· Web viewThe Council is challenging all areas of expenditure to address the budget gap, with a fundamental review of all services being undertaken so that we challenge both areas

Statement of Change

To: All staff within the scope of the changeTU representatives

1. Corporate Background

1.1The Council faces a time of unprecedented change and a need to make significant budget reductions as a result of the Government’s austerity programme, which is designed to reduce spending and balance national debt.

1.2Since 2011, the Council has agreed savings totalling £153m. For the period 2016 to 2019, further savings of £76m are required with a gap of a minimum of £29m still to address.

1.3The Council is challenging all areas of expenditure to address the budget gap, with a fundamental review of all services being undertaken so that we challenge both areas of non staffing spend and ways to reduce demand for Council services, cost of contracts and other efficiency opportunities that arise from process improvement or technology first, so to reduce the need for staffing reductions wherever possible.

1.4 It is however a reality that given the scale of the financial challenge, the Council has no choice but to deliver savings from staffing budgets and we have estimated that this will mean at least 1800 fewer people will be employed in the Council over the coming years. The Council is committed to achieve staff reductions by voluntary means wherever possible with a programme of support in place to assist our workforce through an extremely sensitive and challenging time.

1.5A programme of Service Reviews is underway across the Council with all directorates progressing in depth reviews of the services they deliver, the way they are delivered and the costs of doing so. In some cases the outcome of the review will be a reduction in costs to deliver the same or similar services; others will require a fundamental redesign.

1.6We will flatten structures and reduce the number of organisational layers to further reduce management costs and bring the front line closer to senior managers.

1.7Structural redesign will be aligned to the Council’s agreed grading structure.

Statement of ChangeDate 8/03/16 Page 1

Directorate: Children’s Services

Service Area: Business Support

Date: 9.3.16

2. What is the Process? 2.1 This Statement of Change sets out the impact of the Business Support Service

Review on staff structures, roles and employees. It will be used to underpin engagement with staff on the proposals and is designed to ensure a framework that allows both a consistent approach yet allow an understanding that an element of flexibility may be required depending on issues arising from specific reviews.

2.2 The process will follow the Council’s Managing Structural or Organisational Change procedure and Reshaping Guidance.http://www.intouch.ccc/humanresources/policiesprocedures/managingchange.asp

Engagement2.3 There will be a 6 week engagement period for all staff in scope of the review. An

initial face to face briefing will begin the process, setting out the proposals and engagement process. There will be an opportunity to ask questions of service managers and the briefing will be attended by a People Management advisor with Trade Unions representatives also invited to support staff.

2.4 The Statement of Change will be made available to all staff and additional FAQs relating to the service proposals will be posted on the Employee Information Website. These will be regularly updated to reflect questions raised during the engagement process.

2.5 Engagement opportunities will be tailored to the specific needs of the service and employees in scope. They will consist of drop in sessions, one to one meetings and a further group meeting at the mid-point. A final group meeting will be held following the closure of the engagement period, once all feedback has been considered and final decisions have been made.

Trade Unions2.6 The Council is committed to work closely with Trade Union colleagues through this

period of significant and sensitive change.

2.7 Trade Union representatives will be briefed informally ahead of the initial meeting with affected employees and the Statement of Change document will be shared with them at that meeting. Union representatives will also be invited to all attend engagement meetings and an opportunity will be made available at the end of the initial staff meeting to allow an initial discussion with their members.

Review, Decision and Outcome

2.8 We will aim to notify all in scope employees of the outcome within 2 weeks of the engagement process ending. This will be accompanied by an outline timetable for the assimilation and Vacancy Preference Process.

2.9 Should there be a need to extend the 2 week decision period as a result of significant issues raised, then all staff will be notified as early as possible, with an explanation for why an extension is required.


Assimilation Processes

2.10 The full details of the assimilation process are contained in the Reshaping Guidance document.

2.11 Where the new role is the same grade as the employees’ old role and it is deemed to be a 75% match in terms of role, scope, dimensions, tasks and responsibilities, they will be directly assimilated to that role unless there are fewer roles than employees who meet the criteria. In the latter case appointments will be made following interview to identify the best candidate(s).

2.12 Employees not directly assimilated to a role, or where there are more suitable employees than roles, will be offered the opportunity to express a preference for consideration for up to 3 roles through the Vacancy Preference Process (VPP). Interviews will then be conducted to consider suitability for each role.

At Risk

2.13 Where it is not possible to directly assimilate an employee to a new post within the structure they will be placed “at risk” because there is no suitable alternative employment within the proposed structure. “At Risk” is a formal term relating to redundancy.

2.14 Where employees have not been appointed to posts following VPP they will be eligible for Alternative Employment Support. All avenues will be explored to avoid the need for redundancy; however once there are no other options available then redundancy notices will be issued.

Voluntary Redundancy (VR)

2.15 A VR window will be opened at the start of the consultation process.

2.16 A VR payment self-estimate tool is accessible by copying and pasting the link below into your browser (please note this link does not work if accessing direct from this document).

http://www.intranet.ccc/eLibrary/view.asp?ID=54167 there is also a pension self-estimate website available Pension Self Estimate Tool.

2.17 Following assessment of these figures, it is possible to apply for VR by copy and pasting this link below into your browser (please note that the link may not work if accessing direct from this document):

https://servicecentre.cumbria.gov.uk/helpdesk/WebObjects/Helpdesk.woa/wa/TicketActions/new?rt=124&subject=VR Application

2.18 Full details of the VR Process are contained within the VR guidance document. Applications can be withdrawn at any point in the process, up until a formal acceptance of the offer is submitted.


3. What Do We need to Achieve through this Review and Restructure? 3.1 The 2015/16 Medium Term Financial Plan included savings of £2m to be made from

‘Business Support’. This saving required £0.5m to be delivered in 2015/16 with an additional £1.5m ‘step up’ to be saved from the 2016/17 budget.

3.2 A range of activities have taken place since this saving was agreed by Council, including the creation of the AD/PA Hub; removal of vacant posts; and the Corporate Voluntary Redundancy process, which have generated savings of £1.042m towards the £2.0m target.

3.3 Following consideration of different options for delivering the remaining £0.958m saving, Corporate Directors agreed to apportion the balance to directorates (based on the amount of business support and savings achieved) and for each directorate to reshape their business support activities according to business need. Establishing directorate based proposals is consistent with the feedback received from staff during the engagement on the proposal to reshape generic administrative and facilities management activities across the council into a locality business support service.

3.4 A number of principles underpin the reshaping needs and business support requirements for each Directorate. Whilst it is important that Directorates have elements of corporate consistency, there is also a requirement for flexibility in each Directorate based on services’ support needs.

3.5 In this context the aims of the Childrens Services Business Support review include:

Delivery of the directorate’s proportion of the required saving as agreed by elected members in the MTFP. For Children’s Services Directorate this is £361K.

to build on a thorough analysis of business support requirements within the Directorate.

to establish a model with a clear area focus and management structure, but that also enables flexibility across geographic boundaries at times of need

to reflect the implications of the ongoing rationalisation of offices to reshape teams with substantive council employees, removing temporary or

agency staff wherever possible. to create more generic roles and structures to allow collaboration and sharing

between teams and Directorates where business needs require to provide clear differentiation between business support roles and clarify the

responsibilities and expectations at each level to bring teams together across localities in Directorates where synergies exist to identify, plan ahead and implement a structure that has a foundation for

further business efficiency opportunities in the future including the potential transfer of transactional functions and helpdesk type activities into the service centre.

3.6 It is acknowledged that business support is an essential and valued contribution to the Council priorities and delivery of front line services. However, as the council continues to modernise and improve efficiency, the role of support to services has changed and will continue to do so. As such, the proposed structure is designed so that business support staff are increasingly flexible and adaptable as more


managers and staff across services are expected to become increasingly self-sufficient, enabling business support to focus on activities which are a priority and valued support function for the service and its customers.

3.7 In responding to the aims of this review, directorates have worked together to develop an overarching model for how business support will be organised in each directorate. This model is characterised by:

professional Business Support management structure of a predefined geographical or service area, to support efficient and effective service delivery and drive service improvement;

day to day delivery within a team or directorate covering a wide range of services, ensuring priorities and peaks and troughs of work are managed;

differentiating between roles focussed on providing business administrative and office services and those also planning and organising these services and acting more independently.

3.8 Business Support across all directorates will be reshaped accordingly. As a series of service reviews are either already complete or underway across Chief Executive’s, Children’s Services, and Environment & Community Services directorates, business support in these areas will be reshaped now. Business Support in Health & Care Services will be reshaped as part of the wider work to establish a new operating model across these services, for which engagement with staff is envisaged to commence in May 2016, but will be designed with business support structures and grades consistent with this proposal.

3.9 This statement of change relates only to Business Support in Children’s Services Directorate.

4. Scope Background

4.1 Part of the feedback from colleagues to last year’s corporate business support review consultation exercise was that a holistic directorate based review would be preferable rather than focusing on very specific roles or functions at a corporate level. As well as enabling the Directorate Management Team to take a more strategic view, it was stressed by colleagues that this would also offer more opportunities for individuals who may wish to take Voluntary Redundancy or to take up opportunities elsewhere in the service.

4.2 This is what has now been done using the following approach. Initially, areas where with some planning work could be absorbed elsewhere have been identified, and the posts removed from the proposed new structure. Savings applicable to this have been removed from the total figure and the remaining total apportioned within service areas.

4.3 There are some key assumptions in this approach. Namely –

All staff will need to be aware of the need to work differently in future with a reduced pool of business support. Behavioural and cultural change will be essential which will be led by senior leaders..


The VR window will open to all staff in scope when the statement of change is issued and any staff who have already indicated an interest in VR or previously been refused, will be fully considered as the preferred option for realising savings where business needs allow.

There is a corporate commitment to safely phase out of the use of EPW (agency and temporary) staff.

That line management for Business Support (below team leader level) will be provided in the local District regardless of whether the team is a County team or not.

4.4 We will also need to amend or stop doing certain things to make this work -

The proposal is underpinned by the understanding that all staff will need to be aware of the need to work differently with a changed approach to business support and that there will be an increase in self-service by managers and officers for a range of activities as corporate systems and processes are improved.

All services need to review tasks currently undertaken by business support and prioritise these to ensure we are making most efficient and effective use of the support that will remain.

Where we feel that we can streamline some of our business processes to help us work more efficiently, we will commission corporate support to assist us.

4.5 The employees who are in scope of the proposed restructure, by Grade are:

Grade (Top Of Salary)FTE

(including VR/vacancies)

Posts(including

VR/vacancies)

Grade 15 (£37,483) 3.0 3

Grade 9 (£26,293) 13.81(1.0 vacant/VR)

14

Grade 8 (£23,698) 3.0 3

Grade 6* (£18,376) 32.61(1.93 vacant/VR)

38

Grade 5 (£17,372) 26.27(2.54 vacant/VR)

35

Grade 4 (£16,572) 44.83(6.46 vacant/VR)

58

TOTAL123.52(11.93

vacant/VR)

151(19 vacant/VR)

Clarity of staff deemed out of scope


4.6 Staff who have applied during the corporate Voluntary Redundancy window and were accepted but have not reached their agreed leaving date, are deemed out of scope of this review as savings from these staff leaving have already been accounted for in the £1.042m saving accrued so far.

4.7 The £361K apportioned target for children’s services business support following the corporate review was based on the inclusion of OS2 and OS3 posts in addition to BS graded posts. However, DMT has reviewed these 27 posts in detail and decided not to include them in this Children’s Services business support review as they provide very specialist support roles and are therefore out of scope at this stage.

4.8 Also to clarify, any posts that relate to schools or Pupil Referral Units which are managed outwith children’s services are not in scope of this review.

4.9 DMT have also decided that business support staff within the following services/posts are deemed out of scope of this review:

Safeguarding Hub (subject to another review process involving partners in Autumn 2016);

5. Future Structure and Staffing Proposals

5.1 Following the rationale described in paragraph 4.2 above, two service areas have been identified where posts will be removed from the establishment as it is believed that there is scope for the work to be absorbed elsewhere (or where more of the tasks are generic).

SERVICE AREA/TEAM

Business support posts previously within Information and PerformanceFollowing the disbanding of the Information and Performance Unit, work undertaken by these posts would be absorbed elsewhere and other ways of undertaking tasks defined. This affects 4 members of staff (3.24 FTE).

Residential HomesRemoving locally based support from Residential and Short Breaks homes. The work undertaken by these posts would be absorbed by a combination of district business support teams and other staff within the homes. This affects 5 posts (3.43 FTE).

5.2 The proposal is then to apportion the remainder of the savings between service areas (based on current FTE staffing levels) based on business needs and a risk impact assessment. Current and proposed structure charts are detailed in Appendix 2.

5.3 This structure proposes a Corporate aim to rationalise the business support structure to a fewer number of layers :


Grade 4 Office Assistant (BS4) – up to £16,572

Grade 6 Administrator (BS6) – up to £18,376

Grade 9 Team Leader (BS9) – up to £26,293

Grade 15 Business Resource Manager (OS15) – up to £37,483

The proposed change between grades at each locality is summarised in Appendix 3. Consideration has been given to the nature of the work in particular parts of the Directorate and it is proposed that all Grade 5 posts (BS3.5A) will be removed and there will be a greater number of Grade 6 posts in the Directorate. This approach is consistent to the structures proposed across all Directorates.

5.4 Corporately, new generic post specifications have been developed consistent with the reduced numbers of layers. (Appendix 1) It is proposed that these will be used in implementing this review following consultation and final decision. These can be found in the Reshaping and Restructuring Services section of the Employee Information Website.

5.5 Throughout the engagement and formal consultation process, ideas and alternative proposals from staff are strongly encouraged and will be considered before any final decisions are made. Whilst alternative staff numbers and resource patterns are a possibility, the overall outcome must meet business needs and remain within the finance envelope available. If any proposed savings in the final structure were not endorsed, the remaining savings figure to realise would increase.

5.6 As a result of reshaping, the new Early Help & Targeted Youth Support Service will operate its’ business support in an integrated way under an additional team leader. These staff will be line managed in the wider Business Support structure.

5.7 This proposed structure would see a net reduction of 15.60 FTE from 123.52 FTE to 107.92 FTE however it should be noted of these 15.60 FTE reductions, there are currently 11.93 FTE vacancies / VRs. The full post and grade comparator breakdown can be seen at Appendix 3. The summary totals in the proposed new structure are detailed below:

FTE Grade 4 Grade 5 Grade 6 Grade 8 Grade 9 Grade 15

Current 44.83 26.27 32.61 3.0 13.81 3.0Proposed 37.11 0 53.81 0 14.00 3.0Change -7.72 -26.27 +21.20 -3.0 +0.19 0.0

-15.60

6.


6. How to engage with the reshaping proposals

6.1 A range of engagement channels will be used to engage staff with the reshaping proposals as set out above. In addition to the general engagement, individual employees will be offered one-to-one meetings which will allow for discussion on the potential impact of the proposals on individual employees. Should you wish to have a 121 (individual, group or team), then please contact Angela Lapping on [email protected]

6.2 Members of the recognised Trade Unions may wish to channel their feedback through their Trade Union representative.

6.3 To ask questions, provide comments or submit feedback, a link on the Intranet has been set up. This will ensure questions are promptly directed to the most appropriate person to answer and responses will be included in the service related FAQs unless they relate only to the individual employee.

6.4 Staff are encouraged to read the FAQs already on the website as a response may already have been provided.

6.5 The Employee Information Website has been updated to contain a range of information to support employees through the change process. You are encouraged to view this website on a regular basis during the reshaping process.

6.6 This document has been issued to each employee electronically, with a copy, proposed structure charts and role profiles also added to the Employee Information Website.

7. Timescales

7.1 The proposed timeline for the review is set out in the attached Appendix 4.

I hope that I have covered as much as I can as part of this document, however if there are any queries please speak to your line manager.

John MacilwraithCorporate Director, Children’s Services

Appendices

Appendix 1 Proposed new job specificationsAppendix 2 Current and proposed structure chartsAppendix 3 Summary of proposed change by grade and localityAppendix 4 Timeline


Appendix 1 – Job roles in scope

Post Specification

Date October 2015Post Title Business Resource ManagerRole Profile OS15Final Grade Grade 15

To be read in conjunction with your role profile

Service Area descriptionProviding Business Resource Management within the designated directorate(s) linked to a predefined geographical or service area.

Purpose of this postImprove the outcomes for the people of Cumbria by supporting the development and management of business resources across an areas or service within the Directorate. Bringing together teams to change the way we work contributing to the delivery of effective business processes, and contribute directly to service improvement, including the transition of functions into the service centre where appropriate.Key job specific accountabilities (max 5)1. To manage and develop the team to deliver an efficient & effective service (inc implementation of HR policies) within defined area of responsibility.2. To be responsible for continuous improvement of the service, and development of innovative alternative delivery models and systems in line with the Councils Strategies and objectives (e.g. Digital / Self-Serve) and evaluate and monitor compliance in using these3. To ensure processes and measures are in place to ensure that the facilities and or service provided are fit for purpose and meet statutory compliance with relevant legislation (e.g. H&S, DPA)4. To be responsible for proactive stakeholder engagement and resolution of escalated or complex issues.5. Working with budget holders to ensure resources are effectively used and that efficiencies can be identified and realised including budget monitoring.6. To utilise a project management approach to directly support senior managers and other colleagues in a variety of activity to contribute directly to improvement work, including support to performance monitoring and provision of management information.7. Support the organisation in an emergency response situation as requiredKey facts and figures of the postBudget responsibilities

Support the management of a delegated budget

Staff management responsibilities

Manage a team including team leaders across a specified area


PG6301

Organisational Support

Other None

Post Specific - Qualifications, knowledge, experience and expertise Technical, vocational or part - professional qualification at vocational degree level, or equivalent

experience Evidence of ongoing professional development Knowledge and experience directly relevant to the work of the Council Proven ability at identifying, developing and implementing service improvements Ability to manage change Ability to use IT and relevant software appropriately to support function - and to support staff to fully

utilise corporate applications and software Experience of leading a business support service team Experience of staff development, training and supervision Experience of managing performance and addressing shortfalls Ability to engage and communicate clearly and concisely with a range of people Supervisory and planning skills Able to prepare work programmes and manage outcomes/progress

Job working circumstances (only include extra-ordinary circumstances)Emotional demands

Dealing with confidential, sensitive information relating to specific service areas eg. safeguarding

Physical demands

None

Working conditions

None

Other Factors None


Post Specification

Date October 2015Post Title Business Resource Team

LeaderRole Profile BS9Final Grade Grade 9


Service Area descriptionProviding day to day management of Business Support within the designated directorate(s) linked to a predefined geographical or service area.Purpose of this postImprove the outcomes for the people of Cumbria by management of the day to day delivery of a Business Support within a team/directorate covering a wide range of services, ensuring peaks and troughs of work are managed, and service standards are maintained.

Key job specific accountabilities (max 5)1. To manage, supervise and motivate the team (in line with HR policies), organise and co-

ordinate workload ensuring the capacity is used appropriately and flexibly to meet changes in demand

2. To resolve day to day service delivery issues and approve actions outside standard service delivery.

3. To implement processes and systems to support effective service delivery and drive service improvement, with a focus on standardisation of practice, and undertake identified projects to support the implementation of programmes. To act as a system administrator and service lead where necessary.

4. Centralise and manage local resource ensuring effective management of stock as appropriate and manage financial transactions within the agreed scheme of delegation.

5. To ensure that relevant statutory obligations are met through monitoring and facilitating service specific processes and systems to support the Council to adhere to statutory deadlines and requirements,(including performance tracking and provision of management information)

6. Support the organisation in an emergency response as required.

Key facts and figures of the postBudget responsibilities

Manage agreed resources and financial transactions


Manage business support staff within a locality

Other None


PG6302

Business Support

Post Specific - Qualifications, knowledge, experience and expertise NVQ3 or equivalent in appropriate discipline (such as Business Administration) Extended relevant experience in customer service and dealing with Stakeholders inc. dealing with the

public Proven experience in a demanding role working with Microsoft office including Word, Excel, Outlook,

PowerPoint, SharePoint Extensive experience in managing, supervising and motivating a team of staff. Experience resource allocation to ensure peaks and troughs of work are managed Experience of devising, implementing , monitoring and maintaining accurate administration filing

systems Experience of successful Budget monitoring Experience of developing and monitoring service Performance.



Physical demands

None

Working conditions

Office based

Other Factors None


PG6303

Post Specification

Date October 2015Post Title Business Support AdministratorRole Profile BS6Final Grade Grade 6


Service Area descriptionTo be part of a directorate Business Support team providing support to a wide range of services across the directorate.Purpose of this postImprove the outcomes for the people of Cumbria by planning, organising and providing business administrative and office services support to one or more directorate services.

Key job specific accountabilities (max 5)1. Organise and provide administrative business support within an identified area and

undertake administrative tasks to support delivery of directorate services, liaising with managers as required.

2. To manage input and extract information into various service specific systems depending on the service requirements, providing reports as necessary, and ensuring information is managed in a secure way.

3. Understanding and applying statutory and legal procedures within set guidelines to support the work of statutory services

4. Provide support to planning, organising, scheduling and supporting identified meetings. Including high quality minute taking for statutory meetings

5. Using E-procurement - ordering of both the Council’s general catalogue goods & hire cars, along with more service specific purchasing and receipting, as well as monitoring and identifying potential errors with invoices, petty cash management

6. Provide a service interface point for customers and other stakeholders relevant to the service or team, ensuring a professional approach

7. Support the organisation in an emergency response as required, and undertake fire warden duties.

Depending on the service area the requirement may vary area by area, however a standard approach and service delivery will be required.Key facts and figures of the postBudget responsibilities

None


Provide instruction and training for colleagues on areas of work as necessary.

Other None

Post Specific - Qualifications, knowledge, experience and expertise


Business Support

NQF or NVQ Level 2 or 3, or equivalent experience or knowledge in the relevant work area. Willingness to undertake training to support delivery of the service Experience of working within an office in a large complex organisation Proven experience of using databases and manual record systems; Note taking and preparation of documents Formal minute taking including for statutory meetings Experience of message taking and transmitting Proven experience of the maintenance of accurate records and working to deadlines Proven experience of prioritising own workJob working circumstances (only include extra-ordinary circumstances)Emotional demands


Physical demands

None

Working conditions

Office based

Other Factors None


Post Specification

Date February 2016Post Title Office AssistantRole Profile BS4AFinal Grade Grade 4


Service Area descriptionProvide Business Support to a specified team, service or locationPurpose of this postImprove the outcomes for the people of Cumbria by providing an effective and efficient business administrative and office services.

Key job specific accountabilities (max 5)1. Providing administrative support to teams, services and buildings within service area this

may include reception duties, scanning, archiving, handling post, creating and formatting documents, producing reports and taking notes at meetings

2. Organise meetings, events and co-ordinate the travel and accommodation as necessary obtaining quotes for the facilities to ensure best value for money.

3. Accurately entering data into the relevant systems/databases, maintaining and interrogating these to answer customers and managers and stakeholder queries as required.

4. To act as an interface with stakeholders including customers, partner agencies and colleagues via telephone or in person, this may include carrying out reception and public counter duties

5. Eproc ordering monitoring stock levels regarding office supplies, ordering cataloguing and distributing as required,using e proc to order and recipt items

6. Support the organisation in an emergency response as required, and undertake fire warden duties.

Depending on the service area the requirement may vary area by area, however a standard approach and service delivery will be required.Key facts and figures of the postBudget responsibilities

None


None

Other None


PG

Business Support

Post Specific - Qualifications, knowledge, experience and expertise NVQ Level 2, or equivalent experience or knowledge in the relevant work area. Knowledge of Health & Safety and the relevant procedures relating to the service areas and how to

apply them ICT Literate and working knowledge of relevant software packages. Previous Customer Service experience with good understanding of how to deal with customers to

required standards of service. Literate and numerate



Physical demands

None

Working conditions

Office based

Other Factors None


Appendix 2 – Current and Proposed Structure

Children’s Services Business Support CURRENT Structure (FTE)


BRM - Allerdale & Copeland x1 (OS4.5S)

Social Work TeamsBS3 x 9 (Grade 4) BS3.5 x2.10 (Grade 5) BS4 x 1 (Grade 6) BS5S x 2 (Grade 9)

BRM - Barrow & South Lakeland x 1

(OS4.5S)

Early Help & Targeted Youth Support Service

BS3 x 1 (Grade 4) BS3.5 x 1 (Grade 5)

BRM - Carlisle & Eden x 1 (OS4.5S)

Fostering & Adoption (Countywide)BS3.5 X 8 (Grade 5) BS4 x 7 (Grade 6) BS5S x 2 (Grade 9)

IRO Service (Countywide)

***BS4 x 8.10 (Grade 6) BS 3.5 x 2.50 (Grade 5) BS 5S x1 (Grade 9)Team Leader x 1 (Grade 9)

Learning Improvement ServiceBS3 x 0.90 (Grade 4) BS4 x 1 (Grade 6)

SEND/Inclusion

BS3 x 3.82 (Grade 4) BS4 x 3.10 (Grade 6) BS5S x 1 (Grade 9)

Social Work TeamsBS3 x 9.93 (Grade 4) BS 3.5 x 2.02 (Grade 5) BS4 x 2.0 (Grade 6) BS5S x 2 (Grade 9)


BS3 x 1.56 (Grade 4) BS3.5 x 2.45 (Grade 5)

Learning Improvement ServiceBS3A x 1.76 (Grade 4) BS3.5 x 0.5 (Grade 5) BS4 x 1 (Grade 6)

SEND/Inclusion

BS3 x 3.58 (Grade 4) BS4 x 1 (Grade 6) BS5S x 1 (Grade 9)

Social Work TeamsBS3 x 6.81 (Grade 4) BS 3.5 x 3 (Grade 5) BS4 x 3.75 (Grade 6) BS5S x 2 (Grade 9)


BS3 x 1.20 (Grade 4) BS3.5 x 2.08 (Grade 5) BS5A x 2 (Grade 8)

Learning Improvement ServiceBS3 x 0.99 (Grade 4) BS4 x 2.80 (Grade 6) BS5S x 1 (Grade 9)

SEND/Inclusion

Office BS3 x 1.81 (Grade 6) **BS5A x 1 (Grade 8) BS5S x 1 (Grade 9)

*These posts have separate line management arrangements**This relates to Finance Business Support post which is currently line managed by AD Early Help and Learning***This total includes 3 x fixed term posts

I & P (including Performance Support) Countywide

BS3 x 1 (Grade 4) BS4 x 1.43 (Grade 6) BS5S x 0.81 (Grade 9)

ResidentialBS3.5 X 0.5 (Grade 5)

Residential BS3.5 X 1.58 (Grade 5) Residential

BS3.5 x 0.54 (Grade 5) BS4 x 0.81 (Grade 6)BS3.5 X 0.5 (Grade 5)Other posts*

Legal Office Assistant x1 (Grade 4) LSCB Administrator x1 (G(Gra(Grade 6)

PG

Children’s Services Business Support PROPOSED Structure (FTE)


BRM - Allerdale & Copeland x1 (Grade

15)

Social Work TeamsOffice Assistant x 9 (Grade 4) Administrator x 3.10 (Grade 6) Team Leader x 2 (Grade 9)

BRM - Barrow & South Lakeland x 1

(Grade 15)


Office Assistant x 1 (Grade 4) Administrator x 1 (Grade 6)

BRM - Carlisle & Eden x 1 (Grade

15)

Fostering & Adoption (Countywide)

Administrator x 12 (Grade 6) Team Leader x 2 (Grade 9)

IRO Service (Countywide)

Administrator x 7.5 (Grade 6)Team Leader x 1 (Grade 9)

Learning Improvement Service

Administrator X 1 (Grade 6)

SEND/Inclusion

Office Assistant x 3.82 (Grade 4) Administrator x 3.10 (Grade 6)Team Leader x 1 (Grade 9)

Social Work TeamsOffice Assistant x 8.93 (Grade 4) Administrator x 4.02 (Grade 6) Team Leader x 2 (Grade 9)


Office Assistant x 1.56 (Grade 4) Administrator x 2.45 (Grade 6)


Administrator x 1 (Grade 6) Office Assistant x 1 (Grade 4)

SEND/Inclusion

Office Assistant x 1.58 (Grade 4) Administrator x 2 (Grade 6)Team Leader x 1 (Grade 9)

Social Work TeamsOffice Assistant x 6.53 (Grade 4) Administrator x 6.45 (Grade 6) Team Leader x 2 (Grade 9)

Early Help & Targeted Youth Support ServiceOffice Assistant x 0.7 (Grade 4) Administrator x 4.08 (Grade 6) Team Leader x 1 (Grade 9)


Office Assistant x 0.99 (Grade 4)Administrator x 2.30 (Grade 6) Team Leader x 1 (Grade 9)SEND/Inclusion

Office Assistant x 1 (Grade 4) **Administrator x 2.81 (Grade 6)Team Leader x 1 (Grade 9)

*These posts have separate line management arrangements**Please note Finance Business Support Officer post is included within calculation for SEND Administrator posts and will be line managed within this structure. Line management arrangements for all other posts remain the same.

In line with the proposal to remove these posts outlined in the statement of change, posts relating to Residential and Information and Performance are not included in proposed structure.

Other posts *Legal Office Assistant x (Grade 4) LSCB Administrator x 1 (Grade 6)

KEY

Office Assistant Grade 4 = old BS3Administrator Grade 6 = old BS4Team Leader Grade 9 = old BS5S


Appendix 3 – Summary of proposed change by grade and locality/service area (numbers are expressed in FTE)

Office Assistant

Administrator BS5A

Team Leader

Resource Manager

Children's Services DistrictGrade (New) 4 5 6 8 9 12 15 Total

Vacancies Net

Job Family BS4 BS5 BS6 BS8 BS9 BS12 OS15 or Reduction

Salary (top) £16,572£17,37

2 £18,376 £23,698£26,29

3 31846 37483 VR (AtRisk)

Allerdale & CopelandSocial Work teams

Current 9.50 2.10 1.00 0.00 2.00 1.00 15.60Proposed 9.00 0.00 3.10 0.00 2.00 1.00 15.10Change -0.50 -2.10 2.10 0.00 0.00 0.00 0.00 -0.50 1.00 0.50


Current 1.00 1.00 0.00 0.00 0.00 2.00Proposed 1.00 0.00 1.00 0.00 0.00 2.00Change 0.00 -1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

IRO Service (County Wide)Current 0.00 2.50 5.10 0.00 1.00 11.60Proposed 0.00 0.00 7.50 0.00 1.00 8.50Change 0.00 -2.50 2.40 0.00 0.00 0.00 0.00 -0.10 0.00 -3.10


Current 0.90 0.00 1.00 0.00 0.00 1.90Proposed 0.00 0.00 1.00 0.00 0.00 1.00Change -0.90 0.00 0.00 0.00 0.00 0.00 0.00 -0.90 0.90 0.00

Residential HomesCurrent 0.00 0.50 0.00 0.00 0.00 0.50Proposed 0.00 0.00 0.00 0.00 0.00 0.00Change 0.00 -0.50 0.00 0.00 0.00 0.00 0.00 -0.50 0.00 -0.50

SEND/InclusionCurrent 3.82 0.00 3.10 0.00 1.00 7.92Proposed 3.82 3.10 0.00 1.00 7.92Change 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

DISTRICT TOTAL (Allerdale & Copeland)

Current 15.22 6.10 13.20 0.00 4.00 0.00 1.00 39.52Proposed 13.82 0.00 15.70 0.00 4.00 0.00 1.00 34.52Change -1.40 -6.10 5.50 0.00 0.00 0.00 0.00 -2.00 1.90 -3.10

Barrow & South LakelandSocial Work teams

Current 9.93 2.02 1.81 0.00 2.00 0.00 1.00 16.76Proposed 8.93 0.00 4.02 0.00 2.00 0.00 1.00 15.95Change -1.00 -2.02 2.21 0.00 0.00 0.00 0.00 -0.81 0.50 -0.31


Current 1.56 2.45 0.00 0.00 0.00 0.00 4.01Proposed 1.56 0.00 2.45 0.00 0.00 0.00 4.01Change 0.00 -2.45 2.45 0.00 0.00 0.00 0.00 0.00 1.00 1.00


Current 1.76 0.50 1.00 0.00 3.26Proposed 1.00 0.00 1.00 0.00 2.00Change -0.76 -0.50 0.00 0.00 0.00 0.00 0.00 -1.26 1.26 0.00

Residential HomesCurrent 0.00 1.58 0.00 0.00 1.58Proposed 0.00 0.00 0.00 0.00 0.00Change 0.00 -1.58 0.00 0.00 0.00 0.00 0.00 -1.58 0.00 -1.58

SEND/InclusionCurrent 3.58 0.00 1.00 0.00 1.00 5.58Proposed 1.58 0.00 2.00 0.00 1.00 4.58Change -2.00 0.00 1.00 0.00 0.00 0.00 0.00 -1.00 1.00 0.00

DISTRICT TOTAL (Barrow & South Lakes)

Current 16.83 6.55 3.81 0.00 3.00 1.00 31.19Proposed 13.07 0.00 9.47 0.00 3.00 1.00 26.54Change -3.76 -6.55 5.66 0.00 0.00 0.00 0.00 -4.65 3.76 -0.89


Office Assistant

Administrator BS5A

Team Leader

Resource Manager

Children's Services DistrictGrade (New) 4 5 6 8 9 12 15 Total

Vacancies Net

Job Family BS4 BS5 BS6 BS8 BS9 BS12 OS15 or Reduction

Salary (top) £16,572£17,37

2 £18,376 £23,698£26,29

3 31846 37483 VR (AtRisk)

Carlisle & EdenSocial Work teams

Current 6.81 3.00 3.75 2.00 1.00 16.56Proposed 6.53 0.00 6.45 2.00 1.00 15.98Change -0.28 -3.00 2.70 0.00 0.00 0.00 0.00 -0.58 0.00 -0.58


Current 1.20 2.08 0.00 2.00 0.00 5.28Proposed 0.70 0.00 4.08 0.00 1.00 5.78Change -0.50 -2.08 4.08 -2.00 1.00 0.00 0.00 0.50 0.50 1.00

Fostering & Adoption (County Wide)

Current 8.00 7.00 2.00 17.00Proposed 0.00 12.00 2.00 14.00Change 0.00 -8.00 5.00 0.00 0.00 0.00 0.00 -3.00 2.50 -0.50


Current 0.99 0.00 2.80 0.00 1.00 4.79Proposed 0.99 0.00 2.30 0.00 1.00 4.29Change 0.00 0.00 -0.50 0.00 0.00 0.00 0.00 -0.50 0.50 0.00

Residential HomesCurrent 0.00 0.54 0.81 0.00 0.00 1.35Proposed 0.00 0.00 0.00 0.00 0.00 0.00Change 0.00 -0.54 -0.81 0.00 0.00 0.00 0.00 -1.35 0.54 -0.81

SEND/InclusionCurrent 1.78 0.00 1.81 1.00 1.00 5.59Proposed 1.00 0.00 2.81 0.00 1.00 4.81Change -0.78 0.00 1.00 -1.00 0.00 0.00 0.00 -0.78 0.80 0.02

DISTRICT TOTAL (Carlisle & Eden)

Current 10.78 13.62 16.17 3.00 6.00 0.00 1.00 50.57Proposed 9.22 0.00 27.64 0.00 7.00 0.00 1.00 44.86Change -1.56 -13.62 11.47 -3.00 1.00 0.00 0.00 -5.71 4.84 -0.87

OthersLegal

Current 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00Proposed 1.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00Change 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

LSCBCurrent 0.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00Proposed 0.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00Change 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Information & Performance inc Perf Support

Current 1.00 0.00 1.43 0.81 3.24Proposed 0.00 0.00 0.00 0.00 0.00Change -1.00 0.00 -1.43 0.00 -0.81 0.00 0.00 -3.24 1.43 -1.81

DIRECTORATE TOTALCurrent 44.83 26.27 35.61 3.00 13.81 0.00 3.00 126.52Proposed 37.11 0.00 53.81 0.00 14.00 0.00 3.00 107.92

Change -7.72-

26.27 21.20 -3.00 0.19 0.00 0.00-

15.60 11.93 -3.67


Appendix 4 – Timeline

DATE/S ACTIVITY

Phase 1 - Information exchange/engagement

25 February Meeting with Trades Unions ahead of the start of engagement

3 – 8 March Managers to meet with staff in scope (Trade Unions invited)- Consultation launched and VR window opens

Allerdale and Copeland staff4 March 2016 2:00pm – 3:30pm Library Room, St. Michael’s Church, Workington

Barrow and South Lakes staff7 March 2016 2:00pm – 3.:30pm The Conference Room, Barrow Football Club

Carlisle and Eden staff8 March 2016 3:00pm – 4:30pm Grand Jury Room, The Courts, Carlisle

As requested Individual meetings available upon request

w/c 21 March Mid-Point meeting (Trade Unions invited)

Allerdale and Copeland staff22 March 2016 1.00pm – 2.30om, Workington Fire Station

Barrow and South Lakes staff23 March 2016 12.00 – 1.30pm, Barrow Football Club

Carlisle and Eden staff24 March 2016 3.00 – 4..30pm the Old Court Room, The Courts, Carlisle

- Update on feedback received to date- Clarify key queries- Update on VR applications received

20 April Engagement closes

Phase 2 - Decision

21 April – 6 May - Collation and review of feedback from staff and Trades Unions and reflection of structure proposal.

- Decision on VR applications and Assimilation

w/c 9 May Final Decision meeting with staff (Trade Unions invited)- Final structure released- Direct Assimilations confirmed- VRs confirmed.

Allerdale and CopelandDate, Time and Venue to be confirmed

Barrow and South LakesDate, Time and Venue to be confirmed

Carlisle and EdenDate, Time and Venue to be confirmed

Phase 3 - Implementation

16 – 27 May6 – 24 June

- Vacancy Preference Process- Interviews- Notification of any individuals “at risk” of redundancy

By end June Final outcomes of phase 3

1 July 2016 Transition to new structure



Documents

· Web viewThe Council is challenging all areas of expenditure to address the budget gap, with a fundamental review of all services being undertaken so that we challenge both areas