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Human Resources
               Human Resources Strategy

The Human Resources (HR) Strategy has been designed to support the Council in
achieving its vision as identified in Improving Life in Leicestershire (the Medium Term
Corporate Strategy (MTCS)).

"To achieve our vision we will at all times:-
 provide community leadership for the County:
 deliver services that provide value for money;
 support a highly motivated, well trained workforce to deliver clearly defined
   service targets;
 investigate innovative solutions to create improvements in services;
 support effective partnerships to achieve real improvements in the way that
   services are delivered
 promote equality"

The Leicestershire Context
Leicestershire, like other local authorities, is facing major new challenges and
changes, both internally generated and from external sources. These pressures for
change include meeting central government requirements, a changing regulatory
environment, new technology developments and increasingly better informed
customers. The Council will therefore need to ensure that its organisational culture
is such that its workforce is fully equipped to handle these changes positively,
working in new and different ways.

The key issues facing HR in supporting the achievement of the Corporate Priorities
for the County Council include:

 A modernised political structure and processes
 Increasing inspection of performance and services, including the Comprehensive
  Performance Assessment
 New ways of working, including partnerships
 Developments in the Best Value regime
 The implementation of the Single Status Agreement, in particular, the job
  evaluation scheme for employees (excluding teachers)
 Reorganised County Council departmental structures
 The Better Access to Better Services Initiative
 The development of the Performance Management System

Within Human Resources, these issues also include the introduction of a new
HR/Payroll system and a reorganisation of the function following the Best Value
Review process.

HR Strategy
The strategy comprises ten key elements which link to the MTCS and/or operational
service plans. Each element has a specific aim and details of how these will be
achieved. The elements are:

   Communication
   Diversity
   Employee and Trade Union Relations
   Employee Development and Motivation
   Health, Safety and Welfare
   Organisational Development
   Performance Management
   Recruitment and Retention
   Remuneration
   Workforce Data

Roles and Relationships
The role of the Human Resources function is evolving from previous personnel and
training arrangements. We are striving to ensure that human resource management
is totally integrated into the way the organisation does things and in particular we are
seeking to align together human resource and service strategies. In doing this we
are increasingly focusing more on the needs of our customers, managers, members
and employees and are committed to the delivery of a high quality service.
The main relationships within the County Council are with:-
   The Cabinet
   The Employment Committee
   Scrutiny Commission
   Corporate Management Team
   Directorate Management Teams
   Service Managers and other Senior Managers
   Trade Unions and employees
A key feature of the way in which the HR function will operate in future is through
consulting more with our senior management colleagues across the Council. We will
ensure that relationships between HR staff and Managers are characterised by joint
working, co-operation and a focus on outcomes.

In the same way, we will continue to work with schools and colleges collaboratively,
commending policies and good practice to governors.

We will work to sustain a positive relationship with trade unions through consultation
and negotiation, reaching viable agreements wherever possible.

Strategic Priorities 2003/04
The strategic priorities currently facing the HR function flow directly from the Medium
Term Corporate Strategy. They are:-
 The implementation of Job Evaluation and remuneration system across the
  County Council
 Supporting the County Council reorganisation of departments to ensure effective
 The implementation of the Trent HR/Payroll System
 Supporting MTCS service delivery priorities, including the Better Access to Better
  Services Initiative

Development of Service Standards
An important component in delivering this Human Resources Strategy will be the
development and publication of service standards for the function which will apply
across the Council. These will focus on the key themes of customer focus and
quality of service.

These standards will build on existing good practice and seek to ensure a coherent
and consistent approach to HR issues across the County Council.

Underlying Core Principles of the HR Function

Thes e include:
A commitment to partnership working and consultation both within the authority and
with external bodies/reference groups, including the Leicestershire Learning and
Skills Council,    the Leicestershire Compact, the Framework for Regional
Employment and Skills Action Forum (FRESA), EMRLGA, and the Employers’

A proactive approach to learning and taking advantage of all opportunities to spread
good practice across the HR function, the wider organisation and local community.

The utilisation of website and intranet for communication both externally and
internally in addition to paper based systems.

A commitment to the highest possible standards of confidentiality, professional
conduct and competency.

A commitment to a ‘quality’ proactive approach and philosophy of ‘continuous
improvement’ both individually and for the function.

The promotion of employment practices that remove discrimination and support
consistency of application across the Council.

Monitoring Arrangements
Progress against the HR Strategy and Action Plan will be a standing item for the
Strategic Human Resources Management Team which will report to Corporate
Management Team, Cabinet and the Employment Committee as well as the Central
Negotiation and Consultation Committee regularly on progress.

HR Strategy and Action Plan - Year One

The following pages identify the comprehensive Year One Action Plan as well as
providing an outline list for years two and three. These will be updated in light of
priorities determined by CMT, consultation with Trade Unions and monitoring of
progress against Year One. It should be noted that inevitably there is some cross-
over between the 10 elements of the Strategy. For example, the Diversity element
impacts on all other aspects.

                                                               September 2003
                              HR Strategy

1.     Communication

To devise and implement an effective internal communications strategy to ensure
effective communication across all areas of the organisation.
This will be achieved by: -
1. Establishing systems to identify issues about which employees should be
2. Establishing effective systems to enable two-way communication within the
   Council on key organisational issues. Ensure systems comply with corporate
   initiatives including e-government, BABSI and the Content Management System
3. Using the most accessible and appropriate means of communication so that all
   employees are able to contribute to the Council's operations and development

Key Outcome Measures
 Introduction of communications strategy
 % employees and managers believing communications have improved

                                                                         HR Strategy

2.     Diversity

To improve the County Council’s management of diversity issues in order to
maximise the potential of employees, improve the access to and delivery of services
and to raise the profile of the authority as an outstanding Equalities employer.
This will be achieved by:-
1. Identifying and removing barriers to recruitment, development and promotion
2. Ensuring quality standards in relation to race, gender, age and disability are met
3. Designing and delivering packages that will enhance the work/life balance of
   County Council employees
4. Reviewing and developing HR policies and procedures that deliver improvements
   in diversity

Key Outcome Measures
 The level of the Equality Standard (BV 2a)

 The score against checklist for the duty to promote race equality (BV 2b)

 % of the top 5% of earners employed that are women (BV 11a)

 % of the top 5% of earners employed that are from black and minority ethnic
  communities (BV 11b)

 % of employees who feel the Council is a 'family friendly' employer (baseline

                                                                          HR Strategy

3.      Employee and Trade Union Relations

To develop positive and productive relations with both employees and trade unions
to maintain the effectiveness of the organisation.
This will be achieved by: -
1. Reviewing and improving arrangements for consultation and negotiation

2. Agreeing arrangements for resolving disagreements between management and
   trade unions
3. Developing policies and procedures to enable employees and managers to
   resolve issues constructively and to ensure a positive working environment for all

Key Outcome Measures
    % reduction in disputes reaching formal procedure stage (baseline data)

    arrangements for resolving disagreements between managers and trade unions
     are in place
 reduction of number of instances of industrial action (baseline data)

                                                                       HR Strategy

4.     Employee Development and Motivation

To develop a highly motivated, well-trained workforce that is appropriately equipped
to deliver high quality services.
This will be achieved by: -
1. Systematically identifying training needs at individual, team and organisational
   level, linked to the achievement of organisational and service objectives and
   ensuring equality of access
2. Meeting the prioritised identified needs through the provision of appropriate
   development activities
3. Reviewing and evaluating the contribution of development activities to overall
   achievement of service objectives
4. Undertaking initiatives aimed at ensuring that employees feel valued and are able
   to contribute fully to the activities of the Council
5. Enhancing the skills base and age profile of the Council by the recruitment and
   development of young people on Modern Apprenticeship programmes.

Key Outcome Measures
 Number of services with training plans clearly linked to achieving service
 Number of services with a process in place for systematically evaluating the
  effectiveness of development
 % of employees with an individual development plan in accordance with
  Performance and Development Review Scheme
 % of employees who feel able to contribute fully and feel valued (baseline data)
 % of employees under 25 years in Modern Apprenticeship (baseline data)

                                                                        HR Strategy

5.     Health, Safety and Welfare

To ensure a healthy, safe and supportive working environment for all employees to
enable them to contribute fully to the achievement of Council objectives.
This will be achieved by:-
1. Promoting health and safety throughout the organisation to develop a positive
   safety culture
2. Implementing and complying with H & S Legislation and Codes of Practice
3. Developing policies and practices to ensure all employees are able to undertake
   their duties in a safe environment
4. Ensuring employees at all levels receive appropriate training and support to
   undertake their responsibilities
5. Supporting employees through change and personal difficulties
6. Developing and implementing attendance management practices

Key Outcome Measures

 The number of working days lost to sickness (BV 12)

 10% reduction in reportable accident rates by 2005
 % reduction in sickness absence due to industrial injury both physical and
  psychological (baseline data)

 Early retirements as a % of the total workforce over 50 (BV 14)

 Ill-health retirements as a % of the total workforce (BV 15)

                                                                     HR Strategy

6.    Organisational Development

Leicestershire County Council is committed to, and has measures in place to ensure
continuous improvement in delivery of services and achievement of corporate
This will be achieved by: -
1. Reviewing and improving organisational structures

2. Developing a culture which encourages innovation and effective ways of working

3. Working towards the achievement of appropriate nationally recognised quality
   standards, including Investors in People
4. Establishing effective management and leadership practices         across the
5. Improving the way knowledge is acquired, shared and used in the Council,
   including through contact with external organisations employing best practice.

Key Outcome Measures

 Number of services achieving quality standard accreditation
 Introduction of a knowledge management strategy

                                                                        HR Strategy

7.     Performance Management

To implement a robust performance management system that drives the
achievement of corporate priorities, the delivery of high quality services and allows
individuals to understand their contribution.
This will be achieved by: -
1. Establishing a corporate framework for performance management

2. Encouraging the involvement of all employees in the service planning process
3. Introducing performance appraisal for all employees, strengthening the link with
   service and corporate objectives

4. Addressing capability and performance issues wherever identified

Key Outcome Measures
 Successful introduction of corporate Performance and Development Review
 % employees understanding their contribution to achievement of corporate
 % employees receiving Performance and Development Reviews

                                                                           HR Strategy
8.      Recruitment and Retention

To enable the Council to meet its future business needs, through recruiting and
retaining a suitably skilled workforce that reflects the diversity of the local community
and establish the authority as a local employer of choice.
This will be achieved by: -
1. Improving and developing recruitment and retention strategies to address
   identified skill shortages

2. Developing    attractive   conditions   and   employment     packages     (See   also
     Remuneration below)

3. Developing flexible working arrangements that meet service and individual needs
4. Addressing succession planning issues

Key Outcome Measures
 % reduction in staff turnover (baseline data)

 % of vacancies filled at first time of advertising (baseline data)

 % increase in numbers of employees aged under 25 (baseline data)

 % of vacancies filled by people with disabilities to meet Local PSA targets

 Employees declaring that they meet the DDA disability definition as a % of total
  workforce (BV16)

 Minority ethnic community staff as a % of the total workforce (BV17)

9.     Remuneration

To establish a fair and effective pay policy which helps improve flexibility of services
and delivers value for money for the Council.
This will be achieved by:
1. Being responsive to local and regional labour markets within a national
2. Ensuring the affordability of pay increases

3. Developing appropriate reward packages to attract and retain the people needed
4. Ensuring the keys to fairness, equal pay between men and women, relative pay
   of individuals in relation to job size, fair and transparent treatment of pay
   progression and routes out of lower paid employment are met
5. Developing pay systems that motivate employees to be flexible, take
   responsibility, work as a team, improve performance and acquire new skills

Key Outcome Measures
 Completion of job evaluation implementation for all employees, excluding
 % of job evaluation outcomes that alter (excluding changes arising from
  restructurings) following appeals
 Development and implementation of pay review mechanism for new grade
  structure in light of national pay awards
 % changes in grades by gender, disability, and ethnicity

                                                                       HR Strategy

10.    Wo rkforce Data

To establish and maintain a comprehensive Management Information System that
informs and enables the Council to develop and implement its HR Strategy to meet
future business needs.
This will be achieved by:-

1. Implementing and maintaining an effective management information system
   which produces appropriate data for monitoring activities including for equality
   and diversity purposes

2. Providing data on key workforce trends to managers

3. Benchmarking data against        appropriate   external   comparators,   including
   performance indicators

4. Identifying skills and knowledge gaps

5. Undertaking employee surveys on a regular basis

6. Reviewing the effectiveness of the HR Strategy in meeting its stated aims

Key Outcome Measures

 % of people records held on Trent that are complete and accurate
 % HR professionals satisfied with information and reports originating from Trent
 % of external workforce surveys and data requests that are completed effectively
  and to time

HR Strategy - Year One
Note - some tasks are ongoing and commencement date has been included (indicated by bold italics) rather
than a completion date.

Communication                                          Proposed       Actual   Oct-03 Nov-03 Dec-03   Jan-04 Feb-04 Mar-04   Apr-04 May-04 Jun-04   Jul-04 Aug-04 Sep-04
                                                       Completion     Date

Audit all current methods of communication                   Jul-04

Diversity                                              Proposed       Actual   Oct-03 Nov-03 Dec-03   Jan-04 Feb-04 Mar-04   Apr-04 May-04 Jun-04   Jul-04 Aug-04 Sep-04
                                                       Completion     Date

To procure training as specified by the Equalities           Oct-03            Oct-03
Project Board (ongoing)
Provide baseline employee data required for                 Dec-03
monitoring purposes by the Race Relations
(Amendment) Act
Identify employee monitoring requirements for all           Dec-03
equality strands using the Race Equality Scheme
as a model and ensure incorporated into Trent
modules via BPIs
Analyse baseline data and compare to BV17 and               Feb-04
other benchmarks. Identify anomalies and carry
out investigation
Assess impact for HR of corporate strategy                  Mar-04
developed by the Equalities Project Board
Identify implications of legislative changes in             Mar-04
relation to equalities and employment
Review baseline data quarterly to identify areas for        May-04                                                                 May 04
further investigation (ongoing)

Identify work-life balance initiatives which balance          Jun-04
service delivery requirements

Introduce monitoring of employees on an                       Sep-04
incremental basis as the modules of Trent are
developed. This includes applications for
appointment, promotion and training. Monitoring
of schools based employees, who are recorded on
EMS, will depend upon Capita's development plan

Employee and Trade Union Relations                       Proposed       Actual   Oct-03 Nov-03 Dec-03   Jan-04 Feb-04 Mar-04   Apr-04 May-04 Jun-04   Jul-04 Aug-04 Sep-04
                                                         Completion     Date

Resolve position with LGS unions regarding the                Dec-03
role of elected members where management and
unions fail to agree
Produce 'checklist' of issues upon which unions               Dec-03
should be consulted
Introduce process of agreeing limited number of               Dec-03
priorities to be achieved within realistic timescales,
Agree appropriate level of paid time off for trade            Jan-04
union officials
Develop appropriate departmental-level union                  Feb-04
consultation/negotiation arrangements
Investigate and consider alternative consultation              Jul-04
arrangements eg Works Council

Employee Development & Motivation                        Proposed       Actual   Oct-03 Nov-03 Dec-03   Jan-04 Feb-04 Mar-04   Apr-04 May-04 Jun-04   Jul-04 Aug-04 Sep-04
                                                         Completion     Date

Review all current appraisal systems (ongoing)                Aug-03

Support the development and implementation of                 Aug-03
PDR schemes across Departments (ongoing)
Revise existing QA procedures and produce a new               Sep-03
QA manual and implement changes

Establish corporate guiding principles and                  Nov-03
minimum requirements
Produce marketing strategy to improve take up of            Dec-03
Modern Apprenticeships
Establish corporate group to co-ordinate                    Jan-04
development activities
Identify working definition of knowledge                    Mar-04
Establish Customer Service Charter and customer             Mar-04
service standards
Review corporate management development                     Mar-04
activities meet organisational requirements
Produce a proposal for a competency framework               Mar-04

Development of corporate statement of values                 Jul-04

Health, Safety & Welfare                               Proposed       Actual   Oct-03 Nov-03 Dec-03   Jan-04 Feb-04 Mar-04   Apr-04 May-04 Jun-04   Jul-04 Aug-04 Sep-04
                                                       Completion     Date

Ensure that H&S matters are discussed at DMTs               Oct-03             Oct-03
Develop a system to collate and analyse corporate           Dec-03
sickness absence data to inform future employee
health and well being promotional activity
Develop and implement improved                              Dec-03
accident/incident report system
Develop programme to ensure appropriate H&S                 Jan-04                                    Jan-04
training provided for employees at all levels within
the organisation to ensure compliance with Health
and Safety legislation
Report annually to CMT on Employee Welfare                  Jan-04                                    Jan-04
Develop and implement appropriate methods to                Feb-04
establish employee perceptions of the County
Council as an employer and levels of job
satisfaction. Report on findings with
recommendations for action

Introduce the inclusion of H&S responsibilities at         Feb-04                                           Feb-04
all levels on job descriptions and person
specifications (tie in with review of JD format
Develop and implement a corporate Attendance               Mar-04
Management Policy and procedure
Carry out a complete review of the County                   Apr-04
Council's H&S function to ensure that H&S is
properly facilitated
Develop a corporate 'lone working' policy and               Apr-04

procedural guidelines
Ensure a comprehensive Occupational Health                  Apr-04
Service is provided to meet organisational
Review Employee Welfare network in response to              Apr-04
departmental restructuring and Data Protection

Recruitment & Retention                               Proposed       Actual   Oct-03 Nov-03 Dec-03   Jan-04 Feb-04 Mar-04   Apr-04 May-04 Jun-04   Jul-04 Aug-04 Sep-04
                                                      Completion     Date

Produce a marketing strategy                               Feb-04

Ensure comprehensive cost effective advertising            Nov-03                   Nov-03
and recruitment services are provided (ongoing)

Provide information to enable effective recruitment         Apr-04                                                          Apr-04
and retention strategies to be implemented
Identify groups for pro-active recruitment                 May-04
Improve web-based vacancies site                            Jul-04

Develop and implement recruitment strategies for            Jul-04
targeted groups and monitoring arrangements
Implement and promote flexible working                      Jul-04

Remuneration                                        Proposed       Actual   Oct-03 Nov-03 Dec-03   Jan-04 Feb-04 Mar-04   Apr-04 May-04 Jun-04   Jul-04 Aug-04 Sep-04
                                                    Completion     Date

Establish effective mechanisms to monitor local          Dec-03
and regional labour markets
Complete job evaluation implementation for all           Dec-03
employees (including schools and college based)
Develop and agree a pay policy                           Mar-04

Establish pay review mechanism                           Mar-04

Ensure affordability of pay increases                    Mar-04

Identify appropriate and fair reward packages to         Mar-04
attract and retain and enable flexible working
Monitor effect of changes to enhancements and             Apr-04
overtime and review if necessary

Organisational Development                          Proposed       Actual   Oct-03 Nov-03 Dec-03   Jan-04 Feb-04 Mar-04   Apr-04 May-04 Jun-04   Jul-04 Aug-04 Sep-04
                                                    Completion     Date

Establish Customer Service Charter and customer          Mar-04
service standards
Identify working definition of knowledge                 Mar-04
Review corporate management development to               Mar-04
ensure that management development activities
meet organisational requirements
Support the implementation of the                        May-04                                                                 May 04
Charter/Standards through staff awareness
training for front line staff and improvements in
customer relations management systems

Performance Management                              Proposed       Actual   Oct-03 Nov-03 Dec-03   Jan-04 Feb-04 Mar-04   Apr-04 May-04 Jun-04   Jul-04 Aug-04 Sep-04
                                                    Completion     Date

Establish corporate performance management               Aug-03 Aug-03

Job descriptions to be rewritten so they are               Feb-04                                           Feb-04
outcome focused (also define people development
responsibilities for managers) - to be done on a
rolling basis
Provide managers with support for managing                 Mar-04
employee performance issues, including
development and implementation of a new
Capability Procedure

Workforce Data                                        Proposed       Actual   Oct-03 Nov-03 Dec-03   Jan-04 Feb-04 Mar-04   Apr-04 May-04 Jun-04   Jul-04 Aug-04 Sep-04
                                                      Completion     Date

Ensure all personal information on Trent is up to          Sep-03
date (exc Schools & Colleges)
Implement HR core, absence and payroll modules             Nov-03

of Trent
Ensure Schools & Colleges personal information             Dec-03
on Trent is up to date
Identify and develop reports to monitor initiatives        Dec-03
for stretched targets
Identify and develop reports to monitor progress of        Dec-03
HR Strategy
Identify pilot for People Manager module of Trent          Feb-04
and introduce to line managers in that area
Reports prepared on BV PIs and other statutory             Mar-04
information required
Publish results of key performance data relating to         Apr-04
the HR Strategy

Year Two – January 2005 – March 2006

                                                 Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06
Contribute to the development of a coherent
framework for Member Development
Provide equality and diversity training for
Implement the new Leadership and
Management Strategy, including the design
and launch of the Leicestershire Manager
Develop a set of Managerial Competencies
for Managers at all levels in the organisation

DEVELOPING WORKFORCE SKILLS AND                  Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06
Produce the Council’s first Workforce
Development Plan
Consultation with the Trades Unions on a
basic skills programme
Contribute to the development and
implementation of a Customer Service
Training Initiative
Produce change management guidance and
toolkit in support of BABSI
Produce communications guidance and
toolkit in support of BABSI and train BABSI
project managers in usage
Develop and implement Trent Training and
Development module to provide data
Achieve ‘good’ grades in the ALI Inspection
of Workforce Development

ORGANISATIONAL DEVELOPMENT                     Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06

Support departments to achieve Investors in
People accreditation by December 2005
Contribute towards achievement of the
Corporate Equality Plan and Level 3/4 of the
Equality Standard
Implement Equalities and Diversity Training
Continue to develop and promote flexible
working practices
Develop and implement a Homeworking
Agree a Dispute Procedure with the trade
Review arrangements for consulting trade
unions and employees
Implement a rolling programme of review of
employment policies and procedures eg
Disciplinary, Capability, Redundancy

RESOURCING: RECRUITMENT,                       Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06
Improve leadership and management
capacity through the development of a
Succession Planning Scheme
Develop and implement Trent Recruitment
Improve diversity data monitoring following
implementation of T&D & Recruitment
modules and input of baseline information
Contribute to developing a representative
workforce at all levels
Continue development of site
Contribute to efficiency savings on
advertising contract
Identify recruitment hotspots and initiate
action to address
Improve partnership working with Jobcentre
Plus, Connexions, etc. to address diversity,
and skills issues
Contribute to review of temporary staffing
arrangements and procurement options
Complete development and implementation
of Attendance Management Policy and
Continue to develop the Stress Management
Initiative, having regard to the HSE
Commence review of relevant policies,
procedures and practices to ensure
compliance with age discrimination

                                               Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06
Complete JE implementation related re-
evaluations and appeals including schools
and colleges
Develop and implement new grading process
Investigate requirements for Equal Pay Audit
and undertake consultation with trades
Ongoing review and development of
procedures covered by Part 2 of the
authority’s Pay and Benefits Policy
SERVICE AND LOCAL PRIORITIES                 Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06

Employment Policy
Complete and implement corporate review of
Health and Safety
Develop and implement a programme to
ensure that appropriate health and safety
training is provided to all managers and
Review corporate health and safety policy
and practice
Conduct and implement a review of the
Employee Welfare Service

                                             Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06

Operational Services

Issue OS Service Description

Review Recruitment Packs
Review Induction Process
                                     Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06

Chief Executive’s

Assist with IIP Accreditation

Provide HR support to the newly
created Departmental JCC

Provide HR advice and assistance
to those areas which have been
identified as having a higher than
average sickness record with a
view to introducing measures to
reduce this

Assist with the review of the
Central Print Service

Provide Managing Conduct

Provide assistance to Managers in
the PDR process
Resources                               Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06

Complete the appointment process
in respect of the Action Plan for the
review of the Administration

Carry out a review of the Payroll
function in the context of the
implementation of Trent

Produce three Action Plans to deal
with potential redundancy
situations – 2 x ICT Services and 1
x Property Services.

Assist with the review of the
Construction and Maintenance Unit
within Property Services.

Provide Managing Conduct
                                      Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06
Community Services

Library Services to Education Re-

Regeneration Re-structuring

Introduce flexible working scheme
in Trading Standards

Agree and implement a clothing
allowance for Registrars
(Recruitment & Retention)

Review of Registrars’ 10%

Negotiate Compromise Agreement
for Rangers relating to inclusive

Produce Workforce Planning report

Support Service in applying for IIP
for Commercial and Support
services and Environment and
Heritage Units

Support the introduction of dual
skilling in Registrars
Review structure in Registrars in
order to introduce management
responsibilities and processes in
line with IIP

Negotiate changes to Alarm call-
out payments at Snibston and in
Country Parks
                                     Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06

Highways, Transportation and Waste

Complete administrative process
following implementation of Action
Plan Phase 1

Implement Action Plan Phase 2

Harmonise employee terms and
conditions of service arising from
relinquishment of Highways
Agency arrangements i.e.
employees transferred under TUPE

Further develop and implement
integrated Career Grade Scheme
for Technicians

On-going negotiations with Fitters
re: Harmonisation and Job

Set up new Highways JCC
meetings for North and South
County Highway Areas
SERVICE AND LOCAL PRIORITIES                   Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06

Provide Training and support for
Schools/Colleges’ strategies for planning,
preparation and assessment non-teaching
time for all teaching staff
Complete the Job Evaluation Appeal process
for School/College support staff
Provide Model Policy and training for
Schools/Colleges on the transfer of
management allowances into the new
allowance for teaching and learning
Negotiate and provide for Schools/Colleges
a Model Policy for planning, preparation and
Negotiate and provide training on the new
Centrally Employed Teachers Pay Policy
Support Service Managers in the
implementation of planning, preparation and
assessment time for centrally employed
teaching staff
Implementation of interface between EMS
and SIMS

Support Schools/Colleges in the introduction
of the electronic exchange of information
between EMS and SIMS
Re-negotiate conditions for claiming mileage
for centrally employed teaching staff
Re-negotiate mileage rate for School/College
based teaching staff
Support Service Managers with restructuring
and agree Action Plans arising from the
restructures of:-
 Adult Education
 Student Support Service
 Governor Support
Negotiate and support Schools/Colleges in
implementing new reward management
systems for teaching staff
Negotiate a Model Policy and support
Schools/Colleges in the implementation of a
work life balance policy
Recruit and support staff for higher level
Teaching Assistant Training

                                               Jan-05   Feb-   Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06
Social Services
Implement Learning Disability Services
review changes
HR implications of lead commissioning for
Learning Disabilities from NHS Trust
Review of Mental Health integration
secondment policy
Implementation of new job roles in Older
Persons Commissioning Services
Work on skill mix within fieldwork teams

Implementation of service reviews and
efficiency savings
Registration requirements of the GSCC
Ensure all staff fully CRB checked and Trent
records all dates for regular re-check
Transfer all 4 weekly paid staff onto monthly
Support introduction of flexible working
scheme into fieldwork teams
Undertake staff survey

IiP Assessment

Staff recognition scheme and event

Mentoring Scheme

Implement approved agency for provision of
social care staff
Produce sickness reports for managers

Review and update all job descriptions and
person specs to meet NOS and make
generic ones available on CIS
Staff suggestions scheme managed through
Review and refresh exit process and use of
SNAP software
Undertake equality impact assessments on
HR policies and procedures
Provide managers workshops on attendance
management, IiP, handling discipline
Produce and implement Welcome Pack for
all new starters
Maintain ROSPA award

Provide Stress Management training all staff
Year Three - October 2005 - September 2006
 Implement strategy and review effectiveness

Employee Development
 Develop specialist and technical competencies across different "professions"
 Develop corporate qualification framework linked to competence framework
 Establish a corporate framework for secondments and mentoring

Organisational Development
 To achieve Investors in People recognition

Perfor mance M anagement
 Ensure the generic competency framework is incorporated within the performance management system


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