Item 12 Appendix 2
West Dunbartonshire Council · 21 May 2025
Back to Corporate Services Committee — 21 May 2025 and its agenda
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Appendix 2 – Workforce Profile and Monitoring Report – 31st March 2025 This appendix provides information on the workforce demographic, allowing for monitoring of trends and consideration of workforce impacts and includes headcount, contract status, grade, sex and gender profiles, length of service, new starts, turnover and leavers and analysis of employees released through early retirement and voluntary severance. Also included is information relating to redeployment through the SWITCH process and sickness absence. 1. Headcount Table 1.1 below relates to the year-end workforce profile as at 31st March 2025 and examines changes in that profile over time. Table 1.1 When compared to the same period last year the headcount has decreased by 110 overall. This is due to reductions of 249 permanent contracts and 10 apprenticeships but an increase of 49 fixed term contracts. The casual headcount has increased by 9 and invigilators by 2. Apprentice Fixed-Term Permanent Total Casual Invigilators Citizen Culture & Facilities 0 53 585 667 29 0 Education 5 119 925 1169 41 79 Housing 36 29 502 569 2 0 People & Technology 1 19 191 211 0 0 Regulatory & Regeneration 0 4 105 114 5 0 Resources 0 6 164 170 0 0 Roads & Neighbourhood 17 48 366 459 28 0 Chief Exec Office 59 278 2838 3359 105 79 Child Health Care & Criminal Justice 0 23 229 278 26 0 Community Health & Care 0 97 859 1012 56 0 Finance & Resources 0 1 5 6 0 0 Mental Health Addiction & Learning Disabilities 0 2 128 130 0 0 Strategy, Planning & Health Improvement 0 1 33 34 0 0 Health & Social Care Partnership 0 124 1254 1460 82 0 Strategic Management 0 0 12 12 0 0 Local Government Employees Total 59 402 4104 4565 187 79 Education (Teachers) 0 156 870 1026 438 0 Council Wide Total 59 558 4974 5591 625 79
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Table 1.2 shows this year’s figures compared to the last 5 years and illustrates a reduction in apprenticeship roles since 2024, after seeing an increase between 2023 – 2024. It also captures the steady decline in the workforce; -2.5% in the permanent headcount with an increase of 1% in the fixed term headcount. Table 1.2 Headcount Variance Table 1.3 below provides more information on the variance across all services with the comparison data illustrating the steady reduction of the workforce. Table 1.3 Variance across services (in headcount) No. % of Total Yrly Var No. % of Total Yrly Var No. % of Total Yrly Var No. Yrly Var 31/03/2021 73 1.23% -18% 552 9.29% -5% 5318 89.48% 2% 5943 1% 31/03/2022 54 0.91% -7% 527 8.91% -1% 5335 90.18% 1% 5916 -1% 31/03/2023 62 1.06% 1% 485 8.26% -1% 5326 90.69% -1% 5873 -1% 31/03/2024 69 1.17% 1% 509 8.92% 4% 5123 91.44% -3% 5701 -3% 31/03/2025 59 1.05% 0.00% 558 9.98% 1% 4974 88.96% -2.50% 5591 -2% Total 31/03/2021 - 31/03/2025 Overall Headcount Variance Apprentices Fixed Term Permanent 2025 compared to 2024 Citizen Culture & Facilities 0 -1 53 18 585 -45 638 -28 Education 5 -2 119 9 925 -28 1049 -21 Housing 36 -3 29 21 502 -41 567 -23 People & Technology 1 1 19 1 191 3 211 5 Regulatory & Regeneration 0 -1 4 -3 105 4 109 0 Resources 0 -3 6 4 164 -1 170 0 Roads & Neighbourhood 17 0 48 16 366 21 431 37 Chief Exec Office 59 -9 278 24 2838 -87 3175 -72 Child Health Care & Criminal Justice 0 0 23 5 229 0 252 5 Community Health & Care 0 0 97 54 859 -52 956 2 Finance & Resources 0 0 1 -1 5 0 6 -1 Mental Health Addiction & Learning Disabilities 0 -1 2 -12 128 2 130 -11 Strategy, Planning & Health Improvement 0 0 1 1 33 2 34 3 Health & Social Care Partnership 0 -1 124 47 1254 -48 1378 -2 Strategic Management 0 0 0 0 12 1 12 1 Local Government Employees Total 59 -10 402 71 4104 -136 4565 -75 Education (Teachers) 0 0 156 -22 870 13 1026 -9 Council Wide Total 59 -10 558 49 4974 -149 5591 -110 Apprentice Fixed-Term Permanent Total
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During the reporting period 2024/25 there has been changes in the structures for Citizen Culture & Facilities (CCF) and Housing which is reflective of the re-structures that are currently in progress resulting in savings being made, turnover and also an increase in temporary contracts to ensure resilience during implementation. During 2024/5 this also saw the re-structure of various teams including Working 4U moving to Roads and Neighbourhood, increasing headcount in this service with a relative headcount decrease in Housing. Table 1.4 Casual Variance Table 1.4 shows the casual variance headcount compared to last year and shows an increase of 9 casual workers registered for work with the Council. Invigilators were previously reported in this category but have been separated as they are not covered by any bargaining group (Local Government or Teachers) and their pay is reclaimed from SQA. Casual Invigilators Citizen Culture & Facilities 29 6 0 0 Education 41 -21 79 2 Housing 2 0 0 0 People & Technology 0 0 0 0 Regulatory & Regeneration 5 0 0 0 Resources 0 0 0 0 Roads & Neighbourhood 28 3 0 0 Chief Exec Office 105 -12 79 2 Child Health Care & Criminal Justice 26 6 0 0 Community Health & Care 56 -8 0 0 Finance & Resources 0 0 0 0 Mental Health Addiction & Learning Disabilities 0 0 0 0 Strategy, Planning & Health Improvement 0 0 0 0 Health & Social Care Partnership 82 2 0 0 Strategic Management 0 0 0 0 Local Government Employees Total 187 -14 79 2 Education (Teachers) 438 23 0 0 Council Wide Total 625 9 79 2
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2. Full time Equivalent Table 2.1 Table 2.2 Overall FTE Variance Trends indicate a continuing increase in fixed term contracts and a reduction in permanent contracts continuing into 2024/25. Apprentice Fixed-Term Permanent Total Citizen Culture & Facilities 0.00 24.67 385.85 410.52 Education 5.00 86.56 742.73 834.29 Housing 36.00 28.29 479.14 543.43 People & Technology 1.00 19.00 173.65 193.65 Regulatory & Regeneration 0.00 3.80 99.40 103.20 Resources 0.00 6.00 148.80 154.80 Roads & Neighbourhood 17.00 44.25 335.72 396.97 Chief Exec Office 59.00 212.56 2365.29 2636.86 Child Health Care & Criminal Justice 0.00 21.20 202.84 224.04 Community Health & Care 0.00 67.44 639.13 706.56 Finance & Resources 0.00 1.00 4.80 5.80 Mental Health Addiction & Learning Disabilities 0.00 2.00 109.92 111.92 Strategy, Planning & Health Improvement 0.00 1.00 30.04 31.04 Health & Social Care Partnership 0.00 92.64 986.73 1079.37 Strategic Management 0.00 0.00 12.00 12.00 Local Government Employees Total 59.00 305.20 3364.02 3728.22 Education (Teachers) 0.00 142.60 788.50 931.10 Council Wide Total 59.00 447.80 4152.52 4659.32 No. % of Total Yrly Var No. % of Total Yrly Var No. % of Total Yrly Var No. Yrly Var 31/03/2021 73 1.47% -21% 464 9.31% -9% 4441 89.22% 2% 4977 -18% 31/03/2022 54 1.09% -35% 439 8.88% -6% 4453 90.03% 0% 4947 -1% 31/03/2023 61 1.24% 11% 414 8.43% -6% 4433 90.33% 0% 4908 -1% 31/03/2024 68 1.00% 1% 423 8.80% 1% 4269 89.68% -3% 4760 -4% 31/03/2025 59 1.26% -13% 448 9.61% 6% 4153 89.14% -2% 4659 -2% Overall FTE Variance 31/03/2021 - 31/03/2025 Apprentices Fixed Term Permanent Total
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3. Fixed Term Contracts There are 558 employees working on a fixed term basis and 143 of these hold fixed term contracts which have a duration exceeding 2 years (relevant for various employment rights). This is an increase from the previous year. The table below illustrates the location of these employees and compares to last year. The increase in Housing fixed term contracts is reflective of the current re-structure being implemented a number of internal candidates taking promoted secondments and redeployments for service delivery resilience. The movement of Working 4U into Roads and Neighbourhood would have also increased their temporary contract number due to a number of posts being linked to external funding. Table 3.1 2024 2025 Citizen Culture & Facilities 4 2 Education 23 31 Housing 43 24 People & Technology 5 4 Regulatory & Regeneration 5 4 Resources 3 2 Roads & Neighbourhood 22 39 Chief Exec Office 105 106 Child Health Care & Criminal Justice 4 7 Community Health & Care 4 4 Finance & Resources 1 0 Mental Health Addiction & Learning Disabilities 5 0 Strategy, Planning & Health Improvement 0 0 Health & Social Care Partnership 14 11 Strategic Management 0 0 Local Government Employees Total 119 117 Education (Teachers) 17 26 Council Wide Total 136 143
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4. Full time / Part time Split Table 4.1 The number of full time contracts has reduced this year by 105 and the number of part time contracts has also decreased by 5 reflective of the drop in headcount. Full-Time Part-Time Citizen Culture & Facilities 132 506 Education 388 661 Housing 485 82 People & Technology 163 48 Regulatory & Regeneration 89 20 Resources 118 52 Roads & Neighbourhood 355 76 Chief Exec Office 1730 1445 Child Health Care & Criminal Justice 186 66 Community Health & Care 177 779 Finance & Resources 5 1 Mental Health Addiction & Learning Disabilities 67 63 Strategy, Planning & Health Improvement 26 8 Health & Social Care Partnership 461 917 Strategic Management 12 0 Local Government Employees Total 2203 2362 Education (Teachers) 710 316 Council Wide Total 2913 2678
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5. Grade Profile Table 5.1 As shown above the most prominent grade amongst Local Government Employees remains Grade 4, followed by Grade 3. For teachers the most prominent grade remains a Main Grade Teacher. 0 200 400 600 800 1000 1200 Number of staff under each grade
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6. Sex Profile Table 6.1 The sex profile remains consistent with 73.6% of the workforce female and 26.4% male. There are no significant changes across the workforce with female predominance in Education and HSCP and male predominance in Roads and Neighbourhood and Housing & Employability. Headcount Percentage Headcount Percentage Citizen Culture & Facilities 539 84.5% 99 15.5% Education 978 93.2% 71 6.8% Housing 149 26.3% 418 73.7% People & Technology 141 66.8% 70 33.2% Regulatory & Regeneration 66 60.6% 43 39.4% Resources 106 62.4% 64 37.6% Roads & Neighbourhood 86 20.0% 345 80.0% Chief Exec Office 2065 65.0% 1110 35.0% Child Health Care & Criminal Justice 208 82.5% 44 17.5% Community Health & Care 877 91.7% 79 8.3% Finance & Resources 6 100.0% 0 0.0% Mental Health Addiction & Learning Disabilities 83 63.8% 47 36.2% Strategy, Planning & Health Improvement 29 85.3% 5 14.7% Health & Social Care Partnership 1203 87.3% 175 12.7% Strategic Management 8 66.7% 4 33.3% Local Government Employees Total 3276 71.8% 1289 28.2% Education (Teachers) 839 81.8% 187 18.2% Council Wide Total 4115 73.6% 1476 26.4% Female Male
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7. Age Profile Table 7.1 The distribution curve for the age demographic across the council remains consistent with previous years. The highest proportion of people are in the 55-59 age group, with age groups 40-44, 60-64, and 45-49 being the next age groups with the highest proportion. The percentage of employees working past 65 across the council has remained consistent since the previous period. 16-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65+ Citizen Culture & Facilities 0.8% 3.3% 4.5% 7.7% 11.4% 12.1% 9.9% 11.0% 14.7% 17.6% 7.1% Education 1.4% 4.6% 4.2% 5.8% 5.1% 12.1% 11.4% 13.0% 16.9% 15.5% 10.0% Housing 1.2% 3.6% 5.6% 8.6% 10.5% 12.5% 12.0% 12.6% 15.6% 12.9% 4.9% People & Technology 1.2% 3.6% 5.6% 8.6% 10.5% 12.5% 12.0% 12.6% 15.6% 12.9% 4.9% Regulatory & Regeneration 0.0% 0.8% 7.5% 8.3% 12.3% 15.5% 13.9% 13.1% 13.5% 9.1% 6.0% Resources 0.3% 2.8% 4.7% 8.9% 9.7% 8.4% 8.7% 12.7% 19.9% 17.2% 6.8% Roads & Neighbourhood 0.0% 0.0% 0.0% 16.7% 16.7% 0.0% 0.0% 50.0% 0.0% 16.7% 0.0% Chief Exec Office 1.2% 3.6% 5.6% 8.6% 10.5% 12.5% 12.0% 12.6% 15.6% 12.9% 4.9% Child Health Care & Criminal Justice 0.0% 0.8% 7.5% 8.3% 12.3% 15.5% 13.9% 13.1% 13.5% 9.1% 6.0% Community Health & Care 0.3% 2.8% 4.7% 8.9% 9.7% 8.4% 8.7% 12.7% 19.9% 17.2% 6.8% Finance & Resources 0.0% 0.0% 0.0% 16.7% 16.7% 0.0% 0.0% 50.0% 0.0% 16.7% 0.0% Mental Health Addiction & Learning Disabilities 0.0% 0.8% 3.1% 8.5% 8.5% 11.5% 13.8% 18.5% 17.7% 14.6% 3.1% Strategy, Planning & Health Improvement 0.0% 0.0% 2.9% 5.9% 5.9% 14.7% 26.5% 11.8% 11.8% 17.6% 2.9% Health & Social Care Partnership 0.2% 2.2% 5.0% 8.7% 10.0% 10.1% 10.5% 13.4% 18.2% 15.5% 6.2% Strategic Management 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 16.7% 41.7% 8.3% 33.3% 0.0% Local Government Employees Total 0.9% 3.1% 5.4% 8.6% 10.3% 11.7% 11.6% 12.9% 16.4% 13.8% 5.3% Education (Teachers) 0.0% 3.0% 11.2% 16.4% 15.4% 17.0% 13.5% 9.6% 9.6% 2.8% 1.6% Council Wide Total 0.7% 3.1% 6.5% 10.1% 11.3% 12.7% 11.9% 12.3% 15.1% 11.8% 4.6%
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8. Length of Service Table 8.1 The distribution of Length of service has remained consistent with 2024, with the highest percentage remaining within 10 years or more. * Above data pertains to West Dunbartonshire Council service only (excluding continuous service with any public authority to which the redundancy Payments Modification Order (Local Government) 1983 (as amended applies). Headcount Percentage Headcount Percentage Headcount Percentage Citizen Culture & Facilities 58 9.1% 284 44.5% 296 46.4% Education 66 6.3% 537 51.2% 446 42.5% Housing 25 4.4% 236 41.6% 306 54.0% People & Technology 18 8.5% 91 43.1% 102 48.3% Regulatory & Regeneration 8 7.3% 48 44.0% 53 48.6% Resources 11 6.5% 38 22.4% 121 71.2% Roads & Neighbourhood 28 6.5% 169 39.2% 234 54.3% Chief Exec Office 214 6.7% 1403 44.2% 1558 49.1% Child Health Care & Criminal Justice 19 7.5% 92 36.5% 141 56.0% Community Health & Care 101 10.6% 458 47.9% 397 41.5% Finance & Resources 1 16.7% 1 16.7% 4 66.7% Mental Health Addiction & Learning Disabilities 6 4.6% 49 37.7% 75 57.7% Strategy, Planning & Health Improvement 1 2.9% 12 35.3% 21 61.8% Health & Social Care Partnership 128 9.3% 612 44.4% 638 46.3% Strategic Management 0 0.0% 6 50.0% 6 50.0% Local Government Employees Total 342 7.5% 2021 44.3% 2202 48.2% Education (Teachers) 57 5.6% 427 41.6% 542 52.8% Council Wide Total 399 7.1% 2448 43.8% 2744 49.1% Less than 1 year 1 to 9 years 10 or more years
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9. New Starts Table 9.1 399 new employees joined the council in 2024/25 which is a decrease of 33 from last year. The table below shows this information by service and contract type. The largest percentage reduction in new starts is shown in Modern Apprenticeships. Apprentice Fixed-Term Permanent Total Citizen Culture & Facilities 0 35 23 58 Education 2 45 19 66 Housing 6 5 14 25 People & Technology 1 8 9 18 Regulatory & Regeneration 0 0 8 8 Resources 0 3 8 11 Roads & Neighbourhood 6 4 18 28 Chief Exec Office 15 100 99 214 Child Health Care & Criminal Justice 0 5 14 19 Community Health & Care 0 58 43 101 Finance & Resources 0 1 0 1 Mental Health Addiction & Learning Disabilities 0 1 5 6 Strategy, Planning & Health Improvement 0 0 1 1 Health & Social Care Partnership 0 65 63 128 Strategic Management 0 0 0 0 Local Government Employees Total 15 165 162 342 Education (Teachers) 0 46 11 57 Council Wide Total 15 211 173 399
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10. Turnover Table 10.1 The information above presents a decrease in turnover since the previous period, with a drop of 2.8% in total turnover. The leaver’s information in section 11 outlines that the vast majority of leavers remain as resignations and age retirals. Within the Roads & Neighbourhoods service there has been an increase in leavers since the year before and on further analysis the highest proportion of leavers left through resignations with this totalling 18 of the 60. A further 17 left due to age & ill health retirals, and 6 staff left due to end of contract dismissals. Staff at 1 April 2024 Staff at 1 April 2025 Average Leavers in Last 12 Months Turnover % Citizen Culture & Facilities 666 638 652 103 15.8% Education 1070 1049 1060 159 15.0% Housing 632 567 600 41 6.8% People & Technology 206 211 209 18 8.6% Regulatory & Regeneration 109 109 109 17 15.6% Resources 170 170 170 17 10.0% Roads & Neighbourhood 394 431 413 60 14.5% Chief Exec Office 3247 3175 3211 415 12.9% Child Health Care & Criminal Justice 247 252 250 24 9.6% Community Health & Care 954 956 955 138 14.5% Finance & Resources 7 6 7 2 30.8% Mental Health Addiction & Learning Disabilities 141 130 136 11 8.1% Strategy, Planning & Health Improvement 31 34 33 0 0.0% Health & Social Care Partnership 1380 1378 1379 175 12.7% Strategic Management 13 12 13 0 0.0% Local Government Employees Total 4640 4565 4602.5 590 12.8% Education (Teachers) 1061 1026 1044 98 9.4% Council Wide Total 5701 5591 5646 688 12.2%
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11. Leavers The numbers of leavers has decreased in 2025 by 180 in comparison to 2024’s 868 leavers. 2024 was an increase from 855 employees leaving the organisation in 2023 compared to 795 in 2022, 490 in 2021, and 457 in 2020. Due to number of reasons for leaving the table has been split into two parts. This section will also detail employees who have accepted Early Retirement –Efficiencies / Redundancy, Flexible Retirement and Retirement between 55 – 59 years of age during the reporting period. It also notes the employees who have been added to the SWITCH Register. Table 11.1 Leavers Death in Service Dismissal - End of Cont Dismissal - Ill Heath Dismissal - Summary Dismissal - With Notice Employee Not Started Multi Post to Main Redundancy Resignation Retiral - Age Retiral - Efficiency Citizen Culture & Facilities * 6 9 * * * 6 * 48 16 * Education * 23 5 0 * * 13 0 74 25 0 Housing 0 * * 0 * 0 0 0 22 9 * People & Technology 0 * 0 0 0 0 0 * 6 * * Regulatory & Regeneration * 0 0 0 0 0 0 * 7 * * Resources 0 * 0 0 0 0 0 0 5 8 0 Roads & Neighbourhood * 6 * * 0 0 * 5 18 12 * Chief Exec Office * 42 18 * 6 * 20 9 180 77 12 Child Health Care & Criminal Justice * * * 0 0 0 0 0 12 5 0 Community Health & Care * * 11 * * * 6 0 69 19 0 Finance & Resources 0 0 0 0 0 0 0 0 * 0 0 Mental Health Addiction & Learning Disabilities 0 0 0 0 * 0 0 * 7 * 0 Strategy, Planning & Health Improvement 0 0 0 0 0 0 0 0 0 0 0 Health & Social Care Partnership * 6 12 * * * 6 * 89 25 0 Strategic Management 0 0 0 0 0 0 0 0 0 0 0 Local Government Employees Total 7 48 30 8 9 5 26 10 269 102 12 Education (Teachers) 0 0 0 0 0 0 0 0 * 0 0 Council Wide Total 7 48 30 8 9 5 26 10 273 102 12
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* Figures of under 5 have been removed and replaced with a * due to the possible identification of individuals. Table 11.2 Voluntary Early Retirement and Voluntary Severance (VS/VER - Efficiency/Redundancy) There had been a decline in employees being released through VER/VS since March 2024 however, due to the 2045/45 savings options a number of applications are still being considered and so this figure is likely to increase in 2025/6 depending on budget saving options. Retiral - Ill Health Retiral on Option (60+) Severance - Efficiency Teacher - End Fixed Term Teacher - Ill Health Teacher - Other Teacher - Retirement Age Teacher - Retirement Oth Teacher - Vol Resign Oth Unused Casual Total Citizen Culture & Facilities 5 * * 0 0 0 0 0 0 0 103 Education * * * * 0 0 0 0 0 * 159 Housing * * * 0 0 0 0 0 0 0 41 People & Technology * * 0 0 0 0 0 0 0 0 18 Regulatory & Regeneration 0 0 0 0 0 0 0 0 0 0 17 Resources 0 * 0 0 0 0 0 0 0 0 17 Roads & Neighbourhood 5 * * 0 0 0 0 0 0 0 60 Chief Exec Office 17 11 9 * 0 0 0 0 0 * 415 Child Health Care & Criminal Justice 0 * 0 0 0 0 0 0 0 0 24 Community Health & Care 11 6 0 0 0 0 0 0 0 * 138 Finance & Resources 0 * 0 0 0 0 0 0 0 0 * Mental Health Addiction & Learning Disabilities 0 * 0 0 0 0 0 0 0 0 11 Strategy, Planning & Health Improvement 0 0 0 0 0 0 0 0 0 0 0 Health & Social Care Partnership 11 11 0 0 0 0 0 0 0 * 175 Strategic Management 0 0 0 0 0 0 0 0 0 0 0 Local Government Employees Total 28 22 9 * 0 0 0 0 0 * 590 Education (Teachers) 0 0 0 39 0 0 0 18 37 0 98 Council Wide Total 28 22 9 42 0 0 0 18 37 * 688 VER/VS 01/04 - 30/09 01/10 - 31/03 Annual Council Wide Total 31/03/2021 1 1 2 31/03/2022 0 0 0 31/03/2023 0 9 9 31/03/2024 46 2 48 31/03/2025 13 16 29
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Table 11.3 Retirements 55-59 The Local Government Pension Scheme allows scheme members to retire from age 55 without employer consent. The terms of this provision allow members to access their pension benefits with an actuarial reduction applied (to compensate the fund for the member taking their benefits early) with no consequential costs for the council. There has been an increase of employees retiring and accessing their pension benefits since 2021 until the current period. Table 11.4 Flexible Retirement Flexible retirement is available to members of the Local Government Pension Scheme, excluding teachers. The approval of those employees granted flexible retirement is monitored by the Chief Officer, People and Technology and the Chief Officer, Resources. Every effort is being made to support flexible retirement requests where possible and services regularly revisit applications with a view to release. The table above shows the number of flexible retirements released in the period for this year and previous four reporting periods for comparison purposes. There has been a decrease this year for flexible retirement with this year’s figure showing the lowest figure since 2022. This decrease could be reflected on the 2024 pension Strain increase with less flexible retirements being released due to the cost. 55-59 01/04 - 30/09 01/10 - 31/03 Annual Council Wide Total 31/03/2021 3 4 7 31/03/2022 0 5 5 31/03/2023 6 4 10 31/03/2024 10 3 13 31/03/2025 8 8 16 Flexible 01/04 - 30/09 01/10 - 31/03 Annual Council Wide Total 31/03/2021 30 15 45 31/03/2022 10 28 38 31/03/2023 19 26 45 31/03/2024 23 39 62 31/03/2025 26 12 38
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It is anticipated that Flexible Retirement will continue to be a popular option for employees who wish to work in a reduced capacity and access their pension whilst enabling the Council to retain their skills and experience, however the trend of a reduction in those released may continue due to the costs associated. 12. SWITCH (Redeployment) Redeployment is monitored and delivered centrally by Strategic HR. Employees are added to the SWITCH register for a number of different reasons:- • Through organisational change employees may be displaced, at risk of redundancy or placed in lower graded posts; • Due to ill-health they may become unable to continue in their substantive post; • Through Job Evaluation where a post is evaluated lower than the current grade; • Or where an employee is coming to the end of a fixed term contract and has more than 2 years’ service. To support employees to return to their previous rate of pay all employees who have been matched but remain on pay protection are also retained on the register. Table 12.1 below details the number of employees who were on the redeployment register at the start of the reporting period (01/04/2024), the number who joined the register in the 6 months up to 30/09/2024 and 31/03/2025 and the number who remain on the register at the end of the reporting period (31/03/2025).
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Table 12.1 SWITCH There has been a significant decrease in the number of employees being added to the Redeployment (SWITCH) Register between 1st April 2024 and 31st March 2025 and from 2023/24 with numbers decreasing in the category of organisational change. It has been recognised that there has been some challenges around employees willingness to enter the SWITCH process and the figures outlined above are for those who have completed a skills profiles. Discussions have been held with Trade Unions and managers in relation to the benefits of SWITCH and with employees within consultations for service re-designs. The Council holds a duty of care towards individuals and they will be automatically listed on SWITCH going forward where their roles are at risk. Reason Number of employees on the Register at the start of the period (01/04/2024) Number of employees added during the period Number of employees removed during the period Number of Employees on the register at the end of the period (30/09/2024) Number of employees added during the period Number of employees removed during the period Number of Employees on the register at the end of the period (31/03/2025) Ill Health (Capability) 6 2 0 6 0 3 3 Ill health (Disability) 1 1 0 1 0 1 0 Organisational Change 22 2 4 9 1 2 8 Other Process 2 1 1 2 0 1 1 TOTALS 31 6 5 18 1 7 12 Pay Protection 2 0 0 2 0 0 2
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Apprentices Table 13.1 The number of apprenticeships supported by the council in Level 2 and Level 3 has decreased by 10. A reduction has been seen across Citizen Culture & Facilities, Education and Housing & Employability with five less Level 3 Apprentices in comparison to 2023/24. There has also been a reduction within Roads & Neighbourhoods with five less Level 2 Apprentices, however there has been a direct increase in Level 3, with apprentices moving up to the next level buy maybe not replaced at the entry level. Level 2 Level 3 Total Citizen Culture & Facilities 0 0 0 Education 0 5 5 Housing 0 36 36 People & Technology 0 1 1 Regulatory & Regeneration 0 0 0 Resources 0 0 0 Roads & Neighbourhood 5 12 17 Chief Exec Office 5 54 59 Child Health Care & Criminal Justice 0 0 0 Community Health & Care 0 0 0 Finance & Resources 0 0 0 Mental Health Addiction & Learning Disabilities 0 0 0 Strategy, Planning & Health Improvement 0 0 0 Health & Social Care Partnership 0 0 0 Strategic Management 0 0 0 Local Government Employees Total 5 54 59 Education (Teachers) 0 0 0 Council Wide Total 5 54 59
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13. Sickness Absence From 1st April 2024 to 31st March 2025, there was an increase in Council wide sickness absence to 66814.70 FTE days lost compared to 65263.95 in 2023/24 with 14.3 FTE workdays lost per employee being reported, an increase from 13.74 in 2023/24. The highest absence still remains in the front-line employee service areas. Implementation of employee engagement and wellbeing practices continue and hope to bring improvements for future periods. Table 14.1 Annual Absence for Council The table below illustrates the reasons for absence distribution across the year and Minor Illness is the highest category of absence followed by personal stress and acute medical conditions which were the same 3 highest categories in 2023/24. Full details and analysis of sickness absence is covered in the wellbeing report submitted to committee. FTE Employees AR1 - Minor Illness AR2 - Back Pain AR3 - Musculo- skeletal Injuries AR4 - Stress Personal AR5 - Recur Medical Condition AR6 - Injury/Accident (Non Work) AR7 - Injury/Accident (Work) AR8 - Mental Health AR9 - Acute Medical Conditions AR10 - Pregnancy Related AR11 - Drink/Drug Related AR12 - Stress - Work Related AR15 - Long Covid Total Days Lost FTE Days Lost Total FTE Days Lost by FTE Employee Citizen Culture & Facilities 410.52 3144.95 855.1 2,150.2 2,030.0 996.1 694.0 44.0 2,025.5 3,118.3 251.0 0.0 549.1 87.9 15,946.1 6,679.2 16.3 Education 834.29 4788.87 274.6 1,297.6 3,766.9 1,805.2 384.9 913.1 1,763.4 3,274.8 421.1 0.0 1,324.4 207.1 20,221.9 12,572.8 15.1 Housing & Employability / Housing 543.43 2624.88 383.1 942.2 1,729.2 552.4 132.9 470.8 764.6 1,898.8 25.2 0.0 1,406.3 0.0 10,930.4 7,417.8 13.7 People & Technology 193.65 318.63 197.6 59.9 93.6 16.8 50.0 52.4 257.9 460.1 0.0 5.0 41.4 0.0 1,553.3 1,179.3 6.1 Regulatory & Regeneration 103.20 133.51 0.0 87.9 263.1 0.0 1.0 0.0 47.1 233.3 0.0 0.0 38.6 0.0 804.5 647.1 6.3 Resources 154.80 572.13 88.3 161.4 235.6 25.1 162.4 47.7 23.4 144.3 0.0 0.0 374.1 0.0 1,834.5 1,527.8 9.9 Roads & Neighbourhood 396.97 1791.21 465.4 607.3 1,174.6 920.0 433.3 359.4 172.1 2,133.7 5.0 0.0 249.0 0.0 8,311.0 4,763.6 12.0 Chief Exec Office 2636.86 13374.18 2,264.1 5,306.5 9,293.0 4,315.6 1,858.4 1,887.4 5,054.1 11,263.3 702.3 5.0 3,982.9 295.0 59,601.7 34,674.7 13.2 Child Health Care & Criminal Justice 224.04 1057.50 39.0 77.3 759.8 20.3 165.9 323.6 284.8 490.9 66.7 0.0 452.9 203.2 3,941.7 3,188.1 14.2 Community Health & Care 706.56 8673.09 1,970.3 6,052.9 6,071.8 1,204.0 987.8 142.8 1,924.8 5,866.4 459.3 75.7 1,365.5 352.1 35,146.5 19,501.1 27.6 Finance & Resources 5.80 2.00 0.0 0.0 0.0 4.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 6.0 5.6 1.0 Mental Health Addiction & Learning Disabilities 111.92 373.86 10.7 88.3 117.2 165.1 25.7 7.1 409.4 308.7 3.0 0.0 59.1 0.0 1,568.1 1,122.6 10.0 Strategy, Planning & Health Improvement 31.04 81.14 0.0 2.1 463.1 0.0 0.0 0.0 0.0 31.6 8.6 0.0 4.0 0.0 590.5 482.7 15.6 Health & Social Care Partnership 1079.37 10187.59 2,020.0 6,220.6 7,411.8 1,393.4 1,179.4 473.5 2,618.9 6,697.5 537.6 75.7 1,881.5 555.3 41,252.9 24,328.9 22.5 Strategic Management 12.00 1.00 0.0 0.0 0.0 3.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 4.0 4.0 0.3 Local Government Employees Total 3728.22 23562.77 4,284.1 11,527.1 16,704.8 5,712.0 3,037.9 2,360.8 7,673.0 17,960.8 1,239.9 80.7 5,864.4 850.3 100,858.5 59,166.9 15.9 SNCT 931.10 3469.19 17.9 978.9 1,987.9 343.3 320.4 90.2 413.0 1,515.1 393.3 0.0 838.4 0.0 10,367.7 7,402.2 8.0 Council Wide Total 4659.32 27031.96 4,302.0 12,506.0 18,692.7 6,055.3 3,358.3 2,451.1 8,086.0 19,475.9 1,633.1 80.7 6,702.8 850.3 111,226.2 66,814.7 14.3
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Table 14.2 Reasons for Absence The table below illustrates the reasons for absence and the number and percentage of the total days lost during 2024/25. Minor Illness continues to be the reason for absence with the highest number of days followed Acute Medical Conditions and Personal Stress. This reflects the same pattern as 2023/4. Absence Reason Working Days Lost Percentage of Lost Days Minor Illness 27031.96 24% Back Pain 4,302.0 4% Musculo-skeletal Injuries 12,506.0 11% Stress Personal 18,692.7 17% Recur Medical Condition 6,055.3 5% Injury/Accident (Non Work) 3,358.3 3% Injury/Accident (Work) 2,451.1 2% Mental Health 8,086.0 7% Acute Medical Conditions 19,475.9 18% Pregnancy Related 1,633.1 1% Drink/Drug Related 80.7 0% Stress - Work Related 6,702.8 6% Long Covid 850.3 1% TOTAL 111,226.2 100%
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14. Voluntary Severance/Voluntary Early Retirement VS/VER was one offering available to employees to reduce the workforce as agreed in the budget setting process for 2023/24. Table 1 - Notes of Interest In total, there were 452 notes of interest submitted, which is a significant increase from the previous year due to the organisational wide process that was launched in September 2024. Table 1 provides a breakdown by Service. Not all progressed to offer stage for several reasons, including eligibility criteria not met, interest withdrawn, or an oversubscription in a particular area. Service No of Note of Interest Received Citizen Culture Facilities 87 Education Learning & Attain 101 Housing & Employability 58 HSCP 105 People & Technology 11 Regulatory & Regeneration 11 Resources 22 Roads & Neighbourhood 57 TOTAL 452
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Table 2 - Released via VS/VER: 1 April 2024 – 31 March 2025 During the period, a total of 27 employees (20.34 FTE) were granted early retirement on grounds of efficiency of the service, redundancy or released on voluntary severance as shown in table 2 below and 3 below. Service No of Employees No of FTE Citizen Culture Facilities 5 3.7 Education Learning & Attainment 2 1.4 Housing 1 1 People & Technology 3 2.5 Regulatory & Regeneration 4 4 Resources 1 1 Roads & Neighbourhood 11 6.74 Total 27 20.34
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Table 3 – Voluntary Early Retirement/Severance (1st April 2024 – 31st March 2025) In line with data protection requirements, the table below shows the data consolidated as a council wide figure which includes employees in the Health & Social Care Partnership Net savings take account of annual costs. * One-off costs include provisional capitalisation (strain on the fund) costs. In respect of the 27 employees released, 20 were granted early retirement on efficiency or redundancy grounds and 7 were granted voluntary severance. The number of employees being released through voluntary early retirement/severance has significantly reduced from the previous year as detailed in table 4 below. Table 4 – Comparison to Previous Year Council Wide 1 April 2023 – 31 March 2024 1 April 2024 – 31 March 2- 25 TOTALS 50 27 The reductions achieved have contributed approximately £1.04m towards on-going savings with initial one-off costs of approximately £1.24m. The cost of release is being funded from the VER/VS earmarked reserve agreed by Council on 21 December 2022. Applications are still in the process of being considered in-line with service re-designs where appropriate. Council wide No. of EE’s *One-Off Costs Annual Costs (Recurring) Net Annual Savings (Recurring) TOTALS* 27 £1,243,827.04 £16,473.91 £1,046,573.61
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