Embed Size (px)
Citation preview
NORTH LANARKSHIRE COUNCIL
REPORT
M
To: POLICY & RESOURCES COMMITTEE
AGENDA ITEM No .,..... lmb.,.,,..,,,
Subject: IMPLEMENTATION OF FINANCIAL SAVINGS 2013/14 - WORKFORCE CHANGES
From: CHIEF EXECUTIVE
I Date: 7 March 2013 I Ref: GW/AF/KH
1.
1.1
1.2
2.
2.1
2.2
Introduction
Reference is made to the Special Council Meeting of 14 February 2013 at which a savings package of f 62.4m was agreed for financial years 201 3/14 to 201 5/16.
The purpose of this report is to set out the changes to the overall workforce establishment and structures which will be required to achieve the savings for the first year of the package i.e. 201 3/14.
ProDosed Establishment and Structure Changes
In order to achieve the savings targetted for 2013/14 stringent controls continue on the filling of vacancies and more recently all services have been further reviewing their structures to maximise efficiency and inform the package of savings options which has now been considered by the Council.
Attached to this report are the detailed proposals arising out of this work to date, for Members consideration, with the position summarised as follows:
Awendix Service Financial Estimated Number of Savinq One off Costs Posts Deleted
- FTE E 000 f 000 f 000
1 Chief Executives 143 82 4 2 Corporate Services 1516 1290 34 3 Finance & Customer Services 41 - 2 4 Environmental Services 983 720 28 5 Learning & Leisure 3144 1591 116 6 Housing & Social Work 1609 400 53
7436 4083 237
49
2.3 Of the 237 FTE posts to be deleted 118 are vacant leaving a balance of 119 which represents an estimated headcount of 176. It should be noted that at this stage it is envisaged that this reduction in the establishment will be achieved as follows:
2.4
2.5
2.6
3.
3.1
4.
4.1
Re-deployment Voluntary Redundancy To be determined
Headcount - No. - %
26 15 144 82
6 3
176 100
In terms of the number of posts still to be determined, and in line with our commitment to minimise the number of compulsory redundancies, work will continue in conjunction with the Trade Unions and the employees affected to explore all available options which could provide alternative solutions.
For those posts which will be subject to voluntary redundancy/early retirement, and where employer discretion is required, one-off costs have been estimated at this stage which would achieve a savings pay-back within a 3 year maximum period. Subject to Committee’s approval of the establishment changes proposed, all posts which involve one-off costs for redundancy/early retirement will be the subject of an individual report to the Early Retirement Sub-Committee before any agreements are finalised with members of the workforce.
The workforce changes proposed in the attached reports will generate a saving estimated at f7.436m. There will however be one-off costs associated with voluntary redundancy/early retirement which are estimated at f4.083m. The Council has already established a Change Management Fund of f21.25m to meet these costs.
Stage 2 equality impact assessments have been completed where required for the establishment changes proposed to deliver the first year of the savings package. A copy of each assessment has been placed in the Members Library and on our Website.
Housina Service (Housina Revenue Account)
To address the savings agreed for the Housing Revenue Account and as part of the drive to further improve the Housing Service changes to the organisational structure have been developed. A copy of the report by the Head of Housing Services which sets out these changes is at Appendix 7 to this report. This report represents the fourth and final phase of the Housing Service Structure Review which will secure an annual saving of f 152,000 to the HRA Budget and f25,000 to the Non HRA Budget. The overall establishment is increased by one mainly as a consequence of the creation of 6 Estate Officer posts to manage temporary accommodation provision in the North area.
Conclusions and Recommendations
This report has set out the organisational structure changes necessary to address the 2013/14 financial savings determined by the Council. Given the scale of these changes it is imperative that these are progressed on a corporate basis with Committee viewing the position Council wide in one process. It is intended to maintain this corporate approach as we develop proposals to develop our transformation programme and the financial savings agreed for 2014/2015 and 201 51201 6 which will involve a further reduction in our establishment.
50
4.2 The Committee is recommended to:
(a) approve the changes to the establishment and staffing structures as set out in Appendix 1-7 of this report;
(b) approve the progression of further consultation and engagement with the trade unions as work progresses towards the implementation of these workforce changes;
(c) notes that, where appropriate, further reports on individuals who will leave the Council under voluntary redundancy/early retirement will be submitted to the Early Retirement Sub Committee;
(d) notes the one-off costs associated with the structure changes and approves the funding arrangements proposed in paragraph 2.5 of the report, on the understanding that these costs will be subject to regular monitoring reports which will be submitted to the Policy & Resources Committee;
(e) notes that further reports will be brought forward to progress our transformation program me;
(9 notes the Equality Impact Assessments carried out to date and that this process will continue as implementation progresses;
(9) refers the report to the Policy & Resources Human Resources Sub Committee; and
(h) otherwise notes for information the content of this report.
Gavi n W hi tef ield Chief Executive
51
APPENDIX 1
NORTH LANARKSHIRE COUNCIL
To: POLICY & RESOURCES COMMITTEE
REPORT
Subject: IMPLEMENTATION OF FINANCIAL SAVINGS 201 3/14 - CHIEF EXECUTIVES SERVICE
1 Date: 25 February, 2013
I From: CHIEF EXECUTIVE I
Ref: GW/AF/KH
I.
I .I
1.2
1.3
2.
2.1
2.2
2.3.
Introduction
Reference is made to the Special Council Meeting of 14 February 201 3 at which a savings plan was determined for the next three financial years.
As a consequence of the agreed savings this report presents to committee proposals by the Chief Executive’s Office to achieve the savings required under this strategy.
The proposals in this report represent the first phase of the structure review intended to deliver savings for 201 3/14. This report makes recommendations which include Corporate Communications and Corporate and Performance Management.
Restructure proposals
Projected savings are noted in Appendix A and the recommendations contained within this paper advises the intentions of the Service to deliver for year one of the three-year savings plan.
Corporate Communications: It is proposed to delete the following posts from the structure:
Senior marketing officer (NLCI 2), currently vacant Media assistant (NLCG)
It is also proposed to reconfigure and re-designate the post of Publications Officer (NLCIO) to the post of Digital Media Officer (NLCIO). As the council effects significant channel shift and increasingly relies upon its electronic media channels such as the website and social media platforms this change will allow more focused support to new digital initiatives.
Corporate and performance: It is proposed to delete the post of Information and Research Officer (NLCIO) and consolidate the work with the vacant Service Improvement Officer post (NLC12)
It is proposed to re-designate the post of Team Leader CPP (NLC14) to Service Development Officer.
It is also proposed to delete the post of Admin Officer (NLCIO).
52
3.
3.1
3.2
3.3
3.4
h
Corporate Considerations
The proposals set out in this report will generate a saving of f143,042 in 2013/14 against a target of f 130,000. As a consequence of deleting posts, one-off costs estimated at f 82,000 will be involved and will be required to be financed within the contingency sum set aside to deal with one-off costs associated with the programme.
Proposals contained within this report have been the subject of consultation with the Director of Finance and Customer Services, the Head of Human Resources and the appropriate Trade Union representatives in advance of submission to Committee.
The staff affected by these proposals will be managed in accordance with the council’s redundancy policy and redeployment will be sought.
An Equality Impact Assessment has been completed as required. c
Chief Executive
53
SERVICES PROPOSALS - CHIEF EXECUTIVE’S OFFICE
I Employee Costs
On-costs DivisionlSection Current Proposed Post Grade Proposed Salary Cost of Establishment Adjustment Establishment Adjustment (26%)
(Grade mid-point) Corporate 24.24 -1 Senior Marketing Officer NLC12 23.24 €34,683 E9.017 Communications and Marketing
-1 Media Assistant NLC6 22.24 f 18,441 f4.795
Corporate and 16.5 -1 Information and Research NLCIO 15.5 f30,201 f7.852 Performance Officer
-1 Admin Officer NLC 10 14.5 f30,201 f7.852
I Count)
I VI P
-Vacancies - f43.700 1 -4 Re-deployment - f61,289 2 VRS I Early Retiral - f38,053 To be resolved - 0
1 0
Total Costl Saving
f43,700
f23,236
f38,053
f38,053
Summary of Workforce Deployment Savings I Current Establishment I Proposed Establishment I Net IncreaselReduction in I Net Change in Establishment (FTE) I Net Change in Establishment (Head I
Estimated one-off costs f82’000
Spfiestablishmentchangesproformafebl3
APPENDIX 2
NORTH LANARKSHIRE COUNCIL
REPORT
To: POLICY AND RESOURCES COMMITTEE
From: EXECUTIVE DIRECTOR OF CORPORATE SERVICES
Date: 6 March 2013 Ref: JAF/IL
Subject: WORKFORCE DEPLOYMENT SAVINGS: CORPORATE SERVICES STRUCTURE REVIEW
1.
1 . I
2.
2.1
3.
3.1
3.2
3.3
3.4
4.
4.1
Purpose of Report
The report seeks approval of adjustments to staffing structures within each Division of Corporate Services to take account of the decisions of the Council on savings proposals to be implemented in financial year 201 3/2014.
Background
The Council, at its meeting on 14 February 2013, agreed savings proposals for Corporate Services to be implemented in 2013/14 and, to give effect to a number of those savings proposals, it is necessary that there be adjustments to staffing structures within each Division of Corporate Services. This report brings forward recommendations for staffing adjustments to implement the Council’s decisions and identifies the financial consequences.
Central Services Division
As regards the Central Services Division, the decisions of the Council to delete two posts within the Administrative Services Section, one post within the Members’ Services Section and four posts within the Registration Service require adjustments to staffing structures
It is, accordingly, recommended that the Administrative Services and Members’ Services Sections of Central Services be merged to form an Administrative and Members’ Services Section under the management of the Chief Administrative Services Manager. This will involve the deletion of 3.4 FTE posts - one post of Members’ Services Manager (NLC12); one post of Senior Clerical Officer (NLC5); one post of General Mail and Porterage Assistant (NLC2) and 0.4 FTE of post of Clerical Assistant (NLC5). Within the Registrars Service the proposals involve the deletion of four posts - one post of Area OfficedRegistrar (NLCI 1); one post of Registrar/Assistant Area Officer (NLC7); and two posts of Clerical Officer/Assistant Registrar (NLC3-5) subject to the creation of a 0.5 FTE post of Clerical Officer/Assistant Registrar (NLC3-5).
This will require a revised management structure for the Registrars Service which will remain within the Administrative Services Section. The remaining post of Area Officer/Registrar will assume supervisory responsibility for all eight Registration Offices and will become the Registrar for the Coatbridge, Airdrie and Shotts registration districts.
Design and Property Services
The Council has agreed revenue savings proposals in relation to the Contract SuppotVAdministration Section; the Property Section; and the Property and Maintenance
cs-financialsavings 13 -1 4-app2-march20 13 .doc 5 5
4.2
4.3
4.4
4.5
4.6
4.7
4.8
5.
2 Services Section of Design and Property Services. To implement those decisions, the following proposals are advanced.
The Contract SuppotVAdministration Section provides support and administrative services to the technical sections of the Division. The current establishment of the section is 18. The Property Section deals with asset management planning, office accommodation, energy management and technical valuation for rating and asset purposes. The current establishment of this section is 21. The Property Maintenance Section provides a maintenance and inspection service to corporate properties (non housing stock) together with minor adaptations and alterations and, through a Specialist Services Unit, planned cyclical maintenance works. The current establishment of this section is 39 FTE posts.
It is proposed that the Contract SuppotVAdministration Section and the Property Section be amalgamated, with the Special Services Unit of the Property Maintenance Section, into one Property and Support Section under a new post of Asset Manager. The proposed grade of NLC17 is still to be confirmed. It is also proposed to delete five posts from the Contract SuppotVAdministration Section, as follows - Contract Support & Administration Manager NLC15, Quantity Surveyor NLCI 1, Clerical Assistant NLC3 and 2 FTE Clerical Assistants NLC2. It is proposed to create a new post of Group Manager - Support Services. The proposed grade for this post is NLC 14, however this is still to be determined.
Within the Property Section it is proposed to delete the following 7 posts - Group Manager (Property) NLCl6; Section Manager (Strategic Property) NLC14; Facilities Officer NLCI 1; Property Officer NLCIO (two posts); Property Technician NLCS and Clerical Assistant NLC3. Due to changing service requirements, it is also proposed to redesignate 1 FTE post of Energy Assessor (NLC6) within the Operational Property Section to Assistant Property Technician (NLC 6).
From the establishment of the Property Maintenance Section it is proposed that three posts be deleted -Technician (Asbestos) NLCS and Clerk of Works (Electrical) NLC 8 (two posts).
The Council has, further, agreed savings proposals in relation to capital. To implement those decisions within the Design and Property Services Division, the following proposals are advanced.
Within the General ServicedLearning and Leisure Section it is proposed to delete four posts - Assistant Architect NLCI 1; Clerk of Works NLC8; and Trainee Technician NLC 2 (two posts).
Within the Housing and Social Work Section it is proposed to delete one post of Group Manager graded NLC14.
Human Resources
The corporate HR Policyflraining and Development Unit currently has an establishment of 11 Full Time Equivalent posts plus one post of Modern Apprentice. It is proposed that the management structure of this unit be altered by the deletion of 2 posts - 1 post of Chief HR Officer graded NLC16 and 1 post of Principal HR Officer graded NLC13 - and the creation of one management post Of Chief HR Officer graded NLC15. It will be possible; also, to delete 1 professional officer post of HR Officer graded NLCIO. The effect of this reduction will be a reduced capacity for development and delivery of training and development initiatives and for the review of employment policies. The restructure will entail the adjustment to the designation and remit of some posts and a reduction in management capacity emanating from a flattened structure.
cs-financialsavingsl3-14-appZ-marcti2013.doc 56
3
6.
6.1
6.2
6.3
7.
7.1
8.
8.1
8.2
Legal Services
It is proposed to restructure management arrangements for Litigation, Licensing and Freedom of Information work. This will involve the deletion of 2 FTE posts of Chief Solicitor, each graded NLC16 and their replacement by 1 FTE post of Managing Solicitor, graded NLC 17. It is proposed, also, to create 1 FTE post of Principal Solicitor (Corporate) graded NLC15 within the current Property and Commercial Section which it is proposed to re-title as “Asset and Information” Section. That post will have responsibility in respect of Data Protection, Freedom of Information and Procurement. Accordingly the post of Corporate Freedom of Information Officer (graded NLC12) will be deleted, and 1 FTE post of FOI Co-ordinator, graded NLC 10 will be created, and 1 FTE post graded NLC8 within the Freedom of Information Team will be deleted. Additionally 1 FTE post of Solicitor, graded NLC12 will be deleted.
Separately it is proposed to reduce the establishment of Solicitor posts graded NLC12 by 2.5 posts. The deletion of those posts will require service prioritisation and some reduction in timescales for services provided in some areas.
Finally it is proposed to reconfigure the establishment of Paralegal posts graded NLC8 within the Legal Services Division by the deletion of 1.0 FTE post. It is also proposed to delete 1 FTE post of Clerical Officer.
Other Savings Proposals
Other savings proposals agreed by the Council at its meeting on 14 February, which do not involve workforce deployment savings, are designed to achieve revenue savings of f411,OOO in financial year 2013/14.
Corporate Considerations
The proposals set out in this report will generate a saving in 2013/14 of f 1,361,016 revenue and f 154,915 capital. The initial savings requirement for Corporate Services for the three years to 2015/16 was f3,095,000 revenue and f880,OOO capital.
Attached, as an appendix to this report, are further details of the workforce deployment savings which involve a net change in establishment of 33.9 (head count 34) at an estimated one-off cost of f1,290,453. These proposals have been the subject of consultation with the Director of Finance and Customer Services, the Head of Human Resources and the appropriate trade unions. Following Equality Impact Assessment of all proposals, only one of the attached proposals - that relating to the savings in the Registration Service - required a Stage 2 Equality Impact Assessment. That Stage 2 Equality Impact Assessment has been completed, has been published on the Council’s website and a copy has been lodged in the Members’ Library.
Executive Director of Corporate Services
57
CORPORATE SERVICES PROPOSALS
DivisionlSection Current Establishment
Central Services -
Proposed Adjustment
Delete 1 FTE post Delete 0.4 FTE post Delete 1 FTE post Delete 1 FTE
Post
Members’ Services Manager Clerical Assistant
Senior Clerical Officer
General Mail and
59.5
Central Services - Admin Services
24
I
Delete 1 FTE I Area OfficedRegistrar post Delete 1 FTE I Assistant Area Officer/ post I Registrar Delete 2 FTE I Clerical Officer/
Grade
NLC 12
NLC 5
NLC 5
NLC 2
NLC 1 1
NLC 7
NLC 315
NLC 3/5
Proposed Establishment
33.6
19
52.6
Salary Cost of Adiustment (Giade mid-point) f 34,683
f 6,879
f 17,199
f13,548
f31,968
f20,520
f 34,398
f 8,600
On-costs (26%)
f9,081
f 1,788
f4,472
f3,522
f8,312
f5,335
f8,944
f2.236
Total Costl Saving
f43,701
f 8,667
f21,671
f 17,070
f40,280
f25,855
f43,342
- f 10,836
f 189,750
5
DivisionlSection
Design and Property Services - Contract Support and Admin Section
Current Establishment
18
Design and Property Services - Corporate
Post
Services - Property
Grade Proposed Adjustment
Delete 1 FTE post
Clerical Assistant Delete 2 FTE post Delete 1 FTE
NLC 2
post Delete 1 FTE
Group Manager Support Services Group Manager
Facilities Officer
Property Officer
Property Technician
Clerical Assistant
Section Manager - Strategic Property Property and Support Manager Technician (Asbestos)
post Create 1 FTE post Delete 1 FTE post
Delete 1 FTE post Delete 2 FTE posts Delete 1 FTE post Delete 1 FTE post Delete 1 FTE post Create 1 FTE
NLC14 TBC NLC 16
NLC 1 1
NLC 10
NLC 9
NLC 3
NLC14
NLC17 TBC NLC 9
post Delete 1 F I E
Clerk of Works
post
NLC 8 Delete 2 FTE posts
Clerical Assistant NLC 3
Quantity Surveyor NLC l l
Proposed Establishment
14
15
36
Salary Cost of Adjustment (Grade mid-point) f 1 5,132
f27,096
f31.968
f39,909
f49,062
f31,968
f60,402
f25,716
f 15,132
f39,909
f54,496
f25,716
f47,952
0 n -costs (26%)
f 3,934
€ 7,044
f 8,312
€10,376
f12,756
f 8,312
f 15,704
E 6.686
f 3,934
f10,376
f 14,169
f 6.686
f 12.448
Total Cost/ Saving
f 19.066
f 34,140
f 57,040
f40,280
f50.285
f61.818
f40,280
f 76,106
€32.402
f19,066
f50,285
- f68,665
f32,402
f 60.420
cs-financialsavings I3-14-appZ-rnarch2013 .doc
DivisionlSection
Design and Property Services - General Services Capital k Pro ramme
Current Establishment
Design and Property Services - Housing and Social Work
Delete 1 FTE post Delete 2 FTE posts Delete 1 FTE post
Capital Programme 153
Clerk of Works NLC 8
Trainee Technician NLC 2 23
Group Manager NLC14 47
I Post
Proposed Adjustment
Grade Proposed Establishment
I I I
Delete 1 FTE I Assistant Architect I NLC11 post
I I I
135
Salary Cost of Adjustment (Grade mid-point) f31,968
f23,976
f27,096
f39.909
0 n -costs (26%)
f 8,312
f 6,234
f 7,044
f 10.376
Total Costl I .
Saving I f40,280 1 f 34,140
f50,285 1
cs-financialsavingsl3-I 4-appZ-march2013 .doc
7
DivisionlSection
Human Resources
Current Establishment
35.5 FTE
35.5
Proposed Adjustment
Delete 1 FTE
Post Grade Proposed Establishment
Chief HR Officer NLC 16
post I NLCIO I Delete 1 FTE I HR Officer
Salary Cost of Adjustment
On-costs Total Costl (26%) Saving
(Grade mid-point) f49,062 f12,756 f61,818
post Delete 1 FTE Principal HR Officer NLC 13
cs-financialsavingsl3- 14-app2-march2013 .doc
f38,151 f 9,919 f48,070
f 30,201
f44,766
f 38,053 f 7,852
f 1 1,639 - f 56,405
f91,536
Post Create 1 FTE post
Chief HR Officer NLC 15
33.5
8
DivisionlSection
Legal Services
Current Establishment
61 FTE
I f86,707
f23,976
f23,976
f 16,446
f 53,886
f44,766
f30,201
f 19,954
61
f 109,409 f22,702
f 30,210 f 6,234
f 30,210 f 6,234
f 4,276 f 20,722
f14,010 - f67,896
- f 56,405 f 11,639
f 7,852
f 5,188
- f38,053
f 25,142
f 264,377
Proposed Grade Proposed Adjustment Establishment
Delete 2 FTE Chief Solicitor NLC 16
Delete 1 FTE Corporate Freedom of NLC 12
FTE posts Delete 1 FTE
post 1 Information Officer Delete 1 FTE I Solicitor I NLC12 I
Paralegal NLC 8
post Delete 2.5 I Solicitor I NLC12 I
Current Establishment Proposed Establishment Net IncreaselReduction in Net Change in Establishment Employee Costs (FTE)
Vacancies 14.4 33.9 Re-deployment VRS I Early Retiral 15.5 To be resolved 4
Salary Cost of Total Cost/ Adjustment
Net Change in Establishment (Head Count)
34
(Grade mid-point) f 98,124 f25,512 f 123,636
f 34,683 f 9,081 f 43,701
Estimated one-off costs E 1,290,453
cs-financialsavingsl3- 14-app2-march2013 .doc
APPENDIX 3
NORTH LANARKSHIRE COUNCIL
REPORT
POLICY AND RESOURCES COMMITTEE Ta Subject: IMPLEMENTATION OF FINANCIAL
SAVINGS 2013/14 FOR FINANCE & CUSTOMER SERVICES
From: EXECUTIVE DIRECTOR OF FINANCE & CUSTOMER SERVICES
I Date: 5 February 2013 I Ref: AC/CP I 1
1 .I
2
2.1
3
3.1
3.1.1
3.2
3.2.1
3.3
3.3.1
Introduction
The purpose of this report is to adjust the Finance and Customer Services staffing establishment to reflect the savings proposals accepted by the Council on 14 February 2013 for financial year 2013/14.
Background
The savings target for Finance and Customer Services for financial year 2013/14 is f2,615,000 and this report sets out the Workforce Deployment savings, which form part of that total. The summary of these projected savings is outlined in Appendix A with the proposals explained in more detail below:
Restructure Proposals
Financial Services
Review level of Trainee Accountant programme
The changing nature of the finance workload and lower turnover in qualified accountant posts across the Finance function requires that consideration be given to the existing trainee accountant programme. Reducing the number of trainee accountant posts from 3 to 2 would result in an annual saving of f23,236.
Reduced hours posts
Within Financial Services, there are currently formal arrangements in place to accommodate a range of employee requests to work reduced hours. Following a management review of current and future workloads, it has been determined that there is scope to reduce the employee cost budget to reflect these reduced hours posts. This has released hours that equate to 1 FTE of an Accountancy Assistant post, resulting in an annual saving of f 18,000.
€-Government & Service Development
Blue Badge Service
Committee will recall that a new national Blue Badge process was launched in January of last year and the administration of blue badges transferred from Housing and Social Work Services to Finance & Customer Services at that time. Housing and Social Work services seconded staff on a temporary basis to assist with this process whilst the true volume was assessed and a permanent establishment agreed. With a year’s experience of delivering the service, it is clear that a team of 3 FTEs is required to manage the volume of approx 6,500 applications per annum. It is proposed therefore that funding for these 3 posts is transferred from Housing and Social Work Services to allow the creation of 3 permanent Customer Service Assistants (NLC4) within the Finance Admin
63
Support team to manage this workload going forward. This proposal is cost neutral and will be funded from the Housing and Social Work Community Care monies.
4 HR Implications of Proposals
4.1.1 The first proposal for Financial Services involves the deletion of a vacant post and the second relates to a reduction in budgeted hours to reflect existing work patterns. The proposal for the Blue Badge service involves a transfer of staff from Housing & Social Work. Therefore, there is no impact on existing staff members.
5 Corporate Considerations
5.1 The proposals set out in this report will generate a total saving in 2013/14 of f41,236 per annum. There are no one off costs associated with the proposals.
5.2 Proposals contained within this report have been the subject of consultation with the Director of Finance and Customer Services, the Head of Human Resources and the appropriate Trade Union representatives in advance of submission to Committee.
Executive Director of Finance and Customer Services
64
Appendix A
Post
SERVICES PROPOSALS
Grade Proposed Salary Cost of Establishment Adjustment
DivisionlSection
Financial Services - Trainee Accountant Programme Financial Services - reduced hours posts Finance Admin Support Team - Blue Badges service
Trainee Accountant
t::
(Grade mid-point) NLC4-8 2 -f 18,441
Current Establishment
Accountancy Assistant
Proposed Adjustment
NLC8 55 -f 14,296
3
56
Current Establishment
482.8
-1
Proposed Establishment Net IncreaselReduction in Net Change in Establishment Net Change in Establishment
Employee Costs (FTE) (Head Count)
480.8 Vacancies -2 -2
-1
10 3
0 n -cos ts (26%)
-f4,795
-f3,714
Customer Service Assistant I NLC4 I l3
Budget transferring, therefore cost neutral
Total Cost/ Saving
-E 23,236 -7 f O
Summary of Workforce Deployment Savings (excluding budget transfer re Blue Badges)
Estimated one-off costs f NIL
1
I .I
1.2
1.3
7.4
2
2.1
2.2
2.3
2.4
APPENDIX 4
ENVIRONMENTAL SERVICES - WORKFORCE REVIEW
Report by Executive Director of Environmental Services
14 February 2013
INTRODUCTION
Reference is made to the Special Council Meeting of 14 February 2013 at which a savings package of E62m was agreed for years 201 3 to 2016.
The purpose of this report is to set out the proposed changes to the workforce establishment to
deliver the savings package.
This report presents revised structure proposals for Environmental Services and has been
prepared in conjunction with the Chief Executive, Executive Director of Finance and Customer Services and the Head of Human Resources.
This report intends to review existing structures to address duplication and offer potential financial solutions to assist in managing financial pressures.
BACKGROUND
As part of the Service and People First Transformation Programme, each of the Council's Services has committed to reviewing its operational arrangements to deliver savings under the
Workforce Deployment, Service Prioritisation and other work streams.
The changes to the workforce establishment and structure required for the first year of the
package are attached at Appendix A.
The changes introduced through the Service and People First Initiative require ongoing review of
structural and operational arrangements to ensure they continue to represent value for money, reflect the needs of our service users, local communities and refine services in accordance with
our key strategic priorities.
Change to existing posts, or creating new posts, will be subject to the Council's job evaluation
process. Proposals in this respect show an indicative grade pending the conclusion of this
exercise.
1
66
2.5
2.6
2.7
2.8
2.9
2.10
2.11
In supporting the Council commitment to extending opportunities for young people consideration will be given at every stage when reconfiguring existing posts to identify any potential opportunities to create a post suitable for a young, unemployed, North Lanarkshire resident.
Although this report is focused on the savings implications arising during the year 2013 to 2014 it is critically important that in order to realise savings in the years 2014 to 2016, the essential preparatory work commences during year 201 3. A channel of communication must commence on some of the considerations that necessitate a significant preparatory and lead in time eg
identifying alternative working patterns; negotiating or terminating leases on vehicles or plant.
Whilst the decision on such areas can be swift if required, the lead in time can be lengthy. As with most forward planning, it must be accepted that some abortive work will be incurred. However, in circumstances where comprehensive consultation and negotiations is required or
lengthy notice periods are necessary, it is considered more beneficial to have covered the preliminary groundwork as soon as possible,
In order to achieve the savings proposals, stringent controls on the filling of vacancies will continue in an effort to minimise the number of posts that could be in a redundancy situation.
The current impact is outlined in the Chief Executive’s cover report. Although as in previous years there will be some ebb and flow within the numbers at final outturn.
In line with our commitment to minimise the number of compulsory redundancies, work will continue in conjunction with the Trade Unions and the employees affected to explore all available options which could provide alternative solutions.
For those posts which will be subject to voluntary redundancy/early retirement and where employer discretion is required, one off costs have been estimated at this stage which would achieve a savings pay back within a three year maximum period, subject to normal Committee
approvals.
Whilst this report covers a number of proposals to address operational requirements it is proposed to undertake a strategic review of the Service organisational structures to deveiop an operating model which would best position the Council to meet future challenges. A further report which will align proposals with work that is already underway will be brought forward as
soon as possible.
In order to better manage projects within the Service it is proposed to review project management to establish the best fit. This will provide a broader range of services and better co-ordination to
2
67
2.12
3.
3.1
3.1.1.
3.1.2
3. I .3
3.1.4
deliver a range of roads, town centre, land and regeneration projects etc. and will pool expertise
to provide a more robust service and reduce risks.
All equality impact assessments including Stage 2 were required, have been completed for the establishment changes proposed to deliver the first year of the savings package.
RESTRUCTURE PROPOSALS
Facilitv Suimort Services
The establishment of the Facility Support Services division in 2004 recognised the opportunities that existed in relation to establishing an integrated approach for the management and delivery of
the soft Facilities Management Services including catering, cleaning, janitorial and caretaking services. This was further progressed with the Management and Support restructures in 2008
and 201 I to provide integrated service management and administration. Alignment of working practices and service standards has been completed; however, further integration can be achieved through rationalisation of the two current operational bases into Fleming House, Cumbernauld. It is proposed that this takes place in the first half of 2014 with the service storage
facility remaining at Bellshill Complex.
Work to progress the Business Plan for the establishment of an arms length external
organisation (Aleo) for Cultural and Related Services is far advanced with a proposed commencement date of April 2013. This will have a significant impact on the Facility Support Services Division with the expected transfer of the employees who deliver the caretaking service
and the associated management and support staff who support Community Facilities to the Ale0
under the Transfer of Undertakings (Protection of Employment Regulations) 2006. Employees
in cleaning, community education supervision and catering, who provide support services to
Cultural venues, including Libraries, the Concert Hall and Theatre, Community Education Centres and cafes in Parks will also transfer along with associated management and support
staff.
It is proposed to continue with geographical arrangements within the division for the
management of catering, cleaning and janitorial services. However, the management structure
will now need to be refocused.
The previous restructures in 2008 and 201 1 recognised the commonalities with the management of building cleaning and catering and integrated management at this level. The changes
outlined above and the need to improve absence management arrangements across this multi-
site, multi-disciplinary support service means a refocus of the management and support team is
3
68
required to best support frontline services.
3.1.5 As a consequence of the personalisation of care in the Council’s Housing and Social Work services there is a reduction in the requirement for cleaning and catering services. The reduced
demand for service will impact on the management and support structure.
3.1.6 The opportunity to better integrate a smaller management and support team will see the physical integration of administration as outlined in 3,l .I above.
3.2
3.2.1
3.2.2
3.2.3
3.2.4
Plannina and Development
In 2010/11 Planning and Development carried out a restructure of the service to reflect the introduction of new planning legislation; the changing nature of the Ravenscraig development; the adjusted emphasis of Building Standards by Scottish Government and to enable a more effective service delivery in future. That restructure reduced the number of teams and as a result the number of managers, assistant managers and senior officers.
This new structure works well and so whilst the savings required will be delivered across all parts of the service, the structure will change in two areas only - Development Management and Business Development. Preparatory work will commence in 2013 to allow the necessary alterations to working practices to be developed ready for implementation in the following years. .
Development Management
Development Management currently operates from three teams, one dealing with Major planning applications across the Council area, the other two dealing with Local applications within distinct geographical areas (North and South). It is proposed to commence work in 2013 to develop a new structure, comprising of two teams, one will deal with major planning applications and the other with all local applications, which will be implemented in 2014 - 15. In addition it is anticipated that changes will be sought in the coming year to the current scheme of delegation and other committee processes in order to allow the service to be provided with reduced resources.
Strategic Planning
Strategic Planning operates from two teams: one will deal with sustainability and development plan matters; and one will deal with design and conservation, development of Town Centre Action Plans and the implementation of capital projects in town centres. Some non-statutory work such as design, conservation and projects will need to be reprioritised and some areas of statutory
4
69
work will be completed over longer timescales due to reduction in staff numbers.
3.2.5 Buildina Standards and Business DeveloRment
Building Standards and Business Development currently operates from two teams. The Building Standards work is increasingly driven by the Scottish Government’s requirements for continuous improvement and customer focus. In addition, with the introduction of a new Scottish Government Performance Framework, Building Standards has an enhanced role in terms of compliance, site inspection and public safety, To comply with this it is proposed during 2013 to commence the reprioritisation of the various elements of work and review the staffing levels.
3.2.6 The support service and technical assistant teams, within the Business Development section, provide key administration and technical support to both Planning and Building Standards processes including the increasingly successful online system which has changed the nature of work. To reflect current and future changes it is proposed to commence work in 2013 to develop an operating model which would best position the section to meet future needs and to ensure effective and efficient provision of technical and administrative support, central to the delivery of the successful planning and building standards outcomes.
3.3 Roads and TransDortation
3.3.1 The proposals for the Roads and Transportation Division aim to streamline management and project delivery and to reduce strategy, road works control, road safety and travel planning. Co-
location of three office locations to one, along with the introduction of mobile working technology
will be a catalyst. Two operational areas will merge, allowing the reduction of one manager post and the service will substantially reduce its office foot print. The present road asset and strategy team will be split which will allow for the deletion of one further manager post. Asset
management will be aligned with roads operations and this will deliver a better targeting of resources. Project teams will be merged and managed along side strategy and Roads and Strategy Design to become a more flexible resource. The reduction of staff will reduce or delay delivery of new strategies; however co-location with the planning service will deliver better joint
working when dealing with major applications.
3.3.2 The Council has previously achieved almost double the government target for accident reductions and it is anticipated that future targets will be achieved with better targeting of
remaining resources. It is proposed that work will commence in 2013 to review and reconfigure staffing requirements which will be implemented over the next three years.
5
70
3.4
3.4.1
3.4.2
3.4.3
Protective Services
A review of arrangements for progressing enforcement action has been undertaken with the Housing and Social Work Service to ensure that a robust approach is taken to tackling serious disrepair and poor maintenance in the private sector while making best use of available resources. The outcome from this review is the proposal to second an Environmental Health Officer from Protective Services to the Private Sector Housing Team, within Housing and Social Work Service, for an initial period of one year to progress Works Notices and Maintenance
Orders and improve co-ordination of all stages of the process. This approach will also protect the Council budget as costs associated with any works carried out in default by the Council shall
be recoverable from the owners of the properties concerned. The Housing and Social Work Service has committed to fund the cost of the seconded Environmental Health Officer.
To provide a more effective response to the problem of rogue and unfit landlords within North Lanarkshire, it is proposed to reorganise the existing staffing compliment within the Public Health
and Housing team of Protective Services to establish a dedicated Landlord Registration unit. This unit shall comprise of an existing Senior Environmental Health Officer and two Environmental
Health Officers and will be managed by the Public Health and Housing Manager. This unit will be
created from transferring existing staff and will be supplemented by the filling of a current vacant
Environmental Health Officer for a period of one year, from I April 2013. In recognition of the commitment outlined at paragraph 2.5 it is proposed to appoint an unemployed graduate Environmental Health Officer, if possible, resident in North Lanarkshire, for the one year period, in line with the Council’s commitment to the Youth Investment Programme.
During 201 3/14, the Trading Standards Section will reduce its operational teams from four to two
with the enforcement teams relocating to Fleming House, Cumbernauld. The Consumer and Money Advice Teams will continue, for the time being, to be based in Bellshill, Coatbridge, Cumbernauld and Motherwell and will be co-located alongside or within First Stop Shops where appropriate. .
3.4.4 Within the support services it is proposed to review the allocation of resources across the various locations.
3.5 Regeneration and Infrastructure
3.5.1 Work to progress the establishment of an arms length external organisation (Aleo) which would acquire the commercial property portfolio of the Council is far advanced with a proposed
6
71
3.5.2
3.5.3
3.5.4
3.5.5
commencement date of June 2013, at the latest, This will have a significant impact on the Regeneration and Infrastructure Division with the expected transfer of the employees who deliver the property management service with the associated line management and support staff to the
AIeo under the Transfer of Undertakings (Protection of Employment Regulations) 2006.
The Head of Regeneration and Infrastructure was appointed on a fixed term basis and this comes to an end on 30 June. In order to address the saving requirement in Chief Officer structures this position has been discussed with the Chief Executive and it has been agreed that following the externalisation of property the post will no longer be required. Accordingly this post will not be maintained in the structure and a further report will be submitted to the Policy & Resources Committee in June 2013 outlining how the remaining responsibilities within this role should be best re-assigned.
A report to P&R committee in December 2010 by the Chief Executive set out staff savings of over
f700k across 17 posts within his service at that time. These savings have all been realised but the report recognised that with the removal of the posts at all levels within the service that some further restructuring would be required. The report makes reference to a further review of Employability Services and the Community Planning Partnership Budget Management functions.
Specifically, this reiates to the uncertainty of future EU funding and the future needs of the Work Programme Contract management.
As part of the above changes, the CPP Coordinator post was deleted and the postholder moved to the Employability Team to a post of Employability Development Coordinator that has been
vacant since early 2010 due to an extended secondment arrangement. The agreement at that time was that this issue would be addressed in a subsequent review and restructure as outlined above. Due to other priorities at this time, the service has not moved forward with a review and
the consequence is that the postholder has had to have extensions to her temporary contract extended. This report requires that a 2"d post of Employabilty Development Coordinator be added to the establishment and that the existing Postholder be matched to that post. The first Employability Development Coordinator post would remain vacant as long as the secondment
arrangement continues. There is no additional costs to the service as both the secondee and the current temporary post are fully covered within existing budgets, and there will be no betterment experienced by either officer as a result of this proposal. However this provision would allow for the member of staff who was in a permanent post and who moved to fill a post on a temporary contract basis so that the service could realise the saving, to move to a permanent post within the establishment.
In recognition of the changes outlined above a full review of the Regeneration and Infrastructure Division will be carried out in 2013 which will take account of the full integration of the service and
7
72
the proposed externalisation of the Commercial Property portfolio. The proposed amendments to
the staffing structure for year 201 311 4 are detailed in Appendix A.
3.6 Sumort Sewices
3.6.1 The Business Intelligence and Safety & Occupational Health units currently work as a team providing strategic and technical support to Environmental Services operations. Their work is driven by the Duty of Best Value under the Local Government in Scotland Act 2003 and Health and Safety etc Act 1974. Both these sections will be reconfigured to support Environmental Services to realise its responsibilities.
3.6.2 Recognising changes made in previous restructure reports, recent technological improvements and to better prepare the Service to be proactive in delivering future structural refinements, the staffing levels in the Service Support Section were reviewed as detailed in Appendix A. We will
continue to review the support services to reflect the workforce changes made following implementation of the report. In recognition of the commitment outlined at paragraph 2.7 it is proposed to offer employment opportunities to young, unemployed NLC residents.
3.6.3 The Finance function across the Service is currently fragmented for historical reasons as previous sections and departments have been merged. Some are operated from the core finance team in
Fleming House while others report to operational managers in various locations. It is proposed to
centralise into one unit in Fleming House leading to greater efficiency. This work will commence
in 2013. Due to the introduction of functional asset management plans, rather than a Service wide plan, it is recognised that asset management is now largely an operational matter. These
issues afford the opportunity to review the staffing levels.
3.7 Land Services DIvision
3.7.1 Waste Management
In recognition of recent and future major service changes within the Waste Management section a major review of staffing levels has been undertaken. The outcome of the above proposals will ensure that there is a managerial structure fit for purpose and ready in preparation for the design and delivery of some major service changes. This includes the introduction of an alternative
approach to working patterns.
3.7.2 Land Management
73 8
3.7.3
3.7.4
4.
4. I
5
5.1
5.2
5.3
Following on from the introduction of alternative working patterns in 201 2, a review of the
managerial and support staffing levels has been undertaken. The outcome of this review will ensure that there is a managerial and support structure fit for purpose and enabled to continue to review and refine current and future service demands.
Fleet OPerations
Following on from the introduction of alternative working patterns in 2012, a review of the managerial and support staffing levels has been undertaken. The outcome of this review will ensure that there is a managerial and support structure fit for purpose and enabled to continue to
review and refine current and future service demands.
Countrvside and Landscape
The major service changes will be a move from rare breeds collection to concentrate on smaller breeds, with a focus on public viewing points and a review of the staffing levels in country parks to reflect changes to operational practices.
OTHER SAVINGS PROPOSALS
A review by Learning and Leisure Services of the provision of grounds maintenance activities to educational establishments has resulted in a reduction in service provision and workforce requirements as detailed in Appendix A.
CORPORATE CONSIDERATIONS
The proposals set out in this report will deliver savings totalling f 879,000. As a consequence of the deletion of posts as highlighted in this report, one-off costs are estimated at f720,OOO and
this will be financed from the contingency sum set aside to deal with one-off costs associated with the programme.
As in all structural reviews the priority will be, wherever possible to safeguard jobs and maximise employment opportunities. However, in certain circumstances, for example where the number of posts is being reduced or posts are being deleted it may be preferable, in the first instance to
consider volunteers to leave the service.
Voluntary service options will be pursued in service areas to support the savings package.
Where necessary, for operational reasons and to ensure the appropriate handover and
9
74
5.4
5.5
5.6
6.0
knowledge transfer, the leaving date will be later in the 2013/14 financial year. The final impact
of this will depend on whether individuals formalise expressions of interest in VRS, the severance package chosen and the date of leaving and, therefore, cannot be confirmed at this stage.
The indicative one off cost of this is f720,OOO although this may be subject to change depending on a) the final number of applications supported by the Policy and Resources (Early Retirement) Sub Committee; b) the final options chosen; and c) the date of leaving.
As in any such business change process, steps will be taken to ensure comprehensive advisory and consultative arrangements are put in place. These will be both collective, involving all relevant trade unions and appropriate managers and individual, at employee level.
At an individual level, all employees whose jobs are directly affected by the proposals will be given detailed information, both verbal and written, regarding the arrangements that will be adopted to implement the changes. The Environmental Services HR team will work closely with
employees, their trade union representative and the operations managers involved.
CONCLUSIONS
Inevitably, there are a numb r of major changes and it is not yet possible to identify and fully quantify the workforce changes required to address these changes. All such changes will be the subject of early consideration to review and refine structures and costs and further reports will be
brought forward as soon as possible.
Executive Director of Environmental Services
75 10
Larm Secvlcn Land Manrgcmcnt 89.00 89.q s4.q s4 .q (Cl2S.OW)l (SnO)l (6.00
ENVIRONMENTAL SERVICES SERVICES PROPOSALS Year 1 -
ENVIRONMENTAL SERVICES SERVICES PROPOSALS
ES 92 Finance 8 Technology Sobtlons
ES 100 Land Servlces Waste Swvlces
Es 100 bnd selvlces Waste Smkes ES I00 Land Sefvlces Waste Servlcbs
ES 1w Land S~N~COS Wane Swvlces
ES 1w Land Serulces Waste Ssrvkes
ES 1fXI Land ssrulces Waste Smkes ES 1w Land sefvkes Waste S e r v h
ES 100 Land Services Waste Ssrvkes
ES116 Land sefvlces Land Mlwgement
I I 1
Year 1
1
ENVIRONMENTAL SERVICES SERVICES PROPOSALS
0 z DhrWon Sfstlon L
n c. B
s ozhaservloes LOndsBNlCes Land Mmsmmnt
Current Establishment Proposed Estabushmont FTE Headcount Post Gradn FTE Headcount Salaryf On-costs TotalCW
Allowances (Sadng) coat or
Adjustment b p w c d (Grade min-
Adjustmat point) 24230 262.00 Sub Total 219.44 230.00 &5,073,116 M.365.657 X863.618
89.00 89.00 DelsleSposIs Gardener7 NLC 4 84.00 84.00 f1.514.036 f413.332 (fl29.000) 89.aJ 89.00 TOTAL 84ao W.00 f1.614.036 !Xi3332 (fX?9,OW)
331.70 [ 351.00 Grand Total 303.44 314.00 €6,587.152 fl.??8.989 (E982.618) -
,
Remit
Resources (including schools and aspects
APPENDIX 5
Teaching Posts Single Status Total Posts
9.12 51.02 60.14
LEARNING & LEISURE SERVICES WORKFORCE IMPLICATIONS OF 201 3/14 SAVINGS PROPOSALS
of HQ staffing) Quality and
1. 1.1.
2. 2.1.
2.2.
2.3.
2.4.
8.76 8.2 16.96
Introduction The purpose of this report is to adjust the Learning & Leisure Services’ staffing establishment across the three Heads of Service in order to reflect the savings proposals accepted by the Policy & Resources Committee on 14 February 201 3.
I m p rovement Community Information and Learning Total FTE Reduction
Background Learning & Leisure Services in line with all other services across the Council is required to identify a range of workforce savings as part of the budget setting process for 2013/14.
0 38.56 38.56
17.88 97.78 I 1 5.66
The current L&L establishment for single status staff is 2,431 3 2 FTE posts and the current establishment for teaching staff as stated in the Joint Staffing Watch of December 2012 is 4,157 FTE.
The L&L savings proposals for 2013114 require the service to reduce the single status establishment by 97.78 FTE across the three Heads of Service functions and by a total of 17.88 FTE teacher posts. Detail of workforce changes is included within Appendix 5a.
The L&L full time equivalent posts to be deleted fall within the remit areas of the three Heads of Service and include:
Table 1
3. Head of Resources Area 3.1. It is proposed to reduce the teaching workforce within the remit of the Head of
Resources by a total of 9.12 FTE. This will be achieved by a reduction of 8 FTE in the allocation of the non-delegated teachers’ budget which is used to support schools that require specialist short-term support in overcoming a range of unplanned and unforeseen circumstances and significant challenges.
3.2. Additionally, as part of the service’s school rationalisation programme an additional saving of 1.12 FTE teacher posts will be offered as a result of the Learning & Leisure Services Committee’s decision on 6 February 201 3 to close Calder Primary School as of August 2013.
80
It is proposed to reduce the single status workforce within the remit of the Head of Resources by a total of 51 -02 FTE. This will be achieved by taking the following actions:
As part of the service’s school rationalisation programme an additional saving of 1.02 FTE non-teaching posts will be offered as a result of the Learning & Leisure Services Committee’s decision on 6 February 201 3 to close Calder Primary School as of August 201 3.
The managed reduction of administrative and financial support staff within schools. In the first instance, this will be achieved through the reduction of administrative and clerical support allocations to schools resulting in a reduction of 39 FTE across the school sector. A revised calculator will be applied in order to achieve this saving. Secondly, it is proposed that there will be a review of finance support staff to equalise the allocation of the number of establishments supported by each Administration and Finance Assistant (AFA). This will result in the deletion of 4 FTE AFA posts (NLC 8)’ one of which is currently vacant, the deletion of 2 FTE Finance Assistant posts (NLC 5) currently vacant and the creation of 2 FTE Trainee Administration and Finance Assistant posts (NLC 3). The postholders affected by this proposal will be managed through the application of the appropriate Council workforce deployment policies.
The managed reduction of support staff within the Resources teams in Learning & Leisure Services HQ will be reduced by 7 FTE. These will come from two areas of Resources: Budget and Personnel. The proposals are as follows:
3.2.4.1 Within the Budget Section it is proposed that there will be an overall reduction of 4 FTE posts which will consist of the deletion of the Budget Officer post (NLC 12), which is currently vacant, and 3 NLC 2 clerical support posts. Of these 3 clerical support posts 2 are currently long-term vacancies and in terms of the remaining post this will be progressed by the application of the Council’s workforce deployment policies. In order to address the challenges offered to the Budget section in terms of managing the financial position within Learning & Leisure now and in the future, the service is proposing that 4 NLC 10 Finance Officer posts are under the Council’s job evaluation scheme reconfigured and redesignated to NLC 12 Accountant. Current postholders will, however, only be able to progress beyond the NLC 10 salary pay scale following the completion of the appropriate professional qualification. It is also proposed that the post of Principal Officer - Budget (NLC 14) be redesignated to Finance Manager (NLC 14) to better reflect the duties associated with the remit of the post. Finally, as a result of the creation of Culture NL, two posts within Learning & Leisure’s Budget Section will be subject to transfer. These are one post of Accountant (NLC 12) and one post of Accounting Assistant (NLC 8). To offset the impact of the transfer of these posts, it is proposed that the existing post of Finance Officer (NLCIO) within the PPP Team is realigned into the structure of the Budget Unit.
3.2.4.2 Within the Personnel Section it is proposed that there will be an overall reduction of 3 FTE posts which will consist of the deletion of 1 NLC 12 Assistant Principal Officer post, 1 NLC 5 Senior Clerical Assistant post and 3 NLC 3 Clerical Assistant vacancies. In order to address the challenges related to the management of both teacher and single status conditions of service in
81
terms of policy development, workforce planning, deployment and absence management within Learning & Leisure, now and in the future, the service is proposing a restructure of the Personnel Section to create the following posts which have been subject to and confirmed by the Council’s job evaluation process to meet the business needs of the service and stakeholders: 1 NLC 14 Principal Officer - Policy & Development, 1 NLC 3 Modern Apprentice (Personnel) and the deletion of 2 NLC 8 Personnel Support Officer posts and the creation of 2 NLC 10 Personnel Officer posts.
3.2.5 This workforce reduction will achieve the approved financial savings within the Head of Resources remit areas for the first year of the savings cycle. The reduction will be managed through the application of the appropriate Council workforce deployment policies as they apply to single status staff in order to ensure a positive outcome for the affected individuals.
4. 4.1.
Head of Quality & Development Area It is proposed to reduce the teaching workforce within the remit of the Head of Quality and Development by a total of 8.76 FTE. This will be achieved by taking several key actions:
4.1 .I. A reduction of 3.36 FTE Early Years Teachers which were formerly funded by the National Priorities Action Fund. These posts are presently vacant and therefore it is intended to delete these posts from the establishment.
4.1 -2. Within the Support for Learning structure it is proposed that there is a reduction of I .8 FTE employees covered by teachers’ conditions of service. The saving will be achieved through the deletion of the following vacancies: 1 FTE Development Officer and 0.8 FTE unpromoted teacher.
4.1.3. Within Psychological Services it is proposed that the existing establishment of educational psychologists be reduced by 1 FTE. Postholders within this arm of the service in the main subject to teachers’ terms and conditions and it anticipated that this saving will be achieved through the application of the appropriate workforce deployment policies
4.1 -4. Within the Literacy Base there is a proposed reduction of 2.6 FTE posts. This reduction will achieved by ending the current secondment of 2.6 FTE teachers and returning postholders to their substantive posts within mainstream primary education or, as required, through the application the relevant teachers’ workforce deployment policies as approved by the Learning & Leisure Services Committee or the Joint Negotiating Committee for Teachers (J N CT) ,
4.2. It is proposed to reduce the single status workforce under the remit of the Head of Quality and Development by a total of 8.2 FTE. This will be achieved by the following actions:
4.2.1 In order to achieve this saving the Service has reviewed its delivery of Early Years support services within headquarters. In doing so the service is proposing the deletion of 5 posts as follows:
4.2.1 .I Assistant Principal Officer - Early Years post (NLC12), Early Years Development Officer (NLCI 2), Childcare Support and Development Worker (NLC8), Administrative Assistant (NLC6) and Clerical Assistant (NLC2). This
82
reduction will be managed through the application of the appropriate Council workforce deployment policies as they apply to single status staff.
4.2. I .2 Furthermore, it is proposed that the post of Workforce Development and Training Co-ordinator (NLCI 1) be reconfigured to support the wider work of the early years and childcare functions.
4.2.2
4.2.3
4.2.4
5. 5.1.
5.1.1
5.1.2
Within Psychological Services there is a proposed reduction of 0.7 FTE clerical support. In order to achieve this, the service is proposing the deletion of 0.2 FTE senior clerical support assistant at NLC 3 and 0.5 FTE clerical support assistant at NLC 2 both of which are currently vacant.
Within the HQ Support for Learning structure it is proposed that there is a reduction of 2 FTE. The saving will be achieved through the deletion of 1 FTE NLC 4 Mobility Officer, currently vacant and the deletion of 1 FTE NLC 4 Clerical Officer.
It is proposed that there will be a reduction of 0.5 FTE clerical support post (NLC2) within New Community Schools. This post is currently vacant.
Head of Community Information & Learning Area It is proposed to reduce the single status workforce under the remit of the Head of Community Information and Learning by a total of 38.56 FTE. This will be as a result of the following actions:
Within HQ Support Services there is a proposed workforce reduction of 4 FTE. This saving will be achieved by the deletion of 2 Typists (NLC 4), one of which is vacant, 1 clerical assistant (NLC 3) and 1 clerical assistant (NLC 2). Furthermore, it is proposed that 1 Clerical Assistant post at NLC 3 is deleted and the post of Customer Support Officer (NLC 5) is created. This grade has been subject to and confirmed by the Council’s job evaluation process. This will allow the service to more effectively and efficiently address the requirements of stakeholders.
As a result of a comprehensive review of the Technician Service it is proposed to reduce the establishment of school technicians (NLC7) by 17 FTE from 77 FTE to 60 FTE. It is proposed that this workforce reduction will be achieved through the application of the various Council workforce deployment policies. Currently there are 8.9 FTE vacancies.
Furthermore, the review also indicated that the service provision to schools could be continued to be delivered by a change to term time working across the technical and science based technician workforce. This proposal will impact on up to 60 FTE.
In addition, a review of the management structure of the Technician Service has also been undertaken. Consequently, there has been a requirement for the management posts within the structure to be re-evaluated under the Council’s Job Evaluation scheme. The results of these re-evaluations are as follows: 0 Chief Technician (NLC 12) has been re-graded and re-designated to
Technical Service Manager (NLC 14) thus reflecting the increased demands of the post and its strategic responsibilities.
83
5.1.3
5.1.4
5.1.5
0 The review of the service indicated that there was a need for the post of Depute Service Manager (NLCI I ) . This postholder will have operational responsibility for the day to day running of the service. The re-grading and re-designation of 3 Technology Support Officer posts (NLCS) to Technology Support Supervisor (NLCI 0).
0
Finally, the service is proposing the deletion of 1 NLC 3 Modern Apprentice post.
It is proposed that there will be a cessation of the Education Resource Service (ERS). This proposal is made as a result of the service reflecting on the current support offered to schools and establishments by the ERS. The ERS presently offers curricular support to schools and establishments across the authority through the provision of a range of educational materials to support learning and teaching. The current establishment of ERS is 10.1 FTE. Importantly, when considering the future of the employees affected by the proposal consideration has been given to the impact of the creation of Culture NL. It is proposed that two employees (1 FTE NLC 14 Children and Young People’s Library Service Manager and 0.6 FTE NLC 12 Educational Resource Manager) form part of the staff transfer to Culture NL. The remaining, a total of 8.5 FTE employees will be directly affected by the cessation of the service. It is proposed that 5.5 FTE Children & Young Peoples’ Librarians posts (NLCIO) will be redeployed into school based librarian posts (NLC 7) where available. The 3 FTE administrative and clerical support staff (1 NLC 4 ERS Senior Resource Assistant and 2 NLC 2 ERS Resource Assistant) will be subject to redeployment. The service recognises that in line with Council policy that affected employees may have an entitlement to preservation for a limited period.
Within Sports Development the service is proposing an overall workforce reduction of 3 FTE. The reduction will be achieved through the deletion of I FTE post of Senior Development Officer (NLC 11) and 2 FTE Sports Development Officer posts (NLC 8)’ with a corresponding reduction in income generation available to the Council of f29,240. This workforce reduction will be managed through the application of the appropriate Council workforce deployment policies. Furthermore, the service is proposing the creation of 0.6 FTE Sport Development Officer - Early Years (NLC 8 ) in order to deliver the sport and physical activity element of NLC’s Active Families Programme.
Within the Community Learning & Development HQ team it is proposed that the establishment be reduced by 1 FTE NLC 12 Development Officer Lifelong Learning (Inclusion). This reduction will be managed as a result of the application of the appropriate Council’s workforce deployment policies.
In addition it is proposed that the post of Children’s Work Supervisor (NLC7) (0.71 FTE) be deleted from the establishment. This work will in the future be undertaken by the localities team and is part of accredited youth work provision.
It is further proposed that the following long term vacancies are deleted from the structure:
0 1 FTE CL&D Worker (Schools) - NLC 11 00.5 FTE ALN Worker - NLC 7
84
0 4 FTE Support Worker I Assistant Support Workers - NLC 3 / NLC 7 mix to achieve a saving of €90,000.
As part of Reconfiguration of Community Learning and Development Phase 1 201 1 Creche Services were realigned from Early Years Services to the CLD service and in doing so resulted in a rationalised management structure. To ensure compliance with the requirement of Registration arising from the Public Services (Scotland) Act 201 0 there has been a need to review existing posts to ensure compliance. This adjustment proposes the deletion of 0.45 FTE post of creche worker (NLC 2) and the creation of 1 FTE post of Creche Support Development Worker (NLC 7).
6 CultureNL 6.1 Part of the Learning & Leisure Services savings proposals include the
workforce developments surrounding the creation of CutlureNL (Appendix 5b). As agreed at Policy and Resources Committee in September 2012 the initial staffing structure for CultureNL is based on a move away from heavily structured silos based on professional disciplines at a senior management level with a proposed initial structure which does not compromise front line service.
6.2 The creation of a management team of 3 officers comprising Senior Operating Officer (CultureNL Manager, NLC 18), Business Development Team Leader (NLC 14) and Creativity and Learning Team Leader (NLC 14) will allow a smooth transition. Reconfiguring existing posts and recruiting from within the Council’s existing staff base will enable managers and other senior staff currently working within the organisation to drive CultureNL and personally develop within an organisational culture and structure which actively fosters cross sectoral collaboration, develops the quality of service and releases greater income generating potential.
6.3 internal recruitment may also realise additional savings as, depending on the success of candidates, there may be future opportunities to reconfigure, redeploy or indeed delete existing posts both within the services in scope to transfer to CultureNL or in those services remaining with the Council.
6.4 Besides the senior management team leaders there are a number of other posts which require to be created in phase 1 in order to allow the Trust to flourish and realise in full its income generating potential. It is necessary to create an operational post within Airdrie Town Hall to oversee both venue management and catering following its recent refurbishment. A small finance team is required which includes a Senior Accountant (NLC 14) and a Debt Recovery Officer (NLC 6) to ensure maximisation of income. The debt recovery post by the nature of its remit will be self funding and will generate additional income for the organisation.
6.5 A Personnel Officer (NLC 14) and a Personnel Assistant (NLC 10) will be recruited along with a Site Supervisor for Summerlee Museum (NLC 7). The post of Arts Development Officer (Drama) (NLC 8) will be reconfigured to the post of Arts Development Officer (Performing Arts) (NLC 8).
6.6 A reconfiguration of the posts of Children and Young Peoples Library Manager (NLC 14) and ERS Manager (0.6 FTE NLC 12) will ensure that performance management within CultureNL is managed and monitored and provision of professional support for secondary school library staff retained.
85
6.7
6.8
6.9
6.10
7. 7.1.
8. 8.1,
9. 9.1.
10.
As over 200 staff are transferring to CultureNL from Environmental Services (catering, caretaking and cleaning) with little corresponding support or management posts, it is necessary to increase the scope of the community facilities team in order to manage the workload and monitor absence within this large staff group. It is proposed that one Area Manager (NLC 10) and one Assistant Area Manager (NLC 8) post be created. Facility managers will initially report to the Senior Operating Officer however as the Trust develops it may be necessary to recruit a Facilities Team Leader to the management team,
A number of posts, Arts Development Officer (Dance) (NLC 8), Maintenance Officer (NLC 7), Operations Manager (Community Arts) (NLC 11) and Operations Manager (Museums) (NLC I I), are being deleted from the structure due to vacancy, retiral or voluntary severance and all new posts created will be fully funded by a realignment of CultureNL budgets, together with the additional income generated by new posts as detailed.
Corporate HR, through the job evaluation process, has confirmed the matching process for posts and, where required, new posts have been assessed by the job evaluation team.
Once established, in order to fulfil business expectations and enable the Trust to further develop it will be necessary for CultureNL to create additional new posts and/or reconfigure existing posts to ensure that remits such as web development and social media, external funding, marketing, programming, support services, research and analysis and development of the catering function are all fully resourced subject to further consideration by the CultureNL Board.
Corporate Considerations The Executive Director of Finance & Customer Services and the Executive Director of Corporate Services have been consulted on the content of this report.
Human Resource Considerations Discussions and consultations have taken place with Corporate HR and the appropriate trade unions in relation to the budget savings and their impact on the workforce. The service remains committed to working with the trade unions to reduce, where possible, the impact of the savings on individuals. Any staff who are affected by the budget savings proposals shall be supported in line with existing council policies, practices and procedures.
Financial Considerations The proposals contained in the report will result in a saving of €3,144,435 with full details being available in Appendix 1.
Recommendations 10.1. Committee to approve the proposals
10.2. Committee to refer the proposal to Policy & Resources (Human Resources) Sub-Com mittee
86
SAL
0 .
8.23
I Post
Delete I . 12 FTE and transfer r ~ ~ a i n i n g staff under ~ o r n ~ u l ~ o r ~ transfer
Teaching staff
(average
_. _.. .- ." ____.I .. L&t46 - Review of Admin & Financial Support Staff within schoc
413.72 ~ Detete 39FTE Clerical & Admin~stration Posts Administra~iv~ & Finance Assistants
Finance Assistants --- Trainee AFA
E tt
2.1 4.904
20,231
72-75
_I
66,317
" - 6,179
C C
Officer
Officers I011 2
-- 4,373
Teacher j (average
- _ _ - - -- - _ _ I _ ~
LSL68 - Review of HQ Support Services
---I -I_- __. - -_ * - HQ ~c ippor t Services---\ 2 Deletion
Create
Deletion
Support - Typist
I Assistant
Clerical Assistant ' - ~ ~
Customer support Qfficer
I
Clerical N L2 Assistant I
. . - - - .. _- . .__- . .. .. . . . .-
_..__I- . -- . __-I .--..I . . - I
0 32,892 , 8 552 4 1,444
Adviser Depute Service ~ a n a ~ ~ ~ T e ~ h n # l # g ~ SUDrtOrt
---
Service
I
3fficer - -ifelong ,earning [Inclusion) I Childrens 1 NLC7 Work Supervisor ___
~SSchoolsf ALN Support Worker support ~ o r k e r f Assistant {mix) support Worker Creche Worker Creche
Development support
Young People's Librarians ERS Senior Resource Assistant I --- -- ERS Resource 1 Assistant 1
30
0
I
.,._____._.I______....-_--__ -- . . .-. . ,--
209,300 166.111 ' 43189 1 0 I 1
I I
,-" - -- _.._ _ _ .. . - . ~ L&LZ15 - Remove training support for Literacy Base
Appendix 5b
DivisionlSection 1
CULTURE NL PROPOSALS
, Culture NL
Current lstablishment
Proposed Adjustment
Culture NL
Culture NL
I
1
Culture NL
Reconfigure to NLC 18
Reconfigure to NLC 12
Culture NL v3 w
Culture NL
Culture NL
Culture NL
Delete 1 FTE k
Delete 1 FTE = Reconfigure to Library Educational r Services
Post
Arts Development Officer (Dance) Maintenance Officer Operations Manager (Community Arts) Operations Manager (Museums) Creative Services Manager Venue Operations Manager (Customer
ERS Manager
I Manager I
1 I Create 0.2 FTE I Arts and Reconfigure Development to Arts Officer (Drama Development Officer (Performing 1 Arts) I
bade
JLC 8
JLC 7
qLC 11
NLC 11
NLC 16
NLC 11
NLC 12
NLC 8
Proposed Establishment
0
0
0
0
1
1
0.6
1.2
Salary Cost of Adjustment On-costs (Grade mid-
point)
20,520
35,571
33,813
-4,968
-1,758
0
-4,980
(26%)
6,474
5,334
9,248
8,791
-1,292
-457
0
-1,294
Total CostlSaving
25,855
44,819
42,604
-6,260
-2.21 5
0
-6.274
0
-10,630
-1 0,630
-1 0,630
-1 0,630
-7,852
-7,852
-6,233
-4,994
Culture NL
Culture NL
Appendix 5b 0
-51,517
-51,517
-5131 7
-51 3 1 7
-38,054
-38,054
-30,208
-23,43 3
Culture NL
Culture NL
Culture NL
Culture NL
Culture NL
NLC 14
NLC 14
NLC 14
NLC 10
NLC 10
NLC 8
NLC 6
NLC 7
NLC 9
Culture NL
1
1
1
1
1
1
1
1
1 Culture NL K -5,335
Income secured via recovery of Vi I
-25,85 5
1
-6,686
0
-32,403
90,000
0
Realignment of CultureNL budgets
0
174,169
0
0
- in CultureNL
Reconfigure to Young Peoples Library Service and Performance Manager Create 1 FTE
Create 1 FTE
Create 1 FTE
Create 1 FTE
Create 1 FTE
Create 1 FTE
Create I FTE
Create 1 FTE
Create 1 FTE
Create 1 FTE
Children and Young Peoples Library Manager
Business Development Team Leader Creativity & Learning Team Leader Senior Accountant Personnel Officer Person ne1 Assistant Facilities Area Man age r Facilities Area Assistant Manager Debt Recovery Officer Summerlee Site Supervisor Facility Manager (Airdrie Town Hall)
1
I
0
-40,887
-40,887
-40,887
-40,887
-30,202
-30,202
-23,975
-1 8,439
-20,520
-25,717
Total Saving I cost f0
Summary of Workforce Development Savings
Current Establishment Proposed Establishment Employee Costs
Redeployment VRS/Early Retiral To be resolved
Total
Net Increase/Reduction in Net Change in Establishment (FTE)
3 0 1 0
-6.2
14.8 Vacancies 8.6
Posts created -10.2
,
Net Change in Establishment (Head Count)
0 0 2 0 0 2
APPENDIX 6
To: SPECIAL POLICY AND RESOURCES COMMITTEE
From: EXECUTIVE DIRECTOR OF HOUSING & SOCIAL WORK SERVICES
NORTH LANARKSHIRE COUNCIL
Subject: HOUSING AND SOCIAL WORK SERVICES STAFFING IMPLICATIONS OF 2013/14 SAVINGS PROPOSALS
REPORT
Date: 14 MARCH 201 3 Ref: MClRPlHN
3.
Purpose of Report / Introduction
The purpose of this report is to adjust the Housing and Social Work staffing establishment to reflect the savings proposals accepted by the Policy and Resources Committee of 14 February 201 3.
Background
2.1
2.2
2.3
2.4
Housing and Social Work Services together with other Services were required to identify staff savings as part of the budget setting process for 2013 /16. This report reflects the amendments that will be made to the staffing establishment across the Service in the 201 3/14 financial year.
The current Social Work establishment (excluding I 1 00 in Home Care) amounts to 1,947 FTE posts (1,814 in post as at Sep 2012). However, the Service at any one time is required to operate with 124 vacancies since the budget provided does not meet the full cost of the establishment. This equates to holding 6% of posts vacant.
The Social Work savings proposals require that 52.7 FTE posts are deleted from the establishment within year 1, a further reduction of 3%. The remaining 107.4 FTE posts will be deleted over the following 2 years.
The Social Work posts to be deleted in Year 1 are located within the following sectors:-
Localities Review Resources Children & Families Merrystone Support Base
17.0 FTE posts 33.2 FTE posts
1.5 FTE post 1.0 FTE post
Section 3 below Section 4 below Section 5 below Section 6 below
TOTAL 52.7 FTE posts
Localities Review
3.1 A rationalisation of structures in Year I allows for the reduction of 4 posts of Support Worker (NLC5), 6 posts of Social Work Assistant (NLC7) and 7 posts of Children and Families Worker (NLC9) as detailed in Appendix lA(i).
3.2 The need to change the balance of the workforce engaged in assessment and planning within Localities, with an emphasis on the role of qualified Social Workers in meeting the growing demand in public protection and supporting the extension of self directed support, has previously been recognised and was endorsed by Committee in
96
October 201 1. It is envisaged that complementary developments in integrated day services, locality support services and locality planning arrangements will provide a vehicle to more effectively meet the needs of those with long term conditions and enhance capacity to meet lower levels of need through universal and community services. New arrangements for 'first point of contact' are planned which will maintain locality based responses whilst ensuring efficiency through the creation of a hub at Merrystone Support base.
3.3 Together these changes reduce the need for para- professional staff within locality teams and facilitate a reduction in the numbers of posts stated in 3.1 above.
3.4 To facilitate the change in the balance of the workforce to enhance the assessment and planning function of the service as stated above, a small number of posts as identified in Appendix IA(ii) require to be reconfigured. These posts, which are currently designated Care Manager, Resource Worker and Young People Support Worker are historically dual graded posts with the individual incumbent's grade being dependant on qualification. This being the case the service has always had flexibility in the budget to fill these posts as either a grade NLC9 or NLCIO dependant on the qualification of the post holder. The planned reconfiguration I redesignation of these posts to Social Worker (NLC 10) would incur no additional cost by the Service. The adjustment to these posts will occur on a gradual basis as posts become vacant and in consultation with the Head of Human Resources as required.
3.5 Overall it is envisaged that these proposals will ensure locality workforce resources are prioritised around the delivery of the services three key objectives and the need to respond effective to demographic change.
3.6 As such permission is sought to delete the 17 posts as detailed in Appendix 1A(i) and to reconfigure the 21.8 posts as detailed in Appendix lA(ii) by 31 March 2014.
4. Resources
4.1
4.2
4.3
4.4
4.5
A review of the Service resource's sections identified a total of 33 FTE posts for deletion in Year 1, as detailed in Appendix 1 B(i).
Of the 33 FTE posts identified, 21 posts are to be deleted from the Trainee Social Worker scheme when the existing trainees successfully qualify and the posts then become available.
A further 9 of the 33 posts are Clerical from across HQ Admin teams, the deletion of which will necessitate some employees requiring to be relocated to different sections and/or locations.
The changing demands within the Finance and Admin sections has required a reconfiguration within the structure to ensure that roles and responsibilities are re- aligned to recognise and meet growing demand and to reflect the planned reduction in management posts.
The impact of welfare reform is already taking effect across North Lanarkshire, with a significant increase in demand for services in relation to income maximisation, welfare rights advice and representation. The Financial Inclusion Team has played a pivotal role in developing and implementing strategies to mitigate the impact of the reforms. Financial contributions from external partners, combined with HRA surplus balances, have been used to increase the staff complement within the team, albeit on a temporary basis. A dedicated appeals team has been established in response to the unprecedented increase in demand for representation by service users appealing unfavourable benefit decisions. However, there is also a need to reconfigure the management structure to reflect these changes and to ensure that it remains fit for purpose.
97
4.6 in response to the requirements outlined above, it is proposed to delete one post of Senior Supporting People Officer (NLCII) and redesignate the remaining 3 posts to Senior Officer.
4.7 Within the HQ Finance team, it is proposed to delete the post of Assistant ManagerFinance and Administration (NLCI 5). The deletion of this post will necessitate changes to the remits of other senior posts within the team, particularly in relation to responsibilities for budget monitoring and control, asset management, office accommodation and property repairs and maintenance.
4.8 To this end it is proposed to re-designate and re-grade the post of Office Manager (NLC 10) to Senior Officer (NLCII). It is also proposed to delete two posts of Administrative Assistant (NLC6) and create two additional posts of Administrative Officer (NLC8). These changes will allow workloads to be re-aligned to ensure that robust financial systems and controls remain in place across the Service.
4.9 Scrutiny of work demands and personnel support now required from the HQ personnel section also identified that some re prioritising of work within this team would facilitate the deletion of a post of Co-ordinator - Personnel (NLCl2).
4.10 The resources review also identified a small number of posts, as identified in Appendix lB(ii) where the designations were not aligned to the job specifications. As such to remedy this matter it is proposed to re-designate the posts of Co-ordinator Financial Inclusion (NLC14) to Service Manager Financial Inclusion (NLC14), Project Assistant, Resource Assistant and Trainee Social Worker (NLC7) to Administrative Officer (NLC7) and Clerical Asstrrypist (NLC5) to Senior Clerical Asst (NLC5), which as can be seen is again a no cost exercise for the service.
4.1 1 The secondment of an employee from Social Work to Housing Services is also due to come to an end in the 2013/14 financial year where the employee’s substantive post of Resource Worker was deleted in the 2012/13 savings exercise by the Service.
4.12 Permission is sought to delete, reconfigure and redesignate the 33 posts detailed in Appendix 1B(i) and to reconfigure the posts identified in Appendix lB(ii) by 31 March 2014.
5. HQ Care Teams
5.1 A review of the Service’s headquarters care teams highlighted that some re prioritising of work within the Children’s and Families team would facilitate the deletion of 1.5 Senior Officer posts (NLC12) as detailed in Appendix 1C(i) without this impacting on the high standard of care provided in this area.
5.2 The review also identified a requirement for the reconfiguration of 3 FTE posts as detailed in Appendix lC(ii) within the Older and Younger Adult and Planning & Quality Assurance sections of the Service. The reconfiguration of the posts of Service Manager, Team Leader and Community Support Worker within these 3 sections will be done at no additional cost to the Service and will facilitate a better structure within these teams.
5.3 Permission is therefore sought to delete the posts detailed in Appendix 1C(i) and to reconfigure the posts detailed in Appendix 1C (ii) by 31 March 2014.
98
6. Merrystone Support Base
6.1 The streamlining of service provision within Merrystone Support Base has facilitated a reduction in the management structure with the post of Service Co-ordinator (NLC12) no longer being required.
6.2 Permission is therefore sought to delete this post which is detailed in Appendix I D by 31 March 2014.
7. Corporate Considerations
7.1 The Executive Director of Finance and Customer Services and the Executive Director of Corporate Services have been consulted and concur with the content of this report.
8. Financial Considerations
8.1 The proposals contained in this report will result in savings of f1,608,660 in a full year as shown in Appendix 1.
8.2 Discussions with employees who are in posts which have been identified for deletion will commence as soon as possible ensuring that all suitable alternative employment options are identified.
9. Financial 1 Human Resources / Legal / Equality/ Policy Implications
9.1. The details of the proposed changes to the existing establishment are set out in Appendix 1.
9.2. These proposals have been discussed with the relevant Trade Unions and will continue to be so through to operational implementation.
9.3. An Equality Impact Assessment has been completed as required.
10. Recommendation
It is recommended that Committee:
(i) approve the changes to staffing set out in Appendix 1; and
(ii) remit the report to the Policy and Resources (Human Resources) Sub Committee.
Mary Castles Executive Director of Housing & Social Work Services
For further information about this report please contact Ronnie Paul, Head of Housing 8 Social Work Resources on 01 698 332023
99
HOUSING & SOCIAL WORK SERVICES - 2013 I14 SAVINGS PROPOSALS
DivisionlSection
Appendix I-
Current Proposed Post Grade Proposed Proposed Establishment Adjustment Designation
Localities Review
Localities Review
Localities Review
Sub Total
Grade Adjustment (Grade mid-
Children and Families 12.5 -7 Worker NLCO9 5.5 (f180,012) (f46,803) (f226,815)
17.6 -6 Social Work Assistant NLC07 11.6 (€123,120) (€32,011) (fl55,131)
10.95 -4 Support Worker NLC05 6.95 f72,728) (f 18,909) (f91,637)
41.05 -1 7 24.05 (f375,860) (f97,724) (f473,584)
Oncosts (26%)
A) (ii) Localities Review - Post Recontiaurations
L w d i e s Review
+ -0
0 16 16 Care Manager
Total Cost/ Saving
NLCS
NLCS
NLCQ
NLCS
NLCS
16
I
1
I
2.8
21.8
Social Worker
Social Worker
Social Worker
Social Worker
Social Worker
NLCIO (f 0) (EO) (f 0)
NLCIO (EO) (EO) (EO)
NLCIO (€0) (EO) (f 0)
NLCIO (f 0) (EO) (€0)
NLCIO (€0) (f 0) (f 0)
(EO) I (EO) , (EO)
Localities Review
Localities Review
Localities Review
Localities Review
Sub Total
1 I Resource Worker
1 1 (Moving & Assist)
I I CommCare
2.8 2.8 Support Worker
Resource Worker
Resource Worker,
Young People’s
21.8 21.8
Savings Proposals Committee Report - FinaLdoc
Resources - Assistant Manager, Finance & I -1 Finance and Admin NLC15 0 (f 44,766) (f 11,639) ( f 56,405) Administration Resources - F & A Localities 7.89 -2.6 Assistantrrypist NLC03 5.29 (f 39,343) (f 10,230) (f49,523) Resources - HQ
(E 19,066) Assurance Assistantrrypist Resources - Finance & 1 0 Officer Manager NLCIO 1 Senior Officer NLCl1 f 1,767 f 459 f2,226 Administration Resources - Finance & 2 0 Administrative NLCO6 2 Administrative NLC08 €1,860 €484 f2,344 Administration Assistant Officer Resources - HR Co-ordinator, HR (f43,701) . Personnel 4.5 -1 Personnel NLC12 3.5 (f34,683) (f9,018) Resources - HR Clerical Personnel 7.5 -3 Assistantrrypist NLC03 4.5 ( f 45,396) R I- Jrces - HR Clerical L 0 ing & OD 3.76 -1 Assistantrrypist NLC03 2.76 (f 15,132) (f3,934) (f19,066) . Resources - HR Trainee Social Learning & OD 38.4 -21 Worker NLC07 17.4 (€562,506) (f 146,252) (f708,758) Resources - HR Clerical Localities 16.75 -1 .I Assistantrrypist NLC03 15.65 ( f 16,645) (€4,328) (f20,973) Resources - HR
(f 10,836) Supported 0.5 -0.5 Senior Clerical NLC05 0 (E 8,600) Employment Assistant Resources - F&A Senior Supporting (f44,818) Financial Inclusion 4 -1 People Officer NLCl1 3 Senior Officer NLCl1 (f35,570) (f9,248)
89.88 -33.2 56.68 (f814,146) (f211,679) (41,025,825) Sub Total
Clerical
Planning & Quality 2.58 -1 Clerical NLC03 1.58 (f15,132) (f3,934)
( f 11,803) ( f 57,199)
(€2,236)
B) (ii) Resources - Post Reconfiaurations
1 1 Co-ordinator NLC14 1 Service Manager NLCl4 (EO) (f 0) Resources - F&A Financial Inclusion Resources- F&A
(f 0)
Savings Proposals Committee Report - Finaldoc
Localities 3 3 Project Assistant NLC07 3 Administrative
Resources - F&A Localities 2 Resources - HR Learning & OD I Resources - Various 9
Sub Total 16
Officer NLCO7 (f 0) (€0) (€0)
2 Resource Assistant NLC07 2 Officer NLC07 (€0) (EO) (€0)
1 Worker NLC07 1 Officer NLC07 (€0) (€0) (€0)
9 Typist NLCOS 9 Assistant NLCO5 (€0) (€0) (f 0)
16 16 (E 0) (fO) (f 0 )
Administrative
Trainee Social Administrative
Clerical Assistant I Senior Clerical
Children and Senior Officer, Families 8 -1.5 Children and NLC12 6.5 (f 52.024)
Families
Sub Total 8 -1.5 6.5 (f 52,024)
Savings Proposals Committee Report - Final.doc
(€13,526) (€65,550)
(E 13,526) (f 65,550)
Service Manager,
Service Manager,
Team Leader
Older Adults 0.5 0.5 Mental Health NLC14 0.5 Service Manager NLC14 (f 0) (€0)
Older Adults 0.5 0.5 Home Care NLC14 0.5 Service Manager NLC14 (€0) (€0)
Younger Adults 1 1 NLC12 1 Senior Officer NLC12 (EO) (€0)
1 Assistant NLCO6 (f 0) (EO) Planning & Quality Community Support Research Assurance I 1 Worker NLCO6
Sub Total 3 3 3 (EO) (EO)
(€0)
(f 0)
(€0)
(EO)
(fO)
Merrystone Support Base
Sub Total
Summary of Workforce Deployment Savings
Service Co-ordinator, (f 34,683) 1 -1 Merrystone NLC12 0
1 -1 0 (f 34,683)
Current Establishment
184.33
I + 0 w
J Estimated one-off costs f400,OOO
Proposed Establishment
129.63
~~
Net Increase/Reduction in Emolovee Costs
(f 1,608,659)
Vacancies
Re-deployment
VRS / Earlv Retiral
To be resolved
Net Change in Establishment (FTE)
- 52.7
45.1
0
7.6
0
(f9,018)
(f 9,018)
(f43,701)
(f43,701)
Net Change in Establishment (Head Count)
8
0
8
0
Savings Proposals Committee Report - FinaLdoc
APPENDIX 7
NORTH LANARKSHIRE COUNCIL
REPORT
To: POLICY AND RESOURCES COMMITTEE
From: HEAD OF HOUSING SERVICES
Date: 14 MARCH 2013 I Ref: EMCH/JS
Subject: HOUSING AND SOCIAL WORK SERVICES STAFFING IMPLICATIONS OF 2013/14 HOUSING REVENUE ACCOUNT SAVINGS
1. Introduction
The purpose of this report is to detail for agreement the proposed re-structure proposals of Housing Services to further maximise efficiencies, reduce staffing costs and support a range of service improvement priorities which are fully aligned with the principles of the Service and People First Agenda. The proposals contained in this report are reflected within the savings approved in relation to HRA estimates for 201 3/14.
The proposals seek to deliver on the following priorities:
0 To ensure the delivery of efficient and effective customer focused services that reflect the changing needs of our tenants and service users.
0 To make best use of available resources, including new technology, and achieve efficiencies where possible.
0 To respond to legislative and regulatory changes and other new demands on our service.
To help develop and retain a well-trained, motivated work force with opportunities for career development and create employmentltraining opportunities for young people.
2. Background
2.1. In June 2008 the Council approved the first phase of the Housing Services structure review which saw the reduction of 5 third tier posts to 4, with the following defined responsibilities:
0 Development Responsible for the council’s strategic and enabling role, including the Local Housing Strategy, Homelessness Strategy and Strategic Housing Investment Plan (SHIP); development of the HRA capital programme, including Delivery Plan for the Scottish Housing Quality Standard (SHQS) and new build programme; implementation of the Scheme of Assistance and non HRA investment programme for private sector stock; and other housing regeneration initiatives.
Operations Responsible for the delivery of the local housing management service for the councils 36,500 properties, and the provision of housing options advice and housing support services, including delivery of the sheltered housing service. The delivery of the anti- social behaviour service is also managed at a local level as well as the estate management services.
104
2
0 Quality and Performance Responsible for developing effective management information systems; monitoring and analysing performance to inform service development; co- ordinating the continuous improvement agenda, taking a lead role in developing operational policies and procedures to promote best practice in the delivery of housing services and a lead role for Housing Services responsibilities in terms of the public protection and regulatory agenda.
0 Property Services Responsible for the delivery of all housing repair and maintenance services for Scotland’s largest local authority landlord, including all planned and cyclical maintenance; gas safety; asbestos management, and re-charging of owners for common works. This includes the contract management and coordination of all performance related service aspects for the MSL and Saltire strategic partnership vehicles.
2.2. Subsequent phases of re-structuring within Housing Services have involved:
0 Re-structuring of the delivery of the housing operations service at a local level to provide more person-centred services and along with Phase 1 of the re- structure, delivered an annual saving of f300,OOO and resulted in a reduction of 21 posts.
0 Re-structuring of the sheltered warden service to ensure consistency of service across complexes and respond to the changing needs of tenants and demographic change, achieved an annual saving of f44,OOO.
0 Re-configuration of the out of hours services for housing repairs; homelessness and anti social behaviour has delivered savings of f 95,000.
0 Removal of the community warden service from 1 April 201 1 resulted in the deletion of 38 posts and an annual saving of f765,OOO.
0 Re-structuring of the estate and tower caretaking services; concierge service, and management of temporary accommodation to enhance service provision and cover arrangements, while also delivering an annual saving of f260,OOO.
2.3. Other savings achieved by the service include:
0 Reduction of f50,000 per annum on fees
0 Saving of f25,000 per annum on gas safety audit process
0 Saving of f123,OOO per annum on Care and Repair contract
0 Saving of f 94,000 per annum on asset costs for Property Services following introduction of mobile technologies
This brings the total savings achieved as a result of re-structuring and improved efficiency in service delivery to f 1,756,000.
2.4. North Lanarkshire Council is now the lowest of all the mainland councils in relation to Housing Management Costs, with costs per house approximately 25% below the Scottish average.
2.5. The Housing Service operates in a challenging multi tenure environment, with multiple demands upon the service from across a range of areas. Drivers for change and emerging pressures include:
0 The ongoing need to respond to the efficiency agenda. 105
3
3.
0 The requirement to deliver and sustain maximum performance and improved customer outcomes across all Housing property related concerns, including the effective delivery and coordination of the Councils strategic partnerships.
New legislation and regulatory requirements] including:
0
0
0
0
0
0
0
0
The welfare reform agenda, including introduction of Universal Credit which will remove direct payment of housing benefit to the council, and the introduction of a ‘bedroom tax’; The new regulatory regime and associated reporting/ consultation requirements associated with the implementation of the Scottish Social Housing Charter (SSHC); The Property Factors (Scotland) Act 201 1 ; Compliance with Health and Safety legislation, including gas and electrical safety and asbestos management. The requirement to demonstrate compliance with the Scottish Housing Quality Standard by 2015 and the implications of the new higher energy efficiency standard by 2020. Introduction of new national complaints procedure from April 201 3 by Scottish Public Service Ombudsman which reduces response time for stage 1 complaints and the number of stages within the council’s complaints process. The introduction of Pre Action Requirements in relation to Rent Arrears actions. Removal of priority need assessment in relation to homelessness applications from December 2012 and the introduction of a new duty to assess and provide housing support to homeless households.
0 Increased challenges associated with managing mixed tenure estates and progressing common repairs and improvement programmes.
0 The ongoing challenge of effectively targeting and dealing with anti social behaviour including the causes and impact such behaviour has on local corn m un it ies.
New strategic role in relation to identifying investment priorities for the Affordable Housing Supply Programme] and maximising resources for new housing provision in North Lanarkshire, including implementation of the Affordable Housing Policy.
0 The need to ensure we are continuing to improve the energy efficiency of our housing stock, including new technologies such as renewables, to help address fuel poverty and meet the higher SHQS energy standard. We also need to ensure we are maximising the potential income from external funding to support our investment in enhanced energy measures to our housing.
0 Expansion of the council’s new build programme from 125 units to 1,000 units.
The need to enhance our use of new information technology and mobile/flexible working practices to improve the efficiency and effectiveness of how we plan and deliver our services. Maximisation of youth employment opportunities
Proposals / Considerations
3.1. The proposed changes to the structure are summarised below.
106
4
3.2. Property Services
3.2.1.
3.2.2.
3.2.3.
a
a
a
a
a
3.2.4.
e
a
The proposed changes to the structure within Property Services reflect the aspirations of customers and the identified need and opportunity to modernise service delivery across Property Services and the Councils’ linked strategic partnership vehicles. They reflect how the use of mobile technologies and related systems will improve the management, coordination, transparency and efficiency of the service, with proposals to delete 11 posts directly supported by such developments.
Property Services are currently structured around separate themed areas, with specific management and associated personnel/resources aligned around routine repairs, planned programmes, heating and voids. In operational terms, this often means that within a given area or locality, different managers and teams may be responsible for aspects which affect the same home or property.
In line with the creation and opportunity afforded by the new strategic partnership vehicles (January 201 I ) , the Service commenced a full end to end review of provision as a pre-cursor to the required next stage structural change. This included the progression of: -
The design, development and deployment of mobile technologies and related asset savings to fully modernise provision and challenge partner performance, with frontline employees working from home to site / site to site / site to home.
The redesign of the wider repair service model and related next stage developments, including full tracked electronic Appointment Based Repair methodologies to meet customer needs and aspirations.
The implementation of a revised and much enhanced mobile tablet based pre and post inspection programme (by appointed time on an appointed date).
The deployment of new modernised approach to customer satisfaction measures and responses to reduce bureaucracy, with live customer feedback and response, rather than retrospective / post event / post service failure.
The review of all partnership systems, performance gaps and priorities to align service development objectives under a single shared goal, Service and People First.
The above has led to significant revisions to arrangements and the clear identification of a new service structure, based around the following proposals: -
The removal of individual management repair themes and teams and the creation of an integrated service, with identified multi-skilled resource groupings responsible for a given locality grouping and the successful coordination and delivery of all works and communications within.
Utilisation of the latest mobile and systems technologies to coordinate the identification of works, contract coordination, appointment and tracking of all repairs and service events across the Council, its partners, contractors and sub-contractors - regardless of work arealtype.
107
5
e
e
3.2.5.
3.2.6.
3.2.7.
3.2.8.
3.2.9.
The establishment of a single point of contact for all customer and member enquiries relating to any Housing property issue or related service aspect.
The integration of all Property management responsibilities and accountabilities, investment and repairs, within a single team infrastructure. This includes future developments in relation to the green agenda and the progression of renewable technologies.
The Capital Programme function will transfer from Development, with proposals targeted at bringing together the management of all Capital and Revenue related works programmes to within Property Services. This will further enhance a range of contract management disciplines, designed to support the operation and on-going performance of the Council’s Strategic Partnership vehicles and other contract relationships which support the provision of quality housing and all related work elements within.
In line with the above proposals, it is therefore proposed to delete 11 posts (7 of which are currently filled on a temporary basis). These are the Capital Programme Manager (NLCI 3), Assistant Capital Programme Manager (NLCI I ) , Cyclical and Specialist Coordinator (NLCI I ) , Senior Administration Finance Officer (NLC7) and Maintenance Officer (NLC7) (x7) (currently temporary).
The new proposed structure will also provide a range of enhanced career development opportunities for employees, with the opportunity to develop the necessary skill sets to work across capital and revenue programmes in support of maintaining and developing the quality of housing across North Lanarkshire Council. It is proposed to reconfigure:-
The Client Services Manager (NLC14) to Development & Support Manager (NLCI 4) with specific contract management responsibilities across all works/localities.
The Planned and Voids Manager (NLC14) to Technical Services Manager (NLC14) with specific operational responsibilities across all works / localities.
3.2.10. The Service Delivery Manager (Gas) (NLC12) to Senior Service Delivery Manager (NLCI 3), integrating and expanding management of all specialist, cyclical and legislative works, including new duties in relation to water quality within domestic properties.
3.2.1 1. The Service Delivery Manager (Planned Works) (NLC12), Service Delivery Manager (Voids) (NLC12) and Service Delivery Manager (Quality) (NLC12) to Service Delivery Manager (NLC12) (x3) with newly integrated operational responsibilities for all planned, void and routine works within an identified locality/geographic area. The Service Delivery Managers will be supported by 7 posts of Service Delivery Co-ordinator (NLCIO) reconfigured from Service Delivery Co-ordinator (Voids) (NLCI 0) (XI), Service Delivery Co-ordinator (Routine & Quality) (NLCI 0) (x2), Service Delivery Co-ordinator (Policy, IT & MIS) (NLCI 0) (XI), Service Delivery Co- ordinator (Planned Works) (NLCI 0) (x2) and Service Delivery Co-ordinator (Contact Centre) (NLCIO) (XI).
3.2.12. The Capital Programme Development Officer (NLCIO) to Business Improvement Coordinator (Investment) (NLCI 0) to enhance asset management coordination.
108
6
3.2.1 3. The Senior Asbestos Control Officer (NLC9) to Service Delivery Coordinator (NLCI 0) to undertake an enhanced coordination role across expanded legislative work programmes.
3.2.14. The proposals address the alignment and further development of Maintenance and Technical personnel to reflect an expanded responsibility matrix, more ably suited to support a range of work streams across areas and programmes. This is linked to an identified 2 year training and development programme which incorporates the achievement of an HNC in construction or equivalent , with a range of enhanced duties detailed within the new competency matrix. This will be managed via the PRD framework for Technical Officers to support the progression of staff in support of the objectives of the service and establish a career pathway. This will include:-
3.2.15. The Asbestos Control Officer (NLC7) (x2), Technical Officer (Gas) (NLC8) (x3), Capital Programme Officer (2) and Maintenance Officers (NLC7) (x41) to Technical Officer (NLC7/8) (x48) in support of the wider development and delivery of Capital and Revenue programmes, with a range of additional duties and a fully supported training and development programme. In addition, 2 posts of Maintenance Officer (NLC7) will be transferred to the Joint Equipment Store in line with existing service arrangements.
3.2.16. The above final reconfiguration element includes the establishment of a new funded traineeship programme for future Technical Officers to support further youth employment opportunities within North Lanarkshire.
3.2.17.A review has also been carried out of the admin and clerical staff across Property Services. It is proposed to restructure the admin and clerical function within to integrate resources with all admin/clerical staff reporting directly to an Administration Officer and incorporate/align all related capital and revenue integrated support functions. This reconfiguration will incorporate personnel taking on responsibility for the future dynamic scheduling and management of all related survey, inspection and repair activity through the recently procured Optitime appointment system.
3.2.18. In order to achieve this more efficient deployment of administrative resources and the expanded roles within, it is proposed to reconfigure six of the current 10 posts of Senior Clerical Assistant (NLC4) to Senior Clerical Assistant (NLC5) to align with the above. The remaining 4 posts will be re-designated to Clerical Assistant (NLC4). Finally, the existing three Clerical Assistant (NLC3) posts will be re-configured to Clerical Assistant (NLC4) to complete the alignment and remove existing anomalies. This will bring the Property Services administration function more in line with the current administration function across Housing and Social Work Services.
3.2.19. The proposed model strengthens and clarifies the coterminous relationships between Property, Development and Operation Services and the range of mutually supportive work and shared objectives within, including delivery of SHQS compliance. Such an approach maximises efficiencies in relation to service structures as evidenced within the proposals and associated savings.
3.2.20. The final proposed structure, in line with all the previously outlined objectives includes further employment opportunities with proposals to align and create a further 5 posts to support the revised structure and address the challenges and drivers facing the Service. These are Service Delivery Manager (Investment) (NLCI 2) (XI), Service Delivery Manager
109
7
(Development) (NLCI 2) (XI), Service Improvement Officer (NLC 9) (XI) and Service Delivery Coordinator (NLCI 0) (x2).
3.3. Development
3.3.1. The proposed changes to the structure within the Development section recognise the significant changing demands and challenges faced by the service and the need to ensure that best use is made of available skills and resources across the service.
3.3.2. As outlined in 3.2 above it is proposed to transfer the capital programme function to Property Services to create an integrated asset management function.
3.3.3. The proposals strengthen resources to implement the council’s new build programme which has been expanded from an original 125 units to 1,000 units by 2020. There has been no additional staff employed to manage the delivery of the programme, and it was highlighted in the 2012/13 Housing Revenue Estimates report to January 2012 committee that the expansion of the programme would require dedicated resources to deliver it. The Investment Manager post also had responsibility for managing the delivery of the new build programme. With this post transferring to Property Services there is an even greater need to put in place the necessary staff resources to effectively manage the delivery of the expanded new build programme.
3.3.4. In the first phase of the new build programme the council employed the services of Clyde Valley Housing Association to assist with the project management of individual projects up to the point where the development went on site. While this arrangement worked well, and helped build the knowledge and capacity of council staff, now that the programme has been expanded it would be more beneficial and cost effective to employ a suitably experienced Development Officer directly, rather than put out a tender for external project management support. This would ensure that resources are in place not only to help develop and co-ordinate projects up to site start, but also to respond to issues that arise during the construction period and effectively manage the handover and post completion stages.
3.3.5. It is therefore proposed to re-configure the post of Partnership Manager (NLC 12) to Development Co-ordinator (NLC 12) to reflect duties related to the new build programme and to create an additional post of Development Co-ordinator (NLC12) with responsibility for co-ordinating the delivery of the new build programme. It is also proposed to re-configure the post of Research Assistant (NLC 6) to Development Assistant (NLC 6) to reflect change of duties including support for the new build programme.
3.3.6. In addition to the council’s own new build programme there is also a need to maximise resources to increase the provision of affordable housing, including implementation of the Affordable Housing Policy through the Planning system and helping to bring empty properties back into use. The proposals also recognise the new responsibility placed on the council to develop Strategic Local Programmes to deliver the Scottish Government’s Affordable Housing Supply Programme and meet Local Housing Strategy priorities. It is therefore proposed to reconfigure the post of Strategy Officer (NLC 10) to Development Officer (Affordable Housing) NLC 11 to maximise investment and increase provision of affordable housing.
3.3.7. The implementation of the Property Factors (Scotland) Act 2011 from October 2012 also has resource implications for the council and the
110
8
administration of this new responsibility will be taken on by the Private Sector section. A review of arrangements for progressing enforcement action has been undertaken with Environmental Services to ensure that a robust approach is taken to tackling serious disrepair and poor maintenance in the private sector while making best use of available resources. It is proposed to second an Environmental Health Officer from Environmental Services to the Private Sector Team, for an initial period of one year, to progress Works Notices and Maintenance Orders and improve co-ordination of all stages of the process from initial liaison with owners through to instructing essential works if Works Notices or Maintenance Orders not complied with.
3.3.8. A review of the administration resources within the section has been undertaken and it is proposed to delete the vacant post of Admin/ Finance Asst (NLC 6).
3.4. Finance and Administration
3.4.1. With the impending introduction, from October 2013, of the payment of housing costs directly to tenants as part of Universal Credit, the Service requires to review its cash payment collection strategy. There are currently over 22,000 tenants receiving benefits directly to their rent account each week.
3.4.2. The most efficient and cost effective way to collect rent is through a Direct Debit payment facility. Proposals have been agreed by the Systems Board to develop HSMS Rents to facilitate the introduction of paperless Direct Debits and allow for daily processing runs to:
a) Reduce Direct Debit set up / processing time; b) Speed up the processing of amendments; c) Increase the number of payment frequencies; d) Increase Direct Debit take up; and e) Protect the HRA income stream by mitigating the risk of non-collection.
Currently there are around 6,000 tenants paying their rent by Direct Debit and 88 payment runs. The intention is to increase the number of payment runs to 250 per year and increase the number of tenants paying by direct debit by 300-400%.
3.4.3. At present, the scheme is administered centrally by one NLC 6 Income Assistant within Housing Finance. Based on current working practices, and factoring in efficiencies resulting from the introduction of a paperless system, the additional workload arising from a 300-400% increase in Direct Debit take up would equate to two additional NLC 6 posts, the cost of which will be offset by savings resulting from the deletion of existing posts.
3.4.4. To respond to the requirements outlined above, it is proposed to delete two vacant posts of Secretary (NLC 6) and Senior Clerical Assistant (NLC 4); and to create two additional posts of Income Assistant (NLC 6).
3.5. Housing Operations/Admin / Clerical 3.5.1. A review has also been carried out of the admin and clerical staff across
Operations. It is proposed to restructure the admin and clerical function within Area Offices to centralise resources with all admin/clerical staff reporting directly to an Administration Officer. In order to achieve this more efficient deployment of admin/clerical resources and the expanded roles within, it is proposed to reconfigure the six posts of AdminIFinance Assistant (NLC6) to six Administrative Officers (NLC7). This reconfiguration will also incorporate the Administration Officers taking on responsibility for
1 1 1 1 1 1
9
3.5.2.
scheduling and management of all related appointments of income maximisation and sustainability activity related to Welfare Reform through the Council’s approved IT system. In addition, it is proposed to delete two of the current 14 posts of Senior Clerical Assistant (NLC5) and create two new posts of Clerical Assistant (NLC4). The remaining 12 posts of Senior Clerical Assistant will be redistributed evenly across the six localities, bringing the Housing Services’ administration function more in line with the current Social Work administration function and enhancing support to front- line staff and managers.
At present an employee from Social Work services has been seconded to Housing services to undertake the overall management and application of the Council’s strategic and operational obligations in relation to Gypsy Travellers. As this secondment is now coming to an end, it is proposed to delete an existing post of Resource Worker (NLC 9) and to create a post of Service Delivery Co-ordinator (NLC 10) based within Housing Operations. It is intended that the remit of this post which would be in line with other existing SDC posts within the Service would include the strategic and operational responsibility for service provision to the wider client group of the service including travelling people, immigrants and minority groups.
3.6. Abolition of Priority Need / Temporary Accommodation
The removal of the priority need distinction for homeless applicants will be abolished from 31 December 2012. As has previously been reported to Committee the council will have a duty to provide temporary accommodation for an increased number of applicants and the length of stay in such accommodation will potentially increase. There is a shortage of temporary accommodation in the North area and there are currently no emergency access places. A council owned facility in the North area will be staffed and managed in line with other temporary accommodation units in the council. This will require an additional 6 Estate Officers (Accommodation) (NLC3) to be created.
3.7 In summary, the proposals are:
Propertv
Delete 1 post of Capital Programme Manager (NLC13), 1 post of Assistant Capital Programme Manager (NLCI I ) , 1 post of Cyclical and Specialist Coordinator (NLCII), 1 post of Senior Administration Finance Officer (NLC7) and 7 posts of Maintenance Officer. Create 2 posts of Service Delivery Manager (NLC12), 1 post of Service Improvement Officer (NLC9) and 2 posts of Service Delivery Coordinator (NLCIO). Re-configure 6 posts of Senior Clerk (NL4) to Senior Clerk (NL5). Re- designate 4 posts of Senior Clerk (NL4) to Clerk (NL4). Re-configure 3 posts of Clerk (NL3) to Clerk (NL4)
Develoroment
Re-configure post of Partnership Manager (NLCI 2) to Development Co-ordinator (NLC12); create 1 new post of Development Co-ordinator (NLCI 2); re-configure post of Strategy Officer (NLCIO) to Development Officer (Affordable Housing) (NLCI 1); re-configure post of Research Assistant (NLC6) to Development Assistant (NLC6) and delete 1 post of Administration/ Finance Assistant (NLC6)
Finance and Administration
Delete two vacant posts of Secretary (NLC 6) and Senior Clerical Assistant (NLC 4); and create two additional posts of Income Assistant (NLC 6).
112
10
Housina Operations/Admin / Clerical
Delete a post of Resource Worker (NLCS) and create a post of Service Delivery Co- ordinator (NLCI o); re-configure the six posts of Administration/Finance Assistant (NLC6) to Administration/Finance Officer (NLC7); delete two posts of Senior Clerk (NLC5) and create two posts of Clerk (NLC4).
Temporaw Accommodation
Create 6 new posts of Estate Officers (Accommodation) (NLC3) to staff new accommodation facility for the North Locality complying with requirements as contained within the Temporary accommodation Strategy.
4. Financial / Human Resources / Legal / Equality/ Policy Implications
4.1. The full details of the staffing review are set out in the following:
0 Appendix 1 - summary of existing and proposed staffing structure 0 Appendix 2 - summary of proposed changes and financial implications
4.2. Overall the number of FTE posts is increased by one as a result of the employment opportunities created via 6 Estate Officers as outlined at paragraph 3.6. However, the proposals will provide a total full year saving of €177,203, of which €151,986 is to the HRA and €25,217 to non HRA (which will contribute to the 2013-16 savings target for employee costs).
4.3. It is proposed that the implementation of the new staffing structure will include a combination of direct matching; competitive restricted interviews and redeployment/ redundancy, as appropriate and in agreement with Human Resources.
4.4. These proposals have been discussed with the relevant Trade Unions and will continue to be so through to operational implementation.
4.5. An Equality Impact Assessment has been completed as required.
5. Recommendations
It is recommended that the Committee:
(i) (ii) (iii)
approve the restructure proposals outlined at 3.7 remit the report to Policy & Resources (Human Resources) sub Committee; and otherwise note the content of the report.
Head of Housing S Elaine McHugh
6 March 2013
For further information on this Report, please Elaine McHugh, Head of Housing Services on 01698 332027
113
11
List of Appendices
Appendix 1
-
-
- -
Existing Structure Property Services Section (x3 charts)
Proposed Property Services Management Structure (x 6 charts)
Existing Housing Development Structure (x2 charts)
Proposed Housing Development Structure (x2 charts)
Appendix 2
- Summary of proposed changes and financial implications
114
Appendix 1
Grade
NLC17
NLC14
NLCIO
- 37 U
NLCOG
NLC04
NLC03
Existing Structure Property Services Section
Property Services Manager
Property Services I Chart1 I I
Senior Administration Finance Officer
Admin Finance Assistant x 3
Senior Clerical Assistant x 9
Clerical Assistant x 2
Count
1
2
9
2
Total Posts
Grade
NLC14
Service Delivery Manager (Quality) 1 NLCI2 Service Delivery
Manager (Gas)
NLCl1
Existing Structure Property Services Section: Chart I
Client Services Manager
NI r i o + CI
m NLCOB
Officerx21 NLC07
NLC04
I 1 Maintenance Maintenance
Leader x 2
PT x 15
Technical Officers 4 Gas x 3
29
15
Total Posts 154)
Q
cy
NLC 14
Proposed Property Services
Management Structure
NLC17
118
NLC 14
NLC 12
NLClO
NLC 9
N LC 718
NLC 6
NLC 5
NLC 4
Development &Support
I Business Improvement
Coordinator (S&L & Investment)
I
Business Improvement Business Improvement
Coordinator Coordinator (TS & Investment) (TS & Investment)
( X I ) (x i1 I
Service Improvement
officer
CurtomerISupponJ Systems
Co-located
ml Technical Officer rr Technical Officer
Senior Clerical Assistant
Clerical Assistant
Senior Clerical Assistant
Clerical Asslnant /I
Admii tration officer
senior Clerical Assistant
I Clerical Assistant 1 1x21
119
NLC 14
NLC 13
NLC 12
, , . . , .
Service Dellvew Man
All Areas (100%)
MSL Senior Resource Manager (CO-location)
Wishaw, Motherwell & Shotts
(38.5%)
Service Deliverf Manager (Planned, Repairs &Voids)
Coatbridge, Bellshill & Viewpark
(31.5%)
Airdrie, Cumbernauld,
Kilsyth & Moodiesburn
(30%)
Resource Coordinators (CO-location)
120
NLC13 Senior
Service Delivery Manager (Cyclical, Sewices &
Legislative)
NLC 10
N LC7J8
Service Delivery Coordinator 1 ( c y c l i c a ; ; p s )
121
NLC 12
I
Service Delivery Manager I (Planned, R;$irs & Voids)
I I
NLC 10
I I - I
N LC7/8
I I I
d MSL Resource Manager& Resource Coordinators (x7)
(Linked to Performance Plan-Coiocation and Integration of all Work Planning/ Dynamic Scheduling of all Response Repairs &Voids)
Technical Officer
I I I I Wishaw, I Motherwell & Shotts
(38.5%) I I I I I
Technical Officer
Coatbridge, Bellshill & Viewpark
(31.5%)
Technical Officer
I I
Cumbernauld, I Kilsyth & I
Moodiesburn I
Airdrie, I
(30%)
I I I I
122
NLC14
NLCl2
NLC 10
NLC7/8
Investment Manager Y I
Sewice Delivery Manager (Investment)
SewIce Delivev Coordinator (SHQS/SHQSZ) j Technical Officer
Service Delivery Coordinator (Planned & Projects)
Communication link to SUM/ SDCiTO
(Investment, Planned Programmer, Projects & Related
123
Housing Services - Development
Existing FTE
NLC 27 Development
NLC 14
NLC 23
+ I N 2 P
NLC 11
NLC in
NLC 8
NLC 7
NLC 6
NLC 4
NLC 3
1
-r- I
Sheet 2 I Capital Programme
Partnership
Assistant Private 2 Assistant Capital
2
I I t
3
2
2
Capital Programme Officer x 2 I
Finance/ Admin Asst x2 I Senior Clerical Asst - /Senior Cle? Asst I 2
2 f 1 Clerical Asst I 1 Clerical Asst 1
WO32013
?"" m
N
N
m
U t
+. c f! z
ro
n
I I r---i - 0
*-
-7- v
N
f
m P
YY
YS
z
z 2
I
1
Yf:
zz
126
NLC 27 Development
NLC 14 ii Strategy Manager
MLC 23
Housing Services Development
Proposed
FTE
+ NLC22 N 4
NLC 11
NLC 10
NLC 8
NLC 7
NLC 6
NLC 4
Admin r--z-l Total
2
9
Appendix 2
HOUSING SERVICES PHASE 4 SUMMARY OF PROPOSED CHANGES AND FINANCIAL IMPLICATIONS
Admin I Finance Assistant Estates ORicer FINANCEAND ADMIN. . .J., Secretary Senior Clerical Assistant Income Assistant
EXISTING
NLCO9 I 1.00 I 28.154 NLCO8 3.00 I 79.724
~
NLC07 2.00 45.154 NLC07 1 .00 20,576 NLC07 2.00 42,627 NLC07 I 2.00 I 43,153 NLC07 2.00 I 39,531
NLCO9 I 1.00 I 28,154 NLC05 I 14.00 I 258,160
I PROPOSED
NLC17 NLCl4 NLC14 NLC14
INLCOG 2.00 36.880 I
I CHANGES
Re-designate Service Delivery Co-ordinator Delete two posts No change Create two new posts Reconfigure posts to Admin Officer
Delete post Create additional posts
I:\DIRECTORATEWOUSING\ElAlNE\2013\PH4SE 4 REPORnOG.03.13\Housing Services Consolidated Phase 4 FINAL 06031 3 (3)
Appendix 2
FTE
HOUSING SERVICES PHASE 4 SUMMARY OF PROPOSED CHANGES AND FINANCIAL IMPLICATIONS
Budgeted post
1 .oo 1 .oo 1 .oo 1 .oo 0.50 0.50
I .oo
1 .oo 1 .oo 1 .oo 1 .oo 1 .oo 1 .oo 1 .oo 1 .oo 1 .oo 1 .oo I .oo
Strategy Manager Private Sector Manager Housing Partnership Manager Development Coordinator (New Build) Senior Strategy Officer Assistant Private Sector Manager Development Officer (Community Care) Development Officer (Homelessness) Communications Coordinator Communications Coordinator Development Officer (Affordable Housing) Development Officer (Private Sector) Environmental Health W k e r (secondment) Strategy Officer Strateav ORirer
38.256 35.669 32,056 31,147 17,834 16,028
33,906
31,723 31,147 26,575 24,971 24,042 20,014 20,014 19,517 18,988 17,577 15,874
IResearch Assistant
144.00 Total
oncosts
Recharge to new build programme
Recharge to Non HRA investment programme
Recovery from homeless rental income
Total
Saving
3,498,416
909,588
4,408,004
I
EXISTING
Summary of Workforce Deployment Savings: Current
Establishment
Grade
~~~~~
ILC 17 ILC 14 ILC 13 ILC 12
ILC 12 ILC 11 ILC 11 ILC 11 ILC 11 ILC 11
ILC 10
Proposed Net I Reduction in Net Change in Net Change in Establishment Establishment (FIE) (Head Count)
Establishment Employee Costs
~
ILC 10 ILC 10 ILC 08 ILC 08 ILC 08 ILC 06 ILC 06 ILC 06 ILC 06 ILC 04 :LC 03
I PROPOSED I
NLC 08 NLC 08 24,971 NLC 08 24.042 NLC 06
19,517
NLC 04 17,577 NLC 03 15,874
3,520,403 I
43,700
40,278
I 145.00
144.00
I CHANGES I
No change No change No change No change nalats
Re-configure post to Development Assistant No change
Vacancies -1 .oo
To be resolved 6.00
I:U)IRECTORATEU-1OUSING\ElAlNE\2013\PHASE 4 REPORT\06.03.13Wousing Services Consolidated Phase 4 FINAL 06031 3 (3)
