24.7% rise.

30,00032,00034,00036,00038,00040,00042,00044,00046,000

Previous Salaryas of April 2016

Employers' FinalPay Offer for

April 2019

EIS Pay Demandfor April 2019

Lecturers' Average Salary

Impact of failure to reach agreement

If, at this point, we are unable to reach agreement, we will be facing, as a sector, significant challenges to our ability to continue to provide high quality education and training for students.

The reality is, that with a finite amount of money available to colleges, pay deals must be affordable and sustainable, otherwise there is a serious risk of a reduction in student courses and/or in the numbers of lecturers being employed by the colleges.

In the light of positive progress on harmonisation of pay and conditions for our sector and given the challenging financial circumstances facing all Colleges, I would ask you to give serious consideration to what I believe is a fair offer. If you have any queries relating to this information, please do not hesitate to contact me. Yours sincerely Liz McIntyre Principal and Chief Executive

Appendix 1

North East Scotland College Teaching Staff Pay Summary Lecturers

College

2016 Salary

25% 1/4/2017

Salary Scales at 1 April 17

25% 1/4/2018

Salary Scales at

1 April 18

50% 1/4/2019

Salary Scales at

1 April 19

Pay Harmon

Incr Incr

%

April 2017 Pay

Award

April 2018 Pay

Award

April 2019 Consolidated

2.5% Pay Award

Total 3 Year

Incr £

Total 3 Year

Equivalent Incr %

NESCOL £34,008 £1,505 £35,512 £1,505 £37,017 £3,009 £40,026 £6,018 17.7% £0 £0 £1,001 £7,019 20.6%

NESCOL £35,260 £1,192 £36,451 £1,192 £37,643 £2,383 £40,026 £4,767 13.5% £0 £0 £1,001 £5,767 16.4%

NESCOL £40,026 £0 £40,026 £0 £40,026 £0 £40,026 £0 0.0% £600 £1,000 £1,001 £2,601 6.5%

Promoted

College

2016 Salary

25% 1/4/2017

Salary Scales at 1 April 17

25% 1/4/2018

Salary Scales at

1 April 18

50% 1/4/2019

Salary Scales at

1 April 19

Pay Harmon

Incr Incr

%

April 2017 Pay

Award

April 2018 Pay

Award

April 2019 Consolidated

2.5% Pay Award

Total 3 Year

Incr £

Total 3 Year

Equivalent Incr %

NESCOL £42,979 £218 £43,197 £218 £43,414 £436 £43,850 £871 2.0% £382 £782 £1,096 £3,131 7.3% NESCOL £46,597 £82 £46,679 £82 £46,761 £164 £46,925 £328 0.7% £518 £918 £1,173 £2,937 6.3%

Agenda Item 24-18



Title: Employee Engagement Update

Author: Liz McIntyre Contributor(s):


For Decision ☐

For Discussion ☐

For Information ☒


Purpose: To enable the Committee to be updated on a range of activities to improve levels of employee engagement within the College.

Linked to Strategic Aim:


Executive Summary: At its meeting held in October 2017, the Committee received a summary of key employee engagement activities. Attached as Appendix 1 is a further summary detailing recent activities and planned developments.

Recommendation: It is recommended that the Committee notes the information provided.

Previous Committee Recommendation/Approval (if applicable): None.


Positive Impact ☐

Negative Impact ☐

No Impact ☐

Evidence:


Summary of Employee Engagement Activity

Date Activity Purpose September 2018

Leadership Team Consultation To provide Team Members with an opportunity to comment on the proposed gradings for the College’s Evaluation Report AY2016-17 & Enhancement Plan AY2017-18.

December 2017

Training for implementation of new performance review system (iCON)

To provide information and to ensure that staff are confident in the use of the new system and clear about the purpose and benefits of the system.

January 2018 All Staff Conference To work collectively and collaboratively on the key College priority of improving attainment for learners, and to provide an opportunity for staff to contribute to the development of the Strategic Plan 2018-2021.

February & March 2018

Principal’s Faculty Visits To provide opportunities for Faculty staff to showcase curriculum activities and to discuss key issues with the Principal.

April 2018 Leadership Team Consultation To provide an opportunity for Team Members to comment on the proposed Strategic Themes, Objectives and Outcomes for the Strategic Plan 2018-2021.

May 2018 Leadership Team Consultation To involve Team Members in the process of identifying Annual Priorities for AY2018-19.

May & June 2018

Restructuring Consultations To provide opportunities for affected staff and trade unions to comment on the proposed restructures for curriculum management and student support

June 2018 Staff Development Day with a Difference

To create opportunities for staff to undertake a wide range of activities focussed on staff wellbeing and to provide the opportunity for staff across the different departments and campuses to mix and share good practice.

August 2018 All staff briefings held at start of the new session in both Aberdeen and Fraserburgh

To welcome staff to the new session and to provide information on the new Strategic Plan, Annual Priorities for 2018-19.

September 2018 onwards

Respect & Mentally Healthy College Themes

To encourage staff buy-in and staff led events and activities.

September 2018

Leadership Team Consultation To provide Team Members with an opportunity to comment on the new Supporting Strategies for the Strategic Plan 2018-2021.

October 2018 Leadership Team: Towards Excellence – The Leadership Challenge

To provide an opportunity to reflect on aspects of change management which still require a significant amount of leadership support and direction.

October 2018 Leadership Consultation To provide Team Members with an opportunity to comment on the conclusion reached by the SMT in the College’s Evaluation Report AY2017-18 & Enhancement Plan AY2018-19.

January 2019 Staff Development Day Format of Day: Guest Speakers at the Beach Ballroom for all staff. A selection of one hour sessions which all staff must attend two of the proposed topics below: • HR Refresh• Mental Health• Equalities & Respect• Learning & Teaching

Faculty Led Sessions – Subjects and objectives to be determined by each Faculty.

January – March 2019

College Conversations with all curriculum and support departments across Campuses

Small group discussions to allow staff to share aspects of their work that they are proud of and to suggest changes and improvements that could be made within their own teams and within the College.

May 2019 Leadership Team Consultation To involve Team Members in the process of identifying Annual Priorities for AY2018-19.

June 2019 Staff Development Day with a Difference

To create opportunities for staff to undertake a wide range of activities focussed on staff wellbeing and to provide the opportunity for staff across the different departments and campuses to mix and share good practice.