Management of Employee Establishment & Vacancies Procedures

Introduction

1.1 NLL is committed to providing value for money through managing its people and skills resources effectively. The maintenance of accurate establishment information is critical to meaningful forward planning from both a budgetary and workforce planning perspective. NLL does this through maintaining an Employee Establishment which ensures the costs, locations and grading of employees are recorded and authorised correctly as part of the organisation’s budgetary control and corporate governance processes.

What is the Employee Establishment?

2.1 NLL has an agreed employment establishment for each service area. This is a detailed list of posts which exist following agreed funding, together with the employees or vacancies that are linked to these posts. This establishment is held and controlled by the HR Section who work closely with the Finance Section to maintain this.

2.2 The purpose of an Establishment Control Procedure is:

To maintain the Trust’s agreed funded establishment and to support financial control over pay expenditure.
To identify the number and type of vacancies within the Trust at any time.
To identify any skill mix and training issues.

Changes to the Employee Establishment

3.1 Changing the Employment Establishment effectively means any changes involving posts or budget information already contained on the agreed employment establishment. The following are examples of changes to the establishment:

Creation of a new post
Deletion of an existing post
A change to the grade, hours, location or cost centre code of an existing post.
A pay increase

3.2 Please note that a change to grade can only be approved by the relevant CMT member providing that it is in relation to an existing job which has been evaluated by a trained Job Analyst within the HR Section. A new post/revised grade can only be implemented following the submission of a Job Description and Employee Specification.

3.3 The employee establishment is updated on a monthly basis by the HR Team in terms of people i.e. new starts, leavers and changes and all relevant changes are communicated to the Finance Team to allow them to update budgets accordingly.

3.4 Approval for all changes to the Employee Establishment must be sought through a Business Case. The next section explains the process for seeking approval to change the establishment through a business Case.

Business Cases

4.1 Business Cases are required for all proposed developments and must have appropriate input and support from the HR and Finance Sections. In particular any implications for existing staff must be considered, all proposals to create posts must be discussed with HR at an early stage and a Job Description and Employee Specification prepared for job evaluation purposes. The source of funding must be identified and confirmed by the Finance Team prior to submission ensuring all associated costs are accurate and provide an additional check to ensure that all financial considerations have been taken into account.

4.2 All final Business Cases should be submitted to the HR Section and the Management Accounts Team within Finance in the first instance who will review the submissions and suggest changes where necessary, thereafter this will be forwarded to the relevant Head of Service, Head of HR & Payroll, Head of Finance and IT and finally the Managing Director for approval.

4.3 Following approval, the relevant Head of Service should notify the appropriate manager. The HR Section will also contact the manager to ensure that the proposals approved are implemented as quickly as possible.

4.4 All Business Cases must include a proposed implementation date; this date must be within 4 weeks of the approval date and it is manager’s responsibility to ensure this date is met. Where this is not possible, the manger must email their Head of Service to advise the reasons for this, who in turn must advise the Head of HR & Payroll and the Head of Finance and IT. Whilst the HR Section will maintain contact with managers to ensure all proposals are implemented within this timescale, all CMT members should periodically check that approved Business Cases have been implemented.

4.5 A Business Case Template is attached in Appendix 1.

4.6 For further guidance on the completion of this template please contact the HR/Finance Section, as appropriate.

Vacancy Management

5.1 When a manager becomes aware that a member of their team are leaving, they should complete a PYO1 for the individual immediately and submit this together with a letter of resignation (where appropriate), to the HR Section.

5.2 Managers are responsible for reviewing the need for a post when it becomes vacant, taking into account factors such as changing service needs. Consideration should be given to whether the post is required in the same format i.e. full time/part time or whether the duties could be delivered more effectively by redesigning roles. When it is decided to recruit to a post, managers should always review the Job Description and Employee Specification prior to recruitment.

5.3 To arrange for a vacant post to be advertised, managers must fully complete an Advert Request Form and submit this to the HR Section. An Advert Request Form is attached in Appendix 2.

5.4 On receipt of an Advert Request Form, the HR Section will verify that the post exists in the current establishment and that this is currently vacant.

5.5 Prior to advertising, approval will be sought from the relevant Head of Service, Head of HR & Payroll and Managing Director.

5.6 All posts will be advertised in accordance with NLL’s Recruitment Policy.

5.7 In the event that a post is left vacant on the establishment for a period of 3 months, the HR Section will raise this with the relevant Head of Service with the proposal to delete this. Where the Head of Service approves an extension to this, approval must be sought from the Head of HR & Payroll, Head of Finance and IT and the Managing Director.

Where a post is deleted from the establishment, the relevant budget will be removed immediately from the relevant venue/service.

5.8 Managers must ensure that when covering vacant posts during the recruitment and selection process, they use staff on variable contracts in the first instance and thereafter casual staff. Under no circumstances should one casual member of staff cover a vacancy until this is filled as this has significant legal implications for the organisation.

BUSINESS CASE

Project Name
Draft / Final
Submitting Officer

Approvals:

Officer	Name	Date	Signature
Section Manager
Head of HR & Payroll
Head of Finance & IT
Managing Director

Complete the following sections along with Appendices 1 & 2

Please note business cases will not be reviewed unless these appendices are submitted

Purpose of the Business Case

Background to the Business Case

Proposed Implementation Date

Note: This should be within 4 weeks of the approval date – any deviation for this will need written consent from a CMT member.

HR Implications

Provide an outline and explanation of the HR Implications and complete Appendix 1

Finance Implications

Provide an outline and explanation of the Finance Implications & complete Appendix 2 along with the Finance Summary below

BUDGET VIREMENT
	£
NLC Management Fee
Access NL Memberships
Swimming Lessons
Other Leisure Income
Catering, Merchandising & Rental
External Grants / Project Funding
Finance & Investment Income
NLL Trading CIC
TOTAL INCOME

Cost of Sales
Employee Costs
Property Costs
Supplies & services
Transport & plant
Administration Costs
Payments to Other Bodies
Central Costs
Governance Costs
TOTAL EXPENDITURE

NET EXPENDITURE

Recommendations

Post

Grade

FTE

Rate of Pay

Hours of Work

Salary Costs (Mid point for vacancies)

On-Costs (28%)

Proposed Adjustment i.e. Create/Delete/Reconfigure

Post

Grade

FTE

Rate of Pay

Hours of Work

Salary Costs (Mid point for vacancies)

On-Costs (28%)

Total Costs/ Saving

Total

Less Recurring costs (e.g Strain on the Fund)

Total Net Annual Saving

						Virement Movement
	BUDGET VIREMENT

		L6050		L	L	Total
	Income from Generated Funds

	Catering

1000	Café Income					-
1001	In-house vending					-
1002	External Hospitality					-
1003	Internal Hospitality					-
	Total Catering Income			-	-	-

	Merchandising

1100	Retail sales					-
	Total Merchandising Income			-	-	-

	Total Catering & Merchandising Income			-	-	-

	Rental

1200	Tenants					-
1201	Sub Lets					-
1202	Room Hire - Events					-
	Total Rental Income			-	-	-

1301	Investment Income

1300	Bank Interest					-
1301	Investment Income					-
1302	FRS17 Income					-
	Total Bank & Other Interest			-	-	-

	TOTAL INCOME FROM GENERATED FUNDS			-	-	-

	Income from Operating Activities

	Leisure Income
1500	Aquatics					-
1501	Swimming Lessons					-
1502	Waterworld					-
1503	Access NL Memberships					-
1504	Athletics					-
1505	Ballsports					-
1506	Fitness					-
1507	Football					-
1508	Golf					-
1509	Ice					-
1510	Martial Arts					-
1511	Raquet Sports					-
1512	Birthday Parties					-
1513	Softplay					-
1514	Non Sport Activities					-
1515	Inclusion					-
1516	Outreach					-
1517	Miscellaneous					-
1518	Training					-
1519	Sport Development					-
1520	Ice Skating Lessons					-
	Total Leisure Income			-	-	-

	Finance Income
1600	Other Grants					-
1601	Internal Recharge					-
	Total Finance Income			-	-	-

	TOTAL INCOME FROM OPERATING ACTIVITIES			-	-	-

1700	Management Fee					-
	Income from Contract with NLC			-	-	-

	Restricted Income
1800	Designated Grants					-
1801	Recharge to External Bodies					-
	Total Restricted Income			-	-	-

	TOTAL INCOME FROM CHARITABLE ACTIVITIES			-	-	-

	TOTAL INCOME			-	-	-


	Cost of Generating Funds

	Cost of Sales
2001	Alcohol Purchases					-
2002	Vending Purhcases - food					-
2003	Vending Purhcases - soft drinks					-
2004	Catering Consumables					-
	Total Cost of Sales			-	-	-

	Leases
2100	Machine Rentals					-
2101	Catering Hire / Lease					-
	Total Leases			-	-	-

5001	Repairs & Maintenance
2200	Catering Repairs					-
2201	Catering Maintenance					-
	Total Repairs & Maintenance			-	-	-

	Total Catering			-	-	-

	Stock for Resale
2500	Retail purchases					-
	Total Merchandising			-	-	-

	TOTAL COST OF GENERATING FUNDS			-	-	-

	Employee Costs

3000	Instr. Basic Pay					-
3001	Instr. Overtime					-
	Instructors			-	-	-

3100	APT&C Basic Pay
3101	APT&C Maternity Pay
3102	APT&C Sick Pay
3103	APT&C Overtime
3104	APT&C Contractual Over Time
3105	APT&C Other Pay Items
	APT&C Salaries

3200	Manual Basic
3201	Manual Maternity Pay
3202	Manual Sick Pay
3203	Manual Overtime
3204	Manual Contractual O/T
3205	Manual Other Pay Items
	Manual Workers

3300	Sess Staff Basic Pay / Arrears
3301	Sess Staff Overtime
	Sessional Staff

3400	Superannuation - SPF
3401	Superannuation - Other
	Superannuation

3500	National Insurance
####	National Insurance

3600	Pensions Increases
3601	Strain On Fund Costs
3602	Frs17 Current Service Costs
3603	Redundancy Payments
3604	Payments In Lieu Of Notice
3605	Other Employee Costs
	Pension & Other Costs

	Total Employee Costs

	Property Costs

4000	Property Rates
4002	Property Insurance
4003	Public Liability
4004	Employers Liability
4005	Computer Insurance
4006	Motor Insurance
4007	Material Damage
4008	Business Interruption
4009	Money Insurance
4010	Libel & Slander
4011	Employee Dishonesty
4012	Personal Accident
4013	Business Travel
4014	Group Life
	Rates & Insurance

4050	Repairs
4051	Pre Planned Maintenance
4052	Contracted Maintenance
4053	Contractors
4054	Water Quality Testing
4055	Health & Safety Repairs
4056	Contract Payments
4057	Work Done by Sub-Contractors
####	Repairs & Maintenance

4080	Property Protection
4081	Security & Patrols Contracts
4082	External Cctv
	Security

4100	Upkeep Of Grounds
4101	Sweeping Car Parks
4102	Waste Disposal
4103	Skip Hire
	Grounds Maintenance

4200	Electricity					-
4201	Gas					-
4202	Oil					-
4203	Biomass Bolier					-
4204	Energy Advice					-
4205	Water Rates					-
	Energy & Water			-	-	-

4300	Cleaning Materials					-
4301	Window Cleaning					-
4302	Contract Cleaning					-
4303	Uplift Of Waste					-
4304	Hygiene Services					-
4305	Pool Chemicals					-
####	Cleaning Materials			-	-	-

4350	Accommodation Charges					-
4351	Other Property Costs					-
####	Other Property Costs			-	-	-

	Total Property Costs			-	-	-

	Supplies & Services

6000	Catering Equipment - Purchase					-
6001	Catering Equipment - Maintenance					-
6002	Catering Equipment - Rental					-
	Catering Equipment			-	-	-

6010	Office Equipment - Purchase					-
6011	Office Equipment - Maintenance					-
6012	Office Equipment - Rental					-
6013	Furniture & Fittings					-
	Office Equipment			-	-	-

6020	Sports Equipment - Purchase					-
6021	Sports Equipment - Maintenance					-
6022	Sports Equipment - Rental					-
	Sports Equipment			-	-	-

6030	Computer Equipment
6031	Computer Software					-
6032	Communications Equipment					-
6033	Computer Equipment - Maint					-
6034	Computer Equip - Rental					-
	ICT Equipment			-	-	-

6040	Uniforms					-
6041	Protective Clothing					-
####	Uniforms			-	-	-

6050	Newspapers & Publications					-
6051	Media Purchases					-
6052	Consumable Materials					-
6053	Medical Equipment					-
6054	Laundry					-
6055	Operational Leasing					-
6056	Other Supplies & Services					-
####	Other Supplies & Services			-	-	-

	Total Supplies & Services			-	-	-

	Transport Costs

5000	Plant & Machinery					-
5001	Repairs & Maintenance					-
	Purchases & Repais			-	-	-

5100	Fuel Allowance					-
5101	Lump Sum Allowance					-
5102	Mileage					-
5104	Fares					-
	Car Allowances			-	-	-

5150	Car Leasing Charges					-
5151	Car Leasing - Recoveries					-
5152	Car Leasing - Miscellaneous					-
	Car Leasing			-	-	-

5200	Vehicle Contract Hires					-
5201	Plant & Machinery C/Tract Hire					-
5202	Internal Hires					-
5203	Additional Work					-
5204	Fuel					-
	Contract Hire			-	-	-

5300	Other Transport Costs					-
####	Other Transport Costs			-	-	-

	Total Transport Costs			-	-	-

	Administration Costs

6100	Office Supplies					-
6102	Postages					-
6103	Passport To Leisure Services					-
	Stationery & Postage's			-	-	-

6120	Mobile Phone					-
6121	Telephones					-
####	Telephones			-	-	-

6150	Insurance					-
####	Insurance			-	-	-

6200	Training Courses
6201	Training - Travel & Subsistence					-
6202	Health & Safety Training					-
6203	Conference Fees & Travel					-
6204	Coach Education					-
6205	Development Initiative					-
6206	Elite Development					-
6207	Sports Development					-
####	Training			-	-	-

6250	Professional & Consultants Fees
6251	Group Fitness Instructors					-
6252	Golf Professional Fees					-
6253	Membership Fees					-
	Professional Fees			-	-	-

6260	Television Licences					-
6261	Sports & Entertainment Licenses					-
6262	Performing Rights Society					-
6263	Phono- Performance Licence					-
6264	Fitness Licences					-
	Licences			-	-	-

6300	Printing					-
6301	Photocopying					-
6302	Photographic Work					-
6303	Advertising					-
6304	Promotions					-
6305	Branding/Signage					-
6306	Graphic Design					-
6307	Mail Shots					-
	Printing & Marketing			-	-	-

6320	Projects					-
6321	Hospitality					-
6322	Provision For Doubtful Debt					-
6323	Other Administration Costs					-
	Other Admin Costs			-	-	-

	Total Administration Costs			-	-	-

	Payments to Other Bodies

6350	Payments to External Parties					-
6351	Subscriptions					-
6352	Sub - Contractors Payments					-
6353	Cash In Transit Contract					-
	Total Payments to Other Bodies			-	-	-

	Governance Costs

6400	External Audit Fee					-
6401	Internal Audit Fee					-
6402	Taxation Services					-
6403	Legal Advice					-
6404	Professional Advice					-
	Total Governance Costs			-	-	-

	Central Costs

6500	Bank Charges					-
6501	Provision For Depreciation					-
6502	Irrecoverable Vat					-
6503	Miscellaneous Costs					-
6504	Shorts & Overs					-
	Total Central Costs			-	-	-

	Total Charitable Activities			-	-	-

	TOTAL EXPENDITURE			-	-	-

	NET EXPENDITURE			-	-	-


	SUMMARY
	Total Income From Generated Funds	0	0	0	0	-
	Total Income From Charitable Activities	£0.00	0	0	0	-
	TOTAL INCOME	£0.00	-	-	-	£0
	Total Cost of Generating Funds	0	0	0	0	-
	Total Employee Costs	0	0	0	0	-
	Total Property Costs	0	0	0	0	-
	Total Supplies & Services	0	0	0	0	-
	Total Transport Costs	0	0	0	0	-
	Total Administration Costs	0	0	0	0	-
	Total Payments To Other Bodies	0	0	0	0	-
	Total Governance Costs	0	0	0	0	-
	Total Central Costs	0	0	0	0	-
	TOTAL EXPENDITURE	-	-	-	-	-
	NET EXPENDITURE	-	-	-	-	-

North Lanarkshire Leisure Ltd

ADVERTISING REQUEST

HUMAN RESOURCES
FACILITY:
Job Title:		Grade:
Hours: (please provide pattern of hours) Paid Breaks Yes No		Post Location: Location Post Code:
Permanent Temporary		Name of Previous Postholder:
If Temporary, please give reason and how long post is temporary for:		If temporary cover for existing employee, please give name of employee:
Additional Payments		Contact Manager
		Contact phone number

Is this a re-advertisement?		YES	NO

Previous reference number (if known):		NLL
How will this post be covered if not recruited e.g. relief/Overtime etc.?
What are the consequences/implications of not recruiting to post at this time?
Please provide the following information Where do you wish the job to be advertised? ) i.e. Job centre, Local press, National Press, Internally etc.)
Which publications are to be used (if appropriate):
Signed:	Designation:			Date:
Authorised by:	Designation:			Date:
SMT Decision:				Date:

North Lanarkshire Leisure Ltd

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