uor workforce update heads of hr – london councils rachel johnson audit commission 22 january 2010
TRANSCRIPT
UoR workforce update
Heads of HR – London Councils
Rachel Johnson
Audit Commission
22 January 2010
Summary
Overview of UoR framework for 2009/10
2008/09 scores – overall and KLOE 3.3
Learning from 2008/09
Identifying outcomes
Questions
UoR assessment framework 2009/10
No changes to the framework or high level KLOE
Three themes resulting in an overall judgement on VFM in the use of resources
Scored on 1 – 4 scale
For 2009/10 auditors will………….
Take a proportionate approach to the assessment, building on existing evidence
Focus on addressing two key questions for KLOE assessed in 2008/09:
What has changed in 2009/10?
What difference have those changes made in practice?
Apply a light touch refresh of existing evidence for KLOE scores of levels 3 and 4
Establish a baseline for KLOE not assessed in 2008/09
Specified key lines of enquiry for 2009/10
KLOE STCCs Districts Police Fire PCTs Managing finances 1.1 Planning for financial health
1.2 Understanding costs and achieving efficiencies
1.3 Financial reporting Governing the business 2.1 Commissioning and procurement
2.2 Use of information 2.3 Good governance 2.4 Risk management and internal control
Managing resources 3.1 Natural resources 3.2 Strategic asset management
3.3 Workforce
Workforce KLOE
Does the organisation plan, organise and develop its workforce effectively to support the achievement of its strategic priorities?
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Use of resources 2009/107
2009/10 assessment timetable: local government
Key deadlines Date
Auditors submit indicative scores 21 April 2010
Audit Commission area challenge process on indicative scores
10 – 21 May 2010
Auditors submit final scores 30 July 2010
Audit Commission national quality assurance process
2 – 27 August 2010
London boroughs performed well overall in 2008/09
Overall Score - by Local Government Type
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
4
3
2
1
4 1 1 2 0 1
3 16 16 57 22 22
2 29 19 135 9 10
1 0 0 7 1 0
Unitary Authorities 2009 Metropolitan District Councils 2009 District Councils 2009 County Councils 2009 London Borough Councils 2009
Overall Score
KLOE 3.3 – 2008/09 scores by sector
3.3 Score - by Sector
0%
20%
40%
60%
80%
100%
4
3
2
1
4 0 3 1 0 0
3 0 46 17 16 24
2 0 133 27 23 120
1 0 19 0 0 8
Single Tier and County Council 2009 District Councils 2009 Fire & Rescue Authorities 2009 Police Authorities 2009 Primary Care Trusts 2009
3.3 Score
KLOE 3.3 - London PCTs performed better than other SHA areas
Score London PCTs All PCTs
Level 1 0% 5%
Level 2 68% 79%
Level 3 32% 16%
Level 4 0% 0%
Published UoR case studies – workforce
Dartford BC (level 3) – health and well being of staff
Sevenoaks DC (level 4) – workforce development planning and good people management
Wychavon DC (level 3) – Best Council to work for award
Lancashire Combined Fire Authority (level 4) – workforce management and diversity
Hertfordshire police authority (level 3) – employee engagement
Identifying outcomes
Challenging for auditors and audited bodies in 2008/09 Level 3 requires evidence of effective arrangements which have the
desired impact Effectiveness can be demonstrated through outcomes, i.e. the
results or consequences of an action Focus on the ‘so what?’ question to identify what difference the
arrangements have made in practice
For example A council reviewed its recruitment processes and as a result
introduced an E-recruitment system What examples might there be of outcomes related to this initiative?
Possible examples of outcomes
£XX savings in advertising spend
£XX savings in the cost of recruitment per post
X% increase in the volume of overall applications
X% increase in the volume of applications from targeted groups
Improved brand recognition for the council as an employer
Others?
Useful evidence to support outcomes
Staff satisfaction survey data Diversity profile data Progress against LG Equality Framework Low/managed/reducing sickness absence levels Efficiency savings (£) Examples of successful succession planning Effectiveness of recruitment processes, e.g. targeted recruitment Examples of any external recognition, e.g. best council to work for awards Examples of joint working with partners, e.g. student sharing placement
scheme between districts resulted in permanent appointments, working with local university to sponsor graduate entrant fire fighters
Examples of staff redeployment/secondment in response to demand levels arising from the economic downturn, e.g. from planning department to revenues and benefits
Any questions?