PEOPLE MANAGEMENT SERVICE SERVICE AND ... MANAGEMENT_BUDGET_2010-11...1 PEOPLE MANAGEMENT SERVICE SERVICE AND BUDGET PLAN 1. Service Level A) Brief Description of Service The People

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PEOPLE MANAGEMENT SERVICE SERVICE AND BUDGET PLAN

1. Service Level A) Brief Description of Service The People Management Service is an internal support service which provides a comprehensive range of strategic and operational human resource services to the Council, IT managers and staff. Its main role is to provide high quality professional support to the Council to support its business needs and in connection with its role as a large public sector employer. The service comprises 4 service groups, each with key objectives and performance measures. These groups are:-

HR Strategy and Rewards HR Shared Services HR Business Services HR Business Transformation

These services operate on a model which is based on providing:

Value for money Customer Focused Business Focused Supports Council’s corporate priorities, aims and strategies

Currently three significant work streams are being undertaken within the service, which are summarized below: Responding to the Human Resource Implications of the Efficiency Programme The Efficiency Programme has significant workforce implications arising from changes to and reductions in employment policies, service structures and jobs within the organisation. In addition there are implications for individual employees and on a collective basis for industrial relations. The service is supporting this process fully to ensure that the Council complies with all statutory and good practice expectations.

Pay and Grading Review

The service is dealing with the implementation of the pay and grading review to respond to the 2004 NJC Pay Agreement. Implementation of the pay and grading review was agreed with Council in October 2009. However the implementation of these decisions is a complex process with a number of decisions requiring further negotiation and decision making before full implementation can take place.

Trent HR System Implementation

The final arrangements are in place for the introduction of a new integrated HR/Payroll system jointly with the Impact Partnership. The Trent system is a platform for wider changes including the potential for collaboration with other AGMA Councils on the delivery of HR Support Services.

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B) Broad Service Objectives HR Business Services The HR Business Services Group provides professional HR advice and support to ELT, Heads of Service and Managers. The focus is on business orientated, creative and cost effective solutions to people management issues. The group is also responsible for ensuring that corporate strategies are understood and implemented within services. The key activities of each of the teams within HR Business Services are: -

• Business Partners • Employment Advice Team • Health and Safety

Business Partners work as HR consultants for all services in achieving business objectives through people management strategies within corporate frameworks HR Shared Services HR Shared Services comprises of professional, administrative and operational HR support that is business critical to the effective functioning of the Council’s front line services. Its functions include:

• Recruitment of staff to the Authority • Employee contractual changes • CRB & Safeguarding • Redeployment & Redundancy Support • Support to Schools • Maternity & Paternity provisions • Business Support

The Group provides operational support to 16 Services; over 10,000 employees and 100 schools. HR Shared Services work closely with HR Transformation in the implementation and delivery of the Trent HR system which will bring about significant improvements and efficiencies to current HR transactional processes, providing smarter electronic service delivery and streamlining processes by:

• Radically improving and simplifying processes. • Web enabled technology and replacement of paper based transactions. • Direct user input and therefore more streamlined. • Developing and re-skilling staff to support the changes in the way the service is

provided. • To be more a responsive support service to meet business and strategic objectives

whilst providing efficient and cost effective services. HR Business Transformation The HR Business Transformation Teams role is to bring about the improvements in people management practices and introducing new initiatives both within and outside the People Management Service. The team will work closely with the rest of the People Management Service, with other services such as the Performance and Development Service to support and direct the work of managers, teams and staff to bring about transformation and change interventions. Operationally, the team is responsible for the implementation of the Council HR/Payroll system (Trent) and associated improvements in business processes, HR systems administration, Trent input and pensions policy, advice and administration.

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HR Strategy & Rewards The HR Strategy & Rewards Group provides professional HR Rewards advice and support to Members, ELT, Heads of Service and Managers. The focus is on modernising terms and conditions to provide cost effective fit for purpose solutions to pay and grading issues. The group is also responsible for ensuring that corporate rewards strategies are developed, agreed, approved and implemented across the organisation. The Strategy & Rewards Team work with Members, ELT/HOS, Managers and trade unions in relation to corporate HR and Rewards Strategies. Other areas of activity include:-

• Supporting the Head of People Management with the development of the HR Strategy.

• Developing HR Rewards policies, procedures and guidance. • Responding to government initiatives, employment Legislation, equalities agendas

and National Agreements. • The team will focus on the completion of all pay rewards and conditions changes to

achieve harmonisation, standardisation and the simplifying of pay and grading. • The team will also over the next twelve months take forward the Council’s HR/OD

Rewards modernisation programme which will be a key feature of the Council’s Efficiency Agenda This will include further negotiations with trade unions regarding potentially radical and challenging conditions changes.

• The team will also carry out a programme to ensure that the pay and grading review is consolidated into Organisational/Service Reviews/ Re-organisations this will include working with financial service in relation to pay bill management.

• In addition the team will continue to work with legal services in relation to employment litigation and any associated mitigation.

C) Achievements and Headlines 2009/10 The People Management Service The Service is responsible for supporting a number of challenging agenda’s for the Council as an employer, and supporting a wide range of front line Services meet their service and business objectives. The service works collaboratively with the Performance and Development Service to contribute the Council’s Improvement Programme Stepping Up. Within the 2009/10 period the service took forward the Council’s challenging agenda for pay and grading and has implemented the pay and grading review. A further stage of which is now required to consolidate the rewards agenda and to carry out further negotiations with trade unions regarding conditions changes required to achieve both modernisation and cost saving requirements. These will raise further challenges for both the organisation and for the service. The service is also leading on the workforce implications of the Efficiency Programme which involves significant change for staff and services. The process has to accord with legal and good practice expectations The Efficiency Programme will require a significant reduction in jobs within the organisation. This will be achieved as far as possible without recourse to compulsory redundancy. Redeployment and other voluntary processes are therefore of vital importance to contribute to these outcomes. In addition however the service will fully support the organisation in making redundancies where this is a requirement. The Service is organised over 4 main areas, and set out is a summary of the main Achievements and Headlines for the Year 2009/10.

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HR Strategy and Rewards The Strategy and Rewards Team will continue to:- The Strategy and Rewards Team have successfully implemented the Council’s NJC Pay & Grading Review which affects over 5,000 employees. The Council has through the Review harmonised terms and conditions and has achieved an equality compliant pay and grading structure.

• Conclude and mainstream all NJC job evaluation and appeals workstreams and consider the Council’s requirements in terms of the extended application of job evaluation to other non NJC groups,

• Develop the processes for gathering labour market information and ensuring that the Council has the ability to offer competitive pay and terms and conditions

• Ensure that the Councils complies with relevant equalities requirements as they relate to pay and terms and conditions. Including the forthcoming Equality Act which requires local authorities to undertake annual equality assessments and publish reports which details the gender pay gap

• Work with legal colleagues in responding to litigation risks • Identify the steps which are necessary to consolidate pay and grading decisions into

ongoing practice across the organisation and within services • Develop and deliver on the next steps for the modernisation of conditions to manage

pay bill costs, facilitate flexibility and promote efficiency of working. The above work priorities will create further challenges for the team and for the Council as a whole. HR Business Services The HR Business Partner team continues to provide an impact role across the organisation supporting Heads of Service and their Senior Management on the corporate strategic objectives and key service objectives. The Business Partners have provided support on a wide range of HR issues including:

• Support to all services on the implementation of the Pay and Grading Review • Provide support and guidance to all Heads of Service on the first phase of the

Council’s Efficiency Programme and formal staff consultation on potential redundancies.

• Supporting services on further improvements to managing attendance. • Continuing review and modernisation of HR policies and procedures. • Continuing to support services on organisational change, fixed term contracts and

external funding arrangements • Support to the continuing Transformation Project within the newly formed Customers

and Communications Service incorporating Revenues and Benefits Service and Customer Focus Project.

• Continued support on the corporate Transformation Programme and Stepping up agenda.

• Providing advice and guidance on the establishment of the first Joint Service Centre. • Advising Heywood NDC through the change process in the lead up to the project

concluding in 2011. • Support on the Sustainable Communities Project across both Regeneration and

Strategic Housing Services. • Provide support to Transformation Programme within the Adult Care Service. • Contribute to the development of a workforce strategy linked to the Personalisation

Agenda. • Successful completion of the Care Ambassador Scheme and support the Boots

Project resulting in employment for local people and a nomination for the Social Care Awards 2009

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• Representing Rochdale at Conferences across the region presenting examples of good practice on recruitment and retention within social care.

• Development and pre-implementation stages of Extended Service arrangements across Social Care Services

• Support the integration of Children with Disabilities Services • Support the introduction of the Newly Qualified Social Worker (NQSW) pilot

programme. • Coordination of the Social Care Recruitment and Retention Team and the annual

SOCNOW event for Social Care Services • Continue to support Services in attendance management through the role of • Attendance Advisor (sickness absence in CSC at its lowest level for 5 years) • Action plans devised and implemented in targeted high absence service areas • Co-ordination of Social Care specific HR policies, procedures and guidance on

intranet • Organised Active Workforce days on behalf of Adult and Children’s Social Care

Services The Employment Advice Team continues to provide specialist advice and guidance to managers on a wide range of personnel, welfare and employee relations issues and advice at formal hearings and appeals with Executive Directors and Heads of Service. The team have provided support on a range of key strategic initiatives throughout the year including:

• Leading on the analysis and reporting of the staff consultation undertaken during the corporate pay and grading review to identify the key themes and staff comments for submission to Members during the key decision making process.

• Management of the established mediation framework offering employees the opportunity to restore working relationships on an informal basis and avoid the need of escalation to the formal and very difficult stage.

• Continuing to develop and facilitate training for managers on successfully managing probationary, disciplinary processes and the managing attendance procedures all of which are within the Management Essentials Development Framework.

• Review of new and proposed changes to employment legislation to ensure compliance by the Council and minimise risk to the organisation.

• Continuing to lead on a number of key TUPE projects, involving transfer of employees both in and out of the Council.

• Leading on the development of new HR guidance to managers in response to changes within the organisation including Pandemic Flu/Swine Flu; Industrial Action and entitlement to leave for casual employees.

• Acting in the role of HR Adviser to the newly formed Appeals Panels to support the progression and completion of the pay and grading review.

• Providing support and guidance to all managers on the continuing work in reducing sickness absence levels and to maintain the ongoing improvements in attendance with further development of intranet based links and documents.

• Supporting the continuous improvements in the contractual relationship between the Council and the occupational health service provider Mediscreen and the Employee Assistance Programme to further assist in the reducing of sickness absence levels and counselling support available.

The Central Safety Unit and School Safety Team are continuing to support the development of service improvements, education and protection of employees across the Council. The advisers were moved around from December last year, taking on different services, and this re-alignment does seem to have been successful. A further refinement was implemented from January, when the Schools team took on the remainder of the LYP service. This is to integrate and develop the SST SAs more effectively in more than just schools, although the services they now have (FM part of BP and LYP) are all school-related.

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The focus on a more inclusive and broader ‘children’s services’ has made this more appropriate, although Children’s Social Care Service here is still a “central” service. At the moment as demand is low, the effect of this is difficult to judge. The Safety Committee has started to take a more proactive role, and with an Executive Director now on the committee, two significant decisions have been made which will drive our direction this coming year. These are:

• All staff - where appropriate and identified - are to undertake the manager- selected e-learning modules before the current contract expires (early 2011).

• Manager H&S training is now mandatory for every manager of people or projects, and the training begins in January.

iTrent is likely to be of assistance in both this project (ie. who is a manager?) and in the planned new RA methodology (using lists of occupations). Other achievements during the year have included:- Eyesight health policy implemented with eProcurement and local optician list (is also now

on intranet) Implemented new donated (Abdul Chowdry) safety trophy scheme, set up competition,

and organised the first submissions and judging. Implemented new online accident reporting and recording system for schools (on their

own intranet) HR Transformation Team Major progress has been made in relation to the team’s high priority work areas – particularly implementation of Phase 2 of the Trent project. The Team is however under major pressure to support the completion and delivery of the pay and grading review which has impacted on the capacity of the Team to deliver on other work streams and/or the need to reschedule or re-prioritise areas of activity. During the 2008/09 period the Team has: Replacement HR/Payroll System (Trent) – Phase 2 of Project Plan

• Together with colleagues in HR Shared Services, the Team has over-achieved the 2008/09 savings as part of the Benefits Realisation Plan.

• Successfully migrated the RMBC database onto the web-based platform (version 10.5 and upgrades) to enable the implementation of the additional modules and service enhancements including workflow, document templates, web-based recruitment and manager employee self service. This is a joint project with Impact Partnership and will result in efficiencies and improved customer service.

• Designed and provided training to 350 people on the new Trent system. • A project team has been established to work with colleagues from HR Shared and the

Finance Service (VFM) to identify out-of-scope savings from across the Council. • With colleagues from HR Shared Services and Impact Partnerships, have mapped

the AS IS and TO BE processes for recruitment and developed an e-form for more accurate exchange of information, as well as an e-learning training package for managers.

Trent Control Team

• The team has supported changes to schools structures, change of status and the merger of a number of schools and the academy under the Schools Modernisation Programme, e.g. St Ann’s Academy, Springhill, the Special Schools re-organisation.

• Moved away from manual data input to electronic uploads to reduce risks of errors, speed up and improve processes, and to free up resources.

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• The team dealt with a number of major services restructures and establishment changes involving internal re-organisation and TUPE transfer in and out of the Council e.g. Learning Disabilities, Mencap, NHS, Catholic Children’s Rescue etc.

• As part of the Schools Workforce Census, significant involvement and data capture for those taking part in the January 2009 pilot, due to be extended to all schools in October 2009.

• Undertaken significant additional work to support pay and grading and equal pay activities.

• Day to day operational activities, e.g. implementation of pay awards and arrears, supporting the Trent project by involvement in testing and running reports, involvement in providing systems training and in business process re-engineering.

Pensions Team

• Implementation, support and communication arising from changes to the LGPS Pension from 1 April 2008.

• Determined and notified 7000+ pension scheme members of their new contribution rates (pension banding).

• Managed a significant increase in workload due to changes in the LGPS ill-health regulations, seeing a significant rise in pension appeals.

• Provided pensions and data support and advice to over 15 TUPE situations in and out of the Authority.

• Successfully ran a number of pre-retirement courses throughout the year. • Provides information and support to pay and grading implementation on pension

related issues. Other Areas:

• Provided support to the implementation of pay and grading and responses to equal pay claims

• Taking a major role in the development of the Schools Workforce Census for implementation in 2009/10

• Supported Schools with school mergers and set ups, e.g. St Ann’s Academy • Contribution to Equality and Diversity through membership of the Equalities

Programming Board, coordination of corporate health workforce indicators to monitor progress against inclusive workforce targets.

• Contribution to Attendance Management improvements through new absence recording procedures, allowing the updating of absence information directly on to the Trent system to reduce errors and duplication, and produce more accurate and timely reports.

• Supported senior management recruitment to three positions at Head of Service, one at Executive Director and one Executive Director equivalent for the AGMA Collaborative Services initiative.

• Supported Stepping Up by leading on one of the succession planning projects (Stepping Stone), and by contributing to the work of the Transformation Programme Office.

HR Shared Services Team HR Shared Services has undergone significant transformation during 2009/10 in the way it delivers operational HR to the Council and its schools. The implementation of the Trent HR system has given us the opportunity to make the best use of the latest technology to provide a seamless service delivery model between People Management Service and Impact Partnership, using the single IT platform to achieve this. This has necessitated a fundamental review and re-design of all our business processes which now provide greater consistency, replacement of paper based transactions with user direct inputting enabling a much quicker and more accurate transfer of contractual information.

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This has realised and achieved costs savings through the rationalisation of teams and functions, new and transformed ways of working. To date, we have achieved savings of £330K and reduced operational HR by 13 posts. The PMS Transformation Programme has achieved what it set out to do in the business case and this has been achieved despite major challenges on resources. Contract Changes and School Teams Criminal Records Bureau Checks To support the Authority’s safeguarding responsibilities and priorities, together with the demands of Ofsted and Social Care inspections, all relevant employees of the Council undertake a three yearly CRB re-check. The new HR system maintains data in relation to posts requiring a CRB and where re-checks are required in accordance with Council policy. During 2009/10 over 1,800 CRB checks have been processed by the team. Single Central Record The Department of Children, Schools and Families require authorities to maintain a single central record to meet the requirement of Safeguarding and Safer Recruitment in Education. This record has been developed and maintained for every school/establishment by the People Management Service and produced to support school Ofsted inspections. Schools Workforce Census Rochdale MBC took the decision to participate in a national pilot of the School Workforce Census and the first live census is taking place during January 2010. Work has been undertaken within the People Management Service to capture the relevant information from all schools and their employees. This will continue to be a priority for the forthcoming year 2010/11 to meet the more detailed census to take place later in 2010. Recruitment Team Support to the Council’s Efficiency Programme The Council’s efficiency proposals have resulted in over 400 staff being placed at risk of redundancy. HR Shared Services has established a Redeployment Support Team to provide redeployment and redundancy support directly to employees and managers. This support enables staff to seek alternative employment or to consider alternative options. The team has undertaken one to one reviews with staff at risk of redundancy, supported them in assessing ‘at risk’ posts and provided support on completing application forms and interview techniques. We have worked very closely with the Council’s Employment Links Team and Job Centre Plus. This will be an ongoing priority and challenge for the Service during 2010/11. Vacancy Management To support the Council in contributing to the management of medium and long term budget pressures, it has been necessary to introduce controls on the filling of vacant posts. 2009/10 saw the introduction of the Vacancy Management Policy and Procedure which is a managed approach to ensure that only essential jobs are filled, which can make a significant contribution to reducing employee costs. This process is managed within HR Shared Services and has achieved demonstrable success in releasing vacancies for staff that would otherwise be made redundant. AGMA Collaborative Working – E-Recruitment Work has been underway during the year across the nine AGMA authorities to procure a joint e-recruitment solution, which has been subject to a robust tender evaluation process. A preferred supplier has been selected and implementation will be during 2010/11. It is unique in that it is the first consortium of its type across the country and is a flagship for the future. Because of the work undertaken within People Management Service to review all our business processes, Rochdale will be the first authority to go live, in April 2010. This will enable significant cashable savings to the Council, with the reduction of advertising spend, it

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will also bring significant benefits to the Council and candidate/customer experience. It enables single standardised recruitment across AGMA, strengthens our employer brand, enables us to benchmark and manage down costs. Recruitment Training During 2009/10 we have developed and delivered training for approximately 50 managers in ‘Practising your Recruitment Skills’ to ensure the authority meets its legal obligations in relation to recruitment. In addition, we have delivered ad hoc recruitment briefings for partner organisations. Business Development and Support Local Employment Partnerships The service contributes to the measures agreed Local Employment Partnership between the Council and the NHS Rochdale, Middleton and Heywood. Both organisations are committed to improving the health and prosperity of the community and we are believe that working together on an agenda targeting adult key life skills, adult employment and young peoples’ education that will make a significant difference to the outcomes we can achieve separately. The People Management Service work closely with colleagues and partners on employment-related matters and a range of measures, including providing work experience placement for disadvantaged jobless people, working with JobCentrePlus on the design of pre-employment training, guaranteeing interviews to potential employees who meet minimum job requirements, and reviewing application processes to ensure that potential employees are not inadvertently excluded. Heads of Service/ED Recruitment The People Management Service support executive recruitment by advising Members’ Appointment Panels and liaising with the selected recruitment consultants. We have supported the appointment of two Executive Directors and three Heads of Service during 2009/10. Independent Safeguarding Authority – Vetting and Barring Following the Safeguarding and Vulnerable Adults Act 2006, the Independent Safeguarding Authority was established. The new Vetting and Barring Scheme will be introduced during 2010 on a phased basis. Significant work will have to be undertaken over the next 12 months and forthcoming years in order to ensure that new entrants to the Authority and existing staff are registered with the ISA. Support to School Closures/Mergers and Creation of new Secondary School 2010/11 will see a number of school closures/mergers which will require operational HR support to ensure smooth transition into newly created schools and dealing with consequential TUPE or redundancy issues. We will continue to provide support to the Council in achieving its challenging efficiencies by providing support to employees and managers in the At Risk, Redeployment and Redundancy provisions. The continued roll out of Manager and Employee Self Service enhanced functionality will provide scope for greater efficiency savings, both within People Management Service and across the Council.

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D) Key Changes to Service Plan since 2009 Aiming High 2007 – 2010 As a corporate support service, the People Management Service mainly provides support to Services delivering or contributing to the delivery of the Council’s Aiming High Strategy. We do this as follows:- Increasing Jobs and Prosperity Making Sure Every Child Matters Creating a Cleaner, Greener Environment Improving Health and Well Being Township Devolution Specific examples of these linkages include:-

• Progression of Workforce plans to improve the diversity of the Council’s Workforce. • Developing capacity of our workforce by supporting the Skills Pledge and GONW to

improve first line qualifications, particularly literacy and numeracy through the membership of the working group and up-skilling our own staff.

• Implementation of Staff Performance and Development Reviews rolled out to all services in 2007/08 in conjunction with the Performance and Development Service.

• Introduction of Workforce and Succession planning through pilot projects completed with Child Care and Planning and Regulation Services in 2006/07, and Stepping Up Maximising Potential of our People Projects in 2007/8 and 2008/09.

• Introduction of pay and conditions arrangements which comply with employment legislation and are competitive across the Council.

• Modernising pay and rewards to ensure that the Council employment practices operate in an efficient and cost effective manner.

• Safeguarding children and vulnerable adults by ensuring that services can be assured that new starters have undergone all the necessary identity, criminal records bureau, reference and medical checks, preparing for legislative changes

• Promotion of positive attendance culture and associated projects/workstreams such as the mainstreaming of the Active Workforce Project, health promotion and for the Council to become a mindful employer to improve mental health in the workplace as well as physical health.

• Supporting services through the implementation of a modern computerised integrated HR/Payroll system (Trent) to streamline and modernise business processes, through Business Process Re-engineering, workflow and other processes.

• Increasing jobs and prosperity by ‘promoting workforce skills and development and work with schools to make sure teachers and young people are aware of opportunities and through the support of the Local Employment Partnership, job careers fairs, improvements to recruitment and selection arrangements (modernising policies, procedures and processes, embracing use of new technology).

Increasing Jobs and Prosperity Increase the percentage of disadvantaged people employed by the Council as follows (BVPI 16a and 17a) – Disabled people from 3.2% in 2007 to 4.0% in 2010 and ethnic minority people from 7.0% in 2007 to 9.0% in 2010. The progress of the Council in achieving these targets is set out later within the Service Plan Update. The Service has no targets in Aiming High that are the responsibility of Financial Services.

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Stepping Up Maximising the potential of our people

• The Service is leading on one of the Stepping Up, Maximising the Potential of our People Projects – Succession Planning (Specialist talent pool to help up to 75 staff over 3 years to develop to become job ready for key roles across a number of Council services and help achieve a Stepping Up target of 2 appointable internal candidates for every job role.

• Also contributing specifically to this project as a service by identifying key roles for inclusion as part of succession planning within the service, particularly where through the Pay and Grading Review it is agreed that supplements would be required to ensure that pay rates are competitive.

• Supporting Stepping Up projects by co-authoring and implementing a Coaching Strategy and coaching culture across the Council, including completion of post-graduate Certificate in Business & Executive Coaching (PB Coaching in association with Leeds Metropolitan Council) by one senior manager.

• Working with Services e.g. Schools Service, Children’s Social Care, Adult Care transformation to assist with workforce planning and data capture, and are working with Performance and Development service to embed this model into the service planning process.

• Part of the Children’s Multi-Agency Workforce planning group. • Within the Service, PDRs implemented and individual and team development plans

which include, team development and away days, in-service training (e.g. Trent system, safeguarding, health and safety), attendance at external conferences, training events and training courses (certificated and non-certificated. Staff encouraged to seek professional development e.g. CIPD, Diploma in Health & Safety, NVQs.

• Preparing to become a Skills Pledge pilot area to develop staff literacy and numeracy skills.

It has been agreed that all Managers will attend the Enterprising Leadership course to improve standards of leadership in the service. All staff undertake Performance and Development reviews to identify performance objectives, training and development needs, these are also supported with regular one to one meetings with their manger. Staff are encouraged to look for opportunities to develop in their work and take on new areas of responsibility. Coaching opportunities are made available to staff. Continuing Professional Development is essential to ensure that knowledge remains up to date, so all staff are supported and encouraged to keep abreast of new and emerging HR issues. The Service also provides coaching, briefings, and support to managers on the operation of a wide range of policies and procedures with the aim of improving management skills, capacity and capacity. Workforce Planning As stated earlier the Service has previously piloted a workforce planning approach with 2 services and is actively involved with colleagues from other services in developing the Council’s approach and to develop a baseline through data capture.

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Customer Focus Contribution to service newsletters, annual customer satisfaction surveys, and evaluate analysis of results, and feed into team meetings and team events. Regular service liaison meetings to obtain feedback on performance. Engage with key stakeholders to include them in project teams/service initiatives, and include in the formal governance arrangements for the Trent Project. Involve and consult stakeholders with specific work groups/work streams e.g. Business Process Re-engineering and implementation of new modules such as recruitment, learning and development. Co-ordination of two bi-annual benchmarking questionnaires as part of the subscription to national HR benchmarking survey (DLA Piper), along with most AGMA Authorities. Share and analyse results to share good practice and make improvements. Value for Money As part of the Trent business case, specific savings and efficiencies have been identified within the service across out of scope services as well. In reviewing the HR Transformation Team’s VFM Balanced scorecard, it is on target to achieve the majority of the measures of HR operational processes (e.g. pensions) and where this is less than 100%, it has been due to switching of resources to respond to new additional service requirements so that other response times could not be achieved. In reviewing the HR Business Services Balance Scorecard, regular reviews of employment policy and their operations are undertaken with recommendations for changes being proposed as a result. The aim is to reduce the time taken to carry out investigations in areas such as disciplinary, and thus reduce costs to services. A mediation service has been developed during 2008/09 to try and reduce the number of workplace conflicts progressing through formal procedures (e.g. dignity at work), and also empowers staff to resolve disputes themselves. The improvements in service delivery will result in cost reductions for services we support and provide greater value for money, and enable the service to concentrate on pro-active employee relation’s issues. Within HR Shared Services the Balanced Scorecard we have introduced a number of performance measures and indicators around the recruitment process, e.g.: time to close off job applications and pass recruitment applications to managers, time taken to fill vacancies from advertisement to job offer, and time taken to send out interim appointment letters following recruitment interview, the aim is to reduce the amount of time taken to ensure that successful candidates are able to take up their appointments within services more speedily. We are also measuring our performance regarding processing leavers from the authority, to ensure that these are processed quickly to avoid potential overpayments and costs to the authority. The Strategy and Rewards Team will continue to work with legal services to ensure that litigation is managed effectively including identifying and developing any mitigating strategies to reduce the financial costs to the Council. The Strategy and Rewards Team will also contribute to the Council’s efficiency Agenda working in conjunction with financial services to ensure that through the modernisation of terms and conditions the Council’s pay bill is managed effectively. As an HR Service we benchmark our performance and costs against other Local Authorities and non Districts, and our performance and costs score favourably against all Local Authorities average in that we provide a low cost service with lower than average ratios of HR staff to employees.

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Township Devolution As an internal support service, no elements of the service are devolved to Townships. E) Budgetary Information and Financial Risks The service inherited a number of budget short falls and anomalies. A zero based budget exercise in 2007/8 identified a current budget shortfall of £170K. The service also carries a high vacancy factor rate. The ability to achieve further budget reduction measures will be limited and place additional pressures on the service at a very challenging time. It is anticipated that accelerating the Trent Project will realise greater savings which can be reinvested back into the service to fund current unfunded posts. However, the ability to realise these savings is dependant upon available additional resources to drive the implementation of Phase 2 of the Project. The Senior Management Team remains prudent in managing the budget by keeping some posts vacant and using resources flexibility to meet demands of the service. The service remains under significant pressure as a result of the demands which are placed upon it regarding support to the above work streams together with an expectation to provide a full range of HR services to the organisation. The service has received funding in respect of the delivery of the Pay and Grading Review, some of which will continue to be required during 2010/2011 to enable the project to be delivered. F) Performance Information Balanced Scorecard - List of Indicators and Performance as at 31st December 2009 • Customer Focus

o No current indicators • Our People

o Number of days lost to sickness absence per full time employee – 6.5 o Percentage of staff undertaken PDR in last 12 months – 92% o Increase Staff satisfaction (Staff Survey) – No data o Number of staff undertaking qualification training - 5

• Financial

o Service expenditure being managed within budget – Overspend within £150k o Delivery of Service efficiency projects – Some issues with delivery/slippage o Management of non essential expenditure – Some issues with delivery

• Service’s Corporate and Strategic Targets

o Increase the percentage of disadvantage people employed by the Council as follows - disabled people from 3.2% in 2007 to 4% in 2010 – 2.8%

o Increase the Percentage of disadvantaged people employed by the Council as

follows - ethnic minority people from 7% in 2007 to 9% in 2010 – 8.6% o The percentage of top 5% of earners that are women – 58.1%

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o The percentage of top 5% of earners from black and minority ethnic communities – 2.5%

o The percentage of top 5% of earners with a disability – 4.6% o The number of working days/shifts lost due to sickness absence – 7.28 o The percentage of employees retiring early as a percentage of the total work force -

excluding ill-health retirements – 1.84% o The percentage of employees retiring on grounds of ill health as a percentage of the

total work force – 0.11%

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G) Budget Information PEOPLE MANAGEMENT

2009/10 2010/11 2011/12 2012/13REVISED ORIGINAL ORIGINAL ORIGINAL

ESTIMATE ESTIMATE ESTIMATE ESTIMATE£' 000 £' 000 £' 000 £' 000

Functions provided by Service

Business HR Transformation Service404 Expenditiure 214 202 202-29 Income -29 -29 -29

-254 Net effect of Internal service recharges -179 -183 -185121 Total 6 -10 -12

Shared Services1,295 Expenditure 1,231 1,263 1,254

-78 Income -78 -78 -78-1,539 Net effect of Internal service recharges -1,135 -1,166 -1,156

-322 Total 18 19 20Business Partnership

881 Expenditure 861 884 901-27 Income -27 -27 -27

-993 Net effect of Internal service recharges -834 -857 -874-139 Total 0 0 0

Strategy Pay and Rewards341 Expenditure 327 380 387-25 Income -25 -25 -25

-381 Net effect of Internal service recharges -302 -355 -362-65 Total 0 0 0

HR Management46 Expenditure 84 84 840 Income 0 0 0

-96 Net effect of Internal service recharges -83 -83 -832 Contribution to/-from a reserve 2 2 2

-48 Total 3 3 3

-453 Net cost of providing services to the Public 27 12 11

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PEOPLE MANAGEMENT



Budget by Expenditure Type

2,439 Employees and related expenses 2,391 2,404 2,4113 Premises related expenses 3 3 3

19 Transport related expenses 19 19 19388 Supplies and services 192 272 276115 Agency and contracted services 109 112 116

3 Depreciation 3 3 30 Management costs 0 0 0

2,967 Total Service Expenditure 2,717 2,813 2,828

918 Central departmental and support services 705 734 738-4,181 Less internal service departmental recharges -3,238 -3,378 -3,398

-3,263 Net effect of internal service recharges -2,533 -2,644 -2,660

-296 Total Service Expenditure net of Internal Service Recharges 184 169 168

Income

-159 Rents, Fees & Charges -159 -159 -159Grants

0 Dedicated Schools Grant 0 0 00 Other Grants 0 0 0

-159 Total Income -159 -159 -159

2 Contribution to/-from a reserve 2 2 2


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PEOPLE MANAGEMENT

Est 2009/10 Est 2010/11 Est 2011/12to Est to Est to Est2010/11 2011/12 2012/13

VARIATION STATEMENT 2009/10 £' 000 £' 000 £' 000

Base Estimate 6 27 12

Revised Estimate -453 27 12

1 Budget brought forward from previous year -22 0 0

Estimate - Total Requirements -475 27 12

2 RSG Changes - Transfer of responsibility 0 0 0

Adjusted Estimate -475 27 12

3 Contribution to Capital 0 0 0

4 Growth 212 -15 0

5 Inflation 3 28 22

6 Other increased costs -16 -5 -8

7 Efficiency Savings -428 89 0

8 Contribution to balances 0 0 0

9 Internal charges 731 -112 -15

10 Asset Rentals 0 0 0

11 Switches 0 0 0

Estimate 27 12 11

Increased/(Decreased) Requirements 480 -15 -1

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H) Key Improvement Areas The Service’s transformation plan aims to bring about improvements in People Management strategies and practices, which focus on business orientated HR solutions. Key priorities for the service include:

• Completion of implementation of the Pay & Grading Review – consolidation of outcomes and corporate HR governance arrangements.

• Continued modernisation of Pay & Rewards. • Revision of core HR conditions to improve productivity and reduce costs. • Modernisation of HR Business Processes to provide efficiencies and value for money. • Implementation of Phase 2 of Trent HR system to provide a customer focused

support service. • Leading on the workforce implications of the Council’s Efficiency Programme

including service redesign, redeployment and staff reductions. • Supporting the council’s key HR priorities including attendance management,

workforce planning and maximising the potential of our people through Stepping Up. HR Shared Services – Key Improvement Activities 2009/10

• To be a more responsive support service to meet business and strategic objectives whilst providing efficient and cost effective service.

• Redesign and re-engineer HR processes to be efficient and right first time. • Reduce overall service costs and improve quality and efficiency of the service

through the implementation of Trent. • Re-invest into areas that add value to the business. • Redesign and reshape jobs to better meet and align with service objectives and add

value to front line service delivery. • Ensure the statutory requirements of safeguarding children and vulnerable adults are

met through safe recruitment. • Review of the Service Level Agreement with Schools. • Implementation of e-Recruitment within Rochdale. • Collaboration with other AGMA Council’s re Shared/transactional service delivery.

Implementation of the Trent recruitment module, which will provide a proactive and professional electronic recruitment function, enabling a self-service facility for job applicants to the Council and improvements in monitoring and management information relating to recruitment to the Council. Provision of E-Learning package for recruiting managers. Fundamental review of the use of Agency/temporary staffing via the AGMA Agency project to ensure that the Council achieves its efficiency savings. Review the policy and guidance for the use of temporary contracts to ensure that the Council is not at risk. CRB/Vetting & Barring – ensuring that all appropriate staff is checked in accordance the appropriate legislation. Promote and publicise guidance for employees and managers on the revised Redeployment and Redundancy procedures.

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HR Transformation - Key Improvement Activities 2010/11

• Phase 2 of Trent Project Plan by March 2010 – modules include recruitment, discipline and grievance, health and safety, learning and development, workflow, manager and employee self-service and re-design of business processes to achieve the agreed efficiency savings targets.

• Improvements to data management and data quality, including provision of a policy on data sharing and security.

• Continue to support the implementation of the pay and grading review, i.e. operationally, changes to contracts, grades, pay and condition of service.

• Actively pursue and extend opportunities for joint and collaborative working, e.g. joint working with NHS, AGMA Collaborative Services Projects (shared services).

• Support extension of business in the schools sector (schools buy back of Council services).

• Continue to support Council’s sickness absence management improvements through provision of accurate and timely management information (and through the implementation of real-time management information through Trent self-service).

• Continued support to schools and services with accurate workforce information • Support Stepping Up by attendance on Enterprising Leadership Programme and

leading succession-planning project, Stepping Stone. HR Business Services - Key Improvement Activities 2010/11

• Continue to support the Efficiency Programme responding to the workforce implications of the programme.

• Lead on the staff consultation required to support the implementation of efficiency savings proposals

• Continue to support the consolidation of pay and grading into HR processes. • Support the Council wide cross cutting reviews and Senior Managers Review. • Review existing employment policies and procedures and continuation of the HR

modernisation programme in light of changes within employment legislation and directives.

• Continue to support Council’s attendance management improvements through support to Heads of Service and Senior Managers on implementation of their Action Plans for improvement and associated management information

• Support the HR Business Transformation programme to facilitate the roll-out of TRENT HR modules and manager self service.

• Continue to lead on HR role within TUPE transfers and further development of guidance to managers.

• Support the introduction of the proposed national vetting and barring scheme in 2010 affecting many of the front line services within the council.

• Support the objective of improved health and well being for the borough and employees of the council.

• Continued provision of training and coaching for managers on attendance management, handling disciplinary and managing probation across all services.

• Further development of training for managers on HR topics within the Management Essentials Development Framework.

• Support Stepping Up by attendance on Enterprising Leadership Programme and supporting the Transformation Programme Office on the implementation of maximising the Potential of our People across the Council.

• Continuing support for the transforming customer focus strategy. • Support the development of InLAWS for Adult Social Care Service across Rochdale. • Support on the Sustainable Communities Project across a number of services. • Continuing support on the Modernisation Programme and the Personalisation

Agenda within the Adult Care Transformation Programme. • Support for the ‘Think Family’ agenda across the social care services. • Support the Heywood NDC through the organisation change process in the lead in to

the project concluding in 2011.

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• Continue to support the transition from weekly pay to monthly pay for staff. • Introduce revised Safety Leadership protocols for Senior Management and Elected

Members. • Plan and hold events in support of the two year European Health & Safety campaign

on Risk Assessment (introduce and develop new risk assessment methodology • Develop and facilitate mandatory Managers health and safety training. • Continue to provide health and safety development for managers and bespoke

training for all services. • Implement the agreed communications plan to improve access for managers and

staff on all aspects of Health and Safety advice • Support Building Schools for the Future and Transformation Programme Office with

Health and Safety advice and scrutiny • Develop guidance for contractor/procurement • Produce Employee Guidance Leaflet

HR Strategy & Rewards Key Improvement Activities 2010/11 To respond to the organisations transformation and efficiency agendas by developing the

Corporate Rewards Strategy. This will include a fundamental review of HR Conditions of Service, including engagement

with Members/ELT/HoS on proposed changes to policies. The Strategy and Rewards Team will continue to lead on trade union negotiations,

workforce consultations and mass contractual change processes. Phase 2 of the Pay and Grading Review will comprise strategic proposal regarding future

incremental progression, career grades, changes to premium payments and other changes to National terms and conditions.

The Strategy and Rewards Team will focus on improving the quality and corporate controls for the NJC Job Evaluation activity.

Continue to support partner agencies Impact, RBH, Link4Life and Schools in providing professional pay and grading advice and services.

Support of the Council’s OD Strategy (development and implementation) in relation to Pay and Grading.

Responsibility for the corporate lead on HR aspects of the Council’s Equality initiatives. Continue to work with legal services in terms of managing the Council’s legal risks.

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2. Service Areas Business HR Transformation Service A) Description of Service The HR Business Transformation Team’s role is to bring about improvements in People Management practices by introducing new initiatives, both within and outside the People Management Service, which meet the needs of the Council at Corporate, Service and employee levels and provides the proper administration of HR issues in accordance with statutory framework and is fundamental to the Council’s culture of change, Stepping Up and the wider transformational change programme. The teams work closely with the rest of the People Management Service, and with other services including the Performance and Development Service to support transformation changes across the organisation through Stepping Up. Trent Project/Transformation Team In partnership with staff from Impact Partnership a dedicated project team is leading on the development and implementation of the Trent HR Personnel/Payroll system in accordance with its project plan. The PMS Transformation Programme aims to provide a best of class People Management Service to the Council through:

Use of latest and best technology available in delivering People Management Services

Provision of high quality business intelligence to support People Management decisions

More effective strategic development and deployment of better skilled staff Enabling seamless service delivery between PMS and Payroll Realisation of cost savings across PMS and all Council Services

Pensions Team The Pensions Team provides day-to-day guidance, interpretation, advice and support to all Council managers, employees, former employees on pensions and retirement issues. B) Budget Budgetary Issues and Financial Risk for the Service over the period 2010/11 – 2012/13 The HR Transformation Team together with Impact is leading on the implementation of the Trent Project which anticipates generating significant savings. Currently posts within the team remain unfunded and additional resources have been identified to deliver on the Project to agreed timelines. Sufficient resources to implement Phase 2 Trent Project. C) Key Improvement Areas

• Support the Council’s Transformational Change agenda • Implementation of Trent Phase 2 • Review and redesign of HR Business processes • Implementation of New Pension Regulations • Support Healthy Workforce Initiative • Review of Inclusive Workforce Strategy • Implementing pay changes arising from the Pay and Grading Review

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BUSINESS HR TRANSFORMATION SERVICE




121 Business HR Transformation Service 6 -10 -12

121 Net cost of providing services to the Public 6 -10 -12

Types of Expenditure

181 Employees and related expenses 177 178 1780 Premises related expenses 0 0 01 Transport related expenses 1 1 1

183 Supplies and services -1 -14 -1428 Agency and contracted services 31 31 310 Depreciation 0 0 0

11 Management Costs 6 6 6

404 Total Service Expenditure 214 202 202

77 Central departmental and support services 75 78 77-331 Less internal service departmental recharges -254 -261 -262

-254 Net effect of internal service recharges -179 -183 -185

150 Total Service Expenditure net of Internal Service Recharges 35 19 17

Income



-29 Total Income -29 -29 -29


121 Net cost of providing services to the Public 6 -10 -12

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Shared Services A) Description of Service Shared Services is comprised of professional, administrative and operational HR support which is business critical to the effective functioning of Council’s front line services. Its functions are wide ranging and include:-

• Recruitment of staff to the authority • Employee contractual changes • CRB and safeguarding • Redeployment Service • Business Support • Support to Schools

The group provides operational HR support to 14 services, over 10,000 employees and 100 schools. Shared Services works closely with the HR Transformation Team in the implementation and delivery of the Trent HR system which will bring about significant improvements to current HR transactional processes, providing electronic service delivery and streamlining business processes by:

• Radically improved and simplified processes • Web enabled technology and replacement of paper based transactions • Direct user input and therefore more streamlined • Develop and re-skill staff to support the changes in the way the service is provided • To be a more responsive support service to meet business and strategic objectives

whilst providing efficient more cost effective services B) Budget Budgetary Issues and Financial Risk for the Service over the period 2010/11 – 2012/13 Resources from HR Shared Services have temporarily transferred to support Trent Phase 2 implementation, there is a need for financial resources to be put back into the service to ensure service quality to customers and maintain the commitments and morale of staff. C) Key Improvement Areas

• Redesign and reengineer HR processes to be efficient and right first time • Continue to reduce overall service costs and improve quality efficiency of service

through the implementation of Trent. Reinvest into areas which add value to the business

• Continue to redesign the service to better meet corporate objectives • Continue to redesign jobs to add value to front line service delivery • Ensure the statutory requirements of safeguarding children/vulnerable adults are met

through safe recruitment

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SHARED SERVICES




-307 HR Shared Services 18 19 20-2 Occupational Health 0 0 00 Job Shop 0 0 0

-13 Trade Union 0 0 0



1,003 Employees and related expenses 966 980 9663 Premises related expenses 3 3 31 Transport related expenses 1 1 1

178 Supplies and services 180 196 20046 Agency and contracted services 41 43 453 Depreciation 3 3 3

61 Management Costs 37 37 36

1,295 Total Service Expenditure 1,231 1,263 1,254


-1,539 Net effect of internal service recharges -1,135 -1,166 -1,156


Income



-78 Total Income -78 -78 -78



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Business Partnerships A) Description of Service The HR Business Services group provides professional HR advice and support to the Council, Heads of Service and Service Managers. Its focus is on providing business orientated creative solutions to People Management/HR issues. The group is also responsible for ensuring that Corporate HR strategies are understood and implemented within services. Key activities of the team include: HR Business Partners Business Partners work as consultants with services in supporting them to achieve business objectives and develop creative and cost effective People Management strategies and solutions. Employment Advice Team Provides policy development and project work together with expert advice, investigations and casework support on complex employment issues, e.g. discipline, grievance, employment complaints, attendance management and welfare support. Also provides advisory services in respect of industrial relations issues and undertakes Trade Union liaison on behalf of the Council. Health and Safety Provides health and safety advice, support and project work to the Council and Schools in relation to health and safety at work including accident investigation, liaison with Trade Union and HSE. B) Budget Budgetary Issues and Financial Risk for the Service over the period 2010/11 – 2012/13 The provision of high quality support to the organisation depends on the capacity of the team to meet increasing areas of work such as TUPE, which can require additional resources from client services, while also maintaining other areas of work. A review of the operation of the HR Business Partner role may identify the need for more resources in this area. C) Key Improvement Areas

• Continue to develop HR Business Partner role • Support, develop and enable managers in dealing with complex HR issues • Review and redesign HR Business Processes • Review and improve key HR Strategies and Policies • Implementation of new employment Legislation/Regulations • Continue to support Council’s attendance management project • Improve integration of Health and Safety responsibilities across the Council/Schools • Improve Health and Safety monitoring and reporting processes • Implement and deliver safety awareness training • Support the Council’s efficiency programme by responding effectively to the HR

implications arising from this.

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BUSINESS PARTNERSHIPS




-97 HR Business Partnership 0 0 0-42 Central Safety Unit 0 0 0



779 Employees and related expenses 773 783 8000 Premises related expenses 0 0 0

15 Transport related expenses 15 15 1519 Supplies and services 17 30 3030 Agency and contracted services 27 28 290 Depreciation 0 0 0

38 Management costs 29 28 27





Income



-27 Total Income -27 -27 -27



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Strategy Pay and Rewards A) Description of Service The Strategy and Rewards Team are responsible for conducting and implementing the Council’s Pay and Grading Review, which is being undertaken as a result of the Single Status agreement and the 2004 NJC Pay Agreement, together with equal opportunities in employment, human resource strategies and policies, and rewards and remuneration. The most significant priority for the team has however been the implementation of the 2004 National Pay Agreement through the Pay and Grading Review. This is now at an advanced stage of progress. Further work will need to be concluded by the team in relation to three areas to achieve the final delivery and conclusion of the review. These are summarised below:- Ensuring that the legacy of the pay and grading review in relation to pay controls and

other associated matters is finalised. Ensuring that areas which remain unresolved when final Council decision making took

place in October 2009 are progressed. Ensuring that future negotiations with trade unions are carried out regarding potential

further changes to pay and conditions necessary to respond to the cost implications of this review.

In addition the team will also be responsible for leading on equal pay and other related litigation issues working in conjunction with colleagues in Legal Services. B) Budget Budgetary Issues and Financial Risk for the Service over the period 2010/11 – 2012/13 Failure to conclude outstanding pay and grading work will have serious financial implications to the Council. Ability to defend the Equal Pay litigation and associated costs to the Council. In order to effectively deliver the pay and grading review additional funding has been allocated to supplement resources on a temporary basis. Additional resources will still be required in 2010/11, albeit at a reduced level reflecting progress which has been achieved to date. Funding in relation to the substantive posts for the financial year 2009/10 is sufficient for staffing for the core team costs. However, a pressure exists in relation to an external funding target of £25K in relation to pay and rewards work carried out on behalf of RBH. C) Key Improvement Areas Implementation of policies and procedures in relation to the pay and grading review. Consolidation of job evaluation processes into Delegated Decision Making arrangements

on personnel issues in respect of restrictions and similar processes. Identification of a policy framework to ensure corporate control over decisions on pay and

conditions. Development and delivery of outstanding legacy issues arising from the pay and grading

review. Development negotiation and delivery of future proposals regarding pay and conditions to

respond to financial pressures arising from the cost of the pay and grading review. Provision of comprehensive advice to Members and officers on these issues, together

with colleagues in Legal Services, to pro-actively manage the Council’s legal risks relating to equal pay and pay and grading to ensure that these are minimised.

Review the Council’s HR strategy and corporate workforce plans. Provide appropriate support to the review of the remuneration of senior managers.

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STRATEGY PAY AND REWARDS




-65 Strategy Pay and Rewards 0 0 0




-16 Supplies and services -25 22 2211 Agency and contracted services 10 10 110 Depreciation 0 0 0

14 Management costs 12 12 11





Income



-25 Total Income -25 -25 -25



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HR Management A) Description of Service The overall management of the service is provided by the Head of Service and their Personal Assistant, supported by other members of the Senior Management Team who lead on individual service areas. The service has developed a 3 year Service Plan setting out key objectives for the service in supporting Corporate priorities. The Team provide leadership, direction and support to the Service to meet the challenging HR agenda. HR management liaise with Members and ELT and provide the overall strategic direction and objectives for the service as well as the performance management and monitoring role. B) Budget Budgetary Issues and Financial Risk for the Service over the period 2010/11 – 2012/13 The need to complete a medium term financial strategy for the service in order to resolve any areas of insufficiency of financial resources. Lack of flexibility of resources to respond to financial/budgetary pressures. C) Key Improvement Areas

• Provide HR services which meet the needs of the Council at Corporate, service and employee levels

• Provide for the proper administration of HR issues in accordance with statutory and legislative frameworks

• Provide business solution and customer focused services • Operate in a way that support the Council’s corporate priorities, service aims,

strategies and plans of our clients • Support the Council as an effective and best practice employer • Provides value for money and maintain an environment of continuous improvement • Progress issues, which will support the Council’s overall performance and ongoing

direction of travel through the Comprehensive Performance Assessment (CPA) • Providing HR advice and support to the Efficiency Programme and delivering the pay

and grading review.

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HR MANAGEMENT




-41 Management 3 3 3-7 Special Projects 0 0 0




24 Supplies and services 21 38 380 Agency and contracted services 0 0 00 Depreciation 0 0 0

-124 Management costs -84 -83 -80





Income

0 Rents, Fees & Charges 0 0 0Grants

0 Dedicated Schools Grant 0 0 00 Other Grants 0 0 00 Total Income 0 0 0



Documents

PEOPLE MANAGEMENT SERVICE SERVICE AND ... MANAGEMENT_BUDGET_2010-11...1 PEOPLE MANAGEMENT SERVICE SERVICE AND BUDGET PLAN 1. Service Level A) Brief Description of Service The People