Download Directorate: Corporate Governance Service Review: Performance

Directorate:
Service Review:
Date:
Corporate
Governance
Performance and
Risk
FAQ’s
03.11.15
Given that a substantial amount of money has to be saved, it is understood that staying as
we are is not an option. Performance management, intelligence and analysis are each
important in their own right, but closely linked in terms of business intelligence. Combining
performance data and analytic functions into a single team would seem to be a logical step
forward, and creating additional analytic capacity would add value by providing a “one stop
shop” for senior managers, giving better understanding of management information to
support strategy development, decision making and service delivery. Both teams currently
experience high service demands. Integration would enable effective coordination of
performance and intelligence activities, highlight where there is crossover, and avoid
duplication of work. At times of high demand, a single performance and intelligence team
will be able to pool resources and skills more readily and develop an element of resilience.
However, the Vacancy Preference Process (VPP) seems to be somewhat unfair, and should
be reviewed at a corporate level. Under normal recruitment circumstances there are no
rules in place barring staff from applying for particular posts. The ability to apply for
available posts should be based on knowledge, experience and meeting essential criteria,
and not on whether a post is within 2 pay grades. The VPP rules hamper the recruitment
process and create resentment.
Please refer to Dawn Robert’s email of 02.11.15 confirming the change the VPP process which will
allow employees to apply for any available post.
The current role of the Senior Data Analysts has been developing over the last few months
and the demand for information and intelligence from Senior Managers & Members has
been tenfold. There is clear evidence that intelligence is needed in order to inform and
shape policy, strategy and services. I agree that there should be one Performance &
Intelligence Manager as this will encourage and support closer working with the different
types and sources of data and information providing a wider overview and encouraging
closer working. Although there is a reduction in the number of performance posts there is a
development opportunity in the additional Senior Analyst posts. I do have some concerns
around the demand for information and I think that we will need to make sure to manage
expectations as more intelligence led analysis is requested, but it is clear that providing
this level of support and intelligence will help to meet the needs of the business/council.
It is acknowledged that there is currently an increasing demand for information and intelligence,
and this will need to be managed in line with business need, with particular focus on statutory and
essential support. This must be achieved in a managed way and shaped by discussion with
Corporate Directors and their respective management teams. The overall shape of the team in
future will mean that our offer will focus on core business, with a reduced breadth of information
with an associated increase in value for Directorates/Partners though better intelligence and
analysis.
An increase in OS5As suggests that there is currently not enough staff at that level to
provide what is required of them. What evidence is there of this? Bearing in mind that the
team is focussing on only the statutory and essential, what statutory or essential OS5A
level (that no OS4 or 3 is able to deliver) work is not being met that such a dramatic
increase of OS5A posts is needed? I understand that the aim is to create greater analytical
capability but how much statutory or essential work requires this level of “analytical
capability” that 7 posts are needed? I know that ideally the OS5As will be able to do
everything but currently this isn’t a reality………….. I do know if the increase of OS5A posts
can truly be justified then at least those who face losing their job will feel a tiny bit
appeased and if not then maybe you will reconsider the proposed structure.)
The evidence and therefore the rationale for increasing capacity at Senior Analyst level is clear
from feedback received from Corporate and Assistant Directors in particular. The current focus for
existing Senior Analyst is mainly on Socio-Economic intelligence. The proposed additional senior
analyst posts will build on and strengthen the existing approach and will enable the team to focus
on Service Performance where there clearly is a business need. The Job Specific Requirements
for the proposed Senior Analyst posts reflects this business need.
Has the 'customers' using the data provided by the Performance & Risk team been
consulted on the proposed structure?
There has been feedback and input received from Corporate and Assistant Directors in particular
representing our customers council-wide, from which the current proposals have been developed
prior to this consultation stage of the process.
At the mid point review meeting it was mentioned that there was a schedule for reshaping
across the council that is not published as it is a working document and subject to regular
updates and changes but that details of this could be shared. Acknowledging that any
response would be subject to change is it be possible to confirm whether there are any
future service reviews planned which will affect the Performance & Risk Unit and if so when
are these reviews expected to take place?
At this point in time we have a political mandate for the service reviews listed on the website. This
involves the performance and risk service. The financial challenges facing the council are so
significant, we will require all services of the council to be regularly reviewed and in some cases
restructured further in the future. While there is no specific additional review of performance and
risk planned at this stage, this cannot be ruled out for the future. If a further review is agreed by
members, then all affected staff will receive honest communication and full consultation.