Cambridge City Council. Human Resources Service Plan 2010/11. Executive Councillor for Customer Services and Resources Councillor Rod Cantrill

Transcription

1 Cambridge City Council Human Resources Service Plan 2010/11 Executive Councillor for Customer Services and Resources Councillor Rod Cantrill Service Heads: Head of Human Resources Deborah Simpson Ext: 8101

2 Improving Services - Service Plan for 2010/11 and Longer Term Objectives Update on Changes to Services or Service Structure The HR Service has been operating under the centralised post Best Value Review structure since During 2009/10 there has been a further review of structures which has resulted in proposals for additional changes. Key Objectives for 2010/11 The key objectives for this service are set out in the Service Plan below. Longer Term Objectives 2011/12 to 2013/14 Renew Temporary Agency Worker contract Renew HR/Payroll System contract Update Workforce Plan Continue to explore shared services options for HR Continue to implement changes to pay structure, terms and conditions Commence procurement process for Occupational Health contract Performance Information and Targets Performance Information against targets for these services is set out in Appendix 1 together with targets for 2010/11 to 2012/13. Service Plan 2010/11 1

3 Service Plan 2010/11 Key Actions/Targets/Outcomes Completion Strategic Risk Factors Lead Officer Date MTO: Promote Cambridge as a sustainable city, in particular by reducing carbon dioxide emissions and the amount of waste going into landfill in the City and sub-region. Implement next steps of Flexible Working Policy. February 2011 Potential benefits to staff and Council of increased use of home/multi-site working are not realised: ie retention, reduced travel, efficiency, business Head of HR Continue to promote Employee Travel Plan. Develop and implement Action Plan for 2010/2011 including Cycle to Work scheme. March 2011 continuity and capacity building. Failure to further develop the action plan will lead to loss of momentum and lost opportunity to reduce travel costs for employees and the City Council. Travel Plan Steering group MTO: To ensure that residents and other service users have an entirely positive experience of dealing with the Council Workforce planning 1) Develop a workforce plan 2009/10, including relevant strategic leadership development in support of organisational change and to support services in achieving the growth of the City. May 2010 Lack of awareness about workforce profile challenges and ability to plan the effective delivery of services through lack of appropriate action. OD Manager/BP s Workforce Planning: 2) Workforce Update 2010/11. March 2011 Lack of awareness about workforce profile challenges and ability to plan the effective delivery of services through lack of appropriate action. OD Manager/BP s Service Plan 2010/11 2

4 Key Actions/Targets/Outcomes Completion Strategic Risk Factors Lead Officer Date Carry out staff survey (3 yearly). March 2011 Failure to act on information gained OD Manager through the survey leading to lost opportunity to address any concerns raised. Carry out stress/well-being audit in conjunction with a group of other services. December 2010 Failure to identify and act on potential causes of workplace stress. Head of HR OD Manager Review and update the People Strategy to reflect Council s current challenges and growth. January 2011 People Strategy is out of date and workforce potentially not prepared for Strategic HR Manager current and future challenges. (EQIA required) Explore opportunities for shared services for HR activities including training. March 2011 HR Service is not cost effective. Head of HR Implement audit outcomes re professional training. Implement new counselling scheme. Implement contractual arrangements for recruitment jobs portal and advertising contracts for period July 2010 until new consortia arrangements in place. Conduct Equal Pay Audit and implement actions. December 2010 September 2010 July 2010 February 2011 Failure to implement will lead to lost opportunity to make effective use of resources. Counselling offered to employees does not meet their needs and resources are wasted and not targeted appropriately. No current contract. Failure to meet corporate procurement policy. Failure to identify and act upon potential risks. OD Manager OD Adviser Strategic HR Manager/HR Administrator Strategic HR Manager Head of HR Service Plan 2010/11 3

5 Key Actions/Targets/Outcomes Review pay structure, terms and conditions, develop proposals and implement agreed changes. (EQIA required) Implement actions on Diversity Action Plan including conduct survey of recruitment advertising choices and information provided to applicants. Support Service Reviews and Organisational Change. Completion Date March 2011 September 2010 March 2011 Strategic Risk Factors Pay package no longer remains affordable or attracts/retains staff. Failure to recruit and retain staff from wide cross section of the community. Change is not managed effectively, risk of delays and employment tribunals. Lead Officer Head of HR Senior Recruitment Adviser/ Diversity Adviser Strategic HR Manager/BP s Service Plan 2010/11 4

6 Budget 2010/11 Details of all bids and savings are included in Appendix B to the Budget report, which accompanies this service plan. The following highlights the strategy that has been adopted for achieving savings. The service has achieved the savings target exemplified for 2010/2011 of 100,000 from savings of: 59,900 Reductions in staffing and operational budgets in HR 1,000 Saving on Organisational Development budget 1,800 Saving on HR Operations budget 13,900 Reduced contributions to HR Repair and Renewal funds 6,000 Savings on Recruitment running costs 10,700 Cease contribution to staff survey holding account 7,000 Saving on Travel Plan budget There are no budget bids, revenue or capital within this service plan. There are no PPF bids. Background Papers: The following additional background material is available on request: Human Resources Service Specification (currently being updated, will be available mid December) People Strategy Service Plan 2010/11 5

7 Performance Indicators Performance and Targets for and the Longer Term Appendix 1 Local Performance Indicators This section contains Local Performance Indicators that are used corporately to measure the Council s Medium Term Objectives (MTOPIs) and other service based indicators that are used to measure the performance of the service at committee level. Service Performance Service Targets PI Code MTOPI 2v MTOPI 2aa Performance Indicator Number of working days lost to sickness absence Percentage of the Council s employees from ethnic minority communities Actual 9.63 days 2009/ / / /13 Target Forecast Target Target Target Reason for setting target at March 10 this level days days days days days We are disappointed that the number of working days is moving further away from the target. We have improved the management reporting to better understand the underlying issues and are taking appropriate targeted action. 7.3% 7.5% 7.3% 7.5% 8.5% 8.5% This target is becoming achievable as a result of sustained actions through recruitment, it is proposed to raise the target to 8.5% to provide ongoing challenge. Service Plan 2010/11 6

8 PI Code MTOPI 2bb Performance Indicator Percentage of the Council s employees declaring that they meet the Disability Discrimination Act 1995 disability definition Service Performance Service Targets 2009/ / / / Target Forecast Target Target Target Reason for setting target at Actual March 10 this level 1.99% 3% 4.1% 4.5% 4.5% 4.5% Following the recent data validation exercise an additional 23 existing staff have declared that they meet the Disability Discrimation Act 1995 disability definition resulting in a change to the percentage from 1.99% to 4.1%. The target has therefore been increased to reflect current information. Service Plan 2010/11 7

9 Planned Procurement for 2010/11 Appendix 2 Details of contracts to be let or entered into over the course of 2010/11 that have a total value of 30,000 or more, or with a value of less than 30,000 where there might be significant risk to the Council's reputation or to the quality of the service deliverable to the public. Service/Project Estimated Annual or Project Total Contract Value Term Value Advertising contract 150, ,000 Waiver for one year Service Plan 2010/11 8