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HR Committee - Management Information Report Introduction This report provides management information around key themes as requested by the Police Authority HR Committee and are ordered in sequence of the buttons on the right. The report includes relevant performance indicators, and a brief narrative on the current position, management actions and as appropriate planned outcomes. Clarification on measures used is included in the 'Report Guide' page. Acknowledging that within this report it is only feasible to provide a summary narrative, as required 'themed' reports will also be produced for the HR Committee, allowing a more in depth examination of a particular issue. It should also be noted that the information supplied within this report will change throughout the year to reflect current and emerging issues. A key way to assess whether the blueprint changes and workforce reductions are influencing the force's key performance objectives is using the force scorecard (included). Further detail on this summary information is available upon request. Created: Jul-11 Updated: Dec-11 Questions: email@example.com Your Guide to the HR Committee MI Pack Introduction This guidance has been drafted in response to feedback from HR Committee members. It is intended to clarify some of the terminolgy used, provide background information on performance measures used, and to detail source data. Formatting - Red, amber, green colour fill demonstrates whether off, close to or on target respectively. Where there is no colour fill it means that there are no targets for that measure. Measures - Cultural Audit (CA) scoring: Please see Table 1 below for the sub-questions which form the overall scores for the cultural audit. A score under 8 is considered as negative, while a score over 10 is positive. More details on the scoring methodology are available upon request and can be seen in the latest culture survey report on the force intranet (search for 'cultural audit'). - Dates: Data are explicitly labelled as to the date up to which it reflects, when it was last updated. Where the whole financial year (FY) is shown, the data represents the whole FY. Note that due to required timings in submission of this report, data may seem relatively out of date by the time the committee convenes. - Overtime Caveats: Some of the overtime costs may be offset by income - we may have incurred overtime by carrying out work for another party and were therefore reimbursed the overtime costs. Due to accountancy rules, any overtime paid in April each year is reverted back into the previous financial year as it is assumed that overtime claimed in April is for work conducted in March or previous months. Therefore the above figures do not include claims paid in April. Layout This report summarises key people management information in a balanced scorecard approach under 5 key themes. This is in line with the template and content requested by authrity members and representatives. Themes are ordered in this Excel document in the same sequence as outlined on the 'Introduction' tab. If printed for members prior to meetings, each sheet takes up a single page and should be placed in the same order as the original electronic version to avoid confusion. Table 1: Culture Survey Statements against which a response is scored Index Specific Question Clear to me what organisational goals are Organisational Goals I understand how diff parts contribute to goals & Values Difficult for us to provide good service Some do little to deserve respect of the police Attitude toward Waste of time trying to help some people public Some victims more deserve service than others Confidence most important measure of success Performance & Public feedback should be in everyone's appraisal Appraisal Public feedback as important to me as my managers' Managers don't listen to staff views Management Manager would back me up if I made a mistake Uncomfortable expressing opinion to senior grades Training encourage me to use professional judgement Learning & Training given me confidence to deal with public Development Training prepared me deliver service the public wants Good lines of communication in organisation Communications & I know how to find out information work together Different parts of organisation don't work well together Neighbourhood Neighbourhood policing is not real policing policing & Work in agency partnership is a waste of time partnership PCSOs have an important policing role Senior managers are open to differing views Leadership Senior managers are out of touch with the front line Managers give mixed messages on our values Professional We should have zero-tolerance to minor offences judgement, service We should vary our style depending on community delivery All laws should be enforced always No sense of loyalty to D&CC Work environment & D&CC is a good organisation to work for pride Positive atmosphere with colleagues I work with Achievement of Top Performing Force - Force Scorecard Management & Leadership Comments & Management Actions Sickness Absence These link to the PA HR Committee Risk Register HR03, 06 & 13. • Sickness: Proactive measures from all areas of HR & Wellness National (Data to Oct'11, target 4.0%) Current Last Year to assist managers effectively manage attendance. Continues to be Average monitored at Force Performance Group to share learning /best % Officer Hours Lost 4.1% 3.7% 3.4% practice. Trend increasing for police officers and staff, both now % Staff Hours Lost 5.5% 4.6% 3.8% above target. 'Myself' recording system rolled out forcewide on 1 November, which will tighten up data quality around long term % Total Hours Lost 4.6% 4.0% - absence. • PDR: Still below 100% target, and not valued by some ahead of day-to-day priorities this will reflect on managers PDRs for 2011/12. New PDR strategy in place to help address this and other issues with the process. HR Business Partners to work with SMTs to evidence their support and lead by example. • Wellness: Strategy to reinvigorate rollout commences in January, with a dedicated team. This includes improved communication and more engagement sessions. • Staff Survey: These results were recently reviewed in depth in a separate paper to Committee (Nov'11). • Equality: The Equality Standard is a self assessment tool to enable force to identify where/how it can improve service delivery and for its workforce. Evidence for 2011 was submitted in September, and is being scored by E&D. A wider analysis of the equality of pay and other Equality Duty info will be published in January 2012. PDR Completion Wellness (Data to 1/12/2011, target Officers Staff Total (Data to Dec'11) Total 100.0%) 2010/11 PDR Completion 84.6% 93.0% 88.1% Personal Wellness Profiles Completed 786 Rate 7 Expectations Leadership Index Staff Survey & Cultural Audit Measure (Based on 2010 culture audit & To follow… Target Actual Jul'11 staff survey) CA - Leadership Score 10 7.8 Equality Standard CA - Management Score 10 9.4 SS - I have regular and meaningful Dept. ratings for E.S. evidence Sep-11 Sep-10 80.0% 56.4% contact with my line manager Below Baseline TBC 3 SS - I am managed well and motivated by - 48.4% Baseline TBC 15 my manager Integrating TBC 4 Excelling TBC 0 % Above Baseline TBC 86% Affordable & Fair Pay Comments & Management Actions Bonus Payments These link to the PA HR Committee Risk Register HR01, 04 & 10. 2011/12 2010/11 (Data to Sep 2011) % Change • Bonus Payments: 75% reduction in bonus payments in Q1+2 Q1-2 Q1-2 this year compared to last year, mostly due to more austere Police staff £6,917 £26,109 -74% spending by budget holders generally. Average per person receiving a payment is also slightly lower. The volume of payments Police Officers £4,830 £20,092 -76% by gender remains proportionate to the gender representation in PCSOs £216 £984 -78% the organisation. A wider analysis of the equality of pay and other Equality Duty info will be published in January 2012. TOTAL FORCE Spend £11,963 £47,185 -75% Average Payment £157.41 £185.77 -15% • Overtime: Slight increase compared to same point last year, mainly due to riot support overtime. Overtime has reduced a great deal each year for the last three years, and current year to date is still under budget. The introduction the new duty management system is planned to maintain this long term reducing trend with better resource allocation. However, the Olympics may have implications to 2012/13 overtime spend if other significant incidents occur at this time. Overtime Overtime Spend 2001 - 2011 £9.0 4.5% £8.0 4.0% Force total overtime spend so £7.0 3.5% far this year… Absolute Spend (£m) % of Force spend £6.0 3.0% £5.0 2.5% YtD Nov YtD Nov % Change £4.0 2.0% 11 (£m) 10 (£m) £3.0 1.5% 5.818 £2.0 1.0% 3.36 3.02 11.1% 2.909 £1.0 0.5% £0.0 0.0% 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 Behaviours & Attitudes Wellness Comments & Management Actions Staff Survey (SS) & Cultural Audit (CA) These link to the PA HR Committee Risk Register HR01, 03, 07 & Measure (Based on 2010 culture audit & 10. Target Actual Jul'11 staff survey) • Cultural Audit: This report is due for submission before results of CA - Working together & communication the recent cultural audit are published. These will be available in 10 8.0 early January 2012. score • Conduct: Formal reporting of PSD data is currently based on complaints from the public as per IPCC Statutory Guidance. IPCC CA - Working environment & pride score 10 10.4 collated data comparing all forces are published in-depth on their website. Internal monitoring shows complaints are down 17% year CA - Organisational goals and values 10 9.3 on year, with reductions in most complaint types. • ETs & Grievances: The number of ET cases now stand at 11, SS - My BCU/Department is a good place 70.0% 53.6% though 4 of these are block cases relating to A19. Lessons learned to work from ETs and grievances are shared at the HR Strategic Group and SS - The Constabulary does a good job of as appropriate managers guidance modified. There have been 49 60.0% 30.6% grievances received to date this year, which suggests it is a similar keeping me informed rate to last year. Conduct & Complaints ETs & Grievances YtD YtD Change 2011 / 12 2010 / 11 Nov11 Nov10 Complaints - Allegations received by the 929 1126 -17% Number of employment tribunals 11 10 force Misconduct - Number of cases per 1000 To follow… Number of grievances 49 61 employees Misconduct - Dismissals, required to 2 23 -91% resign, or resign during discipline Delivery of Change Management Programme Comments & Management Actions Strength to Resource Profile These link to the PA HR Committee Risk Register HR01, 08 & 10. Target for Current (Data to November 2011) Difference • Strength: Police officer and staff strength are on or ahead of Mar 2012 Actual track to meet year end requirements for the MTFS, with the Police Officers 3220.0 3260.3 40.3 combination of A19, reviews, voluntary, and other leavers. Specials are slightly under target but increased following on from a Police Staff 1775.0 1707.0 -68.0 recruitment process run this summer. This is significant to the PCSO 361.6 349.2 -12.4 policing of Devon & Cornwall. Specials 700 676 -24 • Turnover: Officer turnover has increased as expected due to A19 retirement. Staff turnover has shown a big increase, largely due to voluntary redundancies resulting from staff reviews. Turnover People Services Centre are currently backdating leavers data to record whether VR or CR for redundancy codes, which will allow updating to future HR Committees of the exact split • Skills: One measure to assess that we have people with the right skills to do the job required is a staff survey question: 'In my unit, training and development is provided according to organisational need'. The recent staff survey results show a decline in this area from Dec'10, in line with many staff survey questions - see staff survey report for more detail. The L&D team are conducting a training demand exercise as part of their redesign to ensure that not only is training designed to meet demand but that the resources in L&D reflect the level of training delivery required. Succession planning is ongoing where officers are due to leave under A19 and for critical posts/skills. Cultural audit results based on the three questions shown in the 'Report Guide' tab Appropriate Training to Need indicate good performance here, and will be updated in January to reflect the results of the Nov'11 audit. Measure (Based on 2010 culture audit Target Actual & Jul'11 staff survey) • Change & performance: The achievement of success will be SS - In my unit, training & dev't is 50.0% 37.8% demonstrated through implementing these changes while also CA - Learning and development score 10.0 10.4 improving Force performance on key objectives as outlined on the force scorecard. This is the 'more for less' challenge as outlined by the Chief Constable.
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