Archived decisions

	Success Through People 2005 - 2010
	Shaping the future ....

INDEX Page

Context & national picture 3

National Pay and Workforce Strategy 4

Corporate Priorities 7

HR Plan 5

HR Strategic themes 8-12

Outcomes 12

Appendix 1

Values and Behaviours 13

Appendix 2 14-20

Action Plan

Appendix 3

Corporate Performance Indicators 21

SUCCESS THROUGH PEOPLE 2005 - 2010

Context

Local Government's challenge is to provide community leadership and improved services within controlled budgets. The context is ever changing and customers expect greater choice. Demographic changes create new customer needs and a changing workforce. Working in partnership brings both opportunities and challenges and authorities need to work together, and with their partners, to attract talented individuals as well as promote equality and diversity.

The success of local government services depends heavily on the attitude, skills and knowledge of its people. Services run by authorities directly or indirectly or by partners will still need to be staffed by motivated and skilled people. This means the right people, working in the right way and within the right culture if we are all to continue to deliver excellent services and meet challenging national and local agendas.

National Picture

There are a number of current key government initiatives:

· The 10 year local government vision

This sets out a strategy for the next 10 years covering areas such as leadership, neighbourhoods, partnerships between central and local government, citizen engagement and the ongoing performance agenda

· Local Area Agreements

This allows local authorities and their partners to decide which local priorities best reflect local circumstances and gives flexibility to decide how funding is best spent

· The Efficiency review

This requires Councils to deliver a minimum of 2.5% efficiency gains each year. Key activities will include rationalising procurement, corporate support services, transactional service and maximising productive time.

· Audit Commission 2005 Comprehensive Performance Assessment

This emphasises the importance of people as a key resource and will expect Councils to show evidence of workforce planning and development

· Children's Services

The Children's Act 2004 requires every top tier or unitary local authority in England to appoint a Director of Children's Services and to designate a lead member for Children's Services. Together they have a key role in establishing children's trust arrangements to both integrate and transform service for children and young people

· Adult Services

A recent Green paper has outlined the third part of the Governments vision for the delivery of health and social care services in England. It sits alongside the NHS improvement plan and Choosing Health, the Public Health White Paper and describes a strategy for social care around helping people maintain their independence and giving them real choice and control over their lives and the services they use.

National Pay and Workforce Strategy

Over the past eighteen months, work has been undertaken by the Office of the Deputy Prime Minister (ODPM), in conjunction with the Local Government Association and Employers Organisation to develop a Pay and Workforce Strategy to enable authorities to address this challenging agenda and help them create real and lasting change. It has 5 strategic priorities:

· Developing the organisation - taking an organisational development approach to people management and development

· Developing Leadership capacity - developing strong leadership skills among both officers and members

· Developing workforce skills and capabilities - learning and development opportunities for staff to develop key skills

· Resourcing, recruitment and retention - systematic workforce planning integrated into corporate and service planning to enable cost effective recruitment and retention outcomes

· Pay and Rewards - the need to balance attractive salary packages with providing value for money

External inspections such as Comprehensive Performance Assessment (CPA) will now be looking for evidence of action around these priority areas in organisation-wide people strategies.

Within Hampshire County Council

The Council is already recognised as an excellent provider of services to the public delivered through its corporate Strategy `Developing quality of life for everyone' . The Strategy has six key aims:

_ Maximising life opportunities

_ Stewardship of the environment

_ Achieving economic prosperity

_ Building safe and strong communities

_ Improving services

_ Developing Councillors and staff

In delivering these aims and retaining Excellent status for the past three years, the Council has demonstrated its commitment to stay successful, improve further on what has already been achieved and change and develop in response to customer needs and expectations. This commitment requires an organisation which is:

_ Modern and dynamic

_ Accessible

_ Responsive to individuals

_ Representative of our community

_ A community leader and enabler

_ A learning organisation

_ Has performance-based and quality approaches

To continue to deliver to this commitment, we must use our resources effectively as it is clear that the workloads we all face as employees will not diminish easily. A focused, motivated and skilled workforce, capable of creating innovative solutions to problems will be vital if we are to tackle all that is expected of us. Through its current investment, the Council has already recognised that the future success of the Council lies in the quality of its employees and their ability to deliver excellent quality services to the people of Hampshire. This investment now needs to be maximised and built upon.

A consistent people management framework is key and requires commitment from the whole organisation. Getting people management right is not simply a task for the Human Resources department. It requires major cultural change and demands an organisation-wide approach.

As the team with overall responsibility for human resources policies and practices within the County Council, the Human Resources Department will play a key role in delivering this framework, working alongside managers and staff to develop and deliver local and corporate solutions.

Our people management framework is built around 5 critical success factors:

_ To be an employer of choice - developing an employment package which attracts and retains high calibre people and rewards them for the contribution they make. Creating a climate in which people can develop and learn as needs change and new approaches are developed. This will be achieved by:

- creating an employer brand which promotes the Council's values

- developing flexible employment packages which reflects the diversity of the workforce and encourage flexibility to meet the changing needs of local government

- making our pay arrangements fair, transparent and modern, recognising performance and contribution with reward

- creating a healthy environment in which staff can work and develop

- encouraging learning and career development by sharing best practice and creating opportunities

- recognising the importance of work: life balance

_ To be a developer of People - creating an environment in which strong leadership and effective and consistent management practices are promoted, where all staff are clear about the expectations we have of them and have the support and development opportunities to achieve and exceed those expectations, by:

- defining the standards for people management that support the Council's aims for service improvement

- providing managers with the expertise and opportunity to manage people effectively

- ensuring that all staff have a personal development plan and access to learning and development activities each year

- promoting career development through secondments, job swaps, project working etc.

- maintaining the Investors in People standard

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_ To be a good communicator - creating a climate of trust, openness and involvement for all staff through:

- ensuring that managers brief staff effectively through face to face discussions

- listening to what staff say and providing the mechanisms to help achieve this, e.g. through surveys and staff panel

- using clear, straightforward language in our communications

- working in partnership with recognised employee representatives

- consulting staff about developments and proposals at the earliest opportunity

_ Promoting Change - Using technology to develop a culture of interrelated working and enabling staff to build awareness of the ways in which the parts relate to each other and how whole system changes might be made. Managing change effectively and positively as an outcome of continuous improvement through:

- developing a self service approach for staff to their own employee information and benefits

- providing management information data and performance targets to improve service delivery

- promoting knowledge management and information sharing to support creativity and innovation

- providing all staff with the necessary skills to use the available technology

_ Valuing Diversity - recognising that everybody has a contribution to make through:

- taking positive action to achieve and retain a representative workforce

- ensuring that equalities issues are mainstreamed into all aspects of people management and service delivery across the Council

- reviewing working arrangements to help meet people's work: life balance

To enable staff to effectively contribute to these success factors, a set of organisational values and behaviours have also been developed and are outlined in Appendix 1.

These values and behaviours should form the basis of the competencies and accountabilities for all role profiles across the organisation. They should also be an integral and measurable part of all performance, training and development programmes in the Council. This will be a key challenge for the County Council and will require strong corporate leadership, management and monitoring.

HR Plans

To enable a targeted and focused approach to people management, integrated service, budget and HR planning is being developed across the Council. A corporate Human Resources Plan has been in place for the past three years, incorporating information contained with departmental service and HR plans. Local and national economic and demographic information is also researched and analysed and brought together in the plan. The current HR Plan for 2005/06 incorporates workforce profiling and equalities monitoring. The main issues are:

_ An ageing local population

_ Extended working life due to legislative changes and pensions issues

_ Internal skills mismatch

_ National/ local skills shortages coupled with a small labour pool within Hampshire

_ Impact of legislation / regulation alongside requirement for future proofing of policies

_ The pressure to demonstrate value for money versus the local government ethos of delivering best practice solutions

_ Flexible working agenda

The challenge for the County Council therefore will be to attract and retain staff from a small, ageing, dispersed and very competitive labour market within an expensive geographical location.

HR Strategic Themes

Using the people management framework and the information from the HR plan, key strategic themes have been developed by the HR department in consultation with key managers. These themes outline the major priorities for the Council in the development and management of its workforce over the next five years and outline 4 critical areas of organisational development. Each theme is interlinked and will drive integrated outcomes and this will be reflected in more detailed action plans as they are developed.

Theme 1: Performance Management

The overall purpose of performance management is to contribute to the achievement of high performance by the organisation and its people. `High performance' means reaching and exceeding stretching targets for the delivery of productivity, quality, customer service, growth, profits and shareholder/stakeholder value. A performance management system should be a generator of added value which demonstrably improves individual performance and leads to improved organisational performance. It should be business driven and focus on the strategic objectives that will add most value to the organisation. It should aim to make the good better, share understanding about what is to be achieved, develop the capacity of people to achieve it and provide the support and guidance people need to deliver high performance and achieve their full potential to the benefit of themselves and the organisation.

Most employees want direction, freedom to get their work done and encouragement not control. Good performance management is therefore equated with good management. It is about ensuring that managers manage effectively, that they communicate with staff and that they understand what is expected of them, have the capability to deliver it and are motivated to deliver to the highest possible standards.

In recognising the challenges that face the Council now and predicted for the future, it will be vital that a strong collaborative performance management culture is developed at individual, team, departmental and corporate levels. Management and leadership teams will need to be focused on, and rewarded for delivering high performance. By integrating existing performance management mechanisms with new practices and controls as part of the Council's reward strategy, managers and staff will be made aware of their individual performance achievements. These achievements will be measured through the completion of smart objectives aligned to team, departmental and corporate strategies and through the demonstration of the right organisational values and behaviours.

Performance management is the major building block of this People Strategy. The strong and consistent management of good and poor performance is fundamental to the role of managers and needs to be firmly embedded within the organisation to support improved productivity and efficiency targets. If this is not achieved, the other elements of this strategy will be ineffective and any investment in time and money is likely to be wasted, as in isolation they will not support the future direction of the organisation.

Key Priorities for HCC:

_ Corporate (common approach) to individual performance management through a consistent framework with associated responsibility and accountability. This framework will be a key element of the Council's reward strategy as it will measure people's performance and behaviours, support organisational values and beliefs and look for continuous improvement. It will require a training programme for both managers and staff to firmly embed a collaborative system.

_ Integrated approach to organisational performance management through common framework to link service plans, budgets and resource information.

_ SMART goals linked to department/organisation objectives and key performance measures which will be regularly monitored and action taken if required. This will be through the development of management competencies and behaviours to ensure measures are focused on what has been achieved and how it has been achieved

_ Development plans for individuals and teams to drive learning and development outcomes and target investment in training solutions

Theme 2: Succession Planning

As resourcing high calibre people becomes more expensive and illusive, it is strategically important to the Council that their current people resources and talents are maximised. With the impacts of skills shortages, the increased competition from the private sector and the demographics both locally and nationally of an ageing workforce and inadequate supply of younger individuals with high potential, the importance of an effective succession strategy increases.

In order to understand the current levels and complexity of our skills mix within the Council and develop people resourcing strategies, there is a requirement to provide a high level focus and accountability. HR will therefore develop a focus on managing the succession planning process to provide data and co-ordination of robust analysis to the corporate management team in order that succession plans can be objectively made regarding individuals, skill shortfalls can be predicted and significant strategically important roles can be effectively resourced.

Tangible benefits of effective resourcing strategies:

· We have the correctly skilled staff in place at the right time to deliver our services

· We have better developed and motivated staff with interchangeable skills who can adapt to change and deliver consistent high level services

· Lower recruitment and retention costs

Key Priorities for HCC:

_ Identification of key roles within the organisation and development of succession planning protocols. This will be through clearly identified framework both within departments and organisationally to identify individuals who have the ability to succeed and to review their skills against key roles. Focused learning and development activities and opportunities will then be provided to maximise return on investment - likely to cover top 30% of the organisation

_ Identification and mapping of current skills and identification of future skills required within the organisation. This will need to take account of our partnership arrangements and obligations. The resulting information will drive the recruitment strategy and the development and delivery of training and development programmes for the majority of our staff and those of our partners to further increase capacity and maximise investment

_ Redeployment of current resources using clear and consistent selection/assessment tools and techniques to retain and develop knowledge and maximise on investment

Theme 3: Building Capacity and Capability

For any organisation to achieve its full potential, it is required to maximise the capabilities of all its people, individually as well as collectively. To build capacity and capability within a workforce requires transformational leadership. When this is in place, high levels of cohesion, commitment, trust, motivation and performance in existing and new work environments are present. Leaders are able to create an innovative vision, believe very strongly in the vision, be able to articulate in it and communicate it to employees so they believe it in too. When Leaders demonstrate these qualities, employees become committed and involved.

If the Council is to explore and adopt more transformational approaches to change and ready itself for a new era of networked local governance, then the management and deployment of available resources both within the organisation and externally will be critical. Managers will need to deliver structures that are open, flexible and responsive, driven by empowerment and developed responsibility. This will provide accountability and clarity of direction for all staff to enable them to demonstrate and deliver value for money through customer focused service quality in partnership with a clear set of balanced priorities. Managers at all levels therefore need to be developed to enable them to demonstrate consistent, high performance relying not just on their capabilities but also on their capacity for inspiring and motivating others.

Tangible benefits include:

_ High level of skills, where they are needed to deliver effective and efficient service

_ Flat, well led, flexible structures which easily and quickly adapt to changing demands

_ A defined culture where cross boundary working and the synergies of genuine partnership deliver efficient results

_ The organisation becomes more robust and predictable, making it easier to lead and making change easier to affect

The learning and development function within HR will be responsible and accountable for ensuring that the actual HCC training and development strategic investment is both targeted at the right people and in the right way. Where there are collective development needs, the most effective learning mediums will be created utilising IT systems where appropriate. Given that the majority of training and development investment will be at the discretion of line management, learning and development consultants will take a lead in helping managers create a learning culture within their teams that goes beyond funding training courses.

Key Priorities for HCC

_ Harness the learning and investment from the Leadership programme to develop a culture of coaching for managers to transfer and build key leadership competence

_ Distil leadership competencies into management competencies and behaviours ensuring they reflect the values and behaviours outlined in our People Strategy and embed these in all management programmes

_ Develop and target career pathways to support internal growth and succession planning

_ Review and develop Success through People programme to re-inforce a culture of transformational leadership

_ Develop resource management capabilities for managers to enable them to effectively influence and support internal and external partnerships and service delivery

Theme 4: Delivering Core HR Services

In line with HCC's strategic aim to provide quality services to all its customers' at the most economic levels, it is a requirement of the HR function to follow this strategic lead. The recent changes to the HR structure have therefore been designed to enable the delivery of HR activities to meet the needs of the organisation at both the strategic and operational level, taking account of the need to demonstrate efficiency and cost reduction. We recognise the need to ensure that we continue to deliver an excellent core HR Service to our internal customers which is very much the "day Job" for our key employees in the Resourcing Centre, Employment Practice Centre, Education Personnel Services and in our core training teams.

In developing the HR structure two years ago, it was agreed that further changes would be required in order for the HR department to better meet the Council's strategic aims and its future savings targets. In 2005/2006 this will include the bringing together of Payroll, the Education Personnel Services and Employment Practice Teams into a shared service centre. The challenge is to continue to deliver a quality service to our customers in conjunction with an evolving HR Structure.

To drive and support the key strategic themes outlined in this strategy, the HR department will re-focus the services it delivers through its expert Centres and business partners by:

_ Ensuring that core HR services are developed and enhanced in order that the business receives a high quality and robust service.

_ Developing a customer and business focused approach within HR through a programme of development, secondment, partnership and assessment

_ Developing focused and flexible management structures in order to ensure ongoing HR service review and development in line with strategic and corporate priorities

_ With our customers, review existing and create new performance indicators to demonstrate where the service is adding value to departmental and corporate aims

_ Building on and extend existing focus groups with managers and staff to deliver a visible, effective and accessible service

Action Plan (Appendix 2)

Appendix 2 is a high level HR action plan outlining key deliverables, outcomes and targets of the 4 strategic themes set against the people framework. This action plan will be distilled into more detailed plans and published on the HR website. Quarterly reviews will take place with senior managers through the HR focus group to review outcomes against measurable targets.

APPENDIX 1 - HCC CORE VALUES AND BEHAVIOURS

	VALUES	BEHAVIOURS
COMMUNITY	_ Creating a programme of services that reflect local needs _ Promoting sustainable economic prosperity _ Building safe and strong communities _ Protecting our environment _ Improving our services and supporting our staff _ Promoting local democracy as the best approach to determining the provision of services	_ Delivering high quality outcomes _ Listening, consulting and influencing _ Demonstrating commitment to service improvement _ Focused on providing an integrated service to the community
PEOPLE	_ Rewarding performance, achievement and excellence _ Committed to employee involvement and development _ Promoting personal accountability and integrity _ Rewarding risk management and innovation _ Valuing the diversity of our workforce	_ Demonstrating commitment to the Council and its aims _ Solutions oriented and results focused _ Demonstrating personal accountability and responsibility _ Demonstrating excellence in people management skills _ Demonstrating excellence in team and partnership working
FINANCIAL	_ Consistent delivery of cost effective, high quality services _ Mixed economy approach to service delivery _ Effective resource management	_ Demonstrating effective budget planning and management _ Demonstrating ability to provide accurate information and use effectively to improve productivity and efficiency _ Creating service improvement within allocated resources _ Innovation in income generation ad acquisition of resources
PROCESS	_ Committed to high standards, best practice and continuous improvement _ Promoting a single organisation approach _ Promoting openness and transparency _ Commitment to partnership in the development and delivery of council and community priorities	_ Leading organisational change to increase effectiveness in service delivery _ Demonstrating continuous improvement and high quality _ Creating solutions that demonstrate commitment to social inclusion

APPENDIX 2 - ACTION PLAN

PERFORMANCE MANAGEMENT
Key Deliverables		Links to Corporate Key Aims	Performance Measures	Link to KPI/BVPIs
Individual Performance Framework inc. development plans	Using a performance based approach Being a learning organisation Having a quality approach Being an employer of choice		Framework agreed by December 05 Managers trained by June 06 (if pilot agreed) Implementation (with P&B ?) Apr 06 - possibly by pilot of dummy run Integrated with annual Training Plan and Succession Planning processes by December 07 Annual IiP re- accreditation in 2007 Targets need to be set for departments for IPP interviews, interim reviews and end of year reviews
New Pay & Grading Framework	Responding to Individuals Having a quality approach Being an employer of choice Valuing diversity		Central management controls agreed by Dec 05 Implementation (assimilation) by July 06 We don't have control. This depends on Payroll/Enterprise performance link to pay being operational by Apr 07 (unless dummy run or pilot agreed with TU)
SAP driven service/finance/resource Planning Model	Having a quality approach Using a performance based approach		Model agreed by ?? Integral to planning process April 07

BUILDING CAPACITY AND CAPABILITY
Key Deliverables	Links to Corporate Key Aims	Performance Measures	Link to KPI/BVPIs
_ Leadership Skills Audit	Unknown as yet
_ Review of Leadership Competencies		_ Review and revised competency set agreed Summer 2006
_ Development programme to support Leadership		_ Publication of Leading Success II Summer 2006
_ Coaching Programme for Senior Managers		_ Programme designed and role out commenced - January 2006
_ Set of Management Competencies based on Core Values		_ Competency Set published Summer 2006 and linked to all training and learning events for managers, including Induction programmes
_ Hampshire's Own Grown Strategy	Be an employer of choice	_ Three initiatives commence pilot January 2006 Annual delivery of: _ 60 Work Experience candidates _ 20 Graduate development candidates _ Bi-annual delivery of 10 Future Leaders _ Expansion of programme to include Modern Apprentices etc 2007
_ Improved access, administration and recording of Learning to maximise decision making and value for money		_ Common portal for accessing learning and development Summer 2006 _ All relevant L&D activity recorded on SAP Summer 2006 _ Effective recording of spend on L&D April 2006
_ Deliver an integrated Equalities and Diversity Strategy to increase diversity of workforce		_ BVPIs achieved	BV2a & 2b, BV174 &175 (Equality standard for local Government and Race Equality Scheme)
SUCCESSION PLANNING
Key Deliverables	Link to Corporate Key Aims	Performance Measures		Link to KPIs/BVPIs
Succession planning framework using information from IPP process and skills audit	Effective Resource Management Being an Employer of Choice To develop our staff Value for money	Target groups identified by February 06 Framework agreed by February 06 Pilot on first 20% of target group by March 06 Implementation to remaining 80% of target group by May 06 Analysis and identify further groups from May 06
Corporate redeployment procedure and process to map against current vacancies and future service requirements	Effective Resource Management Value for Money	Framework for identifying current redeployed persons and future at risk persons Framework for mapping current resource needs Redeployment recruitment portal implemented by February 06
Corporate skills audit	Effective Resource Management	Agree framework for skills audit - June 06 Agree pilot group for pilot - July 06 Work with pilot department to map out current and future skills - September 06
Corporate recruitment strategy	Effective Resource Management Value for Money	Corporate framework agreed for recruitment strategy linked to workforce plans - April 06 Departmental recruitment strategies produced April 06 Corporate recruitment strategy produced June 06
Link HCC management competencies based on core values to the selection process	Effective Resource Management Value for Money Employer of Choice	Identify key competencies by role / grade by January 06 Develop selection programme that links selection to competencies - March 06 Consult with Managers on new selection methods - April 06 Implement new processes - May 06
Develop selection strategy	Employer of Choice	Train current staff in psychometric testing and assessment centre design and management skills - completed by March 06 Develop pilot selection framework by skill group - May 06 Implement new selection framework - May 06 Roll out to HCC from July 0
Develop and identify pools of people with the potential to succeed -both externally and internally within the Council	Effective Resource Management	Implement external pool to optimise people attracted to apply to HCC - December 05 Develop a framework for an internal pool by linking information from IPP and Succession planning to fill secondments both internally and across key partners - December 06
Exit interview procedure	Employer of choice Value for money	Agree framework for exit interviewing processes - November 05 Identify pilot group - November 05
Resourcing equality and diversity strategy	Employer of choice	Develop a resourcing strategy to deliver an integrated equalities and diversity strategy to ensure the diversity of the workforce - January 06
Co-ordinated approach to career fairs, school leavers, graduates	Employer of choice	Identify appropriate career fairs and develop a corporate approach to attending career fairs - September 05 Develop links with local schools, colleges and universities - October 06

DELIVERING CORE HR SERVICES
Key Deliverables	Links to Corporate Key Aims	Performance Measures	Link to KPIs/BVPIs
KPIs SLAs for HR Service	Value for Money	HR Focus Group Feedback. Influencing on business KPIs (e.g. absence) Using KPIS to inform strategy on such areas as management training and occupational health management Common SAP reports	See attached sheet
Implement HR/Payroll Service Centre	Value for Money Effective Resource Management	By January 2006 (subject to building issues) Improved Customer Feedback against baseline
Implement the Employment Practice Centre Consultancy model	Value for Money Effective Resource Management	By January 2006 -in parallel with HR/Payroll Service Monitor and manage volumes and establish baseline of case numbers. Effective mitigation on Employment Tribunal financial and reputation risk management Improved Customer Feedback against baseline.
Deliver SAP improvements and apply the best use of appropriate technology to enable a more efficient services delivery model	Value for Money SAP Savings Targets E Government	OM is operational and links appropriately to SAP Finance and Budgeting Model by June 2006. Business case for ERM is considered as part of any expansion of the SS model taking learning from CRM by June 2006. Document management is implemented at the appropriate time for electronic personal filing -timescales dependant on the corporate project. Training Module improvements?? Resourcing Module improvements??
Implement HR Development Programme	Performance -Effective, skilled and productive employees.	Identify core skills gaps across HR by November 2005 Deliver appropriate remedial training by March 2006 Identify developmental training needs by March 2006
Manage the HR Focus Group and develop communications forums and strategy	Customer Focus	Response to Focus Group input HR Website development Customer Survey Feedback
Expand Partnership working with neighbouring authorities	Partnership Working	Use HIOWLA meetings to develop HR Strategic network Secondments Pooled purchasing power
Identify enterprise opportunities to sell HR expertise outside of HCC	Commercially focused service	Identify sales opportunities to generate funding to Help fund core service requirements, initially, in areas such as Resourcing and Training and Development

Human Resources Department

Key Performance Indicators

Corporate Indicators

Description	Ref	Comment
% of women in top 5% of earners	BV11a	Part of the Corporate Health KPI suite required by national government and part of CPA. These are reported externally on an annual basis. In addition they are broken down into the contribution made to the indicator by each department and reported on a six monthly and annual basis. Meeting the targets for each KPI is part of HR planning of each department.
% from ethnic minority groups in top 5% of earners	BV11b
% with disability in top 5% of earners	BV11c
Sickness Absence level (days per fte)	BV12
Early retirements	BV14
Ill Health Retirements	BV15
% of staff who have declared a disability	BV16
% of staff from ethnic minority groups	BV17
Equality standards met	BV2a	Annual Corporate report
Race equality targets met	BV2b

Internal Metrics Reporting

Description	Frequency	Comment
Sickness absence	Monthly	Part of current monthly reporting both by Days per FTE, trend and % of planned time. The level of breakdown (groupings) detail is as agreed with individual departments
Staff Numbers (Head Count and FTE)	Monthly	Breakdown of groupings as required by departments
Staff Turnover (Leavers)	Monthly	Breakdown of groupings as required by departments
Vacancies	Monthly
Workforce Planning performance Report	Quarterly