Policy -Redundancy v2.1

Policy – Redundancy Policy Policy approved by Date approved Date implemented Policy owner Review date Full council 27/02/07 01/04/07 SV 01/04/10

Prior to contacting Human Resources regarding the content of this policy, it is recommended that you refer to the most up to date version on the intranet and the relevant guides. As is the case with all intranet documents, this policy is subject to regular review due to legislative and policy changes. The latest versions of all Human Resource documents can be found on the HR intranet pages.

Version No. Date approved Approved by Amendment v1.0 27/02/07 Full council New policy v1.1 25/04/18 Andrea Malam Reformatting v2.0 24/08/18 Andrea Malam Reformatting v2.1 08/05/19 Andrea Malam TERM 1 form added

1. PURPOSE

Denbighshire County Council will seek to avoid redundancies where possible. Where it is unavoidable, the authoritywill deal with the issue in a fair and equitable manner.

Redundancy is defined by the Employment Rights Act 1996 as a dismissal attributable wholly or mainly to:

An employer ceasing, or intending to cease, to carry on the business for the purpose of which the employeewas employed or, has ceased or, intends to cease, to carry on that business in the place where the employeewas employed.

The requirements of that business for employees to carry out work of a particular kind, or for employees to carryout work of a particular kind in the place they were employed, have ceased or diminished, or are expected tocease or diminish.

2. SCOPE

This policy will apply to all employees of Denbighshire County Council with the exception of:

• Staff appointed by School Governing Body• Directors and Heads of Service – separate National procedures shall be applied

3. MEASURES TO AVOID COMPULSORY REDUNDANCIES

The authority will take all reasonable steps to avoid compulsory redundancies by considering alternatives; forexample:

• Seeking applications for early retirement or voluntary redundancy• Seeking applications from existing employees to work flexibly Laying off casual or contract staff (this does not

include fixed- term employees)• Restrictions on recruitment Reduction or banning of overtime• Filling vacancies from existing or at risk employees Retraining and redeployment to other parts of the authority

The authority will consider all reasonable alternatives put forward by employees or their representatives.

4. VOLUNTARY REDUNDANCY

The Authority may seek applications for voluntary redundancy as an alternative to compulsory redundancy. Thedecision whether to seek voluntary applications will be made at the onset of a redundancy exercise and the terms andeligibility will be clearly defined and communicated to relevant employees.

Where volunteers for redundancy are sought, the Authority reserves the right to refuse an application for voluntaryredundancy on operational or other business grounds.

5. CONSULTATION

It is good practice to consult with both the employee concerned and their representatives whether there is a legalrequirement to do so or not.

Consultation imposes an obligation on the authority to negotiate with a view to reaching an agreement. Forconsultation to be effective it must commence at an early stage in the process so that it can influence the finaldecision.

5.1 CONSULTATION WITH INDIVIDUALS

Consultation with trade union representatives should not replace consultation with an employee on an individual level. This means that the employee should be informed, as soon as practicable, that their post is potentially redundant and be given an opportunity to comment or make representations prior to any decision to dismiss being taken.

Where it is necessary to seek agreement from Cabinet or any other means to effect a redundancy, consultation with the employee should commence before the report is submitted. When consulting with the employee, the employee has the right to representation by an employee representative, single trade union representative or a colleague.

Managers should ensure that employees who are absent from the work place for example on maternity leave or sick leave are not overlooked during the consultation process

5.2 CONSULTATION WITH RECOGNISED TRADE UNIONS

The authority will consult with the recognised trade unions in all cases of redundancy. This will commence in good time with a view to avoiding dismissals, reducing the number of employees to be dismissed and mitigating the consequences of dismissal.

It may be necessary to consult with trade unions prior to consulting with individuals. If this is the case, the trade unions representatives will be expected to maintain confidentiality at all times.

Where the authority is planning to make 20 or more people redundant at one establishment over a 90 day period, there is a legal requirement to consult the recognised trade unions.

If 100 or more employees are to be dismissed over a period of 90 days or less, then the consultation must begin at least 90 days before the first dismissal takes effect.

If less than a 100, but at least 20 employees are to be dismissed over 30 days of less, the consultation must begin at least 30 days before the date of the first dismissal.

If less than 20 employees are to be dismissed, consultation must begin as soon as is practicable.

In calculating the number of employees affected, it will be necessary to include the number of employees who may redeployed as a result of the exercise.

Notices of dismissal for redundancy will not be served until the consultation period has ended.

6. IMPLEMENTATION OF REDUNDANCIES

The authority will initially determine which positions are affected by the proposed changes and thereby identify theredundancy selection pool. There is no minimum or maximum number of employees who can be included in a pool forredundancy and if a specific job is identified which is unique and performed by only one person, it will be appropriateto have a pool of one.

When identifying the selection pool, the authority will give due consideration to bumping or transferred redundancy.This is the when the potentially redundant employee is transferred into the role of another employee who is notredundant and that other employee is dismissed as a result.

Where it is necessary to make selections for redundancy, the process for selection will be in accordance with appendix a.

Selection will not be influenced in any way by the employee’s gender, race, ethnic origin, nationality, colour, religion, disability, marital status, TU membership, age, political beliefs or sexual orientation.

The authority will determine who will apply the criteria and make the selections. Wherever possible, no less than two senior managers will apply the criteria along with a HR Officer.

Any information used for the selection criteria must be evidenced. If there is no evidence to support the information then it cannot be used.

7. INFORMING EMPLOYEES

Once the decision has been made as who will be made redundant the line manager must write to all affectedemployees inviting them to individual meetings to discuss the potential redundancy of their post and provide them witha copy of their own Redundancy Selection Scoring Sheet (if applicable). The letter should state clearly the reason forthe meeting and include the right to be represented at the meeting by an employee representative, a single tradeunion representative or colleague.

At the meeting the employee and the line manager should go through the Redundancy Selection Scoring Sheet (ifapplicable) and discuss the outcome of the selection procedure. For employees who are unsuccessful, the linemanager must be able to give specific reason why they are being made redundant. During this meeting, the linemanager should inform the employee of redeployment procedure (if appropriate) and ensure that they are aware ofthe Council advertisement policy.

The line manager should write to the employee confirming the outcome of the meeting and informing them of theirright of appeal. If the employee wishes to appeal, it must be received in writing by the Head of Personnel, within 10working days of receipt of the formal notification of the redundancy

8. REDEPLOYMENT

The Authority will make every effort to seek suitable alternative employment for employees who are affected byredundancy in accordance with the Redeployment of Staff Procedure.

Where suitable alternative employment is found, the notice of redundancy will be withdrawn. Employees whounreasonably refuse an offer of suitable alternative employment will not be entitled to a redundancy payment.

The employee will be given a four week trial period in the alternative employment. The purpose of the trail period is togive the employee a chance to decide whether the new job is suitable without necessarily losing the right to aredundancy payment.

The authority will also use the trial period to assess the employee’s suitability for the alternative post. If the authoritydecides that the alternative employment is unsuitable, the employee will be entitled to a redundancy payment undertheir original contract.

Employees who are redeployed due to redundancy do not get relocation expenses or pay protection, unless there is aviable business reason for the authority to award pay protection.

9. NOTICE PERIOD

The employee will be entitled to a minimum of one week’s notice for every completed year of service up to a maximumof 12 weeks.

Employees will normally be required to work their notice period.

The authority may in certain circumstances place the redundant employee on garden leave for the duration of theirnotice. This effectively means that the authority does not require the employee to attend work and they are placed onleave with immediate effect.

During this time, the employee will continue to receive their salary and accrue statutory employment rights. The authority reserve the right to request an employee on garden leave to attend work at any time during their normal contracted hours and the employee will be obliged to attend. The employee will not be allowed to work for another employer whilst they are on garden leave.

Employees will be allowed reasonable time off work during their notice period to seek alternative employment and/or retraining opportunities. Where an employee is successful in obtaining alternative employment outside of the Council or with any employer covered by the modification order, an early release date may be agreed at the Authority’s discretion. In these circumstances, the employee would forfeit the balance of any outstanding notice entitlement but would still be entitled to a statutory redundancy payment.

10. REDUNDANCY PAYMENTS

To qualify for a redundancy payment, an employee must have at least two years’ continuous service with the authority,or associated employer as to which the Redundancy Payment Modification Order (Local Government) 1983 (asamended) applies.

An up to date Modification Order can be found at http://www.lg- employers.gov.uk/relations/law/issues/modification.html

10.1 EMPLOYEES UNDER 55

Redundancy payments will be in accordance with the enhanced redundancy calculation table available in appendix b. This depends on age and length of service and is calculated on the basis of completed years of service with the employer up to a maximum of 20 years.

The term “a week’s pay” for employees whose remuneration for normal working hours does not vary with the amount of work done in the period, is the amount payable by the authority to the employee under the current contract of employment for working their normal hours in a week. Where there are no normal working hours, a week’s pay is the average remuneration in the period 12 weeks preceding the date on which the last complete week ended, excluding any week in which no remuneration was earned.

Subject to the overall benefit and interest of the authority being determined, calculation will normally be based upon Actual Pay rather than the Statutory Maximum.

Continuous service will include continuous previous service with any public authority to which the Redundancy Payment Modification Order (Local Government) 1983 (as amended) applies.

If there is a break of more than a week (running from Sunday to Saturday) between two contracts, continuity will be broken (except where there is a redundancy and a new job is taken up within 4 weeks).

If an employee unreasonably refuses an offer of suitable alternative employment, then he or she will not be entitled to a redundancy payment.

10.2 EMPLOYEES OVER 55

An employee over 55 whose employment is terminated due to redundancy will receive an enhanced redundancy payment in accordance with appendix b and if eligible for Local Government Pension, unreduced basic pension benefits (further details available in the Early Termination of Employment (Discretionary Payments) Policy).

11. FIXED TERM EMPLOYEES

An employer cannot select a fixed-term employee for redundancy purely because he or she is employed on a fixedterm contract, unless this criterion can be objectively justified. The ability of an employer to objectively justify the lessfavourable treatment and establish that the dismissal was fair will depend on the circumstances. For example, wherean employer has engaged a team of workers on fixed term contracts to perform a specific task, when the task iscompleted it may be able to justify dismissing those employees, rather than widening the pool for selection to includeother permanent employees who are performing similar work or who have similar skills and abilities.

Any waiver clause inserted into a fixed term contract after 1st October 2002 will be invalid. In the absence of a validwaiver clause, fixed term employees with at least two years’ continuous service will be entitled to a statutoryredundancy payment if they are dismissed.

Any waiver clause that was agreed before 1st October 2002 remains valid for the duration of the fixed-term contract.

Therefore, a fixed-term employee made redundant after 1st October 2002 would not be entitled to a redundancy payment if the contract contained a valid waiver clause that had been agreed before 1st October 2002. However, once the contract that contains a valid waiver clause comes to an end, it is not permissible to incorporate the waiver clause into any subsequent fixed- term contract. This is irrespective of whether the fixed-term contract is renewed, extended by agreement or the employee is offered a new contract.

12. RIGHT OF APPEAL

An employee who has been dismissed on the grounds of redundancy will be informed in writing of their right of appealagainst the decision to dismiss and/or the calculation of any payments associated with redundancy. The appeal mustbe received in writing by the Head of Personnel, within 10 working days of receipt of the formal notification ofredundancy.

MANAGEMENT GUIDELINES

These Guidelines are intended to help and support managers involved in a redundancy situations.

1. SUPPORTING EMPLOYEES

Great sensitivity is required when dealing with a person who is facing redundancy. She/he may be angry, worried orupset and this may affect their work and relationships with others. Although it is important that this behaviour does notbecome unacceptable a compassionate approach should be taken.

2. COUNSELLING AND SUPPORT

An individual who is facing redundancy may wish to contact the Occupational Health unit of the PersonnelDepartment, in confidence, at any stage. They can provide counselling and support or make arrangements for referralto an external counselling service should this be necessary. It is vital that psychological health is maintained as far aspossible.

3. RIGHT TO BE ACCOMPANIED

When meeting with employees either collectively or on an individual basis, the employee has the right to berepresented by an employee representative, single trade union representative or colleague.

4. DISABLED EMPLOYEES

Any disabled employee involved in the procedure is entitled to have reasonable adjustments made for them. It isrecommended that the disabled person is asked what kind of adjustments they require.

5. CONSULTATION

In order for consultation to be meaningful it is important that it commences at an early stage in the process so that itcan influence the final decision.

When undertaking consultation, the manager needs to ensure that he/she has identified the risk group and that theyare all involved in the consultation. If there is an employee who is absent from the work place for example on maternityleave or sick leave, the manager must ensure that they are involved in the consultation process. This may need to bedone in writing, or via a home visit.

6. SELECTION CRITERIA

The manager must ensure that any information used in completing the Selection Criteria can be evidence.

Examples of evidence for each category can be found below:

6.1 PERFORMANCE AND CAPABILITY

• Appraisal documentation Supervision Notes Capability documentation• Examples of work undertaken• Recorded observations from the manager

6.2 ADAPTABILITY AND FLEXIBILITY

• Appraisal documentation Personal records Training records supervision Notes• Examples of work undertaken• Recorded observations from the manager

6.3 ATTITUDE AND CO-OPERATION

• Appraisal documentation Supervision Notes• Examples of work undertaken• Recorded observations from the manager

6.4 TIMEKEEPING

• Flexi records Timekeeping records Valid disciplinary records• Recorded observations from the Manager

6.5 ATTENDANCE

• HR system

6.6 CONDUCT

• Valid Disciplinary Records

7. RECORDED OBSERVATIONS FROM MANAGER

Recorded observations can be in the form of letters or memos to individuals; files notes; diary notes or minutes frommeetings. It is not sufficient for the manager to refer to an incident if there is no written record of it available.

It is therefore important for managers to record the date and time of the incident and any action taken. Questions willbe asked however if there are ample records of incidents available which have never been raised with the individualconcerned and in such cases it may be decided to discount the evidence collated.

Managers must therefore ensure that they deal with any concerns they may have and where necessary take formalaction against the individual in accordance with Council policy.

8. VOLUNTARY REDUNDANCY/ALTERNATIVE EMPLOYMENT

The aim must always be to keep employees in employment. Where the employee is facing redundancy but analternative suitable post has been identified, the employee should be offered the post even if they have indicated thatthey would prefer to take redundancy. If the employee subsequently turns down the offer of alternative employment,redundancy pay must be withheld.

When considering applications from volunteers, managers should look at the economic viability; the impact on theservice; and unless a business case can be made in support of the application then it should be refused.

9. GRIEVANCE RAISED DURING OTHER PROCEEDINGS E.G. DISCIPLINARY, REDUDANCY ETC.

There may be occasions where an employee, who is subject to another procedure, raises a grievance. The way inwhich this is handled will depend on the facts of each case. An assessment of the facts should take into account howthe grievance is related (if at all) to the matter in hand.

Whether or not the grievance and the ongoing case are associated will be determined by the appointed Deciding Officerof the case.

WHERE THE GRIEVANCE AND OTHER CASE ARE RELATED In exceptional circumstances it may be appropriate to temporarily hold the ongoing proceedings while the grievance matter is investigated further. The aim here is to establish whether the complaint has a material impact on the case and eventual outcome.

Be mindful that other ongoing proceedings should not be delayed unnecessarily.

WHERE THE GRIEVANCE AND THE OTHER CASE ARE NOT CONSIDERED TO BE RELATED In such cases it is advised that both cases are dealt with separately and that they run concurrently. The proceedings of the case in question may not be impacted by the grievance raised and should therefore be able to continue as planned.

Refer to the Grievance procedure for details relating to the grievance process.

Selection Criteria

Maximum points available = 150

A. Performance and Capability

This factor measures the level of quantitative work produced on a daily basis at a consistent level in the current job. It also considers the level of initiative shown by the employee and their capabilities in their current job.

Score A highly productive employee who continually sets new and challenging goals for self. Identifies systems and new methods of service delivery to improve quality. Displays a high level of initiative and consistently exceeds acceptable standards of performance. Over and above achieves job objectives within the agreed target deadline date.

25

A self motivated employee who sets new and challenging goals for self and produces work of an expected level. Able to work with minimum of supervision and guidance. Regularly ensures appropriate standards of performance are met. Fully achieves job objectives within the agreed target deadline date.

17

An employee who is aware of the impact of decisions and actions on other individuals and departments. Sometimes sets goals and produces at the required level under the expected degree of supervision/guidance. Occasionally accepts low standards of performance from self and others. Partially achieves job objectives within the agreed target deadline date.

10

An employee who is uninterested in improving their own performance and fails to consider the impact of decisions and actions on other individuals and departments. Requires constant supervision and/or guidance, blames others and is easily discouraged. Issues may have been considered under the Capability Procedure and has not achieved job objective within the agreed target deadline date.

0

B. Adaptability and Flexibility

This factor considers the employee’s additional skills and/or experience which can be usefully transferred, to suit the current and future needs of the authority (including a willingness to learn new skills).

Score The employee has additional skills and/or experience which are readily transferable without further training and can carry out the majority of work in the department to a high level of consistency. They have the potential to be promoted into another role within 12 months.

25 The employee has additional skills and/or experience but the level is confined to a more limited range of work. They have the potential, but promotion into another role would not be for at least 12 months. 17 The employee has no readily transferable skills or minimal experience without undergoing significant retraining. They do not have potential for promotion into another role. 7

C. Attitude and Co-operation

This factor measures such qualities as a general enthusiasm and commitment to completing tasks and work

Score Very co-operative and performs tasks outside the normal sphere of job without being instructed. Adopts different team roles and inspires others to contribute. Identifies and uses new opportunities to enhance customer service. Always gives customers first priority.

25

Generally co-operates well within the normal scope of job. Committed to the team and its goals. Gives customers priority.

17

Only does what is reasonable and only if instructed by supervision. Some contribution to team effort and demonstrates some understanding of customer needs.

10

Generally uncooperative. Limited contribution to team effort and puts own priorities before that of customers and the team. Does not understand customer needs.

3

D. AttendanceThis factor considers total absence and will be based on the number of Bradford Points accumulated by the employee over the preceding two year period. Absences relating to maternity, paternity, compassionate leave, emergency leave and disability related illnesses should be disregarded for this purpose.

Number of Bradford Points in the preceding 2 years Score 0 25 1 - 299 20 300 -399 15 400 - 499 10 500+ 0

E. Conduct

This factor considers the employee’s disciplinary record in the preceding 12 months and will take into account any current warnings. Disciplinary Sanction (following instigation of Disciplinary Proceedings) Score

No disciplinary action 25 Informal action 17 Written Warning 10 Final Warning 0

F. Time keeping

This factor considers the employee’s time keeping over the preceding 12 months. Flexi records and late attendances will be taken into account. Time keeping Score

Excellent record 25 Good record 17 Fair record 10 Poor record 5

Further guidance will be developed to support the criteria for time keeping and will be shared with the trade unions in due course.

ADPC2EA.tmp1. PURPOSE2. SCOPE3. MEASURES TO AVOID COMPULSORY REDUNDANCIES4. VOLUNTARY REDUNDANCY5. CONSULTATION5.1 CONSULTATION WITH INDIVIDUALS5.2 CONSULTATION WITH RECOGNISED TRADE UNIONS6. IMPLEMENTATION OF REDUNDANCIES7. INFORMING EMPLOYEES8. REDEPLOYMENT9. NOTICE PERIOD10. REDUNDANCY PAYMENTS10.1 EMPLOYEES UNDER 5510.2 EMPLOYEES OVER 5511. FIXED TERM EMPLOYEES12. RIGHT OF APPEALMANAGEMENT GUIDELINES1. SUPPORTING EMPLOYEES2. COUNSELLING AND SUPPORT3. RIGHT TO BE ACCOMPANIED4. DISABLED EMPLOYEES5. CONSULTATION6. SELECTION CRITERIA6.1 PERFORMANCE AND CAPABILITY6.2 ADAPTABILITY AND FLEXIBILITY6.3 ATTITUDE AND CO-OPERATION6.4 TIMEKEEPING6.5 ATTENDANCE6.6 CONDUCT7. RECORDED OBSERVATIONS FROM MANAGER8. VOLUNTARY REDUNDANCY/ALTERNATIVE EMPLOYMENT9. GRIEVANCE RAISED DURING OTHER PROCEEDINGS E.G. DISCIPLINARY, REDUDANCY ETC.WHERE THE GRIEVANCE AND OTHER CASE ARE RELATEDWHERE THE GRIEVANCE AND THE OTHER CASE ARE NOT CONSIDERED TO BE RELATED

ADP240E.tmpA. Performance and CapabilityB. Adaptability and FlexibilityC. Attitude and Co-operationD. AttendanceE. ConductF. Time keeping

Sheet1

Redunancy PaymentsAppendix A

45 week table

Service (Years)

234567891011121314151617181920

Age

181.52.253

191.52.2533.75

201.52.2533.754.5

211.52.2533.754.55.25

221.52.2533.754.55.256

232.2533.754.55.2566.757.5

2433.754.55.2566.757.58.259

2534.55.2566.757.58.2599.7510.5

2634.566.757.58.2599.7510.511.2512

2734.567.58.2599.7510.511.251212.7513.5

2834.567.599.7510.511.251212.7513.514.2515

2934.567.5910.511.251212.7513.514.251515.7516.5

3034.567.5910.51212.7513.514.251515.7516.517.2518

3134.567.5910.51213.514.251515.7516.517.251818.7519.5

3234.567.5910.51213.51515.7516.517.251818.7519.520.2521

3334.567.5910.51213.51516.517.251818.7519.520.252121.7522.5

3434.567.5910.51213.51516.51818.7519.520.252121.7522.523.2524

3534.567.5910.51213.51516.51819.520.252121.7522.523.252424.75

3634.567.5910.51213.51516.51819.52121.7522.523.252424.7525.5

3734.567.5910.51213.51516.51819.52122.523.252424.7525.526.25

3834.567.5910.51213.51516.51819.52122.52424.7525.526.2527

3934.567.5910.51213.51516.51819.52122.52425.526.252727.75

4034.567.5910.51213.51516.51819.52122.52425.52727.7528.5

4134.567.5910.51213.51516.51819.52122.52425.52728.529.25

423.755.256.758.259.7511.2512.7514.2515.7517.2518.7520.2521.7523.2524.7526.2527.7529.2530.75

434.567.5910.51213.51516.51819.52122.52425.52728.53031.5

444.56.758.259.7511.2512.7514.2515.7517.2518.7520.2521.7523.2524.7526.2527.7529.2530.7532.25

454.56.75910.51213.51516.51819.52122.52425.52728.53031.533

464.56.75911.2512.7514.2515.7517.2518.7520.2521.7523.2524.7526.2527.7529.2530.7532.2533.75

474.56.75911.2513.51516.51819.52122.52425.52728.53031.53334.5

484.56.75911.2513.515.7517.2518.7520.2521.7523.2524.7526.2527.7529.2530.7532.2533.7535.25

494.56.75911.2513.515.751819.52122.52425.52728.53031.53334.536

504.56.75911.2513.515.751820.2521.7523.2524.7526.2527.7529.2530.7532.2533.7535.2536.75

514.56.75911.2513.515.751820.2522.52425.52728.53031.53334.53637.5

524.56.75911.2513.515.751820.2522.524.7526.2527.7529.2530.7532.2533.7535.2536.7538.25

534.56.75911.2513.515.751820.2522.524.752728.53031.53334.53637.539

544.56.75911.2513.515.751820.2522.524.752729.2530.7532.2533.7535.2536.7538.2539.75

554.56.75911.2513.515.751820.2522.524.752729.2531.53334.53637.53940.5

564.56.75911.2513.515.751820.2522.524.752729.2531.533.7535.2536.7538.2539.7541.25

574.56.75911.2513.515.751820.2522.524.752729.2531.533.753637.53940.542

584.56.75911.2513.515.751820.2522.524.752729.2531.533.753638.2539.7541.2542.75

594.56.75911.2513.515.751820.2522.524.752729.2531.533.753638.2540.54243.5

604.56.75911.2513.515.751820.2522.524.752729.2531.533.753638.2540.542.7544.25

61+4.56.75911.2513.515.751820.2522.524.752729.2531.533.753638.2540.542.7545

Sheet2

Sheet3

TERM1UPDATEV1.3

TERM 1 FORM

RETIREMENT / REDUNDANCY AUTHORISATION FORM

FULL NAMEDEPT

POSTPAY REF

FLEXIBLE RETIRMENTNEW FTE %

TERMINATION DATEBUDGET CODE

REASON FOR LEAVING (PLEASE SELECT)

REDUNDANCY ONLYEFFICIENCY RETIREMENTFLEXIBLE RETIREMENT

(Returning on lower grade or minimum of one day reduction per week)

REDUNDANCY RETIREMENT85 YEAR RULE "SWITCH ON"

(No reductions to employees service prior to 2008 where a member’s service and age equal 85 before age 65 )

EMPLOYER COSTS

CURRENT YEAR (f) FINANCIAL YEAR 2 (g)FINANCIAL YEAR 3 (h)FINANCIAL YEAR 4 (I)

(i) TOTAL COST IN YEAR OF EMPLOYEE INCLUDING REDUCTIONS (from CP projections)£0£0£0£0

a) PENSION STRAIN COST (from form EST2)£0£0£0£0

b) REDUNDANCY OR EFFICIENCY PAYMENT (from form EST2)£0£0£0£0

c) OTHER PAYMENT e.g pay in lieu etc.£0£0£0£0

TOTAL COST £0£0£0£0

d) LESS CURRENT SALARY BUDGET AVAILABLE FOR POST IN EACH YEAR FINANCIAL YEAR. (CREDIT FIGURE)£0£0£0£0

e) ESTIMATED SALARY OF REPLACEMENT (IF REQUIRED)£0£0£0£0

FINAL TOTAL NET SAVING/COST£0£0£0£0£00£00

NOTES: Information at (a) and (b) above must be taken from form EST2 (EST 2 is the retirement/redundancy estimate form that payroll return with the information you need to answer a) & b), this information is requested via an EST1 form. Cost shown in (d) and ( e) must include incremental advancement.

£0

SAVING OVER 2 YEAR PERIOD (total of f + g)

£0

SAVING OVER 3 YEAR PERIOD (total of f + g + h)

£0

SAVING OVER 4 YEAR PERIOD (total of f + g + h + I)

ADDITIONAL / SUPPORTING INFORMATION (To include how any costs are being funded and how savings impact on the budget position)please add an additional sheet if required

AUTHORISING SIGNATORIES

HEAD OF SERVICE

DATE

APPROPRIATE SENIOR FINANCE & ASSURANCE OFFICER

DATE

CHIEF FINANCE OFFICER S151

DATE

HEAD OF H.R

DATE

FLOW

TERM 1 REDUNDANCY/RETIRMENT PROCEDURE FLOW

0

0

CHIEF FINANCE OFFICER S151

Inception by Head of Service of the potential Redundancy/ Retirement of employee.

Contacts relevant Senior Finance & Assurance Officer (SFAO) & HR to discuss and present business case.

HR send EST2 form to payroll for completion of Redundancy/Pension strain estimates.

Term 1 form (see attached) to be sent to SFAO to complete columns (f) to (i) via information from EST2.

Service Manager (where relevant) & SFAO agree figures and finalise form including any required supporting additional comments.

If saving achieved over 3 or 4 year period , manager & SFAO sign off form and send to relevant HoS for approval with Business Case.

HoS sends to Chief Finance Officer and Head of HR panel meeting for agreement & completion of signatures.

If agreement received HR commence relevant Redundancy/Retirement Policy Procedure with employee.

FAILURE TO COMPLETE ALL THE ABOVE ACTIONS AND NON COMPLETION OF THE TERM 1 FORM WILL RESULT IN NON PAYMENT TO EMPLOYEE ON DATE OF TERMINATION FROM THE AUTHORITY.

Redundancy Selection Scoring Sheet

Name: ………….……………………… Post: ………….………………………

Completed by:

Name of 1st Manager: ……………………………………..

Position of 1st Manager: ……………………………………..

Name of 2nd Manager: ……………………………………..

Position of 2nd Manager: ……………………………………..

Name of HR Representative: ……………………………………..

Criteria

Score

Evidence

A. Performance and Capability

B. Adaptability and Flexibility

C. Attitude and Co-operation

D. Timekeeping

E. Attendance

F. Conduct

Total Score

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