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					Project Assessment Form




      Version 2.0

       July 2009
                    IEWM Project Assessment Form (PAF)
Section 1         Project Overview

Project Title              Portal eRecruitment Service


Lead Authority             IEWM


Lead Officer               Name:         Rebecca Davis               Telephone: 0121 678 1045
Contact Details            Address: Regional                         Email:            rdavis@westmidlandsiep.gov.uk
                                    Partnership Centre

Other Partners/            Open to all local authorities, third party and public sector bodies within the
Beneficiaries              West Midlands' region.
involved

Project Description        A brief description and summary of the project:
                           The existing portal provides a single regional web based portal as a vehicle to
                           advertise public sector jobs and promote career opportunities across the
                           region, designed flexibly to enable different sectors of the labour market to
                           'enter' on a localised, sub regional or regional basis.

                           This project will further enhance this service through the delivery of an end to
                           end recruitment service combined with the recruitment portal. The new service
                           will deliver enhanced recruitment processes for managers and the public;
                           efficiency and added value by maximising the use of online recruitment
                           processes; talent pools and redeployment pools; and will move closer towards
                           standardising the recruitment processes across the region.
                           I

Project Objectives         Identify the key objectives of the project and describe briefly how these relate
                           to the strategic vision/objectives of the lead organisation(s).

                           Briefly state how the project will support the key objectives of the WM~RIEP
                           Strategy:
                               • Creating a West Midlands climate for continuous improvement;
                               • Supporting authorities to improve and tackle underperformance;
                               • Supporting successful LAAs and the delivery of key LAA outcomes;
                               • Supporting the achievement of efficiency savings.
                           The end to end recruitment system will meet the following objectives of the
                           IEWM strategy:

                           •       A West Midlands climate of continuous improvement underpinned by
                           strong sectoral leadership – This will be achieved by the partnership of
                           organisations working collaboratively to improve their recruitment process,
                           promote career opportunities across the region and improve customer
                           satisfaction towards recruitment practices.

                           •       Supporting authorities to achieve their very stretching efficiency and
                           financial targets – This will be achieved by partner organisations being able to
                           advertise all vacancies on the portal, access a pool of people registered within
                           the Talent Pools and have access to an end to end recruitment system all of
                           which they would normally have to source externally. The portal will act as a
                           vehicle for sharing good recruitment related deals, for example, the long term
                           potential links to joint procurement exercises such as advertising contracts.
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                           The costs to the organisation will be the annual subscription fees for support,
                           future development of the portal, marketing, and hosting and maintenance
                           costs.

                           Project Key Objectives:

                           •       To encourage shared working efficiencies and the sharing of resources
                           across Public Sector Organisations in the West Midlands’ region through the
                           development of a shared regional portal which interfaces effectively with
                           individual partner HR systems. The development and effective implementation
                           of a single regional web based portal as a vehicle to advertise public sector
                           jobs and promote career opportunities across the region, designed flexibly to
                           enable different sectors of the labour market to ‘enter’ on a localised, sub
                           regional or regional basis.

                           •        To provide a single source of relevant and useful information to
                           potential employees about living and working in the region and key details on
                           participating partners, including information on the local government ‘offer’ (e.g.
                           flexible working, pension scheme, work life balance, training and development
                           opportunities etc).

                           •        To substantially improve the image of working for local government
                           (and the wider public sector), maximising the use of interactive and imaginative
                           techniques to promote opportunities and benefits and enable targeting of
                           different sectors of the current and future labour market (e.g. Podcasts
                           illustrating career profiles).

                           •       To provide an efficient mechanism to enable potential applicants to
                           access details of available vacancies through an effective search facility,
                           register to be updated on relevant vacancies, improved communication with
                           employing organisation during the recruitment process e.g. by easy to use
                           online application forms, online notification of interview dates, online request
                           for additional information etc.

                           •       To provide an efficient mechanism for both managers and applicants to
                           experience during the recruitment process. To provide some standardisation to
                           the way in which partners run their recruitment exercises and communicate
                           with the public.

                           •      To provide standard on-line application forms which can be saved by
                           applicants and amended at a later stage for future applications at each of the
                           partner organisations.

                           •        To build on the above to develop a ‘talent pool’ database of potential
                           applicant details and career profiles through which partner employers can
                           search for people with the skills, experience or qualifications they are seeking.
                           Talent Pools to be dedicated to specific hard to fill vacancies to improve the
                           skills shortages within the region.

                           •       To enable partners to work together at local, sub-regional and regional
                           levels through promotion of careers events, links to educational
                           establishments, information on professional and other career pathways,
                           through joint initiatives such as join advertising contracts.

                           •       To ensure the eRecruitment system is sustainable past the RIEP
                           funded period (providing above objectives are met) and that partners in the
                           project are committed to this principle from the outset.

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                           •      To encourage the transformation from HR led recruitment process
                           towards a more manager self service recruitment process.




Expected Benefits/         State the expected benefits or outcomes of the project and associated
Outcomes/Outputs           timescales.

                           −   What is the current level of performance and what is anticipated upon
                               completion of the project? (e.g. improved performance; efficiency/return on
                               investment; capacity to deliver; outcomes etc);
                           −   What tangible things will the project deliver (e.g. improved processes; skills,
                               technology, new contract arrangements etc)
                           −   List the relevant national/local/LAA targets that this project will support and
                               anticipated impact
                           What is the current level of performance and what is anticpated upon
                           completion of the project? (e.g. improved performance; efficiency/return on
                           investment; capacity to deliver; outcomes etc);

                           •       Improved Services to the Public – The general public gain from the
                           partner organisations providing efficiency savings by the transformation of their
                           recruitment services, the time and money which has been saved can be used
                           in other areas. In addition, job seekers are provided with an improved
                           recruitment process as highlighted in more detail below.

                           •       Standardisation of the recruitment experience - Internally, partner
                           organisations want to widen their pool of applicants and improve efficiency in
                           their recruitment practices. They also want to make their recruitment practices
                           consistent across the organisation and, to an extent, consistent throughout the
                           region. This, in turn, would create a common experience for the job seekers
                           within the West Midlands' region.


                           •        Reduction in recruitment costs – Partner organisations should find that
                           by filling posts more easily, and with awareness of the recruitment portal, there
                           is less need to advertise posts in other avenues and also a reduced need to re-
                           advertise.

                           •       Shared working – The partnership acts as a vehicle to encourage
                           shared working efficiencies and the sharing of resources across organisations
                           in the West Midlands’ region through the regional portal which interfaces
                           effectively with individual organisations’ websites. In addition to this, the portal
                           partnership is a forum which is used to network with colleagues from
                           neighbouring organisations. The sharing of best practice and collaborative
                           working on any recruitment-related issues are achieved.

                           What tangibale things will the project deliver (e.g. improved processes; skills,
                           technology, new contract arrangements etc)

                           •       Manager Self Service - The partner organisations want a more unified
                           approach to recruitment. In some organisations, recruitment is devolved
                           across the entire organisation, which results in different departments having
                           different recruitment practices. The introduction of e-recruitment presents the
                           opportunity for a more structured approach with all departments managing
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                           vacancies in the same way. In addition, it creates the opportunity for managers
                           to have greater autonomy within the recruitment process through functionality
                           such as applicant tracking and candidate interview selection ability.

                           •       Working with Schools - Partner authorities are keen to introduce
                           Schools to the eRecruitment Portal System as this will provide the schools with
                           online applications, an advertising channel and an eRecruitment Portal System
                           which schools currently do not have and, therefore, their recruitment processes
                           are largely dealt with by the authorities. This will provide non cashable savings
                           to authorities (e.g. reduce postage costs, admin time) and provide the portal
                           partnership with increased revenue through subscriptions contributing towards
                           the ongoing maintenance of the Portal e-Recruitment System.

                           •       Increased ability to fill vacancies first time – There should be an
                           increase in applications due to the ease with which people can apply and
                           increased awareness of the organisations. This should assist partners in filling
                           positions due to having a greater field of applicants to select from.

                           •       Improved access to partner organisations' vacancies - Applicants will
                           be provided with 24/7 access via the internet for numerous tasks including
                           applying for vacancies, completing CRBs, completing psychometric tests and
                           submission of references with the support available through local libraries to
                           access the Portal e-Recruitment System at no cost to the applicants. There is
                           a point of contact for help through the wmjobs phoneline or email address.

                           •       Online Documents available - Applicant packs and job details will be
                           available immediately online and job applications can be submitted online,
                           thereby enabling a process that is not dependent on postal systems. This also
                           means no related postage and paper costs. Through the advanced Portal e-
                           Recruitment System further reduction of postage and paper costs will be
                           achieved as the majority of information can be emailed directly to the applicant.

                           •       Improved Communication - Application monitoring and interview
                           bookings are avaialble online, therefore, reducing time and costs related to
                           contacting partner organisations directly to chase applications and confirm
                           interview details.

                           •       Consistency of communication from partners - Applicants will get a
                           consistent response including automatic notification of the receipt of online
                           applications, notification of successful and unsuccessful applications, interview
                           details etc.

                           •      User friendly application forms - Application forms can be partially
                           completed, saved and completed at a later date, and a bank of prior
                           applications completed by the applicant is available to be amended for future
                           applications (including those to other partner organisations) - thus saving time
                           and eliminating the duplication of effort. This will enhance the confidence in
                           applicants applying for vacancies due to familiarity with the portal site and
                           access to a user friendly application form improving the experience of applying
                           for vacancies within the sector.

                           •      Supporting the applicants - Enhanced career information, support in
                           applying for jobs and online access to search for upcoming training courses in
                           the West Midlands to further develop their skills and increase their capability to
                           gain employment.



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                           •       One stop shop for information - From one website job seekers can
                           search, and apply online, for vacancies from a number of organisations. This
                           prevents them having to go to each organisations' websites individually. From
                           the recruitment portal, they can gain information on working and living in the
                           West Midlands, specific information on partner organisations (e.g. learning and
                           development opportunities), and can register within the talent pool.

                           List the relevant national/local/LAA targets that this project will support and
                           anticpated impact

                           •       LA Commitment to the e-Government Agenda - The Portal
                           eRecruitment System will help reflect each Council’s commitment to the
                           modernisation agenda and e-Government targets through the provision of
                           online e-recruitment from start to finish of the recruitment process. Further
                           evidence of compliance with the e-Government Agenda and modernisation
                           targets can be obtained through linking the corporate website directly with the
                           portal which will provide more information and services online than the jobs'
                           section in most current partner corporate websites.

                           •       District Authorities Commitment to e-Government Agenda - District
                           authorities in particular would be unlikely to be able to meet certain e-
                           government agenda’s through the implementation of e-recruitment processes
                           due to the level of resources required to develop such systems. Therefore the
                           portal end to end recruitment system is a gateway for District authorities to gain
                           efficiencies which would otherwise be inaccessible.

                           •        Promoting Public Sector Careers – The promotion of vacancies within
                           the portal will not only help each partner organisation to be able to market
                           themselves as a place to work but will also work towards achieving better
                           brand presentation and awareness of public sector careers as a whole. With
                           the aim to attract other public sector bodies to join the portal partnership, this
                           will further help authorities raise their profile amongst a whole array of
                           jobseekers.

                           •      Raised profile – Due to advertising on the recruitment portal, there is an
                           increase in the raising of each organisation’s profile. Some job seekers may
                           not have been aware of a particular organisation but would become so through
                           viewing it on the recruitment portal.

                           •      Putting people first agenda - One of the primary goals of the “putting
                           people first” change management programme is to improve access to Council
                           services and improve the amount of choice that jobseekers have in regard to
                           how they wanted to access those services. The Portal eRecruitment System
                           can contribute significantly towards achieving this goal.

Project                    Briefly state any assumptions that underpin the project proposal:
Assumptions &
Risks                      Briefly summarise the major risks to project delivery/benefit realisation here
                           and complete the risk log in Appendix 2:
                           The eRecruitment Portal System being offered to organisations is based on the
                           assumption that we are working together in partnership to provide benefits a) to
                           existing and potential employees, b) to managers and c) to the organisation as
                           a whole. These benefits are listed in more detail within the next section
                           (‘Project Outputs’).

                           It is assumed that overall the eRecruitment Portal System will provide benefits
                           by the development of an end to end IT recruitment system, and a reduction on

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                           advertising spend through the portal partnership.

                           The eRecruitment Portal System will link closely to other IEWM projects
                           including:

                           •       The Future Leaders’ programme, Accelerate programme, Catalyst
                           programme, Coaching Pool and the Talent Exchange – through the
                           development of online processes (e.g. a micro site or online applications)
                           (please visit http://www.wmjobs.co.uk/catalyst as an example)
                           •       Skills Shortages – through the use of specific micro sites and Talent
                           Pools for hard to fill areas such as Social Care. This will also link into
                           conducting more specific targeted market to attract people to these talent pools
                           •       Apprenticeships - through the use of online processes (e.g. a micro
                           site, online applications, advertisements on the portal)
                           •       Evaluation - through the use of generating reports based on
                           recruitment related information and links to training and development (e.g.
                           diversity statistics, psychometric profiling reports)

                           The project will also link to other work streams within IEWM (e.g.
                           ‘Transformation’) and discussions will take place with all work stream leads to
                           ensure these are made.

                           The project will also link to other government websites (e.g. Job Centre Plus,
                           LGA Training, IDeA).




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Section 2         Financial Overview

Total Project            Please provide a total cost for the project including an indication of non-financial
Costs                    resources i.e. officer time:

                         External Costs (Additional)                       Internal Cost (Authority Contribution)
                         £650,000                                          £LA Contribution N/A

                         The costs of the proposed system
                         will vary dependent upon which of
                         the following shortlisted suppliers are
                         appointed:

                         Jobs Go Public        £493,000
                         Icims                 £561,000
                         Step Stone            £587,500
                         Tribal                £592,273

                         The costs have been based on the
                         most expensive quote and this has
                         also been replicated throughout the
                         proposed savings. The difference
                         between the highest supplier quote
                         listed above and the request for
                         £650,000 allows some funding for
                         delivery of the project, namely:

                         IT consultant to assist with the
                         procuring of the supplier (e.g. writing
                         the technical specification) = £15,500

                         80% of Senior Recruitment Portal
                         Co-ordinator post to work solely on
                         the development and implementation
                         of the proposed system = £36,000.

                         On selection of the preferred
                         supplier, exact costings will be known
                         and if less than highlighted above,
                         the costs will be amended.


Funding                  From WM RIEP:                                     Partner Contributions:
Required (£k)            Capital £650,000                                  Capital £
                         Revenue £N/A                                      Revenue £235,500 per annum

                                                                           Please refer to Appendix 3 for details of
                                                                           the intended Portal estimated
                                                                           expenditure utilising Partner
                                                                           Subscriptions

                                                                           Current partner subscriptions are;

                                                                           £5k Unitary, City and County Councils

                                                                           £1.5k District Councils

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                                                                           We envisage that partner subscriptions
                                                                           will remain the same for years 1 and 2.
                                                                           Partner subscriptions will increase in
                                                                           year 3 to reflect additional functionality
                                                                           used by partners. It is estimated that
                                                                           year 3 subscriptions and onwards will
                                                                           be:

                                                                           £10k Unitary, City and County Councils

                                                                           £5k District Councils


Estimated                Cashable Savings                                  Non-cashable savings
Efficiency
Savings                  £2,592,000                                        £Please see below which illustrates both
                                                                           cashable and non cashable savings
                         Return on Investment (ROI) Ratio

                         4:1

                         (Ideally, IEWM look for a minimum
                         ROI Ratio of 5:1 over 5 years)

                         Total 5 year payback £1,939,000

                         Please see Appendix 4 for ROI ratio
                         based on North East RIEP business
                         model. This indicates that the
                         cashable savings provided within this
                         business case are conservative in
                         comparison to the potential estimated
                         cashable savings proposed by other
                         regions intending to run a simiar
                         project.

Supporting               The efficiency savings estimates are              Non cashable savings inlcude;
commentary               derived from areas such as:
                                                                           Savings in agency staff costs - the
(Use this section        Advertising Spend (estimated 30%                  proposed system will help reduce the
to briefly explain       reduction in print & online media                 overall time taken to fill a process due to
your efficiency          costs)                                            automated workflow systems.
saving                                                                     Therefore, resulting in a reduction in the
estimates.)              Typical District saving £9,541 pa                 need or length of time required to back-
                                                                           fill posts.
                         Typical Met, County, Unitary saving
                         £41,465 pa                                        Savings in developing Talent Pools -
                                                                           some LAs have already invested in
                         Application Process (proposed 50%                 developing internal talent pools and
                         reduction in paper applications for               others are in the process of investigating
                         LAs)                                              associated costs to build this
                                                                           functionality
                         Typical District saving £268 pa
                                                                           Savings in CRB processing - LAs have
                         Typical Met, County, Unitary saving               started to investigate online CRB
                         £7,449 pa                                         disclosures, therefore, savings apply to

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                                                                           developing this system. Further savings
                         Personnel (savings in HR posts per                apply within the associated reduction of
                         LA as automated workflow reduces                  time taken for CRB checks to clear and
                         the need for staff to process                     the reduced administation time spent by
                         vacancies and applications)                       staff.

                         Typical District saving £0 pa                     Savings through Schools utilising the
                                                                           system - data gathered from LAs shows
                         Typical Met, Unitary, County £32,000              that many conduct recruitment tasks on
                         pa                                                behalf of Schools. Staff time related to
                                                                           these tasks would significantly reduce
                         Capital Investment (savings based                 with Schools utilising the system.
                         on those LAs who have plans to
                         develop a similar system, figure                  Improvements in service quality for both
                         based on the mid range of quotes                  the organisation and the public using the
                         from potential providers)                         portal for job applications (please see
                                                                           section on expected benefits for further
                         Typical District £N/A                             improvements)

                         Typical Met, Unitary, County £40,000
                                                                           In terms of sustainability of the project, a
                         Licensing Fees (savings based on                  strategy will be developed once the new
                         licensing fees provided by potential              functionality of the portal has been
                         providers)                                        further defined. However, initial thoughts
                                                                           as to how income could be generated
                         Typical District £N/A                             are through:

                         Typical Met, Unitary, County £30,000              Partner contributions:
                         pa
                                                                           •        An increase to Annual
                         Software Integrations (integrations               subscriptions – partners could pay
                         between LA systems and the portal                 slightly increased subscriptions. These
                         back office)                                      would be kept as low as possible
                                                                           however the new more sophisticated
                         Typical District £3,000                           model will be based upon both the size
                                                                           of the organisation and its usage of
                         Typical Met, Unitary, County £3,000               functionality. There will also be an
                                                                           ongoing plan to sign up new partners to
                                                                           the system.

                                                                           •       Administration fees – if partners
                                                                           wish for the Portal Team to provide
                                                                           additional support with certain new
                                                                           functionality such as creating micro sites
                                                                           to advertise posts (for which LAs
                                                                           currently pay around £2,000 per micro
                                                                           site when sourcing externally). Partners
                                                                           could pay a small administration fee per
                                                                           micro site created.

                                                                           •         Running assessment centres:

                                                                           As many recruitment processes now
                                                                           involve the use of Assessment Centres a
                                                                           pool of ‘internal’ people (e.g. from the
                                                                           Regional Projects Team) will, over time,
                                                                           have a great knowledge of running

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                                                                           assessment centres. These services
                                                                           could be ‘sold’ externally to any
                                                                           organisations that require an
                                                                           assessment centre to be run. Again,
                                                                           clear evidence that we are proficient in
                                                                           this area would be gathered throughout
                                                                           the project (e.g. through evaluation
                                                                           forms of assessment centre delegates)
                                                                           which could be used to help promote the
                                                                           services.
mieTool                  mieTool is IEWM’s recommended tool to evidence ROI for cashable savings.
assessment
                         Has a mieTool assessment been completed? Yes

                         If not, has a date been set?

Note :
Cashable and non-cashable figures should be based on CLG guidance (examples are provided in
Appendix 3). Any cashable savings reported must be a figure that a local authority could report in its
Annual Efficiency Statement.

Section 3         Project Management

Project                    Please state the key contacts for the project: Rebecca Davis
Governance
                           Project Sponsor (lead accountability): Stuart Perkins - Worcestershire CC
                           (Chair)

                           Project Board (key decision makers):
                           There is a management board consisting of the following representatives:

                           1.       Birmingham CC
                           2.       Bromsgrove DC
                           3.       Coventry City Council
                           4.       Dudley MBC
                           5.       East Staffordshire BC
                           6.       Herefordshire Council
                           7.       North Warwickshire DC
                           8.       Redditch BC
                           9.       Sandwell MBC
                           10.      Shropshire Council
                           11.      Solihull MBC
                           12.      Stafford BC
                           13.      Staffordshire CC
                           14.      Stratford-on-Avon
                           15.      Stoke on Trent Council
                           16.      Tamworth BC
                           17.      Walsall Council
                           18.      Warwickshire CC
                           19.      Wolverhampton CC
                           20.      Worcestershire County Council
                           21.      Wyre Forest DC

                           Sophia Wolsely - IEWM (day to day management and provide marketing
                           support)
                           Manny Gill - IEWM (day to day management)

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                           Project Manager (day to day management): Karen James




Project Mandate            Does this project have the support of the Chief Executive of the lead
                           authority(s) as a key authority priority?
                           In regards to the existing Portal yes. In regards to the enhanced development
                           of the portal system please see below.

                           What evidence is there that all key stakeholders are fully supportive of this
                           project and have agreed to the key outcomes, deliverables and governance
                           arrangements for the project?
                           Verbal Commitment to the Portal eRecruitment System has been received
                           from the following organisations:

                           Full Functionality of Portal eRecruitment System

                           •        Bromsgrove DC
                           •        Coventry City Council
                           •        Dudley MBC
                           •        East Staffordshire BC
                           •        North Warwickshire DC
                           •        Redditch BC
                           •        Sandwell MBC
                           •        Shropshire Council
                           •        Solihull MBC
                           •        Stafford BC
                           •        Staffordshire CC
                           •        Tamworth BC
                           •        Warwickshire CC*
                           •        West Midlands Leaders Board
                           •        Wolverhampton CC


                           Part Functionality of Portal eRecruitment System

                           •        Birmingham CC
                           •        Herefordshire Council
                           •        Stratford-on-Avon
                           •        Stoke on Trent Council
                           •        Walsall Council
                           •        Worcestershire County Council
                           •        Wyre Forest DC

                           Commitment to the project, in principle, has been received from all Portal
                           Partners. Strong endorsement to the principles was received by the Portal
                           Projects Board. The project’s vision and key objectives have been developed
                           through consultation with the participating organisations.

                           All partners will have varying entry and exit points to the system which is
                           reflected in the proposed flexibility of the system. This flexibility will allow
                           participating organisations to use the functionalities which will provide them
                           with the most added value.

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                           The process of gaining affirmation of the detailed project plan will be carried
                           out. Presentations will be delivered to existing and potential partners to
                           provide fuller details of the project, following which signed commitment
                           statements from the Senior Management of participating organisations will be
                           sought.

                           Some work as already taken place and the following organisations have
                           already provided written confirmation for their intended use of the Portal
                           eRecruitment System.

                           •        Coventry City Council
                           •        East Staffordshire BC
                           •        Solihull MBC
                           •        Tamworth BC
                           •        North Warwickshire CC
                           •        Warwickshire CC*
                           •        West Midlands Leaders Board
                           •        Wolverhampton CC
                           •        Worcestershire CC

                           *Warwickshire CC has indicated that their use of the proposed Portal
                           eRecruitment System will lead to all Warwickshire District Councils utilising the
                           Portal eRecruitment System, thus there is real potential of signing up
                           Nuneaton and Bedworth BC, Rugby BC, and Warwick DC to the Portal
                           Partnership.

Project Plan               All projects should as a minimum complete the outline project plan in Appendix
                           1, or submit a project gantt chart etc.

                           Projects over £50K must also submit their full project plan to IEWM following
                           approval of the project.

                           Further advice and guidance is available from the IEWM Programme
                           Management Team.

Communications,            Briefly outline the core internal and external communications activities
Learning &                 associated with the project:
Evaluation                 Once the preferred supplier has been appointed, the service will be marketed
                           to the region through a series of workshops, presentations to potential
                           partners. The marketing will commence at the same time as the supplier is
                           working with existing partners to migrate them to the new system. This will
                           allow the opportunity to sign up new partners and include them within the
                           project plan rather than waiting until all partners have migrated until the
                           extended service is promoted.

                           It is the intention to launch the new site with a campaign on skills shortages
                           areas using the £100,000 year three funding set aside in Workstream 1.

                           Existing marketing of the portal will continue during this implementation period
                           to ensure that job seekers can easily access partner organisations' vacancies.
                           The establishment of the Portal Marketing Group, which has representatives
                           from partner organisations, will be tasked with developing the long term
                           marketing strategy for the portal.

                           How will the learning from this project be captured and transferred both
                           internally and externally?
                           Quarterly monitoring reports will be produced and circulated by the Portal team
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                           and distributed to all partners. Data related to equality and diversity will be
                           captured and progress towards meeting BPVI standards (or equivalent) and
                           measured by partners. This will enable comparisons to be made on a regional,
                           and sub regional basis.

                           For each partner the Portal eRecruitment System will help obtain important
                           information relating to National Indicators.

                           The Best Value Performance Indicators changed in April 2009 to a new
                           National Indicator Set. Due to the nature of the NIS, in that they relate to
                           external outcomes based measures of performance as opposed to internal
                           measures, the Portal eRecruitment System would not relate to any specifically.
                           However, the Portal eRecruitment System project would contribute to previous
                           ‘corporate health’ indicators, namely:

                           •      11a – Top 5% earners (women)
                           •      11b – Top 5% earners (minority ethnic community)
                           •      11c – Top 5% earners (with a disability)
                           •      16a – Percentage of employees with a disability
                           •      16b - Percentage of economically active disabled community population
                           •      17b - Percentage of economically active minority ethnic community
                           population of days sickness

                           Most local authorities are retaining their previous BVPIs for monitoring
                           progress against corporate targets and also for benchmarking purposes. The
                           Portal eRecruitment System should, therefore, help to contribute to these.

                           Learning from the Portal eRecruitment System will be transferred in the
                           following ways:

                           Internally:
                           •       by individuals who are part of the portal projects boards (Portal Board,
                           Marketing Group, Portal Development Group) and have been transferring any
                           learning they have gained with their employer organisation.
                           •       By individuals within the People and Leadership Team who would look
                           at innovative ways in which the portal functionality can aid them within their
                           selection and appointment of individuals and marketing for programmes they
                           run (e.g. marketing for Catalyst and Accelerate Programmes, marketing and
                           talent pool for Talent Exchange)

                           Cross-organisation:
                           •        through the Portal Management Board meetings
                           •        through the wider partner membership (information will be transferred
                           via IEWM in the appropriate method, e.g. email)
                           •        through the ongoing relationship with other RIEPs and regional portals,
                           in particular the North East RIEP.

                           A comprehensive evaluation framework will be developed and applied to the
                           project to ensure high quality standards are met and we are responsive to the
                           needs of the organisations.

                           A formal evaluation of the Portal eRecruitment System will take place in year
                           three (a budget of £2,500 to conduct the evaluation as been accounted for
                           within the proposed expenditure for partner subscriptions, appendix 3.
                           General feedback will also be gathered at various stages of the process. It is
                           vital to gain this to ensure growth and sustainability of the initiative.


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                           The Portal eRecruitment System Management Board will manage and review
                           the feedback.




                           Note – The production of a Case Study is a minimum requirement for IEWM
                           funding/support and resources for dissemination and evaluation activities
                           should be included in project costs and the project plan.


Please note that IEWM can provide advice and guidance in respect of project management tools
and techniques. A member of the IEWM Programme Management Team will contact all Project
Managers to offer guidance and support once a project has been approved.




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Appendix 1: Outline Project Plan - (Alternatively a Project Gantt Chart can be submitted with this form)

Id   Activity Type:                          Activity Description                                                                Start            Duration        Task
No.  • Task                                                                                                                      Date             of Task         Dependencies
     • Review                                                                                                                                                     (Previous Tasks that
        e.g. ROI                                                                                                                                                  must be completed
     • Milestones                                                                                                                                                 before this task can
     • Financial Drawdown                                                                                                                                         commence)
   1 Milestones                              Contract starts with preferred supplier                                             09 Nov           5+1+1           Successful
                                                                                                                                 2009             (7 years)       completion of
                                                                                                                                                                  Procurement
                                                                                                                                                                  Execercise
   2 Milestones                              Agree the implementation processes to be adopted for                                20 Dec           6 weeks
                                             the project duration                                                                2009
   3 Milestones                              Gain Commitment from participating organisations                                    20 Dec           3               Completion of
                                                                                                                                 2009             months          implementaion
                                                                                                                                                                  plan
   4 Milestones                              Implementation commences (a phased approach to be                                   04 Jan           Approx          Completion of
                                             adopted to ensure all partners are migrated to the                                  2010             12              implementation
                                             system within the agreed timescales)                                                                 months          plan and
                                                                                                                                                                  commitment
                                                                                                                                                                  gained from
                                                                                                                                                                  partners
   5 Milestones                              All partners to have migrated to the new Portal                                     31 Dec           Approx          All of the above to
                                             eRecruitment System                                                                 2010             12              have been met
                                                                                                                                                  months
   6
   7                                         A more comprehensive Project Plan to be completed
                                             upon approval of funds
   8
   9
  10


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Appendix 2: Risk Log

Nature of Risk (Description)                             Likelihood          Impact               Contingency Arrangements                   Mitigation Action
                                                         of risk             (effect on the                                                  How do you plan to reduce the
                                                         occurring           project if risk                                                 likelihood of the risk occurring and
                                                                             occurred)                                                       the impact of the risk

See attached Appendix 2: Risk Log




Likelihood of occurrence
Descriptor         Rare                 Unlikely                              Possible                               Likely                                Almost certain
Frequency          This will probably   Do not expect it to happen/recur      Might happen or recur occasionally     Will probably happen/recur but it     Will undoubtedly
How often          never                but it is possible it may do so                                              is not a persisting issue             happen/recur,possibly
might it/does it   happen/recur                                                                                                                            frequently
happen

Impact of occurrence
Descriptor         Negligible           Minor                                 Moderate                               Major                                 Catastrophic
Frequency          This will probably   Do not expect it to happen/recur      Might happen or recur occasionally     Will probably happen/recur but it     Will undoubtedly
How often          never                but it is possible it may do so                                              is not a persisting issue             happen/recur,possibly
might it/does it   happen/recur                                                                                                                            frequently
happen




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Examples of Efficiency Gains1                                        Appendix 3

Cashable gains

Reduced inputs for the same or improved outputs
In Year 1, Authority A spends £1m on its waste collection service. By renegotiating with
the firm that provides this service, Authority A is able to reduce the price in Year 2 to
£950,000 without any reduction in the level of service provided to residents.
Calculation: £1,000,000 plus inflation (3%) equals £1,030,000, minus £950,000 equals a
£80,000 VfM gain.

Reduced unit costs to meet increased demand for service
Total costs do not increase
In Year 1, Authority BA processes 100 applications for Blue Badges at a cost of £10,000.
There is a 10% increase in applications for Blue Badges in Year 2, which it is able to
manage using the existing resources, without reducing effectiveness.
Calculation: £10,000 plus inflation (3%) equals £10,300, plus 10% increase equals
£11,330, minus £10,000 equals a £1,330 VfM gain.

Total costs do increase
In Year 1, Authority BB processes 100 applications for Blue Badges at a cost of £10,000.
There is a 20% increase in applications for Blue Badges in Year 2, which it manages with
only a 10% increase in costs without reducing effectiveness.
Calculation: £10,000 plus inflation (3%) equals £10,300, plus 20% increase equals
£12,360, minus £11,000 (the costs in Year 2) equals a £1,360 VfM gain.


Increased demand for services and better income collection
In Year 1, Authority C has receipts of £100,000 from people attending a leisure centre that
it runs. Following a successful advertising campaign costing £25,000 in Year 2, the
authority has receipts of £150,000. This increase has arisen without increasing charges to
the public or deterioration in service effectiveness.
Calculation: £150,000 minus £100,000 minus £25,000 (the costs incurred by the
advertising campaign) equals a £25,000 VfM gain.

Reallocation of inputs from a low priority to a high priority area so that overall
service effectiveness for a particular client group improves
In Year 1, Authority D spends £100,000 on maintaining a day centre which serves a small
number of people. In Year 2, it closes the day centre, but recycles the money released into
increasing the uptake (through additional support) of direct payments, which improves the
quality of life for a greater number of people in that client group. The council incurs costs
of £20,000 in making these changes.
Calculation: £100,000 minus £20,000 (costs incurred) equals a £80,000 VfM gain.




1
    Source: NI179 Guidance
Asset optimisation and the sale of surplus, formerly operational, assets
Authority E sells an old office building, made redundant without impacting on service
effectiveness, for £1,000,000 and the available market interest rate is 5%.
Calculation: 5% of £1,000,000 equals a £50,000 VfM gain.

Withstanding the impact of inflation
Authority F spends £1m in Year 1 prices on the purchase of office supplies. In Year 2 it
holds these costs to £1m in Year 2 prices, while obtaining the same amount and quality of
supplies. The GDP inflation rate between the two years was 3%.
Calculation: 3% of £1,000,000 equals a £30,000 VfM gain.

Non Cashable Benefits

Improvements in service quality for the same or greater inputs
Authority Z improves the cleanliness of its streets by 10% without increasing the cost of its
environmental services team.
While this is a welcome improvement for local residents, and may show as an
improvement against other National Indicators, it is not cash-releasing and is therefore not
a cashable gain.

Any actions that lead to a reduction in overall effectiveness of a service
Authority Y closes a little used library and uses the cash released to meet additional costs
incurred in waste disposal.
Cuts in service provision to a particular client group like this do not produce valid VfM
gains and should not be counted.

Imposition of new or increased charges to the public or business
Authority X increases the cost of entry to its leisure centre from £5 to £6 and obtains an
increase in receipts of £10,000 per annum as a result.
While this will increase the cash resource for maintaining the service, it does not change
the efficiency of its operation.

Reclassification of activities which don’t change either inputs or outputs
Authority W changes its accountancy records so that staff previously classified as ‘back
office’ are now considered ‘front line’. The staff costs are the same, and the staff members
do the same activities.
This is a purely internal reclassification of work, which has not changed the efficiency of its
delivery.

Transfer of costs and subsidies to other public sector organisations
Authority V agrees a reduction in the rateable value of one of its properties and so pays
less in National Non-Domestic Rates.
This change may benefit the authority, but not the public sector overall, since it means less
resource is available elsewhere and therefore should not be counted.




1
    Source: NI179 Guidance

				
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