Performance Monitoring – Chief Executive’s Service

Item: 5.1

Policy and Resources Committee: 22 June 2021

Report by Chief Executive

1. Purpose of Report

To advise on the performance of the Chief Executive’s Service for the reporting period 1 October 2020 to 31 March 2021.

2. Recommendations

The Committee is invited to scrutinise:

2.1

The performance of the Chief Executive’s Service for the reporting period 1 October 2020 to 31 March 2021, as set out in sections 3 to 5 and Annexes 1 and 2 of this report.

It is recommended:

2.2

That the action, referred to at section 3.2 of this report, which has been progressed to completion, be removed from the Chief Executive’s Service’s Service Plan.

2.3

That the actions, referred to at section 3.3 of this report, be amended as indicated.

2.4

That the Chief Executive’s Service Risk Register, attached as Annex 3 to this report, be approved.

3. Service Plan Performance Reporting

3.1

The service plan action plan, attached as Annex 1 to this report, provides the detail of the agreed service priorities, as expressed in the service plan, and contains SMART (Specific, Measurable, Attainable, Relevant and Time-bound) targets for the life of the service plan. The service plan action plan also provides the mechanism through which the time-limited aspects of the service plan will be progressed to completion.

3.2

Set out below is one service plan action assessed as Blue within Annex 1, namely that which has been progressed to completion and is now being recommended for removal from the service plan.

• 03 – Islands Act – Deliver the agreed joint programme of work with Shetland Islands Council and Comhairle nan Eilean Siar.

3.3

Set out below are those service plan actions identified as being in need of amendment, for example, by having the target date updated.

• 01 – Review of Twinning – it is proposed that the target date for this action is extended to 30 April 2022.
• 06 – Internal Communication – it is proposed that the target date for this action is extended to 30 April 2022.
• 07 – Council Website – it is proposed that the target date for this action is extended 30 April 2022.

4. Service Performance Indicators

Service performance indicators provide the mechanism through which the performance of aspects of the services provided year on year are monitored. The monitoring report is attached as Annex 2.

5. Complaints and Compliments

5.1

Table 1 below sets out numbers of complaints and compliments made to the Chief Executive’s Service in the six month period 1 October 2020 to 31 March 2021, and for the preceding six month monitoring period.

5.2

When considering the data within Table 1 above, it should be noted that the Council has adopted a policy of encouraging staff to record all complaints against the Council through the Complaints Handling Procedure. This includes complaints that are quickly and satisfactorily resolved by the frontline service, thereby enabling the Council to identify any trends that would help to improve the service.

As a result of this policy, the number of complaints captured by the procedure may increase and that does not necessarily reflect an increase in the number of people contacting the service to express dissatisfaction with the Council.

6. Service Risk Register

Managers within the Chief Executive’s Service have recently carried out the annual review and update of the service Risk Register, along with the list of actions to mitigate these risks. The updated Risk Register is attached at Annex 3 to this report.

7. Corporate Governance

This report relates to the Council complying with its performance management policies and procedures and therefore does not directly support and contribute to improved outcomes for communities as outlined in the Council Plan and the Local Outcomes Improvement Plan. That said, service plans are developed taking cognisance of the Council’s policies as outlined in the Council Plan.

8. Financial Implications

There are not anticipated to be any significant financial implications arising as a result of the report recommendations.

9. Legal Aspects

The Council’s performance management systems help the Council to meet its statutory obligation to secure best value.

10. Contact Officers

John Mundell, Interim Chief Executive, extension 2101, Email john.mundell@orkney.gov.uk

Karen Greaves, Head of Executive Support, extension 2202, Email karen.greaves@orkney.gov.uk

Gareth Waterson, Head of Finance, extension 2103, Email gareth.waterson@orkney.gov.uk

10. Annexes

• Annex 1 – Summary of the performance of the Chief Executive’s Service against its service plan.
• Annex 2 – Summary of the performance of the Chief Executive’s Service against its performance indicator targets.
• Annex 3 – Updated Chief Executive’s Service Risk Register.

Annex 1 – Chief Executive's Service Plan 2019 to 2022

Progress against Service Plan Actions at 31 March 2021

CES Service Plan Actions – 01 – Review of Twinning

CES Service Plan Actions – 02 – Capital Strategy

CES Service Plan Actions – 03 – Islands Act

CES Service Plan Actions – 04 – Councillor Training

CES Service Plan Actions – 05 – External Communication

CES Service Plan Actions – 06 – Internal Communication

CES Service Plan Actions – 07 – Council Website

CES Service Plan Actions – 08 – Change Programme – Review

CES Service Plan Actions – 09 – Change Programme – Projects

CES Service Plan Actions – 10 – Purchase to Pay

CES Service Plan Actions – 11 – Feedback

CES Service Plan Actions – 12 – Elections

CES Service Plan Actions – 13 – Carbon Reduction

Personnel key

• Interim Chief Executive – John W Mundell.
• Head of Finance – Gareth Waterson.
• Head of Executive Support – Karen Greaves.

BRAG key

• RED – the agreed action is experiencing significant underperformance, with a medium to high risk of failure to meet its target.
• AMBER – the agreed action is experiencing minor underperformance, with a low risk of failure to meet its target.
• GREEN – the agreed action is likely to meet or exceed its target.
• BLUE – the agreed action has been progressed to completion.

Annex 2 – Chief Executive's Service Performance Indicator Report

Service Performance Indicators at 31 March 2021

CCG 01 – Sickness absence

The average number of working days per employee lost through sickness absence, expressed as a percentage of the number of working days available.

Comment

Managers will manage sickness absence in accordance with the sickness absence policy.

Trend Chart

IMAGE: The trend chart shows sickness absence for H1 2019/20 at 3.75%, H2 2019/20 at 2.47%, H1 2020/21 at 3.88%, and H2 2020/21 at 4.56%. The target for each half year is 4%.

CCG 02 – Sickness absence

Of the staff who had frequent and/or long-term sickness absence (they activated the sickness absence triggers), the proportion of these where there was management intervention.

Comment

Managers will be reminded to ensure the management interventions within the sickness absence policy are applied and the associated reporting is completed to confirm this has taken place.

Trend Chart

IMAGE: The trend chart shows management intervention for sickness absence at 85.29% in H1 2019/20 and 40% in H2 2020/21. The target is 90%. No bars are shown for H2 2019/20 or H1 2020/21.

CCG 03 – Staff accidents

The number of staff accidents within the service, per 30 staff per year.

Comment

No accidents were recorded within the Chief Executive Service in the last three reporting periods.

Trend Chart

IMAGE: The trend chart shows staff accidents at 0.61 in H1 2019/20 and 0 in H2 2019/20, H1 2020/21 and H2 2020/21. The target is 1.

CCG 04 – Budget control

The number of significant variances (priority actions) generated at subjective group level, as a proportion of cost centres held.

Comment

Budget holders will continue to monitor budgets for the respective cost centres.

Trend Chart

IMAGE: The trend chart shows significant budget variances at 19% in H1 2019/20, 15% in H2 2019/20, 29% in H1 2020/21, and 0% in H2 2020/21. The target is 15%.

CCG 05 – Recruitment and retention

The number of advertised service staff vacancies still vacant after six months from the time of advert, as a proportion of total staff vacancies.

Comment

Recruitment in relation to vacant posts as a proportion of total staff vacancies, is currently meeting the target for this performance indicator.

Trend Chart

IMAGE: The trend chart shows vacancies still vacant after six months at 0% in H1 2019/20, 0% in H2 2019/20, 16.67% in H1 2020/21, and 0% in H2 2020/21. The target is 2%.

CCG 06 – Recruitment and retention

The number of permanent service staff who leave the employment of Orkney Islands Council – but not through retirement or redundancy – as a proportion of all permanent service staff.

Comment

Recruitment and retention, in relation to staff leaving employment, is currently meeting the target for this performance indicator.

Trend Chart

IMAGE: The trend chart shows staff leaving employment at 5.41% in H1 2019/20, 2.63% in H2 2019/20, 1.35% in H1 2020/21, and 0% in H2 2020/21. The target is 5%.

CCG 07 – ERD

The number of staff who receive (at least) an annual face-to-face performance review and development meeting, as a proportion of the total number of staff within the service.

Comment

Performance on this indicator has dropped in the main due to prolonged other priorities and pressures during the COVID-19 pandemic that continues to affect day to day work. Managers continue to do their best to schedule and complete these with their staff as workloads allow. Managers will seek to bring the performance on this indicator back to green over the next two reporting periods.

Trend Chart

IMAGE: The trend chart shows annual face-to-face performance reviews and development meetings at 91% in H1 2019/20, 72.5% in H1 2020/21, and 77.5% in H2 2020/21. No bar is shown for H2 2019/20. The target is 90%.

CCG 08 – Invoice payment

The number of invoices that were submitted accurately, and paid within 30 days of invoice date, as a proportion of the total number of invoices paid.

Comment

The service will continue to process invoices expediently in order to endeavour to maintain the performance of this indicator.

Trend Chart

IMAGE: The trend chart shows invoices paid within 30 days at 85.2% in H1 2019/20, 86.99% in H2 2019/20, 90.08% in H1 2020/21, and approximately 93% in H2 2020/21. The target is 90%.

CCG 09 – Mandatory training

The number of staff who have completed all mandatory training courses, as a percentage of the total number of staff in the service.

Comment

Staff are regularly reminded to undertake the mandatory training requirements of the Council. Where mandatory training is shown as not completed - this can be mainly due to the completion of refresher training being outstanding due to competing workload priorities.

Trend Chart

IMAGE: The trend chart shows completed mandatory training at 62.37% for H2 2020/21. The target is 90%.

Personnel key

• Head of Executive Support – Karen Greaves.

RAG key

• Red – the performance indicator is experiencing significant underperformance, with a medium to high risk of failure to meet its target.
• Amber – the performance indicator is experiencing minor underperformance, with a low risk of failure to meet its target.
• Green – the performance indicator is likely to meet or exceed its target.

Annex 3 – Chief Executive’s Service Risk Register – 31 March 2021

Operational Risks

Strategic Risks

IMAGE: The risk matrix has Impact columns numbered 1 to 5 and labelled Insignificant, Minor, Moderate, Major and Severe. Likelihood rows are numbered 5 to 1 and labelled Almost Certain, Likely, Possible, Unlikely and Rare. The matrix ratings are: Almost Certain—Medium, Medium, High, High, Extreme; Likely—Medium, Medium, Medium, High, Extreme; Possible—Low, Medium, Medium, High, High; Unlikely—Low, Low, Medium, Medium, High; Rare—Low, Low, Low, Medium, High.

Risk Title: 01 – Internal Communication and Engagement

Risk Title: 02 – Social Media Communication

Risk Title: 03 – Continuity of staffing and knowledge

Risk Title: 04 – Staff Training and development

Risk Title: 05 – Inability to deliver core services and expand demand-led services in line with expectation

Risk Title: 06 – Insufficient ongoing training and development programme for elected members and co-opted members