Performance Monitoring – Chief Executive’s Service
Item: 6.1
Policy and Resources Committee: 23 November 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 April to 30 September 2021.
2. Recommendations
The Committee is invited to scrutinise:
2.1
The performance of the Chief Executive’s Service for the reporting period 1 April 2021 to 30 September 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 Plan.
2.3
That the actions, referred to at section 3.3 of this report, be amended as indicated.
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 Chief Executive’s 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 are those Service Plan actions assessed as Blue within Annex 1, namely those which have been progressed to completion and are now being recommended for removal from the Service Plan.
- 10 – Purchase to Pay – Develop and introduce Purchase to Pay system.
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.
- 02 – Capital Strategy - it is proposed that the target date for this action is extended to 31 August 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 to 31 August 2022.
- 11 – Feedback – it is proposed that the target date for this action is extended to 31 August 2022.
- 13 – Carbon Reduction – it is proposed that the target date for this action is extended to 31 August 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 to this report.
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 April 2021 to 30 September 2021, and for the preceding six month monitoring period.
| Six months ending 30 September 2020. | Six months ending 31 March 2021. | Six months ending 30 September 2021. | Totals. | |
|---|---|---|---|---|
| Complaints. | 0. | 1 | 3. | 4. |
| Compliments. | 2. | 5. | 20. | 27. |
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. 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.
7. Financial Implications
There are not anticipated to be any significant financial implications arising as a result of the report recommendations.
8. Legal Aspects
The Council’s performance management systems help the Council to meet its statutory obligation to secure best value.
9. Contact Officers
John W 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, Interim Executive Director of Finance, Regulatory, Marine and Transportation Services, 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 1
Chief Executive's Service Plan 2019 to 2022
Progress against Service Plan Actions at 30 September 2021
CES Service Plan Actions - 01 - Review of Twinning
| Title | Description | Intended Outcome | BRAG | Start Date | Target Date |
|---|---|---|---|---|---|
| CES Service Plan Actions - 01 - Review of Twinning. | Reaffirm the Council's Twinning arrangements. | The Council's Twinning arrangements are reaffirmed. | RED | 01-Oct-2019 | 30-Apr-2021 |
| Lead | Comment |
|---|---|
| Karen Greaves | BRAG status at 31 March 2021: RED. The review of Twinning has not yet commenced due to other priorities during the pandemic. In addition, it was hoped that an in-person visit from Norway would take place in December 2021. As this is not the case, discussions will commence virtually and therefore it is proposed to amend the Target Date to 30 April 2022. |
CES Service Plan Actions - 02 - Capital Strategy
| Title | Description | Intended Outcome | BRAG | Start Date | Target Date |
|---|---|---|---|---|---|
| CES Service Plan Actions - 02 - Capital Strategy. | Develop a long-term capital strategy. | Council approves a long-term capital strategy | RED | 01-Oct-2019 | 30-Sept-2021 |
| Lead | Comment |
|---|---|
| Gareth Waterson | BRAG status at 31 March 2021: GREEN. No further progress has been made on the strategy as resources have been engaged in COVID recovery work and year end accounts, therefore it is proposed to amend the Target Date to 31 August 2022. |
CES Service Plan Actions - 04 - Councillor Training
| Title | Description | Intended Outcome | BRAG | Start Date | Target Date |
|---|---|---|---|---|---|
| CES Service Plan Actions - 04 - Councillor Training. | Develop and ongoing training and development programme to address any gaps and/or areas in need of development or improvement. | Elected members have the knowledge and information to make informed decisions. | GREEN | 01-Oct-2019 | 30-Apr-2022 |
| Lead | Comment |
|---|---|
| Karen Greaves | BRAG status at 31 March 2021: GREEN. Councillors receive ongoing training and development through seminars and specific events. Feedback will inform the induction and programme for the next term of Council. |
CES Service Plan Actions - 06 - Internal Communication
| Title | Description | Intended Outcome | BRAG | Start Date | Target Date |
|---|---|---|---|---|---|
| CES Service Plan Actions - 06 - Internal Communication. | Identify and develop improvements to internal communications. | Orkney Islands Council staff are better informed. | RED | 01-Oct-2019 | 31-Dec-2020 |
| Lead | Comment |
|---|---|
| Karen Greaves | BRAG status at 31 March 2021: RED. Work on this has started as part of the SMT Our People Our Plan priorities. The target for this action requires to be amended to 30 April 2022. |
CES Service Plan Actions - 07 - Council Website
| Title | Description | Intended Outcome | BRAG | Start Date | Target Date |
|---|---|---|---|---|---|
| CES Service Plan Actions - 07 - Council Website. | Review new Council Website and identify improvements following one year of operation. | The Orkney community has improved access to Council information. | RED | 01-Oct-2019 | 30-Apr-2021 |
| Lead | Comment |
|---|---|
| Karen Greaves | BRAG status at 31 March 2021: RED. A review of the Council Website is underway. This action requires an amended target date for completion of 31 August 2022. |
CES Service Plan Actions - 09 - Change Programme - Projects
| Title | Description | Intended Outcome | BRAG | Start Date | Target Date |
|---|---|---|---|---|---|
| CES Service Plan Actions - 09 - Change Programme - Projects. | Support the service leads in the progress to completion of Change programme projects. | Change Programme projects delivered. | GREEN | 01-Oct-2019 | 30-Apr-2022 |
| Lead | Comment |
|---|---|
| Karen Greaves | BRAG status at 31 March 2021: GREEN. The implementation of the programme has been delayed due to other important and urgent priorities. The priorities for the programme were further agreed in August 2021 and vacant posts filled. The revised programme is underway. |
CES Service Plan Actions - 10 - Purchase to Pay
| Title | Description | Intended Outcome | BRAG | Start Date | Target Date |
|---|---|---|---|---|---|
| CES Service Plan Actions - 10 - Purchase to Pay. | Develop and introduce Purchase to Pay system. | More efficient processing of purchase orders and payments. | BLUE | 01-Oct-2019 | 30-Sept-2021 |
| Lead | Comment |
|---|---|
| Gareth Waterson | BRAG status at 31 March 2021: GREEN. The project to develop and introduce purchase to pay has now moved from development and roll out to being normal business. The project had to overcome some major hurdles (external access to Integra, Covid), but has produced real, tangible benefits. To carry on realising the rewards and enhance and future-proof the system a dedicated staff resource will be required. |
CES Service Plan Actions - 11 - Feedback
| Title | Description | Intended Outcome | BRAG | Start Date | Target Date |
|---|---|---|---|---|---|
| CES Service Plan Actions - 11 - Feedback. | Develop a programme of service user satisfaction surveys across the Service. | Services have up to date feedback from service users. | GREEN | 01-Oct-2019 | 30-Sept-2021 |
| Lead | Comment |
|---|---|
| Karen Greaves | BRAG status at 31 March 2021: GREEN. Regular feedback is also received through the online platform, email, specific audits and through the complaints and compliments process. In addition to the ongoing feedback, a more specific user satisfaction survey is being considered although this has not been taken forward by the target date due to competing priorities. It is proposed to amend the Target Date to 31 August 2022. |
CES Service Plan Actions - 13 - Carbon Reduction
| Title | Description | Intended Outcome | BRAG | Start Date | Target Date |
|---|---|---|---|---|---|
| CES Service Plan Actions - 13 - Carbon Reduction. | Review operational procedures and processes within the service and identify changes to contribute to carbon reduction. | Policies and Procedures which contribute to achieving a carbon neutral economy. | RED | 01-Oct-2019 | 31-Oct-2020 |
| Lead | Comment |
|---|---|
| Karen Greaves | BRAG status at 31 March 2021: RED. Policies and procedures are reviewed as they become due for updating and where possible amended to include changes to contribute to carbon reduction. Work on this has slowed down as a result of the pandemic due to requirement to comply with guidance and hygiene measures, eg there has been a temporary increase in use of disposable / single use items. The Target Date requires amending to 31 August 2022. |
Personnel key
Interim Chief Executive – John W Mundell.
Interim Executive Director of Finance, Regulatory, Marine and Transportation Services – 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 30 September 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.
| Target | Actual | Intervention | RAG |
|---|---|---|---|
| 4% | 1.93% | 6.1% | GREEN |
Comment
The period between 1 April and 30 September also needs to be considered in the context of COVID-19 with many office staff still working from home with a reduction in community transfer of normal minor illnesses.
Trend Chart
IMAGE: Trend chart for CCG 01 showing half-year sickness absence values of 3.75% for H1 2019/20, 2.47% for H2 2019/20, 3.88% for H1 2020/21, 4.56% for H2 2020/21 and 1.93% for H1 2021/22, against a target of 4% for each half-year.
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.
| Target | Actual | Intervention | RAG |
|---|---|---|---|
| 90% | 33.33% | 79% | RED |
Comment
Individual instances where management intervention has not been properly recorded will continue to be investigated. However, it should be noted that remote working has made interventions more challenging for managers.
Trend Chart
IMAGE: Trend chart for CCG 02 showing half-year management intervention values of 85.71% for H1 2019/20, no value for H2 2019/20, no value for H1 2020/21, 40% for H2 2020/21 and 33.33% for H1 2021/22, against a target of 90%.
CCG 03 – Staff accidents
The number of staff accidents within the service, per 30 staff per year.
| Target | Actual | Intervention | RAG |
|---|---|---|---|
| 3.03 | 0 | 2.1 | GREEN |
Comment
No staff accidents were reported within the Chief Executive Service over the previous 12 months.
Trend Chart
IMAGE: Trend chart for CCG 03 showing half-year staff accident values of 0.61 for H1 2019/20 and 0 for H2 2019/20, H1 2020/21, H2 2020/21 and H1 2021/22. The target line is 1 for the earlier periods and rises to 3 for H1 2021/22.
CCG 04 – Budget control
The number of significant variances (priority actions) generated at subjective group level, as a proportion of cost centres held.
| Target | Actual | Intervention | RAG |
|---|---|---|---|
| 15% | 22% | 31% | GREEN |
Comment
Budget control has been more difficult during the Pandemic due to some cost centres being either under or overspent due to the impact of the change or reduction in business functions such as travel, some types of expenditure, staff vacancies etc.
Trend Chart
IMAGE: Trend chart for CCG 04 showing half-year budget variance values of 19% for H1 2019/20, 15% for H2 2019/20, 29% for H1 2020/21, 0% for H2 2020/21 and 22% for H1 2021/22, against a target of 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.
| Target | Actual | Intervention | RAG |
|---|---|---|---|
| 2% | 0% | 4.1% | GREEN |
Comment
Within Chief Executive’s Services, staff retention remains high.
Trend Chart
IMAGE: Trend chart for CCG 05 showing half-year vacancy values of 0% for H1 2019/20, 0% for H2 2019/20, 16.67% for H1 2020/21, 0% for H2 2020/21 and 0% for H1 2021/22, against a target of 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.
| Target | Actual | Intervention | RAG |
|---|---|---|---|
| 5% | 4.94% | 10.1% | GREEN |
Comment
Within Chief Executive’s Services, staff retention remains high.
Trend Chart
IMAGE: Trend chart for CCG 06 showing half-year staff-leaving values of 5.41% for H1 2019/20, 2.63% for H2 2019/20, 1.35% for H1 2020/21, 0% for H2 2020/21 and 4.94% for H1 2021/22, against a target of 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.
| Target | Actual | Intervention | RAG |
|---|---|---|---|
| 90% | 86.1% | 79% | AMBER |
Comment
Performance on this indicator dropped due to other priorities and pressures during the COVID-19 pandemic that continues to affect day to day work. However, there has been steady improvement over the past three reporting periods. Managers continue to do their best to schedule and complete ERDs with their staff as workloads allow.
Trend Chart
IMAGE: Trend chart for CCG 07 showing half-year ERD completion values of 91% for H1 2019/20, no value for H2 2019/20, 72.5% for H1 2020/21, 77.5% for H2 2020/21 and 86.1% for H1 2021/22, against a target of 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.
| Target | Actual | Intervention | RAG |
|---|---|---|---|
| 90% | 88.16% | 79% | GREEN |
Comment
Staff will continue to ensure that invoices are processed as quickly as possible.
Trend Chart
IMAGE: Trend chart for CCG 08 showing half-year invoice payment values of 85.2% for H1 2019/20, 86.09% for H2 2019/20, 90.08% for H1 2020/21, a value above 90% for H2 2020/21 that is not legible, and 88.16% for H1 2021/22, against a target of 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.
| Target | Actual | Intervention | RAG |
|---|---|---|---|
| 90% | 76.92% | 79% | RED |
Comment
Managers will continue to aim to improve the completion dates through regular communication.
Trend Chart
IMAGE: Trend chart for CCG 09 showing half-year mandatory training completion values of 62.37% for H2 2020/21 and 76.92% for H1 2021/22, against a target of 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.