Department of Corporate Services - West Dunbartonshire · PDF fileDepartment of Corporate...

Department of Corporate Services

Departmental Plan 2013/14

Department of Corporate Services Departmental Plan 2014/15

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CONTENTS Introduction by the Convenor of Corporate Services Page 3 Foreword by the Director of Corporate Services Page 4 Departmental Profile Page 5 Strategic Planning Context Page 7 Resources Page 8 Performance Management and Reporting Page 11 Corporate Service Structure Workforce Plan 2014-15 Action Plan

Page 12

Appendix 1 Appendix 2

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Introduction

West Dunbartonshire Council is implementing an ambitious improvement programme to provide local residents with high-quality services tailored to their local needs. The Corporate Services department is at the heart of this work as our various teams provide vital support and expert guidance to the rest of the Council. I am also fully committed to implementing the new framework for customer services that places our residents at the centre of how we do things, which will be supported by the development of our community empowerment agenda. We need to be more adaptable and responsive to the needs of our communities, ensuring local solutions can be found for local problems and that communities and residents are supported and empowered to become active citizens. As a former trade union officer I am also committed to supporting our employees at work so that they can enjoy rewarding and successful careers. Reducing sickness absence and improving productivity at the Council is a key target for the years ahead, and I am keen to see us build on the great progress made on this last year. It is important that we reflect of the significant achievements made across the service, which have led to national awards and recognition for many of our teams within corporate services. In particular our Community Learning & Development and Corporate Communications teams have received significant recognition and won several awards over the last year. It is an exciting time to be involved at the Council, and I am very proud to be serving as Convener of Corporate Services and representing the work of its strong, talented and dedicated team of employees.

Councillor Kath Ryall, Convenor for Corporate Services Date: May 2014

http://wdccmis.west-dunbarton.gov.uk/cmis5/People/tabid/62/ctl/ViewCMIS_Person/mid/480/id/635/ScreenMode/Ward/Default.aspx

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Foreword

The Corporate Services Department of the Council provides a diverse range of services, both to communities within West Dunbartonshire and to employees of the Council. We are responsible for leading core support services, governance, regulation and communication structures, strategic planning and performance management and extensive community based services. The department continues to deliver the Council‟s strategic priorities and objectives and our key achievements for the last year are highlighted later in the report. Our progress on these areas and the recent publication of the Local Government Benchmarking Framework have informed the strategic assessment of our performance to inform our action plan for the coming year which outlines the key indicators and performance required using the public value scorecard model. The Council continues to face huge financial challenges and Corporate Services plays a significant role in delivering services in the most efficient and effective way. Public Sector Reform in Scotland is focused on simplifying the public sector landscape to enable better delivery of frontline services. A flexible and responsive public sector is intrinsic to the work of the Corporate Services Department and we are committed to delivering these aims. We achieve through our people. By leading, supporting and motivating a skilled, competent workforce with the appropriate financial resources and equipped with efficient tools and technology we will ensure communities continue to receive excellent services.

Angela Wilson Executive Director of Corporate Services Date: May 2014

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DEPARTMENT PROFILE

Corporate Services Department provides a wide range of services across the Council. Our department is divided into five main areas:

Corporate Communications promote the work of the Council so that residents, media and employees are kept fully informed

Customer and Community Service is leading the Customer Services strategy as well as providing a range of community services to the public and corporate planning and performance for the Council.

Finance and Resources provides a wide range of functions including front line benefit services and financial support services across the Council.

Legal, Democratic and Regulatory Services comprises a number of front facing and support services, protecting and regulating the Council, our communities, and the environment.

People and Transformation ensures workforce capacity through robust professional HR and OD advice, effective pay systems and modern efficient information communication technology.

During 2013/14 Corporate Services delivered a number of key successes:

Corporate Communications won four national and UK-wide awards including CIPR Scotland‟s 2013 Public Sector Team of the Year award and the prestigious CIPR Excellence Public Sector Campaign of the Year award.

The Council website has been re-launched to increase interactivity and accessibility

The Working 4U service has increased modern apprenticeships within the council, in conjunction with Economic Regeneration, delivered 1000 jobs in 650 days (against a target of 1000 days), generated £10.96 million in welfare benefits, and helped to address £4.7 million in debt. In addition, 826 learners successfully gained a qualification, including SQA qualifications. Over 3,600 wider learning and training places were provided during 2013/14

Launched of West Employability Hub in partnership with DWP and West College Scotland

Opened Clydebank One Stop Shop

Held the first Annual Youth Alliance Awards

Implemented new community planning and community engagement arrangements including an effective budget consultation exercise.

Embedded community benefits clauses in all tendering processes and capital projects to maximise jobs and training gains for West Dunbartonshire residents arising from WDC investment activity.

Information sharing with Police Scotland fully developed, in support of the „Letting our communities flourish‟ national strategy

Successfully implemented the new Scottish Welfare Fund

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Significantly improved Procurement Capability Assessment to "Improved Performance" standard

Introduced new improved procedures for the monitoring of capital spend.

Scottish Information Commissioners Office report highlighted improved areas of good practice including the operation of a new FOI database.

Registration service opened in Clydebank.

The Food Standards Agency (FSA) in Scotland praised the work of Environmental Health in responding swiftly during concerns about use of horse meat.

The Trading Standards Section was a partner in Scotland's first coordinated campaign to tackle the sale of illicit tobacco which highlighted how this is linked to organised crime and impacts on local communities.

Signed the Health & Safety Training Partnership with the joint Trades Union supporting the education of Trade Union safety reps and promoting the activity of the reps to encourage and embed a strong H&S culture.

Successful transition to new working practices on 4th Floor providing new and flexible ways of working which support how residents want their services provided.

HR Connect, HR21 and Payroll, have successfully implemented improved approaches to workforce management leading to increased efficiencies, including reducing pay frequencies and associated processes.

Successfully achieved Investors in People Gold Award

As well as the significant achievements detailed above there are also some areas where improvement is required. These are detailed in the annual action plan with particular focus on:

Making progress through joint attendance working group including the introduction of supportive mechanisms to assist early return to work and/or avoid absences. These interventions will take time to bed in but, with effective application of the attendance management policy, should significantly improve the attendance figures. At this point, the Council‟s sickness absence is relatively poor in comparison to other areas.

The recent staff survey showed marked improvements across the majority of areas. However we will ensure the action plan is delivered within agreed time scales.

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STRATEGIC PLANNING CONTEXT

The department plan, priorities and objectives are set and designed to support the delivery of the Council‟s strategic priorities. The Corporate Services risk register sets out the departments key risks, with operational registers established for each service. In line with the risk management process risks are aligned to the Department Objectives and are embedded, along with mitigating actions, in the Department Plan. The Public Value Balanced Scorecard underpins performance and sets out the Council‟s three strategic themes and underpinning priorities, which are: Social Mission,

Improve economic growth and employability

Improve life chances for children and young people

Improve care for and promote independence with older people

Improve local housing and environmentally sustainable infrastructure

Improve the wellbeing of communities and protect the welfare of vulnerable people

Organisational Capabilities

Strong financial governance

Fit-for-Purpose estate and facilities

Innovative use of Information Technology

Committed and dynamic workforce Legitimacy and Support

Constructive partnership working and joined-up service delivery

Positive dialogue with local citizens and communities. All of our work is informed and lead by our values which will underpin the way we work they are:

Ambition

Confidence

Honesty

Innovation

Efficiency

Vibrancy

Excellence

http://www.west-dunbarton.gov.uk/media/1801902/wdc_strategic_plan.pdf

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Resources

Learning and development The Council is committed to investing in employees, ensuring they are well led, managed, and developed, and understand their contribution to the Council‟s vision and strategic direction. This commitment extends to supporting the professional and personal development of all employees to achieve their full potential in terms of skill, competence, and performance. Corporate Services implements an annual department training plan based on both service development priorities and individual PDPs. This helps to maximise resources and opportunities to participate in learning and development which benefits the individual, the department, and ultimately contribute to the achievement of Council‟s priorities. Our development priorities include developing skills across people management practice; customer service; technical skills; and specialist skills which support professional expertise. Development programmes are flexible, accessible, and ensure equality of opportunity through a range of activities including training workshops, seminars, visits to other organisations, work shadowing, formal study, coaching and mentoring, and e-learning resources.. Equally personal development is viewed as a continuous process and everyone is encouraged to undertake development activities which support lifelong learning. The department‟s commitment to learning and development was recognised through the achievement of Gold Standard within Investors in People. Workforce Planning The workforce planning process is integrated within the Departmental Planning process, highlights the key workforce related activities for the year and reflects the longer term strategic aims of the department. Notwithstanding the current financial position and the need to critically examine structures to ensure they are „fit for purpose‟ there are many key resource challenges facing the Department over the short and medium term. In the short term the department is undertaking a review of clerical/administrative support to ensure the best use of resources and examining how business processes can be supported by technologies to ensure efficiency. The focus on Customer Service will see the continued roll out of One Stop Shops and the further evolution of the Customer Contact Centre and Internet. In the longer term the introduction of Universal Credit will impact on the services we provide and the resources to deliver them. A copy of Corporate Services Workforce plan for 2014/15 can be found as appendix 1.

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Employee Information

The following table provides information on the level of employee resource available to deliver the departmental plan.

Service Headcount FTE

CE/CS Management 5 5.00

Corporate Communications 9 8.57

Customer & Community Services 192 157.48

Finance & Resources 227 201.01

LD&RS 88 79.15

People & Transformation 116 109.42

TOTAL 637 560.63

Finance

Alongside the revenue and capital allocations made by the Council, the Corporate Services Department is committed to maximising the resources available to deliver on key priority areas through securing a range of external funding sources. External funding includes European funding for our employability work, Skills Development Scotland support, Macmillan funding for advice services and Scottish Government funding for teaching English as a Second Language (ESOL). In addition the department has overall management for the community planning budget. Full budget information, including investments out with the revenue budget, can be found in the budget book. The 2014/15 Revenue budget for Corporate Services is £19,664,027.

Revenue

DIRECTORATE & CORPORATE RESOURCES 986,086

CORPORATE COMMUNICATIONS 345,878

LEGAL, DEMOCRATIC & REGULATORY SERVICES 2,501,869

FINANCE & RESOURCES 5,863,240

PEOPLE & TRANSFORMATION 5,089,834

CUSTOMER & COMMUNITY SERVICES 4,877,120

Total 19,664,027

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Capital Resources The following table lists the planned capital spend for the next 3 years, as was agreed by Council in setting the capital budget for 2013/14 to 2015/16.

ORIGINAL EST. REVISED EST. PROBABLE ESTIMATE

DESCRIPTION 2013/2014 2013/2014 2013/2014 2014/2015

£'000 £'000 £'000 £'000

WORKFORCE MANAGEMENT SYSTEM 59 59 59 0

CONTAMINATED LAND 81 81 81 0

AIR QUALITY PM10 MONITOR 25

CONTAMINATED LAND PRIORITISATION SOFTWARE 14

ENVIRONMENTAL MONITORING EQUIPMENT 3 3 3 0

NORTHGATE 21 21 21 0

ELECTRONIC INSURANCE SYSTEM 50

ONE STOP SHOP 130

FIN & ICT HELPDESK SYSTEM 80 80 0 80

AGRESSO UPGRADE 5 5 5 0

CIVICA UPGRADE 0 21 21 0

CMIS UPGRADE 0 5 5 30

SECURITY SYSTEMS UPGRADES 15 15 21 0

REPLACE/RENEW INTERNET FILTERING PRODUCT 25 25 25 0

ICT MODERNISATION 1,500 1,500 1,500 2,546

INFRASTRUCTURE - ICT 370 370 370 568

ICT SECURITY /PSN COMPLIANCE 145

CORPORATE SERVICES CAPITAL 2,159 2,185 2,111 3,588

CORPORATE SERVICES CAPITAL

SERVICE SUMMARY

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PERFORMANCE MANAGEMENT AND REPORTING

The mid year progress of this plan will be reported to Corporate Services Committee and the content of the plan will be considered at directorate, service management teams and CMT, providing opportunities to scrutinise performance and proactively manage this as necessary. DEPARTMENTAL AND SERVICE PERFORMANCE ASSESSMENT:

Regular Corporate Services Management Team (CSMT) and Service Management Team meetings to discuss performance.

Formal review of performance and assessment of objectives on a 6 monthly basis

GOVERNANCE ARRANGEMENTS

Reports to Corporate Services Committee and Audit and Performance Review Committee, Joint Consultative Forum and the Equality and Diversity Working Group.

In addition all services will submit reports to full Council as appropriate. PERFORMANCE AND DEVELOPMENT PLANNING (PDP) Each employee has individual targets, which are clearly linked to service, department and corporate plans. Performance and Development Plans are reviewed twice a year. PUBLIC PERFORMANCE REPORTING Reporting performance to external stakeholders is carried out annually through the publication of a public performance report.

http://www.west-dunbarton.gov.uk/council/performance-and-spending/public-performance-reporting/

Departmental Structure Chart

Appendix 1

WORKFORCE PLAN

Corporate Services

2014/17

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1. Introduction

The Corporate Services Department Plan details how the directorate will contribute to the delivery of the Council‟s key priorities in the coming year. Outcomes are achieved through the performance of our workforce, it is imperative that the right people with the right skills and competencies are in place. The purpose of workforce planning is to consider the implications of the Departmental Plan for the workforce in terms of organisational change, resource planning and training and development. The workforce plan will highlight key workforce issues and ensure people and resources are aligned to fully support the delivery of the Departmental Plan.

2. Overview of Corporate Services Department

2.1 Function and Remit

Corporate Services Department provides a wide range of services across the Council. The department is divided into five main areas:

Corporate Communications promote the work of the Council so that residents, media and employees are kept fully informed

Customer and Community Service is leading the Customer Services strategy as well as providing a range of community services to the public and corporate planning and performance for the Council.

Finance and Resources provides a wide range of functions including front line benefit services and financial support services across the Council.

Legal, Democratic and Regulatory Services comprises a number of front facing and support services, protecting and regulating the Council, our communities, and the environment.

People and Transformation ensures the workforce has the capacity to deliver key organisational objectives supported through modern efficient information communication technology.

2.2 Organisational Structure

The directorate currently employs 637 people. The key resource and establishment information for the directorate is provided at Appendix B to this Workforce Plan. Services are delivered from a range of area offices and facilities across West Dunbartonshire to ensure they are as accessible as possible to service users. Services are also delivered via the Customer Contact Centre and One Stop Shops.

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3. Future Key Service Priorities/Issues

3.1 Department Objectives The key department objectives for 2014-2015 are detailed in the Corporate Services Department Plan. 3.2 Workforce Issues. A number of issues which have an impact on resources and the workforce of the department relate to the financial challenges facing all local authorities at this time and the savings options which Council have agreed to implement in the coming year. Other workforce issues relate to the departments commitment to the Councils improvement and modernisation agenda and as a response to the external environment in which we operate. Appendix A provides a summary of the key service priorities which have significant resource implications for the directorate. Further, it outlines the actions which are planned or have been put in place to meet the delivery of the department‟s key priorities. It is assumed that all developments are either cost neutral or contribute to the department saving targets. 3.3 Personal Development Plans The PDP framework ensures all employees are aware of and recognise how they as individuals contribute to the achievement of the Council‟s, the department‟s key priorities and service delivery. The PDP framework also identifies individual development needs to enable employees to deliver their objectives, meet the demands of their role and improve their performance. This information is used by managers to identify the training needs of their teams and produce operational Training Plans within the department. 3.4 Employee Survey The Council‟s biennial Employee Survey gathered information from the Council workforce to provide a better understanding of employee‟s views across a range of factors that influence their engagement and working life. From a Corporate Services perspective the staff survey showed improvements in how employees feel about their role in the department however a number of areas were highlighted as requiring improvement. The department has reviewed the departmental results to identify specific areas of improvement which will form an action plan to be addressed in the coming year.

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3.5 Investors in People During 2013/14 the department achieved Gold Investors in People status . This significant achievement marked a considerable milestone in the department‟s development and it future direction in collaborative working across all services to achieve collective aims and ambitions utilising available resources to respond to internal and external customer needs. 3.6 Absence levels The 2013/14 annual absence level demonstrates that Corporate Services has 9.37 FTE days lost. This represents a 16% reduction in sickness absence when compared to 2012/13 achieving the target of 10 days. The target is 9 days for 14/15. Absence levels are reported to the Corporate Services Committee on a quarterly basis.

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Summary of the Key Service Priorities/Issues and Resource Implications

Part A: Details priorities or issues, which will happen and conclude during the current financial year and their implications.

Part B: Details priorities or issues, which will start in the next financial year but will conclude beyond this period.

Part A Priority/ Issues Resource or Skill implication Action required

Introduction of Single Fraud Investigation Service (SFIS)

Staff in revenues and benefits may transfer to SFIS

Monitor transfer arrangements and consult with affected staff group – Transfer mechanism to be agreed

Ongoing review of Business processes (HR Connect and P2P)

Review of business processes will have resource and training implications

Implement Council organisational change procedures

Review of Clerical and administrative structures within corporate services to support more efficient and effective working

Circa 50 staff in scope. Resource implications to plan and implement revised structure

Develop and Communicate proposals to staff and trade unions and implement organisational change procedures

Opening of Clydebank One Stop Shop

Relocation of staff and introduction of new working practices in line with Customer Services Strategy

Review and monitor new arrangements

Opening of Dumbarton One Stop Shop

Review of staffing requirements and introduction of new working practices in line with Customer Services Strategy

Review and monitor new arrangements

Part B Further development of Customer Contact Centre to provide additional services and extend customer access

Introduction of additional services to Customer Contact Centre will involve retraining of staff and impact on staffing resources

Review additional services to be provided via Customer Contact Centre and identify resources.

Ongoing review of Business Review of business Identify processes to be

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processes processes will have resource and training implications

reviewed and develop project plans

Implications of introduction of Universal Credit – phased introduction

Planned roll out of Universal Credit proposals will have implications for current and future workforce

Monitor implementation arrangements

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Longer term Key Service Priorities/ Issues and Resource implications

Please detail in this table any key priorities that may have resource implications for the Department over the whole Departmental Planning Period (2012 - 2017), beyond the next financial year. (Where they impact on the next financial year, they should be detailed in Part B of the previous table). The information in this table will be revisited during the annual workforce planning process to review the progression of these issues and their potential resource implications.

Period that priority will impact over

Priority/ Issues Potential resource or skill implication

Potential actions required

2016/2017

Transfer of Benefits staff to DWP as part of welfare reform proposals

Reduction in staff resource in benefits processing

Transfer arrangements to be clarified. Identify staff groups involved and undertake appropriate communications

Further development of Contact Centre

Impact on staff resources

Review in line with Customer Services Strategy

New Council Offices

Any proposed relocation of staff will involve new ways of working and may have training/skills implications

Review in line with any agreed proposals

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Corporate Services Workforce Profile - 1 April 2014 1. Headcount

Permanent Fixed-Term Casual Apprentice Total

CE/CS Management & Admin 5 0 0 0 5

Corporate Communications 6 2 0 1 9

Customer & Community Services 142 40 2 8 192

Finance & Resources 206 19 0 2 227

LD&RS 86 0 2 0 88

People & Transformation 103 10 0 3 116

Total 548 71 4 14 637

0

50

100

150

200

250

CE/CS

Management &

Admin

Corporate

Communications

Customer &

Community

Services

Finance &

Resources

LD&RS People &

Transformation

Headcount

Headcount by

Contract TypeFixed-Term

11%

Casual

1%

Permanent

86%

Apprentice

2%

Within the Department 86% of our employees are employed on a permanent basis,

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2. Full-Time Equivalent

Permanent Fixed-Term Apprentice Total

CE/CS Management & Admin 5.00 0.00 0.00 5.00

Corporate Communications 5.57 2.00 1.00 8.57

Customer & Community Services 124.83 24.65 8.00 157.48

Finance & Resources 181.60 17.41 2.00 201.01

LD&RS 79.15 0.00 0.00 79.15

People & Transformation 98.42 8.00 3.00 109.42

Total 494.57 52.06 14.00 560.63

0

50

100

150

200

CE/CS

Management &

Admin

Corporate

Communications

Customer &

Community

Services

Finance &

Resources

LD&RS People &

Transformation

FTE

FTE by

Contract Type

Fixed-Term

9%

Permanent

89%

Apprentice

2%

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3. Demographics

Gender Female Male Total

CE/CS Management & Admin 5 0 5

Corporate Communications 6 3 9

Customer & Community Services 142 50 192

Finance & Resources 183 44 227

LD&RS 53 35 88

People & Transformation 65 51 116

Total 454 183 637

Gender

Female

71%

Male

29%

The gender profile within Corporate Services reflects the gender profile across the whole

Council

Age Range 16 - 24 25 - 34 35 - 44 45 - 54 55 - 64 65+ Total

CE/CS Management & Admin 0 0 1 3 1 0 5

Corporate Communications 1 2 5 1 0 0 9

Customer & Community Services 14 35 46 57 34 6 192

Finance & Resources 11 47 60 69 39 1 227

LD&RS 1 10 23 38 16 0 88

People & Transformation 6 16 36 39 18 1 116

Total 33 110 171 207 108 8 637

Age Group16 - 24

5%

25 - 34

17%

35 - 44

27%

45 - 54

33%

55 - 64

17%

65+

1%

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The profile displays a number of workforce characteristics which are important in relation to our workforce planning processes.

17% of the Corporate Services workforce is over 55 years old. This reflects a lower figure than the Council figure of 23%.The largest age band within Corporate Services falls between 45 and 54 years of age which reflects the position with the Council

1% of the workforce are working beyond the “historic” retiral age of 65 reflecting a lower level than the Council figure of 4%

The Corporate Services department Council employs 5% of staff under 24 years old which is similar to the Council figure of 6%.

4. Sickness Absence

FTE Days Lost per FTE Q1 Q2 Q3 Q4

CE/CS Management & Admin 0.00 0.00 0.00 0.00

Corporate Communications 0.49 0.00 0.76 0.00

Customer & Community Services 2.23 1.34 2.43 1.73

Finance & Resources 2.21 2.29 3.03 2.93

LD&RS 1.82 2.60 2.62 2.34

People & Transformation 1.70 2.40 3.27 3.24

Total 2.02 2.05 2.79 2.50

0.00

1.00

2.00

3.00

4.00

Q1 Q2 Q3 Q4

FTE Days Lost per FTE

Corporate

Communications

Customer &

Community Services

Finance & Resources

LD&RS

People &

Transformation

Total

The annual figure show that Corporate Services has performed well in 2013/14 reporting a

total of 9.37 FTE days lost, which represents a 16% reduction in sickness absence compared

to last year. This has lead to the achievement of the annual target of 10 days.

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Reason

Minor Illness

Back Pain / Musculo-skeletal

Stress Recurring Medical

Conditions

Acute Medical

Conditions Other Total

CE/CS Management & Admin 0 0 0 0 0 0 0

Corporate Communications 6 0 0 0 3 0 9

Customer & Community Services 336 139 245 110 347 106 1,282

Finance & Resources 758 314 109 223 293 568 2,265

LD&RS 220 120 78 0 423 24 865

People & Transformation 153 36 382 16 342 262 1,191

Total 1,472 609 814 349 1,408 960 5,611

Absence Reason

Minor Illness

26%

Stress

15%

Acute Medical

Conditions

25%

Other

17%

Recurring Medical

Conditions

6%

Back Pain / Musculo-

skeletal

11%

Minor Illness was the most common reason for absence in 2013/14 with 26% of days lost,

with Acute Medical Conditions a close second with 25%. Stress was third with 14% of all

absence. This demonstrates a different profile for absence duration within Corporate Services

compared to the rest of the Council in terms of minor illness and acute medical conditions. 5. Staff Movement

New Starters Permanent Fixed-Term Apprentice Total

CE/CS Management & Admin 0 0 0 0

Corporate Communications 0 2 0 2

Customer & Community Services 1 4 5 10

Finance & Resources 9 7 0 16

LD&RS 1 0 0 1

People & Transformation 4 10 2 16

Total 15 23 7 45

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New Starters

Permanent

33%

Fixed-Term

51%

Apprentice

16%

Leavers

Dis

mis

sa

l -

Cap

ab

ilit

y

Dis

mis

sa

l -

En

d o

f C

on

trac

t

Dis

mis

sa

l -

Ill

Hea

th

Res

ign

ed

Reti

ral

- A

ge

Reti

ral

- Il

l H

ea

lth

Un

us

ed

Cas

ua

l

To

tal

CE/CS Management & Admin 0 0 0 0 0 0 0 0

Corporate Communications 0 0 0 1 0 0 0 1

Customer & Community Services 0 1 3 2 1 23 30

Finance & Resources 0 2 1 8 3 1 0 15

LD&RS 1 0 0 1 0 0 0 2

People & Transformation 1 2 0 10 1 0 0 14

Total 2 5 1 23 6 2 23 62

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Leavers

Retiral - Age

10%

Retiral - Ill Health

3%

Dismissal - Ill Heath

2%

End of Contract

8%Unused Casual

37%

Dismissal - Capability

3%

Resigned

37%

Turnover - All Staff Staff @ period start

Staff @ period end

Average Leavers Turnover

CE/CS Management & Admin 5 5 5.0 0 0.0%

Corporate Communications 8 9 8.5 1 11.8%

Customer & Community Services 211 192 201.5 30 14.9%

Finance & Resources 222 227 224.5 15 6.7%

LD&RS 89 88 88.5 2 2.3%

People & Transformation 116 116 116.0 14 12.1%

Total 651 637 644.0 62 9.6%

Turnover - Permanent Staff only Staff @ period start

Staff @ period end

Average Leavers Turnover

CE/CS Management & Admin 5 5 5.0 0 0.0%

Corporate Communications 6 6 6.0 0 0.0%

Customer & Community Services 145 142 143.5 4 2.8%

Finance & Resources 203 206 204.5 8 3.9%

LD&RS 87 86 86.5 2 2.3%

People & Transformation 110 103 106.5 11 10.3%

Total 556 548 552.0 25 4.5%

6 Modern Apprentices

Modern Apprentice Headcount Level 2 Level 3 Total

CE/CS Management & Admin 0 0 0

Corporate Communications 0 1 1

Customer & Community Services 1 7 8

Finance & Resources 0 2 2

LD&RS 0 0 0

People & Transformation 0 3 3

Total 1 13 14

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7. Maternity Leave

Staff on Maternity Leave % of Staff

CE/CS Management & Admin 0 0.0%

Corporate Communications 2 22.2%

Customer & Community Services 6 3.1%

Finance & Resources 11 4.8%

LD&RS 1 1.1%

People & Transformation 2 1.7%

Total 22 3.5%

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Corporate Services Departmental Plan

Quarter 1 Progress Report 2014/15

Icon Name

1 Social Mission

Icon Name

Improve economic growth and employability

Action Status Progress Due Date Comment Assigned To

Deliver the supply side response to the Jobs Growth and Investment Framework

31-Mar-2015 Michael Gill

Develop and deliver a programme for ESF activity 2014-20, based around Working 4U operating model


Develop and implement the Strategic Skills Pipeline through the Working 4 U service


Deliver a range of learning opportunities under Stages 1-3 of the Strategic Pipeline

31-Mar-2015 Lorna Campbell

Develop Digital and Financial Inclusion opportunities in response to Welfare Reform and Labour Market demands


Review and implement engagement with Business to ensure compliance with the new Scottish Regulators Code of Practice.

31-Mar-2015 Graham Pollock

Icon Name

Improve life chances for children and young people


Implement Early Years Collaborative approach in CPWD using new model of improvement

31-Mar-2015 Amanda Coulthard

Lead a fostering campaign to attract 200 referrals to the fostering team and the appointment of 5+ new carers

31-Mar-2015 Malcolm Bennie

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Icon Name

Improve local housing and environmentally sustainable infrastructure


Provide an enhanced pest control service by introducing a seagull control service

31-Mar-2015 John Stevenson

Icon Name

Improve the wellbeing of communities and protect the welfare of vulnerable people


Improve partnership working with and capacity of community groups


Develop a strategic framework for social enterprise support


Continue to review and improve the money and advice service response through Working 4U

31-Mar-2015 Mary Holt

Roll out the Validated Self-Evaluation Review of the CL&D Service in compliance with the HMIe Framework


Ensure compliance with the new Statutory Regulations for Community learning and Development for CPPs


Continuously review and allocate resources on a priority basis to ensure key strategic projects have the appropriate legal advice (such as major capital projects)

31-Mar-2015 Alan Douglas

Continue to meet the requirements of the developing welfare reform including Scottish Welfare fund and DHP

31-Mar-2015 Marion Smith

Develop and implement a Trusted Trader scheme

31-Mar-2015 David McCulloch

Contribute to the Council's serious organised crime agenda with Police Scotland and other partners in respect of intelligence sharing, food fraud and promoting consumer awareness


Ensure compliance with the Tobacco Control Strategy for Scotland through enforcing


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Icon Name

2 Organisational Capabilities

Icon Name

Committed and dynamic workforce

Performance Indicator 2010/11 2011/12 2012/13 Q1 2013/14 2014/15

Assigned To Value Value Value Value Target

CM1biii: Average number of working days lost per employee through sickness absence for all other local government employees

11.3 12.2 13.45 9 Paul McGowan

CM1aiii: Average number of working days lost per employee through sickness absence for teachers

7.7 6.1 6.88 5.7 Paul McGowan


Lead a communications campaign to support the Attendance Management strategy and reduce absence levels


Produce 3 issues of Talk magazine and increase satisfaction levels with the publication amongst staff


Lead the Be The Best internal change model to assist employees to feel engaged and valued


Embed leadership model and leadership development and test application through employee feedback

31-Mar-2015 Angela Terry

Analyse and evaluate current learning and development provision through training review project


Lead delivery of the Employee Survey improvement plan

and measure impact 31-Mar-2015 Linda Butler

Explore and pilot alternative tools for continuous/process improvement which support lean ways of working


Introduce new corporate project management methodology, development, and support

31-Mar-2015 Anne McFadden

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Progress Equal Pay action plan in line with equality duties

31-Mar-2015 Paul McGowan

Improve attendance levels across the organisation through innovative strategies and joing working


Review policies and practices in line with emerging case law, legislation and good practice


Develop systems and processes to support and embed the new pension schemes in accordance with the relevant regulation


Embed Council workforce planning process to sustain a committed workforce that supports the organisation's needs


Review and implement revised flexi operational terms of the Scheme

31-Mar-2015 Paul McGowan; Linda O'Dell

Deliver Shared Data Centre

31-Aug-2014 Brian Miller

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Fit-for-purpose estate and facilities


Implement Transactional Payroll and HR Business Processes improvements

31-Mar-2015 Arun Menon

Support Property and Resource optimisation projects

31-Mar-2017 Patricia Kerr

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Innovative use of Information Technology


Launch a new UMBRACO intranet site to improve internal communications for Council departments and employees

31-Mar-2015 Jonathan Muir

Improve the Council website

31-Mar-2015 Jonathan Muir

Implement Purchase 2 Pay review

31-Mar-2016 Stephen West

Lead and embed the robust business continuity and civil contingency framework in line with agreed targets

31-Mar-2015 Sandy McKenzie

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Continue to embed and review strategic risk and health and safety across the Council

31-Mar-2015 Colin McDougall

Deliver IT technical input to support departmental change projects


Coordinate PSN compliance process

31-Mar-2015 Iain Kerr

Develop and implement further modules within the Workforce Management System specifically Self Service


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Strong Corporate Governance (DO)


Implement and embed the Local Government Benchmarking Framework across the organisation


continue to improve and deliver the Assurance Statement to support the Statement of Internal Financial Controls


Deliver a successful European Election and Referendum where all interested parties have confidence in the

process and accuracy of the result

31-Mar-2015 Peter Hessett

Implement a review of committee structures

01-Jul-2014 George Hawthorn

Implement ICT Modernisation Project


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Strong financial governance and sustainable budget management

Performance Indicator 2010/11 2011/12 2012/13 Q1 2013/14 2014/15

Assigned To Value Value Value Value Target

CM6bi: Percentage of income due from Council Tax for the year, net of reliefs and rebates that was received during the year

94.1% 94.2% 94.4% 29.93% 94.75% Marion Smith

HS5aiii: Current tenant arrears as a percentage of the net amount of rent due in the year

9.8% 9.16% 10.1% 10.5% Marion Smith

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Continue to deliver a robust and responsive financial management process through accurate BCR and financial reports to CMT, Committee, Council and Board in line with monthly due dates.

31-Mar-2015 Gillian McNeilly

Continue to improve and deliver the financial statements are prepared on time - WDC/ VJB/ WDLT/Trusts


Prepare and deliver short, medium and long term budgets through robust financial planning which reflect the Council's (& other bodies) corporate aims and objectives.


Ensure continued compliance with the Public Sector Internal Audit Standards and contribute to developing the SLACIAG framework for external assessments


Improve Housing rent collection rates to meet performance indicator


Undertake a review of debtors and NNDR business processes to modernise service delivery

31-Mar-2015 Karen Shannon

Review ways of increasing council tax collection through process review and benchmarking


Improve corporate debt c ollection rates


Develop Procurement Leadership and governance across the Council

31-Mar-2015 Angela Salmons

Delivery of Local Procurement Action Plan and improve procurement capability across the council

31-Mar-2015 Angela Salmons

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Legitimacy and Support

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Constructive partnership working and joined-up service delivery


Implement the new Customer Service initiatives

31-Mar-2015 Stephen Daly

Develop and strengthen the customer service delivery model

31-Mar-2015 Stephen Daly

Develop and strengthen the new model for community planning to meet national requirements


Review and implement a new framework for community engagement and empowerment which strengthens the voice of our communities


Produce Housing News magazine and increase satisfaction levels with the publication amongst 10,000 tenants


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Positive dialogue with local citizens and communities


Lead the telephone satisfaction survey project and use the data it generates to assist continuous improvement within the Council.


Provide an effective Press Office service that promotes the Council's achievements and protects the organisation against unfair criticism.


Enhance our social media reach to 15% of local population – moving the Council into top 5 in Scotland


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Action Status

Cancelled

Overdue; Neglected

Unassigned; Check Progress

Not Started; In Progress; Assigned

Completed

Risk Status

Alert

High Risk

Warning

OK

Unknown

PI Status

Alert

Warning

OK

Unknown

Data Only

Long Term Trends

Improving

No Change

Getting Worse

Short Term Trends

Improving

No Change

Getting Worse

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