PAPER C

Committee: RESOURCES SELECT COMMITTEE

Date: 6 SEPTEMBER 2002

Title: SERVICE PLANS AND PERFORMANCE INDICATORS – PERSONNEL AND TRAINING SERVICES

REPORT OF THE HEAD OF PAID SERVICE

SUMMARY / PURPOSE:

This report summarises information on the 2002/03 Service Plan for Personnel and Training Services service together with information and commentary on past performance in 2001/02.

BACKGROUND

Service Plans have been prepared to a standard format for all major service areas within the authority. The Plans contain a range of information including:

• Details of services provided
• Resources
• Staff structure
• Service aims, objectives, tasks and targets

Following preparation of a Corporate Plan (draft approved for consultation at Executive on July 2^nd 2002), a revised Service Plan format is to be introduced for the next financial year – this will ensure that service activities directly link to the approved corporate goals.

The Council also collects a diverse range of information regarding service performance through both national and local Performance Indicators (PIs) which are published each year in the Best Value Performance Plan (BVPP). In the 2001/02 BVPP, a “traffic light” system has been introduced to classify PIs by the following categories:

• Better than average and improving
• Better than average and worsening
• Worse than average and improving
• Worse than average and worsening

SERVICE PLAN

Attached to this report (Annex 1), members will find summary information for the following service areas:

• Personnel and Training

The information provided in Annex 1 includes:

• Numerical indicators, targets & standards & comparisons
• Performance achievements
• Service aims, objectives, tasks and targets

Members are invited to comment upon the Service Plan. Areas for enquiry may include:

• Does it support achievement of the Council’s mission “to improve Island life”?
• Does it give a clear view of the service aims and targets?
• Are the targets sufficiently “stretching” and do they meet identified priorities and needs?
• Does it provide sufficient information to inform members decisions on budget priorities?

PERFORMANCE INDICATORS

Also attached to this report (Annex 2), are the Performance Indicators for the Select Committees areas of responsibility. These have been categorised into the 4 “traffic light” groupings described earlier. A fifth category (“unclassified) has been added to include those PIs where it is not possible to make a performance judgement.

FINANCIAL IMPLICATIONS

None as a direct result of this report.

RECOMMENDATIONS

That the Committee :

1. Consider and comment upon the Service Plan

2. Consider and comment upon the Performance Indicators for the service and identifies priority areas for improvement

BACKGROUND PAPERS

Best Value Performance Plan, 2001/02

Contact Point: Max Burton T823121

A KAYE

Head of Paid Service

ANNEX 1: SERVICE PLAN

7. STATEMENT OF PERFORMANCE 1

NUMERIC INDICATORS, TARGETS, STANDARDS

PERFORMANCE INDICATOR

(incl Ref No. where applicable

BVPI 14 Percentage of employees retiring early (excl.ill health)	Targets against Indicator(s)	Current Performance Standard
	0.20%	0.4%
BVPI 15 Percentage of employees retiring on grounds of ill health	0.20%	0.65%
BVPI 16 Percentage of employees declaring that they meet the DDA disability definition	1.5%	0.7%
BVPI 17 Percentage of Minority Ethnic Community staff	1.0%	0.4%
BVPI 11 Top 5% earners.	25.0%	8.6%
BVPI 12 Number of working days/shifts per employee lost due to sickness absence	7.25%	9.47%

8. STATEMENT OF PERFORMANCE 2

NON NUMERIC PERFORMANCE STANDARDS, SIGNIFICANT ACHIEVEMENTS OR AREAS FOR IMPROVEMENT

During last 12 months

Achievements.

Recruitment of several senior employees at Head of Service level achieved at first attempt

Areas for Improvement.

Service provision stretched to limits through long term staff absences

Over last 1 to 3 years

Achievements.

Investors in People accreditation

Areas for Improvement.

None

9 STATEMENT OF PERFORMANCE 3

COMPARISON WITH OTHER ORGANISATIONS (BENCHMARKING)

Name of Benchmarking Group	Have you compared:
	Indicator Data?	Processes?	With private sector/other organisations? (If so, who)
Unitary Authorities – Saratoga	Performance indicators as defined by SOCPO/Saratoga	Data collection and external analysis and report	Unitary and Metropolitan authorities and private sector companies who contribute to Saratoga database
New unitary benchmarking (NUBS) Group	Performance indicators as above	Data supplied and internally tabulated for comparison	Similar unitary authorities

12. SERVICE AIMS, OBJECTIVES, TASKS AND TARGETS

SERVICE AIM /OBJECTIVE	TASKS	TARGETS AND DATES	RESPONSIBLE OFFICER	DIRECTORATE OBJECTIVE TO WHICH THIS TASK CONTRIBUTES
1) Review and modernisation of a range of current personnel policies and procedures including (i) Elected Member level appointments, (ii) redundancy, (iii) car user criteria and (iv) trade union facilities agreement	1. Identify best practice, review and amend 2. Consult as appropriate with relevant stakeholders 3. Scrutiny and approval of revised policies and procedures by Select Committee and Executive 4. Distribution of revised documents to employees	1. 30 November 2002 2. 31 January 2003 3. 28 February 2003 4. 31 March 2003	Max Burton
2) Produce personnel management strategy and practice standards manual	1. Clarify respective roles of Elected Members, Personnel Services and line management in people management processes and prepare draft personnel management strategy 2. Produce draft personnel management standards manual 3. Distribute as necessary	1. 31 August 2002 2. 31 January 2003 3. 31 March 2003	Max Burton
	Draft guidance note on politically restricted posts Incorporate/distribute guidance note as appropriate	4. 30 June 2002 5. 31 July 2002	Max Burton
3) Investigate advantages and disadvantages of recentralising recruitment and selection processes in light of Best Value review	1. Analysis and confirmation of stakeholders preferences Detailed examination of resources required and method of delivery Consultation with stakeholders	31 October 2002 31 December 2002 28 February 2003	Avril Holland
4) Devise and implement performance-related salary progression scheme for Heads of Service and Directors	Draft scheme for consultation Approval of scheme by Resources Select Committee and Executive Training in scheme operation	30 September 2002 30 November 2002 31 January 2002	Max Burton
5) Review process for control and recording of redundancies and early retirements	Examine current arrangements and recommend necessary changes Issue revised guidance	30 November 2002 31 December 2003	Ian Scovell
6) Review provision of Health and Safety advice	Consider options for future sourcing of Health and Safety advice Council’s consultant to meet individual Heads of Service at least twice per year Health and Safety manual to be produced in CDrom format and available through Council’s intranet site	30 September 2002 31 March 2003 31 October 2002	Ian Scovell
7) Improve induction of new employees	Review current induction training arrangements and make recommendations for improvement	1. 31 December 2002	Claire Shand
8) Examine partnership working	Explore mutual benefits of joint training arrangements with IW Health Authority	30 September 2002	Claire Shand
9) Develop work/life balance policy	Review current flexible working arrangements and guidance and make recommendations for change	1. 31 December 2002	Max Burton
10) Improve workforce planning and management information	Review managers’ needs for and provision of workforce planning information with emphasis on use of intranet and other ‘e’ sources Analyse absence management data and report to Directors and Elected Members	1. 30 October 2002 2. 31 March 2003	Penny Law
11) Implement personnel related requirements of Race Relations Amendment Act	Establish procedure for recording and monitoring ethnicity in relation to recruitment, promotion, training and discipline/grievance Report results (annually) to Resources Select Committee	1. 30 January 2003 2. 30 April 2003	Penny Law

ANNEX 2: PERFORMANCE INDICATORS

RESOURCES

Better than average & improving

Better than average but worsening

BV 12 The number of working days/shifts per employee lost due to sickness absence.

Worse than average but improving

BV 2 (amended): The level (if any) of the Equality Standard for Local Government to which the authority conforms.

BV 14 The percentage of employees retiring early (excluding ill health retirements) as a percentage of the total workforce.

Worse than average & worsening

BV 11 The percentage of senior management posts filled by women.

BV 13 Voluntarily leavers as a percentage of staff in post.

BV 15 Percentage of employees retiring on grounds of ill health as a percentage of the total work force

BV 16 The number of staff declaring that they meet the Disability Discrimination Act disability definition as a percentage of the total work force.

BV 17 The percentage of local authority employees from minority ethnic communities.

Unclassified