Staff represent the most significant and valuable asset of the Council. Personnel Services provides support and guidance (on an internal consultancy basis) to all employees, Line Managers, Corporate Management, and Elected Members across the full range of employment and health & Safety. In summary these include:
Employee
• Resourcing (right number of staff in the right place at the right time)
• Reward (salary, benefits, pensions, health promotion)
• Development (managing central training & development)
• Relations ( managing employee relations)
• Attendance (absence management)
• Exit (linkages to Resoucing)
Health & Safety
• Management ( management of processes and interface with HSE and other partner organisations)
• Risk Assessment
• Training & Development (management, budget control, sourcing, evaluation &monitoring)
Business Systems Re-Engineering
• Being pro-active in business systems across all areas of the Council
Corporate Policy
How Policy Implemented
Equality & Diversity
• Equal opportunities is long established with Personnel Services, with on-going monitoring and evaluation to ensure compliance with equal opportunity legislation and best practice.
• This service unit will carry out the timetabled Equality Impact Assessments as detailed in the Councils Inclusive Equalities Scheme, and where necessary we will assist other Service Units with their Equality Impact Assessments.
• This service unit will engage with equality self-assessment, scrutiny and audit on our service delivery.
• This Service Unit will assist where possible in the development of an information and monitoring system for the Councils work on Equality & Diversity.
• Staff within the unit will comply with Council policy for responding to harassment on the grounds of race, disability and gender.
• The service unit will engage in consultation with designated community, staff and stakeholder groups on its equality impact and needs/requirements assessment and its service delivery.
• In any partnership arrangements that this service unit enters into, we will seek to ensure that the equality policy and objectives are incorporated.
• This service unit will engage in development of service level equality objectives and targets.
• Where necessary, the service unit will establish planning groups for monitoring and information systems.
• Staff in the service unit will be encouraged to participate in equality and diversity training opportunities offered by the Council.
Data Quality
Risk Management
Freedom of Information
Procurement
ICT Security
Health & Safety
A range of compliance checks are made on staff appointments, including where appropriate Criminal Records Bureau checks. Separation of Personnel and Payroll data provides confidence.
All data conforms with the Covalent Data Policy Protocol
Personnel & Health & Safety uses the Council’s Risk Management Protocol
This service will respond in a timely and responsible manner to all requests made to it under the Freedom of Information Act in relation to its functions and will strive, within the law, to promote the principle of open government at all times
This service will adhere to the processes and procedures set out in the Council Procurement Strategy and Contract Procedures.
This service will comply with the Council’s ICT Security arrangements
This service will comply with the Council’s Health & Safety Policy
Service Policy
How Policy Implemented
All employment and health & safety legislation
By adherence to legislation and best practice, codes of conduct from Chartered Institute of Personnel & Development (CIPD), Institute of Occupational Safety & Health (IOSH) and Health & Safety Executive (HSE)
Service Partner Providers
How Partner Supports Service Delivery
Northumberland Personnel Group
Providing Network Support
Regional/National Employers Forums
Provides regional and national advice and support
IT Systems
How IT System Supports Service Delivery
UNIPIMS Personnel System
Provides data-base information on employees
Pilat Gauge Job Evaluation and Pay Modelling
Provides recognised and accepted method for pricing employee roles
Achievements: Previous Year & Current Year (to date)
Measure or Milestone
Reference
Target 2006/7
Actual 2006/7
Target 2007/8
Forecast2007/8
Implement JE for Cohort 1– Arrears FY 2006/7(Current Staff)
April 2006
April 2006
31 July 2007
Achieved
Implement JE for Cohort 1 – Arrears FY 2007/8(Current Staff)
April 2007
April 2007
31 October 2007
Implement JE for Cohort 1 – Convert Weekly Paid Staff to Monthly
31 October 2007
Implement JE for Cohort 1- Remove Bonus Payments
31 July 2007
Partially Achieved
Establish Defensible Payline
April 2006
April 2006
31 July 2007
Achieved
On-line Application for Vacancies via website and portal
March 2007
June 2007
Reduce Staff Absence Rates 10% year on year
BVPI 12
Not achieved RATES RISING
Appoint Personnel Officer 1 Yr Fixed
Min 50, Policy Cttee 13 June 2007
1Sept 2007
Not Achieved
Success
How Achieved
Lessons Learnt
Implementing Job Evaluation for Cohort 1
Persistence and hard work
Establish Project Management procedure from outset of project, which should deliver adequate resources to undertake such a colossal task
Resourcing the organisation during a period of instability and increasingly tight labour market
Revision in Flexible Working Hours Scheme
Imagination and flexibility
Imported from neighbouring Council
Don’t be afraid of the unknown, and be open the unique arrangements
Increasing Partnership working
Challenge
How Resolved
Outcome
Maintaining a credible service during periods of high workload volumes
Prioritisation, working long hours and patience from others
Huge backlog of outstanding work
Financial Resources to Deliver Services
Cost Centre
Description
Personnel
Expense
£
Description of Main Activity & Cost
Employees
90,971
Describe main activities of employees –
Currently 1.5 FTE supporting Personnel, Health & Safety and Training & Development. Additional 1 FTE approved for 12 months for Restructure/completion of JE.
0.5 FTE Administrative Assistant provides support across the full range of services (see page 3)
1.0 FTE Personnel Manager provides professional support across the full range of services
1.0 FTE Personnel Officer ( 12 months Fixed Term) will provide additional resource to implement Council Restructure and JE
Employees Support
17,086
Building & Computer related costs –
Support Services
67,080
Support Services –indirect recharged costs to other Cost Centres from central Council Support Services –
As follows:
Recruitment Expenses £46,000
Removal Expenses £6,000
Training/Development £12,750
H & S Training & Consumables £2,280
Service Management
HRA?
Running Costs
3,300
Describe the main service running costs-
Professional Subscriptions for CIPD £200 and NEREO/ LGE £1300
Annual licences for Pilat & Consiliium £1800
Capital Charges
Gross Expenditure
245,529
Direct Income - Grants
Nil
Describe income sources –but some income “in kind” from IdEA Improvement Partnership, Personnel Network and NEREO
Direct Income – Fees/Charges
Nil
Describe income sources
Recharge Income
Nil
Net Expenditure
245,529
Value for Money Assessment
Efficiency Measure
BBC
Local
National
1.Ratio of Personnel Staff: Other Employees
1:123
1:77
Data not available
2.Cost of Personnel as proportion of total budget
Data not available
3.Sickness absence rates
10 days /employee
10.9 days/employee
10 days/employee?
4.Staff development spend as ratio of budget
Efficiency Measure
Reason for Difference to Local / National Trend
1.Ratio of Personnel Staff:Other Employees
Poorer resourcing of Personnel compared to other Councils
2. Cost of Personnel as proportion of total budget
Poorer resourcing of Personnel compared to other Councils
3.Sickness absence rates
Marginally ahead of local Councils, but their Sickness absence rates are reducing, Berwick’s is increasing
4 Staff development spend as ratio of budget
Poorer resourcing of Personnel compared to other Councils
Please complete the three following tables (if applicable) indicating how partnership working, IT systems or adherence to / achievement of quality standards have contributed to value for money.
Service Partner Providers
How Partner Supports Service VFM
Northumberland Personnel Group
Networking and sharing of strategies will develop best practice
Regional &National Employer Orgtns
Networking and sharing of strategies will develop best practice
IT Systems
How IT System Supports VFM
UNIPIMS Personnel System
Analysis and extraction of data to inform decision-taking
Pilat Gauge JE Software
Avoids costly equal pay claims that would be harmful to Council financial resources and reputation
How Service Links to Council Priorities
This section contains the same information as collected in the previous year’s budget setting process. The priorities will be reviewed by the Members and either modified or confirmed as consistent (remaining the same as last year). The data provided on this document will be summarised and challenged at Corporate Management Team for content and consistency.
Priority
Description of how service contributes to Council Priority
1
Continuous Service Improvement will only be delivered by highly motivated, competent and empowered staff
2
Developing Town Centres will be as a result of the skills and attributes of all staff who contribute to this area of work
3
Improving Housing Choice will be as a result of the skills and attributes of all staff who contribute to this area of work
4
Promoting Business Growth will be as a result of the skills and attributes of all staff who contribute to this area of work
5
Seeking Sustainable Partnerships will by having competent staff with the appropriate skills to establish, sustain and develop partnership working
6
Enhancing Tourism offer will be as a result of the skills and attributes of all staff who contribute to this area of work
7
Making Services more accessible will be by a variety of strategies, but foremost will be the ingenuity of staff, with the skills and imagination to think outside the norm
8
Working for Cleaner, Greener Local Environment will only really be achieved with investment in the community, infrastructure and policies. These will not happen without a champion, and a champion will not evolve without encouragement and investment
9
Creating Safer Local Communities will to some extent be dependent up the skill of staff and working in effective partnerships
10
11
Development of Dynamic Leadership –amongst managers as well as Elected Members –will involve investment to provide the capacity for leadership
12
Contribution to Other Five C’s
Outcome Factor
Description of how service contributes to “C” Factor
Customers
Ultimately customer needs are satisfied by staff
Communication
Communication skills in an information/people based service are reliant upon the skills of staff
Cohesion
Thinking and acting outside traditional norms will need investment of time and energy into staff. One empowered staff will make the difference
Culture
Out-going self confidence without a blame culture will only be achieved by working in partnership with staff
Compliance
Compliance is a self discipline that is best achieved at the outset, and not imposed later. The use of Behavioural Event recruitment techniques will better identify staff with appropriate skills
Service Proposals for next 3 Years
Measure / Milestone
Reference
Forecast2007/8
Target 2008/9
Target 2009/10
Target 2010/11
Achieving satisfactory transfer to single unitary authority
31 March 2009
To retain sufficient staff to deliver services up to LGR
31 March 2009
To complete JE for Cohort 2 Staff
31 March 2009
To complete JE for Chief Officers
31March 2009
Where Services are externalised, to Transfer Staff to Successor Organisations
At appropriate date
At appropriate date
To provide the skills to staff so as to best to meet the challenges of post LGR
31 October 2007
31 March 2009
To reduce Staff Sickness Absence by 10% year on year
BVPI 12
9.8 days
8.3 days
Risk Assess and Re-train for Health & Safety
31March 2007
All staff at risk trained 31 March 2009
These targets will feed directly into the Best Value Performance Plan. Once the targets have been established and agreed (in principle) with the Head of Service or Director, an assessment of resources required should be made in the next table.
Measure / Milestone
Reference
Resources Needed
Less
Same
More
Transfer to Single Unitary
√
Retain Staff
√
Upskilling Staff
√
Reduce Staff Absence
√
Risk Assessment/Retrain Staff in H&S
√
The achievements of some of these targets will be achievable within existing or reduced resources.
Where service improvements are linked to more resources a ProjectBrief (template available on the Intranet) should be completed and submitted to the Programme Improvement Board.
Project Name:
Staff Absence
Project Manager:
John Wilson
Project Id:
CSP0002
Unit:
Personnel
Project Brief
Provides a firm foundation for the initiation of the project and will form the basis of the Project Initiation Document (PID). This document is to be used for ALL projects, simple and complex, whatever the funding source, including all capital projects.
Select the funding source for this project:
Revenue
☒
Capital
☐
External
☐
Other
☐
Please specify:
Will deliver savings
1 Short Description of Project
Contract with an external provider for the initial assessment of staff absence in order to better assist managers manage staff absence
2 Outline Business Case
2.1 Objectives and Corporate Strategy Priorities
Staff absence rates are currently running in excess of 10 days per employee per year. This costs the Council in excess of £100,000 per annum, as well as having a negative impact on service delivery and reputation (the cost of which is difficult to calculate)
The objective is to reduce sickness absence rates by 25% for self certified absences in year 1
2.2 Outcomes and details of how they will be measured and by when
Staff absence rates will continued to be monitored on a monthly basis, but management intervention will be more pro-active and energetic
2.3 Scope (noting any exclusions)
All employees
3 Resource Requirements
3.1 Costs:
Staff time to procure service provider. Savings derived from reduced Sick/replacement staff costs
3.2 Staff and Specialist Support:
Personnel Staff and external provider
4 Timescales
4.1 Start Date
1 October 2007 (dependent upon recruitment of Additional Personnel Resources)
4.2 End Date
12 months after contract is let
5. Significant Risks to the Project
1 Failure to recruit additional Personnel resources
2 Absence of provider at acceptable cost
3 Agreement of Trades Unions?
4 Acceptance by staff and managers
Submitted By:
John Wilson
Date:
14 August 2007
Programme Board Decision:
Approve ☒ Reject ☐
Date:
16th August 2007
Detail relating to decision:
Agreed – supplementary bid required for expenditure during the current financial year
Signed:
A Byrne
Document History
Version
Completed By
Date
Comments
1,0
John Wilson
14.08.07
Submitted to Board
1.1
Ann Byrne
17.08.07
Final version to be included in Service plan for 2008/09
Project Name:
Brave New World
Project Manager:
John Wilson
Project Id:
CSP0001
Unit:
Personnel
Project Brief
Provides a firm foundation for the initiation of the project and will form the basis of the Project Initiation Document (PID). This document is to be used for ALL projects, simple and complex, whatever the funding source, including all capital projects.
Select the funding source for this project:
Revenue
☒
Capital
☐
External
☒
Other
☐
Please specify:
From TU’s
5 Short Description of Project
Establish a Project Team to manage all Personnel Issues involving the transfer of Staff to a Single Unitary
6 Outline Business Case
6.1 Objectives and Corporate Strategy Priorities
To achieve a smooth transition without disruption to services, to retain service provision within North Northumberland and to prepare existing staff for post April 2009 employment
6.2 Outcomes and details of how they will be measured and by when
Detailed Project Plan will establish milestones against which to measure progress.
Retention and attracting new staff resources will be key outcomes
6.3 Scope (noting any exclusions)
All Council functions –the only exceptions being those current functions that might leave the Council prior to April 2009 (Housing and Highways)
7 Resource Requirements
7.1 Costs:
Staff time(secondment/external funding) training resources (time, expertise, training needs assessment, provision)
7.2 Staff and Specialist Support:
Project Team drawn from across core functional areas (finance/legal/facilities/as well as service providers), contracting with external providers as necessary
8 Timescales
4.1 Start Date
1 September 2007
4.2 End Date
31 March 2009 ( or date of transfer if later)
5. Significant Risks to the Project
1. Loss of Key personnel
2. Inadequate resourcing
3. Lack of ownership
Submitted By:
John Wilson
Date:
14th August 2007
Programme Board Decision:
Approve ☒ Reject ☐
Date:
16th August 2007
Detail relating to decision:
Agreed – supplementary bid required for expenditure during the current financial year
Signed:
A Byrne
Document History
Version
Completed By
Date
Comments
1,0
John Wilson
14.08.07
Submitted to Board
Project Name:
H & S Assessment & Training
Project Manager:
John Wilson
Project Id:
CSP0003
Unit:
Personnel
Project Brief
Provides a firm foundation for the initiation of the project and will form the basis of the Project Initiation Document (PID). This document is to be used for ALL projects, simple and complex, whatever the funding source, including all capital projects.
Select the funding source for this project:
Revenue
☒
Capital
☐
External
☐
Other
☒
Please specify:
Additional Budget provision sought. Existing Budget for H&S is £2,280, which is inadequate to deliver this work programme
9 Short Description of Project
Assessment of H & S training needs, and in-house delivered training to ensure compliance with appropriate Codes of Practice
10 Outline Business Case
10.1 Objectives and Corporate Strategy Priorities
To improve services to customers by minimising staff absences, compliance with legislation, moral responsibility for employees and reduced exposure to compensation claims
10.2 Outcomes and details of how they will be measured and by when
Monitoring of return on investment by reduced absences/accidents and achievement of improved Performance Indicators (PI’s)
10.3 Scope (noting any exclusions)
All staff, but initially concentrating on high risk activities
11 Resource Requirements
11.1 Costs:
Staff time and/or external consultant
11.2 Staff and Specialist Support:
External Assessor / Trainer
12 Timescales
4.1 Start Date
1 November 2007
4.2 End Date
31 March 2008
5. Significant Risks to the Project
1.Contracting with external assessor/trainer
2 Disruption to services
Submitted By:
John Wilson
Date:
14 August 2007
Programme Board Decision:
Approve ☒ Reject ☐
Date:
16th August 2007
Detail relating to decision:
Agreed – supplementary bid required for expenditure during the current financial year
Signed:
A Byrne
Document History
Version
Completed By
Date
Comments
1,0
John Wilson
14.08.07
Submitted to Board
1.1
Ann Byrne
17.08.07
Final version to be included in Service plan for 2008/09
