Service Plan 2004/05

Directorate: Corporate Services

Service Area: Human Resources

Produced by: Max Burton, Head of Human Resources

Phone Number: ext 3121

Location: County Hall

Date completed: 1^st September 2003

Services covered: Human Resources

Contents: Service Plan Summary, Structure and Budget, Previous Year’s Improvement Plan, Key Objectives, Key Performance Measures, Consultation, Resource Bids

1.Service Plan Summary-2004/05

Directorate & Service

Corporate Services, Human Resources

Service Description

Our aims are to support the Council and its employing Directorates in delivering quality services. As a support service tasked with providing the HR function we touch every corner of the Council’s work, providing specialist advice and support services on HR matters to Elected Members, Directors, managers and employees of the Council and, most importantly, leading the development of people management policies which are consistent with the Council’s overall strategic goals.

The HR function is being reorganised. To add true value to the organisation the HR function has to be seen to be proactive, not reactive, in supporting service managers with their key objectives and will be delivered through three service areas:

· EMPLOYMENT STRATEGY – a key area of the future HR function ensuring that all new employment legislation and best practice is incorporated into HR policies and procedures. Responsible for monitoring and producing workforce data and statistics for workforce planning purposes.

· BUSINESS SUPPORT – will provide the essential operational support activity to Directorates. Acting more as a people management consultancy service, it will provide an employee relations advisory service to line managers helping them to interpret and apply the Council’s employment policies and procedures to ensure consistency and fairness of application. Job evaluation, contract administration and other associated activities are also part of the Business Support Unit.

· ORGANISATIONAL EFFECTIVENESS– will provide the corporate training and development service, developing appropriate strategies to respond to the changing competence and training and development needs of the Council’s workforce and commissioning training as necessary.

Linked to statutory objectives

National KPI’s

Critical Success Factors (from section 4c)

Factor	Measured By	Reported as
User satisfaction	Annual survey of stakeholders	Percentage of users satisfied or very satisfied with service provided and percentage of users confirming service has improved.

Key Achievements from 2003/04:

• Raising awareness of people management issues through development of People Management Strategy
• Completion of employee survey

Key Objectives and Improvements for 2004/05:

• Developing a compelling employer brand
• Modernising recruitment and selection methods including on-line recruitment
• Developing flexible benefits
• Implementing redeployment/rehabilitation scheme
• Identifying a range of flexible working options
• Developing a competency framework
• Develop a new leadership and management development programme
• Ensuring all employees have regular performance and development reviews
• Improved use of workforce information for succession planning
• Devise employee communications strategy
• Define people management roles, responsibilities and standards

Longer term objectives:

• Improving ‘e-hr’
• Developing ‘positive action’ initiatives

Checklist

Issue	Please complete all rows Y/N-if N please give explanation
Service Plan agreed with Portfolio Holder	TBA
Links to corporate and key objectives and priorities	See above
Progressing e-government	Y - but dependent upon ICT
Issues from Staff Survey	Y - improved employee communication
Key Partner input to Service Plan	N/A

Issue	Please complete all rows Y/N-if N please give explanation
Equalities	Y
Section 17 - Crime & Disorder Act	Y
Risk Management	Y
Procurement	Y
GAGS	Y
Social Inclusion	Y
Environment and Sustainability	Y
Health and Safety	Y
Communication issues arising from your objectives/targets	Y

2. Structure and Budget 2004-05

Team	Workforce (FTE)	Staff Costs (£)	Other costs (£)
Management	1	69,500	5,000
Employment Strategy	1	32,200	20,500
Business Support	13	311,700	83,500
Organisational Effectiveness	8	217,500	125,500
Totals	23	630,900	234,500

Key Partners:

Riley HR Gardens – advertising agency

NHS Trust – occupational health

Training providers

Accommodation:

Fifth Floor, County Hall - 140 sq.m

Second Floor, Bugle House - 224 sq.m

3. Previous Year’s Improvement Plan-2003/04 (to section 1 – summary)

Task	Target Date	Outcome	Achieved & Comments	Corporate Objective
Develop, approve and adopt HR/People Management Strategy	April 2003	Strategy approved and adopted	Strategy approved by Executive June 2003	Making it Happen
Develop framework of responsibilities and standards for people management	March 2004	People management ‘tool-kit’ and training in place. Empowerment of line management and less reliance on central personnel	To be undertaken by new HR Manager (Employment Strategy) when appointed	Making it Happen
Review and modernise Council’s personnel policies and procedures	March 2004	All policies linked to Council’s business needs	ditto	Making it Happen
Simplifying pre-employment health screening process	June 2003	Fewer conditional employment offers	Revised procedure and guidance prepared for action October 2003	Making it Happen
Clarify and place on a sound contractual basis the provision of occupational health service	March 2004	Service more responsive to Council’s needs and speedier resolution of cases Improved employee welfare	Revised interim agreement with OHU concluded pending full tendering exercise	Making it Happen
Centralise recruitment administrative processes	October 2003	Central recruitment bureau established for all non-school based staff	Deferred pending external challenge on Best Value review	Making it Happen
Develop a structured approach to career and succession planning	December 2003	Trainee scheme developed. All employees have regular performance and development reviews. Less staff turnover	To be undertaken by new HR Manager (Employment Strategy) when appointed	Making it Happen
Develop competency based training programme for staff and Elected Members	June 2003	Training programme to meet Council’s business needs	Now timetabled for implementation by 31 march 2004	Making it Happen
First phase to improve computerised personnel management information and maximise ‘e-hr’ opportunities	March 2004	Easier access to personal data and information to help drive Council business objectives. More transactions capable of taking place electronically	Dependant upon ICT resources but if available could be achieved by e-govt 2005 target.	Making it Happen

4. Key Performance Measures

4a Objectives of Service 2004/5, 2005/6, 2006/7 (to section 1 – summary)

Objective	Action	Outcome	Target & date to be achieved	Key Officer/ Partners	Link to Corporate Objective	Bid to budget process
Put people at the heart of what we do	Implement Team Briefing as a process for providing sound employee communication, feedback and exchanging ideas on improving service delivery	Employees encouraged to give their views on issues affecting them and the service they deliver	April 2004	Communication and PR Manager	Making it Happen Commitment to continuous organisation improvement and staff development	No
Make best use of resources	Define responsibilities for people management and develop clear service specifications Ensure that timely communication, advice and policy development on changing employment law and employment terms and practices are provided Continue to work with managers to reduce sickness absence rates Provide support and guidance on recruitment and selection matters Publish regular workforce statistics and information	Improved people management Improved people management Improved productivity Recruit and retain high quality staff Data available on line for workforce planning and monitoring purposes	March 2004 Ongoing March 2005 Ongoing June 2004	Line managers, trade unions, Young Employees’ Forum Line managers Line managers Line managers Elected Members, line managers, trade unions	Ditto Ditto Ditto Ditto Ditto
Develop and support staff	Support and monitor implementation of competency framework	Improved skill levels, improved staff retention	March 2006	All employees	Ditto

4b Service Improvement Plan 2004/5, 2005/6, 2006/7 (to section1 –summary)

Objective	Action	Outcome	Target	Key Officer/ Partner	Linked to Corporate Objective	Bid to Budget process
Being an Employer of Choice	Develop a compelling employer brand Modernise recruitment and selection methods Develop a new flexible approach to total reward/flexible benefits package to recruit and retain talented people Develop and implement redeployment / rehabilitation scheme Identify a range of flexible working options Develop a range of preventative health initiatives Review nature, operation and cost of the Council’s pay and grading structure	Improved attraction and job fill rates Reduced recruitment costs. Easier to apply for jobs with IWC Reduced employee turnover Improved employee morale Fewer early retirements and redundancies Employees able to balance work and life interests Employees adopt healthier lifestyles. Improved attendance Pay and reward perceived to be more fair and consistent. Stronger alignment between individual contribution and organisational objectives	Brand developed by 31 March 2004 Review completed 30 September 2004 New benefits package available 31 March 2006 Scheme adopted and in use 30 September 2004 Flexible working options reviewed, updated and publicised 31 March 2004 Range of initiatives publicised 31 December 2004 Review completed 31 October 2006	HR Manager (Employment Strategy) HR Manager (Employment Strategy) HR Manager (Employment Strategy) HR Manager (Employment Strategy) HR Manager (Employment Strategy) HR Manager (Employment Strategy) HR Manager (Employment Strategy)	Making it Happen Commitment to continuous organisation improvement and staff development	Yes £70,000 pa additional posts within HR Section
Empowering and Developing People	Develop clear career paths for all jobs linked where possible to career pay grades Ensure all employees have regular performance and development reviews Improve use of workforce information to identify succession planning issues and associated development programmes Develop an organisational statement of key behaviours and competencies Develop and implement a new leadership and management development programme Achieve IIP accreditation across the whole Council Produce a qualification and continuous professional development strategy Provide structured ‘blended’ learning opportunities in the workplace ie develop secondment, shadowing and mentoring schemes	Fewer employees leaving to achieve career development Increased development opportunities linked to career development More trainee schemes. Increased number of internal promotions Framework actively used and contributes to performance as a recruitment tool, a measure of performance and as a development tool Improved performance evidenced through performance reviews. Increase in internal promotions Award achieved and maintained by all services Improved performance and reduced turnover Managers seen as developers of their staff with focus on coaching skills. Reduced reliance of course based development	Review completed 31 March 2005 Reviews undertaken by line managers by 31 December 2004 Information readily available by 31 December 2004 Competency framework agreed and applied by 31 March 2004 Programme devised and implemented by 31 December 2004 All service areas to have achieved IIP standard by 31 December 2004 Strategy and action plan produced by 31 March 2005 Scheme devised by 31 March 2004	HR Manager (Organisational Effectiveness) HR Manager (Organisational Effectiveness) HR Manager (Employment Strategy) HR Manager (Organisational Effectiveness) HR Manager (Organisational Effectiveness) HR Manager (Organisational Effectiveness) HR Manager (Organisational Effectiveness) HR Manager (Organisational Effectiveness)	Making it Happen Building strong leadership Commitment to continuous improvement and staff development	Ditto
Making Connections	Development of an interactive intranet / internet portal through which customers can access a wide range of personnel services Develop an interactive recruitment website Conduct annual employee surveys and focus groups Develop an employee communications strategy and encourage employees to become engaged in decision making within their service areas through consultation about service planning and delivery	Customers find it easier to access personnel information and services. More personnel transactions will be capable of taking place electronically. The HR intranet will be the main means of access to personnel information by managers and employees Improved job fill rates Improved employee feedback Improved commitment and morale	Access available by 31 December 2004 On-line recruitment fully operational by 31 December 2004 On-going - surveys completed by July each year Strategy devised and applied by 31 December 2004	HR Manager (Employment Strategy) HR Manager (Employment Strategy) HR Manager (Employment Strategy) HR Manager (Employment Strategy)	Making it Happen Commitment to continuous organisation improvement and staff development	Ditto
Influencing Organisational Change	Define responsibilities and standards for people management throughout the Council Review scheme of delegated personnel decisions Review all current HR policies and procedures to ensure they meet Council’s future business needs Devise a simple contribution based performance and development scheme Development of flexible and modern employment packages	Handbook with clear guidelines produced Decisions taken at lowest possible managerial level Revised and modernised policies and procedures which support a performance management culture in place All employees receive an annual performance and development review that contributes to improved performance Contractual employment arrangements reflect customer needs	Guidelines drafted, consulted on and agreed by 31 March 2004 Delegations reviewed and revisions approved by 31 March 2004 Existing procedures reviewed and updated by 31 December 2005 Scheme devised, consulted on and agreed by 31 December 2004 Existing arrangements reviewed and enhanced by 31 March 2004	HR Manager (Employment Strategy) HR Manager (Employment Strategy) HR Manager (Employment Strategy) HR Manager (Organisational Effectiveness) HR Manager (Employment Strategy)	Making it Happen Building strong leadership Commitment to continuous organisation improvement and staff development	Ditto
Valuing Diversity	Ensure equalities issues are mainstreamed into all aspects of people management across the Council Develop a range of positive action initiatives aimed at developing and maintaining a workforce that is representative of the community it serves	Annual employment equality action plan produced which sets challenging targets for improved performance Increase in number of women and ethnic minority staff in senior management posts (top 5% of earners). In crease in age diversity of workforce and number of employee with disabilities	Action plans produced by 31 March 2005 Initiatives consulted on and agreed by 31 March 2005	HR Manager (Employment Strategy) HR Manager (Employment Strategy)	Making it Happen Commitment to continuous organisation improvement and staff development	Ditto
To increase our services available electronically by 50 %	Development of intranet/internet portals (see making Connections above).	Personnel transactions capable of taking place electronically including on-line recruitment. Personal files kept as computer files	Increase achieved by 31 December 2005	HR Manager (Employment Strategy)	Making it Happen Commitment to continuous organisation improvement and staff development	Yes £50,000 - joint bid see ICT

4c Critical Success Factor Table (to section 1- summary )

Critical Success Factor	Outcome	Key Actions	Key Dates
Secure agreement from 20% of service users that HR service has improved over 12 month period 90% of service users satisfied or very satisfied with the service provided	High quality, high performing and well regarded service	Survey and audit questionnaire to SMT and Service Managers, trade unions and other key stakeholders to determine awareness of HR policies, procedures and practice	Survey undertaken and completed during March 2004

5. Key Performance Measures and Targets 2004/05

5a Targets for the Annual Action Statement 2004/05

Target Description	Target 2003/04 If app.	Target 2004/05	Benchmark figure and year if app.	Source
Employees having Personal Performance Reviews	90%	95%	-	Local indicator
Council staff recognised under Investors in People	100%	100%	-	Local indicator
Women in top 5% of earners	25%	30%	Not available (revised indicator)	Similar Council average
Number days lost per employee due to sickness	7.25	7	10.9	Similar Council average

5b Mandatory targets 2004/05

Performance Indicator and source	Target 2002/3	Actual 2002/3	Target 2003/4	Target 2004/5	Benchmark Figure	Source
BVPI 11a Percentage of top 5% of earners that are women	25%	28%	30%	30%	Revised indicator. Data not yet available	Similar Council’s average
BVPI 11b Percentage of top 5% of earners from black and minority ethnic communities	1%	1.83%	2%	2%	Revised indicator. Data not yet available	Similar Council’s average
BVPI 12 Number of working days per employee lost due to sickness	7.25	9	7	7	10.9	Similar Council’s top quartile
BVPI 14 Percentage of employees retiring early (excluding ill-health)	0.2%	1.52%	1%	0.5%	0.5%	Similar Council’s top quartile
BVPI 15 Percentage of employees retiring on grounds of ill-health	0.2%	0.49%	0.2%	0.15%	0.35%	Similar Council’s top quartile
BVPI 16 (a & b) Percentage of employees declaring that they meet the Disability Discrimination Act disability definition (a) compared to economically active in authority area (b)	(a) 1.5% (b) 16%	0.74%	1.5%	1.5%	1.1%	Similar Council’s average
BVPI 17 (a & b) Percentage of employees from minority ethnic communities (a) compared to the percentage of economically active in authority area (b)	(a) 1% (b) 1.3%	0.53% 1.3%	0.6% 1.3%	0.7% 1.3%	1.1%	Similar Council’s average
% of services transactions received, processed electronically	10%	10%	20%	50%	N/A	Similar Council’s average

5c Other key targets 2004/05

Performance Indicator and source	Target 2002/3	Actual 2002/3	Target 2003/4	Target 2004/5	Benchmark Figure	Source
Voluntary leavers	10%	10.9%	10%	10%	-	Local indicator
Employment Tribunal applications successfully defended	100%	100%	100%	100%	-	Local indicator
Grievances turned around within three months	100%	100%	100%	100%	-	Local Indicator
Disciplinary cases turned around within three months	100%	100%	100%	100%	-	Local Indicator
Requests for job evaluation turned around within eight weeks of receiving application	100%	90%	90%	90%	-	Local Indicator
All vacancies filled within three months	95%	100%	100%	100%	-	Local Indicator

6a Consultation 2003/04

Subject for Consultation	Dates and Contact	Consultation with whom	Key Results of Consultation	Actions taken/ cross ref to Key Objectives/ Improvement Plan
People management responsibilities and standards	March 2004 HR Manager (Employment Strategy)	Elected Members and line managers	To be determined	Influencing organisational change - new guidelines produced
Scheme of delegations	Ditto	Ditto	Ditto	Influencing organisational change - revised scheme available
Flexible working options	Ditto	Line managers, trade unions and Young Employees Forum	Ditto	Being an employer of choice - improved worklife balance
Competency framework	March 2004 HR Manager (Organisational Effectiveness)	Line managers, trade unions and Young Employees Forum	Ditto	Being a developer of people – Competency framework applied

6b Future consultation 2004/05, 2005/06, 2006/7

Subject for consultation	Dates and contact	Consultation with whom
Career path development	March 2005 HR Manager (Organisational Effectiveness)	Line managers, trade unions and Young Employees Forum
Review of Council’s pay and grading structure and reward/flexible benefits package	October 2006	Ditto
Equal Opportunities - Positive action initiatives	March 2006	Ditto
Annual employee survey	April 2004, 2005, 2006	All employees

7. Resource Bids Summary

Reference Number	Description	Financial Implications
		2004/5 £000	2005/6 £000	2006/7 £000
1	Restructure of HR Section - appointment of HR Manager (Employment Strategy) , HR Manager (Business Support) and Trainee HR Officer and deletion of Personnel Officer post	£68,200 (inc o/c)	£72,200 (inc o/c)	£77,300 (inc o/c)
2	Increase in Criminal Record Bureau fees	£15,500	£16,000	£16,500
3	Upgrade to PIPS system – additional ICT resources	£50,000	£50,000	£50,000