Agenda item

Report of the Strategic Director, Corporate Services and Governance

The Committee received a report to provide an update on progress made in relation to the implementation of the Council’s Workforce Plan.

 

The Council’s workforce strategy and plan were agreed in 2015.  The purpose of the strategy is to make sure that the Council has a workforce that can support delivery of the sustained transformation necessary to achieve the services our residents want and need, services which provide value for money, are fit for purpose, flexible and customer focussed.

 

The report provides a full update for members on work undertaken since October 2017 under the 6 key themes within the strategy.  Some key points were highlighted to the Committee:

 

Leadership Development for Leadership Team

 

There is currently a small working group looking at refreshing the Leadership Development Programme.

 

Upskilling the Workforce

 

An upskilling event took place on 4 October which was aimed at upskilling across all levels of the workforce.  The Council is also continuing to develop e-learning modules to encourage learning in a convenient and efficient way.  Learning is currently available in areas such as management, health and safety, equalities and diversity, ICT and finance.  Over 800 modules have been completed during 2017-18 year by Council employees.

 

Mentoring and Coaching

 

A mentoring and coaching framework has been developed with the Leadership Team being trained as mentors.  The aim is to support capacity building for managers and employees. 

 

Apprenticeships

 

The Government’s changes to the apprenticeship scheme took effect from April 2017.  The changes introduced a public-sector apprenticeship target.  The Council’s target was 2.3% of the workforce (160 employees) on an apprenticeship on an annual basis.  The Council has not drawn down all of the apprenticeship levy.  From April 2017 to March 2018 the Council had 95 apprentices.  From April 2018, 49 new apprenticeships commenced, these are a mixture of current employees who are upskilling and new recruits to the Council.

 

In an attempt to boost this number and increase the drawn down on the apprenticeship levy, briefings have taken place with Leadership Team and managers.  Employees have also been invited to participate in personal consultations to find out more about apprenticeship opportunities.  14 staff attended for one to one discussions with a further 9 having a telephone discussion.

 

The Council has faced a number of challenges including:

 

·         The lack of available standards and training providers, resulting in the continuation of traditional academic qualifications rather than apprenticeships

·         The essential requirement for all apprentices to demonstrate English and Maths and GCSE level when some staff already have degrees and other professional qualifications

·         The requirement to spend 20% of time “off the job” in training and the impact this has on service delivery

·         Insufficient providers completing the procurement process as they have failed to provide the required assurances in relation to health and safety and/or safeguarding matters

·         Insufficient provide in the region to deliver the apprenticeship programme the Council requires

·         Providers in the regional cancelling or deciding (sometimes at a very late stage) not to run apprenticeship training due to insufficient numbers of learners to form viable cohorts

 

NEREO have been invited to look at this issue and officers have been working with apprenticeship providers to address the problem.

 

Recruitment and Retention

 

The Council has agreed to adopt the TUC’s Great Jobs Agenda which consists of six themes, each with a description of why it matters, along with what the TUs want employers to do and what they want politicians to do.  The themes include having a voice at work, fair and decent pay and learning and progression.

 

Pay Recognition and Reward

 

77 employees have been recognised for their long service in the last 12 months.  Research has found that there is a direct correlation between employee engagement/how people are managed and their attitudes and behaviour, with business performance.  Engaged employees are happier, healthier and more fulfilled and they are more motivated and deliver better business performance.  Employee workshops have been held, with the general consensus being that employees just want a simple thank you rather than  pomp and ceremony.

 

Pay Protection

 

The Council is committed to ensuring that any negative impact in respect of changes to the workforce is minimised and employees continue to receive some level of protection if such changes affect their pay.  Balanced against this is a requirement to consider affordability and the financial pressures the Council face. The Council’s Pay Protection policy has been reviewed to ensure these principles continue to apply.

 

Review of the Flexi-time Scheme

 

A review of the Council’s flexi time scheme has been undertaken to make sure it remains fit for purpose and reflects best practice for both employee work-life balance and to meet the needs of the Council. 

 

Implementation of a car leasing salary sacrifice scheme

 

As part of the employee benefits scheme the Council is considering offering a car leasing salary sacrifice scheme.  Proposals will be brought to Cabinet and Council in the near future.

 

 

 

 

 

Low Pay

 

The Council is committed to addressing the issue of low pay and moving towards the UK Real Living Wage rate whilst being mindful of the impact this may have on other areas such as schools and the Council’s ability to trade. 

 

Wellbeing and Engagement

 

Throughout the year the Council’s Health and Wellbeing Co-ordinator has work jointly with the public health team and the communications team to promote health and wellbeing campaigns.  The Council continues to maintain its ‘continuing excellence’ rating for the North East Better Health at Work Award.    An employee needs assessment in November 2017 highlighted a number of health and wellbeing priorities for the Council’s employees.  To explore this further, 33 employees took part in a half day workshop, the initial results of which are displayed in the public area near Bewicks.  Further work is on-going across 3 workstreams, to implement some of the suggestions.

 

Performance and Change

 

Corporate induction guidance for use by managers has been developed to support the introduction of all new employees at all levels to the Council.  A corporate induction workshop has been re-introduced to compliment the induction guidance.  This is delivered quarterly and includes input from the Chief Executive and a Councillor who provide corporate context.  Feedback from the first event which took place in July 2018 was positive.

 

The Workforce Strategy and Plan is kept constantly under review, however, in light of the Council’s revised Strategic Approach “Making Gateshead a Place Where Everyone Thrives” it is important to review the workforce strategy and workforce plan to ensure they deliver what the Council needs.  A review of the current plan and strategy is ongoing.  Consultations with service directors are being undertaken and they will be challenged to think about their on-going and future workforce needs.  The scheduling of revisions to the strategy and plan will be aligned with the considerations Services Directors are giving to how they will deliver services, linked to the requirement to make budget savings and consider more efficient ways of working.

 

It was queried if it would be possible to find out how much the Council is paying in terms of the levy and how much is being drawn down.

 

It was noted that Phillip Hammond announced some changes were to be made to the apprenticeship levy which would make things easier.  It was queried whether the Council were aware of what these flexibilities might be.  It was noted that the council are aware of changes being announced, however, the detail of the changes is not yet clear.

 

It was suggested that consideration be given to working with other employers in terms of providing a degree apprenticeship. 

 

It was noted that officers could look at this option when they take the issue of apprenticeships.  It was noted that the idea had been floated with the regional HR officers and there did not seem to be much appetite.

 

RESOLVED -      (i)     that the Comments of the Committee be noted in relation to progress on the actions arising from the plan and strategy

                            (ii)    that further updates on progress will be brought to Committee on an annual basis.