Item 15 - Appendix 2
West Dunbartonshire Council · 24 May 2023
Back to Corporate Services Committee — 24 May 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Appendix 2 – Workforce Profile and Monitoring Report – 31st March 2023 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 includes 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 2023 and examines changes in that profile over time. Table 1.1 When compared to the same period last year the headcount has decreased by 43 overall. This is due to reductions of 9 permanent contracts and 42 fixed term contracts but an increase of 8 apprenticeships. The casual/supply pool headcount has increased by 129. Headcount Apprentice Fixed-Term Permanent Total Casual Invigilators Citizen Culture & Facilities 2 28 637 667 10 0 Education 9 102 974 1085 50 53 Housing & Employability 3 65 279 347 3 0 People & Technology 1 12 97 110 0 0 Regulatory & Regeneration 1 11 103 115 4 0 Resources 0 16 222 238 0 0 Roads & Neighbourhood 13 22 333 368 41 0 Supply, Distribution & Property 33 8 387 428 0 0 Chief Exec Office 62 264 3032 3358 108 53 Child Health Care & Criminal Justice 0 19 243 262 15 0 Community Health & Care 0 21 950 971 64 0 Finance & Resources 0 1 5 6 0 0 Mental Health Addiction & Learning Disabilities 0 14 142 156 0 0 Strategy, Planning & Health Improvement 0 1 31 32 0 0 Health & Social Care Partnership 0 56 1371 1427 79 0 Strategic Management 0 0 12 12 0 0 Local Government Employees Total 62 320 4415 4797 187 53 Education (Teachers) 0 165 911 1076 321 0 Council Wide Total 62 485 5326 5873 508 53 APPENDIX 2
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Table 1.2 shows this year’s figures compared to the last 4 years and illustrates a reduction in apprenticeship roles over 2019 – 2022 however 2023 has seen an increase in figures. It also captures the steady decline in the workforce of 1% across both fixed term and permanent headcount this year. 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. Notably Roads and Neighbourhood and Citizen, Culture & Facilities have seen a shift in their demographic. Citizen, Culture & Facilities have seen a significant reduction in temporary contracts with the ending of additional temporary cleaner contracts for Covid 19 whilst Roads and Neighbourhood have seen a reduction in permanent contracts as a result of turnover and delaying recruitment due to budget savings. Figures have also been affected by the removal of the vaccination centres. They have both retained their significant apprenticeship allocation, with the majority of other areas reducing their allocation at this snap shot in time. No. % of Total Yrly Var No. % of Total Yrly Var No. % of Total Yrly Var No. Yrly Var 31/03/2019 74 1.29% 4% 579 10.10% 18% 5081 88.61% -1% 5734 1% 31/03/2020 89 1.52% 20% 581 9.90% 0 5201 88.59% 2% 5871 2% 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% ApprenticesOverall Headcount Variance 31/03/2019 - 31/03/2023 Fixed Term Permanent Total
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Table 1.3 Variance across services (in headcount) 2023 compared to 2022 Citizen Culture & Facilities 2 1 28 -32 637 3 667 -28 Education 9 1 102 -2 974 16 1085 15 Housing & Employability 3 3 65 -3 279 4 347 4 People & Technology 1 1 12 6 97 -3 110 4 Regulatory & Regeneration 1 1 11 0 103 -3 115 -2 Resources 0 0 16 1 222 -2 238 -1 Roads & Neighbourhood 13 -2 22 -1 333 -16 368 -19 Supply, Distribution & Property 33 4 8 -1 387 6 428 9 Vaccination Centre 0 0 0 -10 0 -2 0 -12 Chief Exec Office 62 9 264 -42 3032 3 3358 -30 Child Health Care & Criminal Justice 0 0 19 -1 243 -4 262 -5 Community Health & Care 0 0 21 8 950 -5 971 3 Finance & Resources 0 0 1 0 5 1 6 1 Mental Health Addiction & Learning Disabilities 0 -1 14 0 142 0 156 -1 Strategy, Planning & Health Improvement 0 0 1 0 31 7 32 7 Health & Social Care Partnership 0 -1 56 7 1371 -1 1427 5 Strategic Management 0 0 0 0 12 -1 12 -1 Local Government Employees Total 62 8 320 -35 4415 1 4797 -26 Education (Teachers) 0 0 165 -7 911 -10 1076 -17 Council Wide Total 62 8 485 -42 5326 -9 5873 -43 Apprentice Fixed Term Permanent Total
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Table 1.4 Casual variance Table 1.4 shows the casual variance headcount compared to last year and shows an increase of 129 casuals 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 by WDC and fully paid by SQA. 2023 compared to 2022 2023 Variance 2023 Variance Citizen Culture & Facilities 10 1 0 0 Education 50 11 53 11 Housing & Employability 3 1 0 0 People & Technology 0 0 0 0 Regulatory & Regeneration 4 0 0 0 Resources 0 0 0 0 Roads & Neighbourhood 41 4 0 0 Supply, Distribution & Property 0 0 0 0 Vaccination Centre 0 -7 0 0 Chief Exec Office 108 10 53 11 Child Health Care & Criminal Justice 15 -2 0 0 Community Health & Care 64 24 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 79 22 0 0 Strategic Management 0 0 0 0 Local Government Employees Total 187 32 53 11 Education (Teachers) 321 97 0 0 Council Wide Total 508 129 53 11 InvigilatorsCasual
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2. Full time Equivalent Table 2.1 Table 2.2 Overall FTE Variance Trends indicate a continuing reduction in fixed term contracts even allowing for the seasonable contracts. This is reflective of the reduction in temporary contracts for Citizen, Culture and Facilities of additional Covid 19 cleaners. Apprentice Fixed-Term Permanent Total Citizen Culture & Facilities 2.00 18.92 411.26 432.18 Education 9.00 77.71 789.28 875.99 Housing & Employability 1.90 56.44 267.39 325.73 People & Technology 1.00 10.57 91.02 102.59 Regulatory & Regeneration 1.00 10.00 94.61 105.61 Resources 0.00 14.50 193.09 207.59 Roads & Neighbourhood 13.00 21.27 294.26 328.53 Supply, Distribution & Property 33.00 8.00 370.78 411.78 Vaccination Centre 0.00 0.00 0.00 0.00 Chief Exec Office 60.90 217.41 2511.69 2790.00 Child Health Care & Criminal Justice 0.00 17.64 218.36 236.00 Community Health & Care 0.00 12.02 708.57 720.59 Finance & Resources 0.00 1.00 4.80 5.80 Mental Health Addiction & Learning Disabilities 0.00 9.59 114.41 124.00 Strategy, Planning & Health Improvement 0.00 0.73 28.31 29.04 Health & Social Care Partnership 0.00 40.98 1074.45 1115.43 Strategic Management 0.00 0.00 12.00 12.00 Local Government Employees Total 60.90 258.39 3598.14 3917.43 Education (Teachers) 0.00 155.47 835.20 990.67 Council Wide Total 60.90 413.86 4433.34 4908.10 No. % of Total Yrly Var No. % of Total Yrly Var No. % of Total Yrly Var No. Yrly Var 31/03/2019 74 1.29% 30% 464 8.09% 8% 4191 73.09% 1% 5734 21% 31/03/2020 88 1.50% 16% 503 8.57% 8% 4343 73.97% 3% 5871 2% 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% TotalOverall Headcount Variance 31/03/2019 - 31/03/2023 Apprentices Fixed Term Permanent
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This year the growth is balanced at -1% across both FTE and Headcount demonstrating a very slight decrease in both headcount and working hours. 3. Fixed Term Contracts There are 485 employees working on a fixed term basis and 125 of these hold fixed term contracts which have a duration exceeding 2 years (relevant for various employment rights). This is a reduction from the previous year. The table below illustrates the location of these employees and compares to last year. Table 3.1 2022 2023 Citizen Culture & Facilities 4 3 Education 28 18 Housing & Employability 23 25 People & Technology 0 0 Regulatory & Regeneration 4 5 Resources 4 1 Roads & Neighbourhood 20 17 Supply, Distribution & Property 21 15 Chief Exec Office 104 84 Child Health Care & Criminal Justice 9 10 Community Health & Care 3 3 Finance & Resources 1 1 Mental Health Addiction & Learning Disabilities 5 0 Strategy, Planning & Health Improvement 0 3 Health & Social Care Partnership 18 17 Strategic Management 0 0 Local Government Employees Total 122 101 Education (Teachers) 12 24 Council Wide Total 134 125
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4. Full time / Part time Split Table 4.1 The number of full time contracts has reduced this year by 47 and the number of part time contracts has increased by 4 reflective of the drop in headcount. The percentage of part time contracts has therefore marginally increased by 0.1% this year with 47% of the workforce remaining term time, sessional or reduced working hours and 53% working a full time contract the same as the previous year. Full-Time Part-Time Citizen Culture & Facilities 151 516 Education 413 672 Housing & Employability 286 61 People & Technology 90 20 Regulatory & Regeneration 88 27 Resources 144 94 Roads & Neighbourhood 283 85 Supply, Distribution & Property 375 53 Chief Exec Office 1830 1528 Child Health Care & Criminal Justice 200 62 Community Health & Care 186 785 Finance & Resources 5 1 Mental Health Addiction & Learning Disabilities 72 84 Strategy, Planning & Health Improvement 23 9 Health & Social Care Partnership 486 941 Strategic Management 12 0 Local Government Employees Total 2328 2469 Education (Teachers) 785 291 Council Wide Total 3113 2760
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5. Grade Profile Table 5.1 As shown above the most prominent grade amongst Local Government Employees remains Grade 3, followed by Grade 5. For teachers the most prominent grade remains a Main Grade Teacher. 0 200 400 600 800 1000 1200 1400 1600 1800 2000 Number of staff under each grade
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6. Sex Profile Table 6.1 The sex profile remains consistent with 73.2% of the workforce female and 26.8% male. There are no significant changes across the workforce with female predominance in Education and HSCP and male predominance in Roads and Neighbourhood and Supply Distribution and Property. Headcount Percentage Headcount Percentage Citizen Culture & Facilities 573 84.6% 104 15.4% Education 1100 92.6% 88 7.4% Housing & Employability 207 59.1% 143 40.9% People & Technology 53 48.2% 57 51.8% Regulatory & Regeneration 75 63.0% 44 37.0% Resources 203 85.3% 35 14.7% Roads & Neighbourhood 30 2.5% 379 31.9% Supply, Distribution & Property 61 17.4% 367 104.9% Chief Exec Office 2302 65.4% 1217 34.6% Child Health Care & Criminal Justice 215 77.6% 62 22.4% Community Health & Care 941 90.9% 94 9.1% Finance & Resources 6 100.0% 0 0.0% Mental Health Addiction & Learning Disabilities 104 66.7% 52 33.3% Strategy, Planning & Health Improvement 28 87.5% 4 12.5% Health & Social Care Partnership 1294 85.9% 212 14.1% Strategic Management 8 66.7% 4 33.3% Local Government Employees Total 3604 71.6% 1433 28.4% Education (Teachers) 1103 79.0% 294 21.0% Council Wide Total 4707 73.2% 1727 26.8% 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 50-54 and 55-59 age group. There has been a slight increase in the 16-19 age group consistent with the increase in modern apprenticeships and the percentage of employees working past 65 across the council has seen also see a further increases compared to last year. Housing and Employability has seen the most notable change in the last year with a decrease of just under 4% in the over 65 category to 2.6%. 16-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65+ Citizen Culture & Facilities 0.9% 2.1% 5.6% 9.5% 10.2% 10.3% 9.0% 12.4% 17.6% 16.4% 6.1% Education 0.8% 4.5% 8.5% 9.7% 12.2% 12.4% 12.1% 11.8% 13.8% 9.1% 5.1% Housing & Employability 0.0% 3.4% 5.1% 8.0% 10.6% 14.9% 9.7% 18.9% 18.3% 8.6% 2.6% People & Technology 0.9% 8.2% 6.4% 7.3% 4.5% 8.2% 11.8% 14.5% 24.5% 10.9% 2.7% Regulatory & Regeneration 0.0% 1.7% 1.7% 10.1% 14.3% 11.8% 13.4% 17.6% 16.8% 10.1% 2.5% Resources 0.0% 3.4% 5.9% 5.5% 11.3% 14.3% 13.4% 17.2% 16.8% 9.7% 2.5% Roads & Neighbourhood 1.7% 5.1% 6.6% 3.9% 6.4% 11.2% 6.8% 14.4% 17.1% 17.1% 9.5% Supply, Distribution & Property 3.0% 7.0% 7.0% 8.9% 8.4% 9.1% 8.2% 12.4% 17.3% 12.1% 6.5% Chief Exec Office 1.1% 4.3% 6.7% 8.4% 10.3% 11.7% 10.3% 13.6% 16.4% 11.9% 5.4% Child Health Care & Criminal Justice 0.0% 2.9% 5.1% 9.4% 11.9% 13.0% 13.4% 13.0% 14.8% 11.6% 5.1% Community Health & Care 0.6% 3.6% 6.0% 8.9% 7.5% 8.7% 8.8% 14.2% 18.6% 16.1% 7.1% Finance & Resources 0.0% 0.0% 0.0% 0.0% 16.7% 0.0% 16.7% 33.3% 33.3% 0.0% 0.0% Mental Health Addiction & Learning Disabilities 0.6% 0.6% 3.8% 9.6% 9.0% 14.7% 14.1% 10.3% 19.9% 11.5% 5.8% Strategy, Planning & Health Improvement 0.0% 0.0% 0.0% 0.0% 15.6% 25.0% 25.0% 12.5% 3.1% 18.8% 0.0% Health & Social Care Partnership 0.5% 3.1% 5.4% 8.8% 8.7% 10.4% 10.6% 13.6% 17.7% 14.8% 6.4% Strategic Management 0.0% 0.0% 0.0% 0.0% 0.0% 8.3% 16.7% 33.3% 33.3% 8.3% 0.0% Local Government Employees Total 0.9% 3.9% 6.3% 8.5% 9.8% 11.3% 10.4% 13.7% 16.9% 12.7% 5.7% Education (Teachers) 0.0% 3.7% 14.6% 16.5% 15.0% 15.2% 8.7% 9.7% 8.2% 4.7% 3.7% Council Wide Total 0.7% 3.9% 8.1% 10.2% 10.9% 12.1% 10.0% 12.8% 15.0% 11.0% 5.2%
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8. Length of Service Table 8.1 The distribution of Length of service remains consistent with the highest percentage serving 10 years or more however this category has decreased by 5.6% and 1-9 years by 3.7% from the previous year indicative of the reduction in temporary and permanent contracts. Less than 1 year’s service has increased by 1.9% indicative of turnover and increases in Apprenticeship contracts. * 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 72 10.6% 270 39.9% 335 49.5% Education 147 12.4% 560 47.1% 481 40.5% Housing & Employability 32 9.1% 141 40.3% 177 50.6% People & Technology 21 19.1% 39 35.5% 50 45.5% Regulatory & Regeneration 10 8.4% 49 41.2% 60 50.4% Resources 15 6.3% 63 26.5% 160 67.2% Roads & Neighbourhood 33 8.1% 139 34.0% 237 57.9% Supply, Distribution & Property 31 7.2% 177 41.4% 220 51.4% Chief Exec Office 361 10.3% 1438 40.9% 1720 48.9% Child Health Care & Criminal Justice 24 8.7% 93 33.6% 160 57.8% Community Health & Care 135 13.0% 449 43.4% 451 43.6% Finance & Resources 1 16.7% 1 16.7% 4 66.7% Mental Health Addiction & Learning Disabilities 14 9.0% 56 35.9% 86 55.1% Strategy, Planning & Health Improvement 6 18.8% 6 18.8% 20 62.5% Health & Social Care Partnership 180 12.0% 605 40.2% 721 47.9% Strategic Management 0 0.0% 6 50.0% 6 50.0% Local Government Employees Total 541 10.7% 2049 40.7% 2447 48.6% Education (Teachers) 158 11.3% 693 49.6% 546 39.1% Council Wide Total 699 10.9% 2742 42.6% 2993 46.5% Less than 1 year 1 to 9 years 10 or more years
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9. New Start Table 9.1 560 new employees joined the council in 202/23 which is an increase of 25 from last year and is also higher than the previous years (2017/18, 2018/19 and 2020/21) which saw 487, 486 and 482 respectively. The table below shows this information by service and contract type. Apprentice Fixed-Term Permanent Total Citizen Culture & Facilities 2 16 53 71 Education 6 42 67 115 Housing & Employability 3 13 15 31 People & Technology 1 7 13 21 Regulatory & Regeneration 1 2 7 10 Resources 0 8 7 15 Roads & Neighbourhood 9 1 13 23 Supply, Distribution & Property 13 1 17 31 Chief Exec Office 35 90 192 317 Child Health Care & Criminal Justice 0 7 15 22 Community Health & Care 0 5 122 127 Finance & Resources 0 0 1 1 Mental Health Addiction & Learning Disabilities 0 4 10 14 Strategy, Planning & Health Improvement 0 0 6 6 Health & Social Care Partnership 0 16 154 170 Strategic Management 0 0 0 0 Local Government Employees Total 35 106 346 487 Education (Teachers) 0 57 16 73 Council Wide Total 35 163 362 560
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10. Turnover Table 10.1 The information above presents crude turnover (i.e. based on all leavers) and shows turn over to be stable from 2021/22 remaining at 13.4%. In previous years’ the turn over figure was lower at 8.6 and 8.7% between 2016-18, this reduced to 8% in 18/19 and further reduced to 7.9% in 19/20 to raise again to 8.3% in 2020/21. It would appear that turnover was exceptionally high in 21/22 and this has remained at this level. The leaver’s information in section 11 outlines that the vast majority of leavers were resignations with an increase in age retirals also. Citizen Culture & Facilities 704 677 691 164 23.8% Education 1151 1188 1170 151 12.9% Housing & Employability 345 350 348 37 10.6% People & Technology 106 110 108 18 16.7% Regulatory & Regeneration 121 119 120 14 11.7% Resources 239 238 239 17 7.1% Roads & Neighbourhood 424 409 417 44 10.6% Supply, Distribution & Property 419 428 424 29 6.8% Chief Exec Office 3509 3519 3514 474 13.5% Child Health Care & Criminal Justice 284 277 281 33 11.8% Community Health & Care 1027 1035 1031 162 15.7% Finance & Resources 5 6 6 0 0.0% Mental Health Addiction & Learning Disabilities 157 156 157 22 14.1% Strategy, Planning & Health Improvement 25 32 29 2 7.0% Health & Social Care Partnership 1498 1506 1502 219 14.6% Strategic Management 13 12 13 2 16.0% Local Government Employees Total 5020 5037 5028.5 695 13.8% Education (Teachers) 1337 1397 1367 160 11.7% Council Wide Total 6357 6434 6396 855 13.4% Average Leavers in Last 12 Months Turnover %Staff at 1 April 2022 Staff at 1 April 2023
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11. Leavers The numbers of leavers has increased again to 855 from 795 employees leaving the organisation in 2022 compared also to 490 in 2021, 457 in 2020 and 475 in 2019. Due to number of reasons for leaving the table has been split in to 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. Table 11.1 Citizen Culture & Facilities 0 43 * * * * * 72 20 * 5 * * Education * 7 0 0 0 * 0 80 28 0 5 8 0 Housing & Employability * * * * 0 * 0 22 * 0 0 0 0 People & Technology 0 * 0 0 0 0 0 15 * 0 * 0 0 Regulatory & Regeneration 0 * 0 0 0 0 0 10 * 0 0 * 0 Resources 0 * * 0 0 0 0 11 * 0 0 0 0 Roads & Neighbourhood * * * 0 0 * 0 20 6 0 * * 0 Supply, Distribution & Property 0 * * 0 * 0 0 17 * 0 * * 0 Chief Exec Office 3 59 7 2 3 8 1 247 67 1 15 14 1 Child Health Care & Criminal Justice * 0 * 0 1 0 0 18 * 0 * * 0 Community Health & Care * 0 7 * * * 0 87 20 0 12 * 0 Finance & Resources 0 0 0 0 0 0 0 0 0 0 0 0 0 Mental Health Addiction & Learning Disabilities 0 0 0 * 0 0 0 19 * 0 0 0 0 Strategy, Planning & Health Improvement 0 0 0 0 0 1 0 * 0 0 0 0 0 Health & Social Care Partnership 3 0 8 4 5 2 0 125 24 0 13 4 0 Strategic Management 0 0 0 0 0 0 0 0 2 0 0 0 0 Local Government Employees Total 6 59 15 6 8 10 1 372 93 1 28 18 1 Education (Teachers) * * 0 0 0 * 0 65 21 0 * * 0 Council Wide Total 7 61 15 6 8 11 1 437 114 1 29 21 1 Dismissal - Ill Heath Dismissal - Summary Dismissal - With Notice Employee Not Started Death in Service Dismissal - End of Cont Redun dancy Resig nation Retiral - Age Retiral - Efficiency Retiral - Ill Health Retiral on Option (60+) Severance - Efficiency
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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 between March 2020 and 2022 with an increase in March 2022 - 23. However, with the level of agreed savings options with people implications, the next period is expected to demonstrate a significant increase in early release numbers. VER/VS 01/04 - 30/09 01/10 - 31/03 Annual Council Wide Total 31/03/2019 12 2 14 31/03/2020 4 3 7 31/03/2021 1 1 2 31/03/2022 0 0 0 31/03/2023 0 9 9
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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 50% between last year and 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 continued uptake for flexible retirement with this year’s figure showing the same high as 2021 indicative of the flexible work-life balance culture promoted. There are currently 27 Flexible Retirement requests at various stages in the process currently being progressed and will be reported in future reports. 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. 55-59 Retirement 01/04 - 30/09 01/10 - 31/03 Annual Council Wide Total 31/03/2019 1 6 7 31/03/2020 6 1 7 31/03/2021 3 4 7 31/03/2022 0 5 5 31/03/2023 6 4 10 Flexible Retirement 01/04 - 30/09 01/10 - 31/03 Annual Council Wide Total 31/03/2019 20 20 40 31/03/2020 9 23 32 31/03/2021 30 15 45 31/03/2022 10 28 38 31/03/2023 19 26 45
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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 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 (01/04/2022), the number who joined the register up to 30/09/2022, 6 monthly, and 31/03/2023, annually, and the number who remain on the register at the end of the reporting period (31/03/2023). Table 12.1 SWITCH Reason Number of employees on the register at the start of the period (1/04/2022) Number of employees added during the period Number of Employees removed during the period Number of employees on the register at end of the period (30/09/2022) Number of employees added during the period Number of Employees removed during the period Number of employees on the register at end of the period (31/03/2023 Ill Health (Capability) 0 0 0 0 0 0 0 Ill Health (Disability) 1 0 1 0 0 0 0 Organisational change 9 1 4 6 30 6 30 Incapability another process 1 0 0 1 0 1 0 TOTALS 11 1 5 7 30 7 30 Pay protection *9 3 1 11 0 11 0
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There has been a significant increase in the number of employees being added to the Redeployment (SWITCH) Register between 1st October 2022 and 31st March 2023. This is due to the Council’s current Savings position with the level of agreed savings options having people implications. 13. Apprentices Table 13.1 The number of apprenticeships supported by the council across both level 2 and level 3 has increased from 54 last year with the main increase in Supply, Distribution and Property and new apprentices in People and Technology. This impact of COVID and budget implications saw a reduction in apprentices recruited by departments in previous years. Level 2 Level 3 Total Citizen Culture & Facilities 0 2 2 Education 0 9 9 Housing & Employability 0 3 3 People & Technology 0 1 1 Regulatory & Regeneration 0 1 1 Resources 0 0 0 Roads & Neighbourhood 7 6 13 Supply, Distribution & Property 0 33 33 Chief Exec Office 7 55 62 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 7 55 62 Education (Teachers) 0 0 0 Council Wide Total 7 55 62
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14. Sickness Absence From 1st April 2022 to 31st March 2023, there was a decrease in Council wide sickness absence of 3566.18 FTE days lost compared to 2021/22 with 14 FTE work days lost per employee being reported from 14.55 in 2021/22. Following on from the impact of the Pandemic, which is still being felt the highest absence still remains in the front line employee areas. Implementation of employee engagement and wellbeing practices still continue and hope to bring further improvements. Table 14.1 Minor Illness Back Pain Musculo- skeletal Injuries Stress - Personal Recurri ng Medical Conditi ons Non Work Related Accident / Injuries Work Related Accidents / Injuries Mental Health Acute Medical Condition s Pregnanc y Related Absence Drink or Drug Related Condition Stress - Work Related Notifiable Disease (Confirme d) Long Covid Citizen Culture & Facilities 436.96 4431.6 695.1 1132.7 2233.6 776.5 163.0 145.3 1253.2 1954.7 114.9 0.0 339.1 260.0 986.4 14486.1 6,545.46 14.98 Education (Support Staff) 353.52 6847.0 201.9 633.2 2961.1 1456.4 490.3 127.5 1254.9 2700.3 251.0 0.0 772.4 501.7 529.1 18726.8 12,336.13 14.24 Housing & Employability 414.81 977.9 21.9 131.6 1007.2 498.7 161.1 0.0 403.8 1098.2 71.0 0.0 508.2 36.3 94.9 5010.7 3,975.69 12.20 People & Technology 2,808.37 95.5 7.4 0.0 60.0 15.0 0.0 5.0 249.1 58.6 4.0 0.0 0.0 10.0 0.0 504.7 405.78 4.23 Regulatory & Regeneration 236.82 220.4 0.0 0.0 56.1 1.0 0.0 0.0 0.0 375.6 0.0 0.0 62.6 16.9 0.0 732.5 537.03 5.06 Resources 710.08 718.5 48.6 261.4 234.9 60.6 80.6 0.0 137.2 441.4 3.5 2.0 60.3 37.7 0.0 2086.6 1,425.88 6.83 Roads & Neighbourhood 5.74 1167.1 250.0 784.0 354.6 804.4 666.4 107.1 513.7 969.9 0.0 35.7 93.6 122.1 89.7 5958.4 4,898.86 13.86 Supply Distribution & Property 414.81 2215.5 586.6 1036.1 1140.2 142.7 132.9 406.6 493.9 1311.6 0.0 0.0 110.4 142.3 0.0 7718.6 6,854.36 16.52 Chief Exec Office Total 2,808.37 16673.4 1811.4 3979.0 8047.7 3755.3 1694.3 791.5 4305.8 8910.3 444.3 37.7 1946.6 1126.9 1700.1 55224.4 36,979.19 13.17 Child Healthcare & Criminal Justice 236.82 1169.3 21.7 304.0 688.6 189.4 197.0 16.3 242.6 614.9 69.1 0.0 341.9 213.7 52.9 4121.3 3,216.72 13.58 Community Health & Care 710.08 9023.5 1911.3 4053.5 4630.9 1299.6 496.3 266.7 1036.1 4078.3 157.9 85.0 644.6 615.3 1675.3 29974.5 18,916.49 26.64 Finance & Resources 5.74 0.0 0.0 0.0 0.0 0.0 17.1 0.0 0.0 74.4 0.0 0.0 0.0 0.0 0.0 91.6 87.50 15.25 Mental Health, Addiction & Learning Disabilities 123.46 582.4 18.1 559.3 327.0 183.4 39.3 111.9 119.7 500.7 5.7 0.0 372.7 93.8 164.7 3078.8 2,002.86 16.22 Strategy, Planning & Health Improvement 25.95 85.3 0.0 0.0 30.5 21.2 1.0 0.0 145.7 3.0 0.0 0.0 0.0 12.6 0.0 299.3 280.99 10.83 Health & Social Care Partnership 1,102.05 10860.5 1951.1 4916.8 5677.0 1693.7 750.7 394.9 1544.1 5271.4 232.7 85.0 1359.2 935.5 1892.8 37565.4 24,504.56 22.24 Strategic Management 12.23 9.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 9.0 9.00 0.74 Strategic Management 12.23 9.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 9.0 9.00 0.74 Local Government Employees Total 3,922.65 27542.9 3762.5 8895.8 13724.7 5449.0 2445.0 1186.4 5849.9 14181.7 677.1 122.7 3305.8 2062.4 3593.0 92798.8 61,492.75 15.68 Education (Teachers) 903.60 3087.6 55.0 288.2 1582.8 464.1 96.6 59.6 592.8 1454.7 214.9 0.0 372.4 384.4 159.3 8812.3 6,096.90 6.75 Council-Wide Total 4,826.25 30630.5 3817.5 9184.0 15307.5 5913.1 2541.5 1246.0 6442.7 15636.4 891.9 122.7 3678.2 2446.8 3752.2 101611.1 67,589.65 14.00 Department FTE Employees Absence Reasons Total Working Days Lost FTE Days Lost Total FTE Days Lost by FTE Employe es
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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. Full details and analysis of sickness absence is covered in the wellbeing report submitted to committee. Table 14.2 Absence Reason Working Days Lost Percentage of Lost Days Minor Illness 30,630.5 30.14% Back Pain 3,817.5 3.76% Musculo-skeletal Injuries 9,184.0 9.04% Stress 15,307.5 15.06% Recurring Medical Conditions 5,913.1 5.82% Non Work Related Accidents / Injuries 2,541.5 2.50% Work Related Accidents / Injuries 1,246.0 1.23% Mental Health 6,442.7 6.34% Acute Medical Conditions 15,636.4 15.39% Pregnancy Related Absence 891.9 0.88% Drink or Drug Related Condition 122.7 0.12% Stress - Work Related 3,678.2 3.62% Notifiable Disease (Confirmed) 2,446.8 2.41% Long Covid 3,752.2 3.69% TOTAL 101,611.1 96%