GD 0047/13
Report of the Civil Service Commission To The Chief Minister
1 April 2012 – 31 March 2013
Report provided under Section 2(9) of the Civil Service Act 1990
(as amended)
Price £5.00
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TABLE OF CONTENTS
Foreword by the Chairman ...... 3
Key Challenges & Way Ahead...... 4 The Role of the Office of Human Resources ...... 4 „Agenda for Change‟...... 4 Performance Management...... 4 Leadership ...... 5 Pensions ...... 5 Information Technology ...... 5 Sickness Absence Management ...... 5
Key Facts ...... 7
1 Introduction ...... 8 1.1 Purpose of Report ...... 8 1.2 The Role of the Civil Service Commission and its Membership ...... 8 1.3 The Civil Service ...... 9 1.4 Coverage of the Report ...... 9
2 Civil Service Establishment ...... 10 2.1 Staff Numbers ...... 10 2.2 Staff Numbers by Grade ...... 10 2.3 Part-Time Working ...... 11 2.4 Grade Profile ...... 12 2.5 Age Profile...... 12 2.6 Average Age ...... 13 2.7 Pay Profile ...... 13 2.8 Gender Profile ...... 14 2.9 Grade by Gender ...... 14
3 Starters and Leavers, Promotions and Transfers ...... 15 3.1 Turnover ...... 15 3.2 Reasons for Leaving ...... 15 3.3 Mutually Agreed Resignation Scheme (MARS) ...... 16 3.4 Personal Cases ...... 16
4 Performance Management ...... 17
5 Learning and Organisational Development ...... 18 5.1 Learning and Development Events ...... 18 5.2 Succession Management ...... 19
6 Management of Sickness Absence ...... 21 6.1 Rate of Absence ...... 21 6.2 Duration of Absence ...... 21 6.3 Reasons for Absence ...... 22 6.4 Management of Absence ...... 23
7 Corporate Leadership Group ...... 24 7.1 Establishment ...... 24 7.2 Performance Development ...... 24 7.3 Succession Management ...... 25 7.4 JESP (Job Evaluation for Senior Posts) ...... 25 7.5 Pay ...... 25
8 Terms and Conditions of Service ...... 26
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9 Policy Development and Review ...... 26
10 Health, Safety and Welfare ...... 27
Annex 1 ...... 28 Structure of Isle of Man Government- Departments, Boards, Offices and Other Bodies ..... 28
Annex 2 ...... 29 Commission Meetings - Attendance ...... 29
Annex 3 ...... 31 Statutory Functions and Key Responsibilities of the Civil Service Commission...... 31
Annex 4 ...... 32 Glossary ...... 32 List of Abbreviations ...... 32 Counting Civil Servants ...... 33
Appendix 1 ...... 34 Table 1: Staff in Post and FTE by Department at 31 March 2013, 2012 and 2011 ...... 34 Table 2: Staff in Post (FTE) by Grade at 31 March 2013, 2012, and 2011 ...... 35 Table 3: Staff in Post Full/Part Time as at 31 March 2013, 2012, and 2011 ...... 35 Table 4: Dismissals 2010-2013 ...... 35 Table 5: Disciplinary Action Short of Dismissal 2010-2013 ...... 36 Table 6: Capability Action Short of Dismissal 2013 ...... 36 Table 7: Staff Movements 2010-2013 ...... 36 Table 8: Recruitment Activity 2010-2013 ...... 37 Table 9: Overall Performance Ratings (PDR Scheme) ...... 37 Table 10: Standard Courses Delivered 2012/13 & 2011/12 ...... 38 Table 11: Bespoke Events Delivered 2012/13 & 2011/12 ...... 38 Table 12: Programmes Delivered 2012/13 & 2011/12 ...... 39 Table 13: Total Delivery of Courses and Programmes 2012/13 & 2011/12 ...... 39 Table 14: IOM Civil Service - Absence by Department, Board and Office 1 April 2012 - 31 March 2013 ...... 40 Table 15: IOM Civil Service - Absence by Reason 1 April 2012 – 31 March 2013 ...... 41
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FOREWORD BY THE CHAIRMAN
Over the last twelve months the Civil Service Commission has continued to take an active role in the “Transforming Government” programme and has brought forward a number of initiatives designed to help create efficiencies and ensure that we have a modern and purposeful Civil Service.
I am delighted that the Commission has expressed an active interest in examining closely the provision for training and development programmes and has met with senior executives on a number of occasions to better understand and assess ongoing training provision. Clearly, a reduction in budgets means that the requirement for focused and relevant training is an imperative and we have sought to ensure that resources are targeted as effectively as possible in this respect.
Last year in my foreword the issue of “unacceptable” levels of sickness was addressed following on from comments made by the Chief Minister. I am pleased that this year‟s figures are showing a reduction in sickness levels and the Civil Service Commission has sought to improve sickness management at all levels through a variety of initiatives.
The Chief Minister‟s „Agenda for Change‟ document issued in 2013 clearly identified the need for Government to change and recognised that Government needed to become smaller and simpler and that employment costs need to be cut. The Mutually Agreed Resignation Scheme (MARS) is one of the means by which this objective has been achieved. MARS was designed specifically to facilitate an overall reduction in Civil Service staff numbers which ultimately contributed to a reduction of Government employment costs. During 2012/13 27 applications have been approved under the Mutually Agreed Resignation Scheme, anticipating ongoing annual savings of over £1 million.
We are now into a consultation period on the proposals to form a Public Services Commission to replace both the Whitley Council and the Civil Service Commission with the purpose of ensuring that we are delivering a consistent message and harmonised terms to a greater proportion of the workforce. I believe this is a positive step forward that will help reduce costs, create efficiencies and ultimately, one would hope, protect jobs.
The Civil Service Commission is aware that many civil servants have faced increasing workloads and pressure because of the need to change. I want to thank civil servants for their commitment in this respect and to acknowledge their public service.
Alfred Cannan MHK
Chairman
July 2013
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KEY CHALLENGES & WAY AHEAD
THE ROLE OF THE OFFICE OF HUMAN RESOURCES
As Secretary to the Civil Service Commission, it is my responsibility to ensure that the work undertaken on behalf of the Commission is performed efficiently and professionally. The Commission‟s secretariat is based within the Office of Human Resources (OHR) which works at the centre of Government, leading the development of people strategy; maintaining and developing the framework of corporate employment policies and procedures, thereby enabling those who work across the Public Service to continuously improve service delivery within applicable financial and other constraints.
OHR‟s principal customers are the people who work across Government. OHR provides leadership for Government‟s HR community and supports managers and staff members with a range of management information and advice services covering all aspects of employment.
OHR will continue to support the Commission with changes to ways of working and management of the HR response to our challenging financial environment and in particular, to manage down employment costs. On behalf of the Commission, OHR will assist Departments, Boards and Offices in the management of that process, the importance of which cannot be overemphasised. Amongst other things, this will involve conducting workforce reviews and managing redeployment procedures in conjunction with relevant Departments, Boards and Offices. As part of this process, a Mutually Agreed Resignation Scheme was introduced for the Civil Service during 2012/13 which led to 27 individuals leaving the Service; this will deliver ongoing annual savings of over £1 million. The Scheme is currently being reviewed and will be reintroduced during 2013/14. Maintaining pay restraint continues to be of considerable importance in the management of employment costs and to this end the Civil Service pay award for 2012/13 of 20 pence per hour, which averaged 1.08% across the Civil Service, was below the rate of inflation of 3% as at March 2012, thus achieving a real terms saving of over 1.9%. Pay negotiations for 2013/14 are now underway and the Commission is actively seeking an agreement which will again achieve a real terms saving.
„AGENDA FOR CHANGE‟
Government‟s „Agenda for Change‟, along with the recommendation of the Scope of Government Report approved by Tynwald, will impact across the whole of the Public Sector and will have profound implications for Government‟s workforce, including the Civil Service. The Commission, for its part, is committed to supporting and contributing to this transformation programme and, to this end recently initiated, on behalf of the Council of Ministers, a consultation in respect of proposals for the establishment of a Public Services Commission. If established a Public Services Commission would become the employing authority of not only civil servants, but also other categories of employee including manual and craft workers employed under Whitley Council terms and conditions by Departments and Boards and some other employees across central Government; principally those whose terms and conditions are analogous to the Civil Service or the Whitley Council.
PERFORMANCE MANAGEMENT
Effective people and performance management continues to be recognised as being fundamental to organisational success. In this context the current Civil Service Performance and Development Review Scheme (PDR) continues to evolve and changes to the Scheme, which are designed to simplify and improve the process, were introduced with effect from 1 April 2012. The Civil Service PDR Scheme remains best practice, and the Civil Service Commission encourages the adoption of similar schemes for other Public Service staff groups. Page | 4
It is also crucial that all staff are appropriately skilled and competent to meet priority service delivery requirements. The Commission will ensure that learning and development of the Civil Service is properly resourced and delivered. Whilst budgetary restrictions will have an inevitable impact on resources available for learning and development, the Commission is keen to ensure that investment continues and that benefits are maximised.
LEADERSHIP
During the year there have been significant changes at the top of the Civil Service, with most senior positions filled by internal candidates on promotion. The Commission is very keen to build upon the work it has done to promote successful succession management and to extend this approach further within the Civil Service.
The Commission also remains committed to the further development of the Corporate Leadership Group so that it can continue to meet its objectives, including enhancing corporate working and improving more active staff management.
PENSIONS
With effect from 1 April 2012 the implementation of the Government Unified Pension Scheme (GUS) was a significant step forward in relation to the achievement of sustainability in employee pensions. GUS, which was designed to recognise rising life expectancy and to balance the interests of public sector workers with those of Island taxpayers, is part of a broader programme, the next steps in which are to revise compensation and injury benefits provisions. A draft Compensation Scheme is currently being developed and following consultation and negotiations with recognised trade unions and staff associations it is expected that new provisions will be introduced during 2013/14.
INFORMATION TECHNOLOGY
There is a real opportunity to leverage the potential of information and communications technology to support the standardisation and streamlining of HR/workforce related systems and procedures. Progress continues in this regard and during 2013/14 it is intended to further harmonise and fully automate many employment administration processes, including recruitment, for both the Civil Service and wider public service for which the Office of Human Resources is responsible.
This should enable a reduction in the level of manual administration and increase the speed and efficiency of processes to recruit staff and provide HR management information. The continued development and use of this HR management information will be essential to assist managers with service improvement, staff management and workforce planning.
SICKNESS ABSENCE MANAGEMENT
A revised Management of Sickness Absence Policy and Guidance was implemented in July 2012 as underpinning for ongoing efforts to reduce sickness absence across Government. Further, in support of Departments, Boards and Offices a package of statistics has been developed by OHR which provide the basis for active absence monitoring and effective management action as required going forward.
During the year other initiatives in support of more effective sickness absence management have been introduced including Self Care courses, the facility to self refer to Government‟s occupational health service and a Stress Awareness programme.
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With regard to the Civil Service sickness absence has fallen from 8.78 days per civil servant as at 31 March 2012 to 7.68 days per civil servant as at 31 March 3013, a reduction of some 12.5%.
I have highlighted just some of the key challenges facing the Commission‟s secretariat over the next 12 months, and I look forward to working with the Commission and the Civil Service to meet those challenges.
J Callister Secretary
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KEY FACTS
1. Introduction This report of the Civil Service Commission to the Chief Minister is provided in accordance with Section 2(9) of the Civil Service Act 1990 (as amended).
2. Civil Service On 31 March 2013 there were 2,296 civil servants in post in the 9 Departments and various Boards/Offices across Government.
3. Starters and Leavers, Promotions and Transfers There were 92 new starters and 168 people left their posts (excluding seasonal staff) in the Civil Service during 2012/13.
4. Performance Management In 2011/12 2,156 Performance and Development Reviews (PDR‟s) took place, indicating that 98% of civil servants due to have a formal appraisal with their Reporting Officer had one. Officers on long term sick absence or absent for other reasons were not subject to yearly PDR requirements.
5. Learning and Organisational Development In 2012/13 the Learning and Organisational Development Team ran 194 separate courses or events for the Public Service. 848 places were provided on standard courses; 335 places on bespoke events and 136 places were taken up on modular leadership and management programmes (including Delivering Service Process Improvement). In total 2,137.7 learning and development days were provided.
6. Management of Sickness Absence During 2012/13, an average of 7.68 days per civil servant were lost as a result of sickness absence (8.78 days in 2011/12). 39% of staff had no absences at all during 2012/13.
7. Organisation and Establishment Changes The continued need for posts and roles is kept under review as posts fall vacant and the approval of Chief Executives/Chief Officers is now required before any vacancy is advertised.
8. Terms and Conditions of Service The Joint Negotiating Committee for the Civil Service met on 4 occasions during the period of this report and there were 2 Special JNC meetings in respect of pay.
9. Policy Development and Review During the year there has been consultation on several new policies and procedures. There is a rolling programme to review corporate and Civil Service policies. Current policies are available on the Office of Human Resources website: www.gov.im/hr.
10. Health, Safety and Welfare The Civil Service Act requires the Civil Service Commission to provide welfare services for its staff. This duty is primarily discharged through the Staff Welfare Service which is available to all Government employees: http://www.gov.im/hr/healthsafetywelfare/welfare.xml.
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1 INTRODUCTION
1.1 PURPOSE OF REPORT
This report to the Chief Minister is provided in accordance with Section 2(9) of the Civil Service Act 1990 (as amended) and contains, inter alia, information about the work undertaken by the Civil Service Commission and its officers in carrying out its statutory functions under the Act. This document provides an overview of the human resource profile of the 9 Departments and 10 Boards/Offices in which civil servants are deployed (Annex 1) and illustrates current trends. Figures are based on actual staff in post at 31 March each year and analyses are on a financial year basis.
1.2 THE ROLE OF THE CIVIL SERVICE COMMISSION AND ITS MEMBERSHIP
The Civil Service Commission is constituted under the provisions of the Civil Service Act 1990 (as amended). Appointed directly by the Chief Minister, the Civil Service Commission comprises a political Chairman and Vice-Chairman, and three non Tynwald members. The Chief Secretary attends meetings as an adviser and Head of the Civil Service.
By direction of the Council of Ministers in accordance with Section 3(g) of the Civil Service Act 1990, as amended, the Civil Service Commission now has responsibility for the oversight of the Office of Human Resources. The Commission, by direction, also now has responsibility for the development of and consultation upon corporate HR policies on behalf of the Council of Ministers.
The Civil Service Commission normally meets monthly with additional meetings being arranged to deal with urgent business or to progress personal cases in respect of members of the Civil Service, as they arise. A total of 12 meetings of the Commission were held during the year 1 April 2012 to 31 March 2013 (Annex 2). Members also attended meetings of the Civil Service JNC, Pay Sub-Committee and other Panels as required.
As at 1 April 2012 the Commission members were Mr Alfred Cannan MHK, Chairman, Mr Leonard Singer MHK, Vice Chairman, Mr Ian Jarritt, Major Charles Wilson and Mr John Coyle. The Chief Minister, Hon Allan Bell MHK appointed Mr Dudley Butt, MLC to replace Mr Leonard Singer as Vice Chairman in July 2012.
Mr Alfred Cannan MHK Mr Dudley Butt MLC
Chairman Vice Chairman
Mr Ian Jarritt Major Charles Wilson Mr John Coyle
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Together the members bring a wealth of experience of the public and private sectors which will enable the Commission to fulfil its statutory functions as set out in the Civil Service Act 1990 (as amended) and key responsibilities. See Annex 3
1.3 THE CIVIL SERVICE
Appointment as a member of the Civil Service is made by the Civil Service Commission under the provisions of the Civil Service Act 1990 (as amended). Civil servants undertake duties which are wholly or mainly administrative, professional, technical or clerical in nature. They hold office at the pleasure of the Crown as, in this context, represented by the Government of the day and are responsible for performing such duties and conforming to the policies of the Department, Board or Office in which they serve. They are accountable, through their Chief Executive/Chief Officer, to their respective Department, Board or relevant body. Chief Executives/Chief Officers are accountable to the Commission for adherence to its framework policies and processes concerning the effective management of the Civil Service.
In full time equivalent terms the Civil Service represents 30% of the total central Government workforce. This means that 70% of Government‟s workforce are employed directly by their individual Department, Board or Office and are out-with the remit of the Civil Service Commission.
1.4 COVERAGE OF THE REPORT
The statistical information in this Report relates only to Isle of Man civil servants employed in the Departments, Boards and Offices as listed in Annex 1. The figures are based on actual staff in post.
Unless otherwise stated the figures, charts and tables in this Report refer to the number of people occupying Civil Service posts, rather than the number of posts within the establishment. Details of the methods used to count civil servants are presented in Annex 4 along with a full list of abbreviations.
The technical posts based within the Department of Infrastructure - IOM Airport are of a nature that is not easily identifiable with other grades. Therefore, in some charts and tables, these positions are reported separately as „Airport Grades‟.
To contextualise this report, comparative information of the Isle of Man Economically Active population is included. Data for previous years may be viewed in the Tables in Appendix 1 for comparative purposes.
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2 CIVIL SERVICE ESTABLISHMENT
The Civil Service consists of a diverse range of professional, specialist and administrative posts which at 31 March 2013 stood at 2,128.02 Full Time Equivalent (FTE) posts (excluding vacancies) which includes both established posts and limited term appointments but excludes seasonal and zero hours appointments.
2.1 STAFF NUMBERS
On 31 March 2013 there were 2,296 people (2,128.02 FTE) occupying permanent and limited term Civil Service posts in the Departments, Boards and Offices of the Isle of Man Government. See Table 1 in Appendix 1
On 31 March 2013, the Department of Health (DOH) was the largest Department with 1,823.06 FTE of which 301.85 FTE (17%) were civil servants. The Department of Education and Children (DEC) was the second largest Department with 1,557.01 FTE of which 100.33 FTE (6%) were civil servants. The Department of Environment, Food and Agriculture (DEFA) was the smallest Department with 143.46 FTE of which 95.11 FTE (66%) were civil servants.
Figure 1 Distribution of Civil Servants across Departments, Boards and Offices
Attorney General's Chambers Chief Secretary's Office Community, Culture & Leisure Economic Development Education & Children Environment, Food & Agriculture General Registry Health Home Affairs Industrial Relations Service Infrastructure Office of Fair Trading Water & Sewerage Authority Manx National Heritage Office of Human Resources RTLC Social Care Treasury War Pensions Welfare Office
0% 20% 40% 60% 80% 100% Civil Servants Public Servants
2.2 STAFF NUMBERS BY GRADE
Table 2 in Appendix 1 illustrates the number of staff in posts at the broad grade levels across the whole of the Civil Service expressed in FTE terms as at 31 March 2013, with details as at 31 March 2012 and 31 March 2011 provided for comparison purposes.
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2.3 PART-TIME WORKING
Figure 2a Gender break down of Part and Full-Time People - Civil Service
100.0 Male 90.0 On 31 March 2013 18% Female 80.0 (412), of civil servants
worked part time of which 70.0 8% (35) were male and 92% (377) were female. 60.0
50.0
40.0
30.0 % of of % CivilServants 20.0
10.0
0.0 Full Time Part Time
Figure 2b Gender break down of Part-Time and Full-Time People - Civil Service and Economically Active Population (2011 data)
120.0% The full and part time Civil Service working patterns of the Civil Service reflect the working 100.0% Economically Active * patterns reported for the economically active 80.0% population
60.0% * Data obtained from IOM
People Census - 2011
40.0% % of of %
20.0%
0.0% Full Time Male Part Time Male Full Time Female Part Time Female
Table 3 in Appendix 1 illustrates that 18% of the Civil Service is made up of part-time workers, and is a reflection of flexible working policies and practices which support staff with family responsibilities and encourage a work life balance while continuing to meet the demand for services. The statutory right to request flexible working in certain circumstances was introduced with the implementation of the Employment Act 2006.
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2.4 GRADE PROFILE
Figure 3 Civil Servant Numbers (FTE) across Grades
Of all staff 24.6% CLG (523.37 FTE) were at AO OS7 & above level, while 12.3% SEO (262.06 FTE) were at HEO SEO level and above.
EO
Airport
Grade Secretarial Support AO AA Trainee
0 100 200 300 400 500 600 FTE
For a full breakdown see Table 2 Appendix 1
2.5 AGE PROFILE
Figure 4 shows the age distribution of people occupying Civil Service posts on 31 March 2013. In general the IOM Civil Service has an older age profile than the economically active population, which reflects high retention levels and a greater proportion of professional staff.
Figure 4 Age Distribution of Civil Servants and Economically Active Population *
Approximately 62.8% of 24 & under staff were aged 45 years
25 - 29 and over. This compares with 44.3% in the 30 - 34 economically active 35 - 39 population. 40 - 44 45 - 49 * Data obtained from IOM
AgeRange 50 - 54 Census - 2011
55 - 60
60 - 64 Civil service Economically Active Population 65 & over
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% % of Staff
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2.6 AVERAGE AGE
The average age of staff in the Isle of Man Civil Service by each grade level is shown in Figure 5. The average age of staff on 31 March 2013 was 46 years. This is consistent with a professional workforce of experienced staff.
Figure 5 Average Age of Civil Servants by Grade
CLG
OS7 & Above
SEO
HEO
EO
Grade Airport
Secretarial
Support
AO
AA
Trainee
0 10 20 30 40 50 60 Average Age
2.7 PAY PROFILE
The median full time equivalent salary was £30,084 whilst 19.3% of staff earned £24,999.99 or less and 89.2% of staff earned £49,999.99 or less, calculated on a full time equivalent basis. This reflects the grade profile in Figure 3.
Figure 6 Percentage of Civil Servants within Salary Bands as at 31 March 2013 – on FTE basis
69.9%
£0 - £24,999.99 £25,000 - £49,999.99 £50,000 - £74,999.99 £75,000 - £99,999.99 £100,000 - £124,999.99
19.3% 9.1%
0.4% 1.3%
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2.8 GENDER PROFILE
Figure 7 Gender Distribution of Civil Servants
On 31 March 2013 56% (1,293) of civil servants were female and 44% (1,003) were male. This chart highlights that the Civil Service attracts a higher proportion of female workers. 44%
56%
Female
Male
2.9 GRADE BY GENDER
The chart below highlights that the proportion of female civil servants is lowest at executive and senior management levels. The Commission recognises that this data raises some questions about advancement opportunities for women and work is ongoing in order to ascertain the reasons for this and whether there is a need to seek change.
Figure 8 Gender Ratios by Grade
Female Male OS7 & above
Executive Grades
Administrative Grades Grade
Support
Secretarial
0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 100.0 % of FTE
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3 STARTERS AND LEAVERS, PROMOTIONS AND TRANSFERS
3.1 TURNOVER
For full details of staff turnover See Tables 4, 7 & 8 in Appendix 1. The turnover rate within the IOM Civil Service was 9.4% in 2012/13. The turnover rate based on resignations only decreased slightly from 5.3% in 2011/12 to 4.2% in 2012/13. A survey undertaken by the Chartered Institute of Personnel & Development (CIPD) indicated that resignation turnover rates in the UK had increased slightly from 6.6% in 2011 to 7.8% in 2012.
3.2 REASONS FOR LEAVING
The grounds for leaving the Civil Service during 2012/13 are shown in Figure 9. The main reason for leaving was resignation, which accounted for 44.9% of all leavers (97 civil servants). The main reason for leaving during 2011/12 was also resignation, accounting for 52.5% of all leavers during this period (126 civil servants). The number of resignations also includes a number of leavers for which no reason was provided. See Table 7 in Appendix 1
Figure 9 Reasons for Leaving
Normal Retirement Other Retirements Age Dismissal 2.3% 12.0% Capability 0.9% Dismissal Health 1.9% Death in Service 0.5% Resignations 44.9% Redundancy 0.5%
End of Seasonal Appointment 19.4% Mutually Agreed Resignation End of Limited Scheme Term Appointment 10.6% 6.9%
Note: At present limited data is collected on reasons for leaving. Whilst managers are encouraged to conduct exit interviews it is currently a voluntary system.
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3.3 MUTUALLY AGREED RESIGNATION SCHEME (MARS)
The Isle of Man Civil Service Mutually Agreed Resignation Scheme (MARS) was available to all members of the Civil Service and was open for a defined period only i.e. from July 2012 to 31 December 2012. The primary purpose of MARS was to facilitate a reduction in Civil Service staff numbers overall by creating job vacancies which could be filled by redeployment of staff from other jobs or as suitable alternatives for those staff facing redundancy.
MARS was a scheme under which an individual civil servant, in agreement with their Department/Board or Office and the Civil Service Commission, chose to leave employment in return for a severance payment (a Mutually Agreed Resignation is not a compulsory redundancy or a voluntary redundancy). MARS payments were calculated using a number of factors including age of the individual, length of service (up to a maximum of 12 months pay entitlement), potential savings to the Department and the cost of achieving them in a defined period.
During 2012/13, 27 applications were approved under the Mutually Agreed Resignation Scheme, with 23 applicants departing the Civil Service on or before 31 March 2013.
3.4 PERSONAL CASES
Under the provisions of the Isle of Man Civil Service Regulations there are a number of situations pertaining to individual officers which require referral to the Civil Service Commission. These include matters such as recommendations for dismissal due to misconduct, substandard performance or permanently impaired health, ex-gratia payments for enhanced responsibility or certain special leave applications.
A hearing before the Commission is required in cases where a recommendation for dismissal has been made either due to misconduct or sub-standard performance. The Commission may dismiss a civil servant for good cause or may recommend some alternative course of action to be carried out by the relevant Department, Board or Office. Every civil servant has a right of appeal against dismissal to the Civil Service Appeals Tribunal.
During 2012/13 three hearings were convened for this purpose, all of which resulted in dismissal. There were two appeals made to the Civil Service Appeals Tribunal, however both of these were subsequently withdrawn. During the year, two applications were made by civil servants to the Employment Tribunal and both claims were dismissed.
See Table 4 in Appendix 1 for dismissals from the Civil Service in 2012/13. Included, for comparison, are the figures for 2011/12 and 2010/11.
Accounting Officers and other nominated senior managers are responsible for matters of discipline within the Civil Service. In cases of proven misconduct or sub standard performance, managers with delegated authority may take disciplinary action short of dismissal. See Table 5 & 6 in Appendix 1 for the number of occasions, by grade of officer, where such action has been taken.
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4 PERFORMANCE MANAGEMENT
The Performance and Development Review (PDR) Scheme is designed to support the effective management of performance across the Civil Service. The scheme facilitates regular discussions between individuals and their line managers regarding their performance and their development, providing the opportunity for individuals to receive ongoing support and motivation to achieve high performance.
The Learning and Organisational Development Division (LODD) of the Office of Human Resources, offers a Performance Management Course and a range of leadership programmes to facilitate the development of effective leadership at all levels, based on the competencies required for the Civil Service. LODD also provides specific training and support for individuals and teams, including an e-learning package, to help them fully understand the PDR scheme and to find a way to use it effectively themselves. The Civil Service PDR Scheme remains best practice, and the Civil Service Commission encourages the adoption of similar schemes for other Public Service staff groups.
In 2012 the quantitative monitoring process returned a compliance rate of over 98%. The breakdown of performance ratings for the year 2011/12 was as follows:
Figure 10 Percentages of Overall Performance Ratings
Below Expectations Unacceptable 0.74% 0.19% Outstanding 4.45%
Very Good 44.43% Good 50.19%
See Table 9 in Appendix 1 for a detailed breakdown of overall performance ratings across Government Departments, Boards and Offices.
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5 LEARNING AND ORGANISATIONAL DEVELOPMENT
5.1 LEARNING AND DEVELOPMENT EVENTS
From its origins as Civil Service Training in the 1980s through to its current title of Learning and Organisational Development Division (LODD) there has been more than just a name change in terms of both the services LODD provides and for whom they are provided.
The remit now is much broader than that of a training course provider for Civil Servants - it is to provide learning and organisational support across the whole of the Public Service. In addition, in order to be more responsive to the needs of the Civil Service, LODD have moved from a position of supplying a set calendar of events each year to being led by customer demand.
This shift in focus has been reflected in the statistics year on year which show that the demand is for broader leadership and management development and bespoke events as opposed to the core business skills courses which were predominant in previous years‟ statistics. This is reflected in the statistics as instead of larger numbers of people attending short (e.g. one-day) events there are smaller numbers of people who attend programmes which may be 9 or 13 days in duration.
In addition, the programmes may straddle two years for reporting purposes and for that reason the statistics provided with this report reflect not only the number of programmes commenced in the reporting year 1 April 2012 to 31 March 2013 but also the total number of modules/events delivered in the year (which includes both modules from programmes started in 2012/13 and those from programmes continuing from 2011/12). See Tables 10 - 13 in Appendix 1.
During 2012/13 the leadership and management development programmes accounted for 41.5% of LODD‟s training days. Programmes offered from introductory level through to senior management level include:
First Steps to Leadership (for those aspiring to a leadership role)
First Line Management Development Programme (which provides participants with the opportunity to undertake the ILM level 3 Certificate in Leadership qualification)
Middle Management Development Programme (which provides participants with the opportunity to undertake the ILM level 5 Certificate in Leadership qualification)
Senior Management Development Programme (which provides participants with the opportunity to undertake the ILM level 7 Certificate in Strategic Leadership qualification)
With the exception of the Senior Management Development Programme, all programmes are delivered by in-house LODD tutors.
To embed the learning from these programmes back in the workplace action learning sets are facilitated on First Line and Middle Management programmes. The Senior Management Development Programme participants undertake corporate projects which address organisational issues.
Undertaking the ILM qualifications is optional for participants on the programmes. If they choose to do so then they have three years in which to complete the required assignments. In the year from 1 April 2012 to 31 March 2013 the following qualifications were awarded:
ILM Level 3 Certificate in Leadership – 18 candidates
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ILM level 5 Certificate in Leadership – 11 candidates
ILM Level 7 Certificate in Strategic Leadership – 7 candidates
ILM Level 3 Certificate in Delivering Service Process Improvement – 6 candidates
Whilst training remains a key part of what LODD does (and the delivery of standard core courses represented 44% of LODD‟s delivered training days during 2012/13), the solutions and support which LODD provides covers a much broader spectrum of learning and development interventions. The skills and resources within LODD are accessed by individuals and teams. The support provided ranged from tailored training and learning events to facilitated team days, career profiling and coaching. Bespoke development accounted for 14.5% of delivered training days.
Coaching and Mentoring have been valuable development tools to maximise individuals‟ contribution and potential in 2012/13. The Coaching Networks for manager coaches and formal, corporate coaches have grown and provide regular continuing professional development, support and professional supervision. Mentoring supervision is available to provide continuing professional development to our practicing Mentors. There are currently 26 active mentoring relationships being co-ordinated by LODD, with demand increasing steadily.
5.2 SUCCESSION MANAGEMENT
To continue the development of individual and organisational leadership, LODD implements an approach to succession management on behalf of the Civil Service Commission. The Succession Management Group, chaired by the Chief Secretary, includes a representative from the Chief Officers Group (COG), a representative of non-COG Chief Officers, the Chief Officer of the Office of Human Resources and the Head of LODD. It meets on a monthly basis to consider succession and talent management in the Isle of Man Government. It is also attended by a Member of the Civil Service Commission.
Figure 11 shows the succession management activities that have taken place in 2012/13. In some cases these have contributed to the appointment of internal staff to senior positions in the Civil Service.
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Figure 11 Succession Management Activities
Career Path Roles
Establishment Establishment of Coaching of Mentoring relationships relationships across across Government Government
Succession Management Activities 2012/13
Delivery of Career Secondments/ Development Job Shadowing Workshops
Development Centres
In more specific detail:
Career Path Roles – The first Career Path Role opportunity was made available in September 2011. Career Path Roles are a new concept for the IOM Civil Service. They are posts which have been identified as potential development roles to enable individuals to gain the type of experience and insight they need to have if they are to develop their career in the Civil Service through to senior leadership level. These roles, when they become vacant, are now being advertised as limited term appointments of two/three years. At the end of this period the individual in post is supported by the Succession Management Group to remain in the Civil Service and the post is advertised again enabling another individual to have the opportunity to gain that experience.
Development Centres – Development Centres provide the opportunity for individuals to demonstrate their ability to work at the next level. Individuals undertake a series of exercises which simulate “a day in the life” of an officer at the next level. The following Development Centres were held in 2012/13: one Senior Management Development Centre for those aspiring to Corporate Leadership roles; three Middle Management development centres for those aspiring to Senior Leadership roles; and, for the first time, a First Line Management Development Centre for those aspiring to middle management roles. The opportunity had previously been taken in 2011/12 to develop the skill base of the LODD team and all the above centres were designed, developed and delivered by the LODD team.
In addition, two Chief Officer Development Centres (for those individuals aspiring to Chief Officer posts) were developed and delivered by LODD in conjunction with an external provider.
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6 MANAGEMENT OF SICKNESS ABSENCE
The Civil Service Commission recognises the importance of management information relating to staff absence. It is a key aspect of Corporate Governance relating to the effective management of performance. Information on sickness absence underpins Government‟s policy on Managing Sickness Absence, which the Civil Service Commission has endorsed for the Civil Service.
6.1 RATE OF ABSENCE
During 2012/13, an average of 7.68 days per civil servant was lost as a result of sickness absence, which is a reduction of 12.5% on the previous year (2011/12: 8.781 days lost). During 2012/13 39% of staff had no absences at all (2011/12: 40.9%).
A full breakdown of Civil Service absence by Department for 2012/13 can be found in Table 14 in Appendix 1 of this report.
Advice is provided by the Occupational Health Directorate, Department of Health regarding civil servants‟ fitness for work on appointment and during service. New entrants to the Civil Service undergo pre-employment health screening which serves to confirm fitness for appointment. As part of the Isle of Man Civil Service Pay Settlement 2012-13, the restriction for staff with pre-existing medical conditions to be eligible for the sick pay scheme was removed with effect from 1 September 2012.
Advice is sought from the occupational health service provider to ensure that individuals are appropriately supported and that management decisions are made in the context of the medical advice received. In cases of frequent short term absences such advice relates to confirmation or otherwise of an underlying health problem not known or disclosed that may be contributing to the absences from work.
6.2 DURATION OF ABSENCE
The majority (69%) of absences were short-term, lasting for three working days or less. These absences accounted for 22% of the total working days lost.
By contrast long term absences, i.e. those lasting for more than 20 consecutive working days, which accounted for 15% of absence spells, were responsible for 56% of the total working days lost. See Figure 12
1 This figure has been revised since the Report of the Civil Service Commission to the Chief Minister 2011/12 was published as absence data is retrieved from a live system which is continually updated. Page | 21
Figure 12 Duration of Absence – Working Days Lost
22%
3 days & under Over 3 & under 20 days 56% 22% 20 days & over
Note: An indicative allowance has been included for any ongoing absence at 31 March 2013 when retrieving this data.
6.3 REASONS FOR ABSENCE
Stress, anxiety, depression accounted for the highest percentage of working days lost during 2012/13 at 24.3% (4,376 days).
Figure 13 Reason for Absence - Days Lost
4,500 4,376
4,000
3,500
3,000 2,578 2,500 1,809 2,000 1,611
Days Lost Days 1,3671,353 1,500 1,224 1,056 1,040 1,000 735 500 296 296 111 92 82 3 0
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Cancer accounted for the highest average number of working days lost per absence (52.5 working days) and Migraines, headaches the least number of working days lost with an average of 1.2 working days lost per absence. A full breakdown of Civil Service absence by reason for absence for 2012/13 can be found in Table 15 in Appendix 1 of this report.
Figure 14 Reason for Absence - Average Number of Days Lost per Absence
60.0 52.5 50.0
40.0 31.3 30.0
20.0 15.7 12.9 8.4 Average Days Lost Lost Days Average 10.0 7.0 5.8 7.0 6.4 3.8 3.3 4.5 2.1 2.0 1.2 3.0 0.0
6.4 MANAGEMENT OF ABSENCE
The Management of Sickness Absence Policy and Guidance has been reviewed, amended and relaunched to ensure a fair, consistent and robust approach to managing sickness absence across the Public Sector including the Civil Service. Bearing in mind the effect that absences have on the ability of Government to conduct business and on the workloads of other staff, managers have a duty to ensure that sickness absence is kept to a minimum. A framework of initiatives and awareness raising has been provided to assist managers to manage their staff‟s sickness absence with confidence. The Office of Human Resource‟s Business Partners and HR Advisors have, in conjunction with the Department of Health‟s Occupation Health Directorate, delivered a training course on managing sickness absence. To give further support to initiatives to reduce sickness absence, a Self Care in the Workplace course has recently been introduced and further resilience training is planned.
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7 CORPORATE LEADERSHIP GROUP
7.1 ESTABLISHMENT
The Civil Service Corporate Leadership Group (CLG) comprises the most senior roles in the Civil Service. It was established with effect from 1 January 2007 as part of the Civil Service modernisation programme aimed at raising public sector performance, providing better value for money and improving service to customers.
As at 31 March 2013 the CLG comprised 65 roles (66 posts) on the Civil Service Establishment. At the year end, of the 66 posts, two were vacant, pending consideration of organisational structures and long term job need. Five CLG roles were deleted from the Civil Service Establishment during the year and no new roles were created. The CLG represents 2.9% of the Civil Service as at the year-end in FTE terms based on posts occupied.
During the year, two appointments were made to existing CLG roles as a result of the retirement or resignation of the former job holder. During the recruitment process these roles were, because of circumstances, vacant for a period of time. In addition, following his return from a limited term appointment as interim Chief Secretary of Sark, the substantive Chief Executive, Department of Economic Development, was seconded to the Chief Secretary‟s Office for a period of twelve months to lead work on the Scope of Government and other projects. Whilst he was in Sark his substantive role was filled by the Chief Executive, Department of Social Care, whose role was in turn back-filled. These limited term appointments were subsequently extended to cover the period of the secondment to the Chief Secretary‟s Office.
No CLG role was occupied by a retired member of the Civil Service at any time during the 2012/13 year.
7.2 PERFORMANCE DEVELOPMENT
The framework for the CLG, established by the Civil Service Commission in 2007, was intended to achieve a number of specific objectives. Among others, some of these objectives are:
to engender a more performance orientated culture within the Civil Service; to enhance the effectiveness of corporate working; to develop a more active approach to staff management; and to facilitate improved delivery of corporate and departmental objectives.
In this context, the Civil Service Performance and Development Review Scheme is the key mechanism through which individual job holder objectives are identified. Such objectives are set into the context of divisional, departmental and corporate objectives, staff performance and development managed and overall job holder performance assessed. In relation to the year 2012/13, all 19 members of the CLG who were not already on the maximum of their applicable pay range were awarded an increment.
Cross Government working is given effect through a diverse range of means, including standing groups, such as the Chief Officer Group, and a wide range of individual cross- departmental project and working groups. In support of more effective across Government working two of an ongoing series of briefing events aimed specifically at CLG members were held, at the behest of the Chief Secretary. The first event which was attended by 55 members focussed on „Creating the Environment for Change‟ and the second event attended by 50 members was in relation to the „Scope of Government‟. Page | 24
7.3 SUCCESSION MANAGEMENT
In support of improving individual and organisational capability the Civil Service Succession Management Group continues to implement an approach designed to identify and encourage those job holders with both the aspiration and ability to progress to the most senior roles. During the year shadowing, mentoring and secondment were utilised as means of developing staff. Also during the year a Senior Management Development Programme commenced and several Development Centres were held.
The work of the Succession Management Group continues to be facilitated by age profiling across the Civil Service which indicates that the greatest organisational need for succession management is at Pay Band 6 (Senior Executive Officer and equivalent) and above. Profiling indicates that at 31 March 2013 in excess of 43% of the Civil Service was aged 50 or over and at Pay Band 6 and above in excess of 56% were aged 50 or over. Specifically, in relation to the CLG, at 31 March 2013 65% were aged 50 or over and in excess of 42% were aged 55 or over – the average age of the CLG being 53.
7.4 JESP (JOB EVALUATION FOR SENIOR POSTS)
JESP is utilised as the mechanism for the evaluation of senior Civil Service roles. Only those roles that have been subject to JESP evaluation and meet necessary requirements are included in the CLG. As CLG roles became vacant during the year the applicable JESP Band was subject to initial review to ascertain the continuing appropriateness of the Band prior to advertising the vacancy. All CLG roles appointed to during the year, as a result of recruitment exercises, were subject to such initial review.
During 2012/13 2 job roles were formally evaluated by a Scoring Panel, the outcome of which led to the confirmation of one role in JESP Band 9-13, and the confirmation of the other in JESP Band 14-18. At the request of the job holder, the role which had been confirmed in the JESP Band 9-13 by a Scoring Panel was subject to formal review. Following the provision of further information and consideration by a Review Panel the role was allocated to the JESP 14-18 Band.
7.5 PAY
With regard to the Commission‟s responsibilities in relation to Civil Service pay management the Commission agreed, through established collective bargaining mechanisms, a Civil Service pay award of 20 pence per hour to all members of the Civil Service, including the Corporate Leadership Group, from 1 April 2012. This award for the Civil Service (an average increase of 1.08%) was significantly below the level of retail price inflation (all items) in early 2012 (3.9% in February 2012). In respect of the CLG this award represented an average increase of less than 0.5%. As at 31 March 2013 13 CLG job roles attracted a market factor based pay range, in excess of the standard pay range applicable to the relevant JESP Band.
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8 TERMS AND CONDITIONS OF SERVICE
The Constitution of the Joint Negotiating Committee for the Civil Service (JNC) was approved by Tynwald in 1991. The Civil Service Commission and the Government Officers‟ Association branch of Prospect form the two sides of the JNC. It is this forum which jointly agrees the pay and other terms and conditions of the Civil Service as set out in the Isle of Man Civil Service Regulations.
The JNC met on four occasions during the period 1 April 2012 to 31 March 2013. Matters progressed covered such areas as:
Development and implementation of a Mutually Agreed Resignation Scheme (MARS); Transforming Government initiatives; Implementation of a revised JEGS* Review Process; Implementation of a local agreement for Prison Officers/Works Officers; Reviewing and implementing Civil Service Regulation B11, Disciplinary Action Against Accounting Officers; Increase in annual leave carry over; Amendments to Flexi-Time Working Scheme.
* Job Evaluation and Grading Support (JEGS) is a method applied to Civil Service Posts other than those falling within the Corporate Leadership Group (CLG), which are subject to Job Evaluation for Senior Posts (JESP).
The JNC currently has under consideration key issues to support the Civil Service Commission‟s aims for the modernisation of the Civil Service including proposals for restructuring, performance management and more effective mechanisms for dealing with employee relations at departmental level. The JNC Joint Pay Sub-Committee did not meet during 2012/13 however, there were two Special JNC meetings in respect of Civil Service Pay in 2012/13.
9 POLICY DEVELOPMENT AND REVIEW
The Civil Service Commission must be responsive to changes in employment legislation and ensure that both its current and future policies, practices and procedures are compliant with the law. Within any organisation, especially a large one, it is important to provide safeguards for staff through the development of appropriate policies and their regular review.
The following policies were consulted on and introduced during 2012/13:
Policy and Guidance for Management of Sickness Absence Retirement Policy
In addition, the following continue to be consulted on with a view to being finalised in 2013/14:
Civil Service Redeployment Procedure Fairness at Work Policy (previously Bullying, Harassment and Victimisation Policy) Policy on Re-Employment of Public Service Staff Following Retirement
There is a rolling programme of review of corporate and Civil Service policies in place and all current policies are available on the Office of Human Resources website (www.gov.im/hr/hrpolicies.xml).
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10 HEALTH, SAFETY AND WELFARE
All Departments, Boards and Offices of Government have a legal duty to comply with the requirements of health and safety legislation, so far as reasonably practicable. To meet the legislative standards, organisations are required to manage the risks arising from their activities and to protect the health, safety and welfare of their staff. The Civil Service Act requires the Civil Service Commission to make such arrangements as it considers necessary for securing the welfare of civil servants. The requirement to manage the risks also extends to protecting the health and safety of non-employees including contractors and the public.
The Commission has supported Departments, Boards and Offices in discharging their duty through the Health, Safety and Welfare Section, within the Chief Officer‟s Division, OHR. This section includes the Principal Health and Safety Adviser, a full time post, and three Staff Welfare Officers whose hours equate to two full time posts. The role of the section is to promote best practice and legal compliance as well as providing specialist advice and support to Departments, Boards and Offices including working with managers and staff.
Fundamental to the Staff Welfare Service is the organisation‟s acceptance that it is a confidential service which can be accessed directly by staff for one-to-one sessions. Referrals can be made by various routes but the referred person needs to engage with the Welfare Officers. The Staff Welfare Officers record information for production of statistical data to assist with internal management and to state the outcomes. During 2012/13 work has been undertaken on developing statistical data for Departments, Boards and Offices on the use of the service and the impact the service has on the wellbeing of clients. This information will be produced and circulated quarterly, however it will be closely checked before release to ensure it does not compromise confidentiality. In 2012/13 there were 210 new cases and 197 cases closed with an average of 3.14 sessions per client. In addition to one-to-one work, the Welfare Officers act as mediators, facilitate meetings, provide trauma and vulnerable roles support, give presentations and briefings and advise managers.
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ANNEX 1
STRUCTURE OF ISLE OF MAN GOVERNMENT- DEPARTMENTS, BOARDS, OFFICES AND OTHER BODIES
* Department of Community, Culture and Leisure DCCL
* Department of Economic Development DED
* Department of Education and Children DEC
* Department of Environment, Food and Agriculture DEFA
* Department of Health DOH
* Department of Home Affairs DHA
* Department of Infrastructure DOI
* Department of Social Care DSC
* Treasury TRE
* Attorney General‟s Chambers AGC
* Chief Secretary‟s Office CSO
* General Registry GenReg
* Manx Industrial Relations Service MIRS
* Manx National Heritage MNH
* Office of Fair Trading OFT
* Office of Human Resources OHR
* Road Transport Licensing Committee RTLC
* War Pensions
* Water & Sewerage Authority WASA
* Civil servants work in these Departments/Boards/Offices/other bodies
Back to Report
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ANNEX 2
COMMISSION MEETINGS - ATTENDANCE Meeting Date Present
2 April 2012 Mr A Cannan, MHK, (Chairman) Mr L Singer, MHK (Vice Chairman) Mr I Jarritt Mr J Coyle Major C Wilson
14 May 2012 Mr A Cannan, MHK, (Chairman) Mr L Singer, MHK (Vice Chairman) Mr I Jarritt Mr J Coyle Major C Wilson
11 June 2012 Mr A Cannan, MHK, (Chairman) Mr L Singer, MHK (Vice Chairman) Mr J Coyle Major C Wilson
2 July 2012 Mr A Cannan, MHK, (Chairman) Mr L Singer, MHK (Vice Chairman) Major C Wilson
3 September 2012 Mr A Cannan, MHK, (Chairman) Mr D Butt, MLC (Vice Chairman) Mr I Jarritt Mr J Coyle
1 October 2012 Mr A Cannan, MHK, (Chairman) Mr D Butt, MLC (Vice Chairman) Mr I Jarritt Mr J Coyle Major C Wilson
8 October 2012 Mr A Cannan, MHK, (Chairman) Mr D Butt, MLC (Vice Chairman) Mr I Jarritt Mr J Coyle Major C Wilson
12 November 2012 Mr A Cannan, MHK, (Chairman) Mr D Butt, MLC (Vice Chairman) Mr I Jarritt Mr J Coyle Major C Wilson
10 December 2012 Mr A Cannan, MHK, (Chairman) Mr D Butt, MLC (Vice Chairman) Mr I Jarritt Mr J Coyle Major C Wilson
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7 January 2013 Mr A Cannan, MHK, (Chairman) Mr D Butt, MLC (Vice Chairman) Mr I Jarritt Mr J Coyle Major C Wilson
4 February 2013 Mr A Cannan, MHK, (Chairman) Mr D Butt, MLC (Vice Chairman) Mr I Jarritt Mr J Coyle Major C Wilson
4 March 2013 Mr A Cannan, MHK, (Chairman) Mr D Butt, MLC (Vice Chairman) Mr I Jarritt Mr J Coyle
Back to Report
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ANNEX 3
STATUTORY FUNCTIONS AND KEY RESPONSIBILITIES OF THE CIVIL SERVICE COMMISSION
The Civil Service Commission‟s functions include:-
(a) fixing the establishment (that is the number and grades of all Civil Service posts) required by each Department, Board or Office (staffed by members of the Civil Service);
(b) arranging for the recruitment, training and development of all civil servants;
(c) appointing, promoting and transferring all civil servants in and between departments as necessary;
(d) negotiating the pay and other terms and conditions of service for all civil servants;
(e) making arrangements for the welfare of civil servants;
(f) dismissing civil servants for good cause;
(g) making regulations as to the conditions of service of civil servants;
(h) the oversight of the Office of Human Resources; and
(i) the development of, and consultation upon, corporate Human Resource policies, on its behalf.
Key Responsibilities:-
(a) Strategy - Set the Commission‟s strategic aims to assure a high calibre, appropriately skilled, well motivated and rewarded Civil Service.
(b) Terms and Conditions of Service - Determine the scales and rates of salary and other terms and conditions of service.
(c) Performance Management - Ensure there is in place effective performance assessment and appraisal arrangements which focus on the delivery of departmental objectives and personal development.
(d) Corporate Governance - Ensure that high standards of corporate governance are in place and observed.
(e) Values and Standards - Set the values and standards ensuring that the Civil Service know what standards of conduct are expected.
(f) Communications - Ensure the Civil Service Commission‟s strategic objectives and obligations are clearly understood by the Civil Service and recognised representative trade unions and staff associations.
(g) Oversight of the Office of Human Resources - As directed by the Council of Ministers the Civil Service Commission has oversight of the Office of Human Resources.
(h) Development of Corporate Human Resources policies - As directed by the Council of Ministers the Civil Service Commission has oversight for the development of, and consultation upon, corporate Human Resources policies on its behalf.
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ANNEX 4
GLOSSARY
Permanent Civil Service Post A position with Civil Service terms and conditions, which forms a part of the Personnel Control totals as set out in the Treasury Budget Documents and approved by Tynwald* (Pink Book totals).
Limited Term Appointment (LTA) Appointment to Civil Service of a person for a fixed period or to fulfill a specific function where period of employment may be naturally discharging.
Limited Term Post (LTP) A Civil Service Post which is established for a fixed term or created for a specific purpose where the period may be naturally discharging.
Disability Employment Scheme A scheme which assists people with physical or mental (DES) impairments to secure employment. In IOM Government people who are employed under this scheme do not require a headcount, but the employing body will need to have sufficient budget to cover staff costs.
* For the purposes of this report these posts do not include posts such as Limited Term Appointments (LTAs), Limited Term Posts (LTPs), seasonal posts, zero hours posts, Disability Employment Scheme (DES) Appointments, Office of the Clerk of Tynwald, etc.
LIST OF ABBREVIATIONS
AA Administrative Assistant AO Administrative Officer EO Executive Officer HEO Higher Executive Officer SEO Senior Executive Officer OS7 Open Structure Grade 7 CLG Corporate Leadership Group COG Chief Officers Group JEGS Job Evaluation and Grading Support JESP Job Evaluation for Senior Posts MARS Mutually Agreed Resignation Scheme OHR Office of Human Resources ALS Action Learning Set PDR Performance and Development Review FTE Full Time Equivalent
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COUNTING CIVIL SERVANTS
Two methods of counting civil servants are used in this document:
Numbers in post: Each civil servant is counted as one member of staff, regardless of whether he or she works full-time or part-time. This is appropriate, for example, when recording the numbers joining or leaving the Civil Service.
Full-time Equivalent (FTE): Each full-time civil servant is counted as one member of staff and each part-time civil servant is counted as a proportion (based on hours worked) of a full-time member of staff. This is appropriate, for example, when recording the number of staff required to perform civil servant functions.
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APPENDIX 1
TABLE 1: STAFF IN POST AND FTE BY DEPARTMENT AT 31 MARCH 2013, 2012 AND 2011
2013 2012 2011 Department, Board, Office No of No of No of No of No of No of Staff FTE Staff FTE Staff FTE
Attorney General's Office 39 36.76 39 36.62 37 35.45
Chief Secretary's Office 46 44.6 55 53.8 42 41
Community, Culture & Leisure 83 74.51 86 79.08 87 79.72
Economic Development 195 190.76 194 188.89 217 212.09
Education & Children 124 100.33 138 109.59 156 128.07
Environment, Food & Agriculture 99 95.11 98 95.81 105 100.72
General Registry 84 77.97 86 78.52 87 77.47
Health 347 301.85 308 264.59 360 312.29
Home Affairs 240 229.68 245 234.16 261 247.44
Industrial Relations Service 1 0.67 1 0.67 1 0.67
Infrastructure 276 265.28 263 253.2 287 272.4
Manx National Heritage 63 57.09 63 57.86 110 74.2
Office Of Fair Trading 14 13.43 17 15.93 18 16.43
Office of Human Resources 69 61.2 86 79.89 51* 47.48*
Road Transport Licensing Committee 2 2 2 2 1 1
Social Care 239 225.96 274 252.34 280 259.83
Treasury 317 294.19 321 298.79 256 236.87
Water and Sewerage Authority 57 55.63 55 54.29 59 57.79
War Pensions 1 1 2 2 2 2
Total 2,296 2,128.02 2,333 2,158.03 2,417 2,202.92
Note: 2011 figures include seasonal staff * Figures solely for The Personnel Office prior to the establishment of the Office of Human Resources on 1 April 2011
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TABLE 2: STAFF IN POST (FTE) BY GRADE AT 31 MARCH 2013, 2012, AND 2011
Grade 2013 2012 2011 AA & Equivalent 159.7 153.69 172.46 AO & Equivalent 523.37 536.39 545.11 EO & Equivalent 492.73 498.81 503.35 HEO & Equivalent 370.80 366.39 369.15 SEO & Equivalent 154.93 154 144.6 OS7, Equivalents & above 44.63 45.26 49.18 (not CLG) JESP Grades (CLG) 62.5 70 70 Support Grades 72.25 79.3 75.8 Secretarial Grades 210.11 216.19 233.27 Airport Grades 32 33 31 Trainee Grades 5 5 9 Total 2,128.02 2,158.03 2,202.92
TABLE 3: STAFF IN POST FULL/PART TIME AS AT 31 MARCH 2013, 2012, AND 2011
Part-Time Full-Time Total
2013 2012 2011 2013 2012 2011 2013 2012 2011
Female 377 382 404 916 930 953 1,293 1,312 1,357
Male 35 31 54 968 990 1,006 1,003 1,021 1,060
Total 412 413 458 1,884 1,920 1,959 2,296 2,333 2,417
TABLE 4: DISMISSALS 2010-2013
Dismissal for good cause on 2012/13 2011/12 2010/11 the grounds of:
Gross Misconduct 0 1 0 Misconduct 0 0 0 Substandard Performance 2 2 1 Permanently Impaired Health 4 13 9 Total 6 16 10 Note: 2012/13 figures include staff with a leaving date within the reporting period
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TABLE 5: DISCIPLINARY ACTION SHORT OF DISMISSAL 2010-2013
Grade of Officer 2012/13 2011/12 2010/11 Secretarial Grades 1 0 1 Support Grades 2 0 0 Administrative Grades 3 2 3 Executive Grades 2 9 4 OS7 & above 0 0 0 Total 8 11 8
TABLE 6: CAPABILITY ACTION SHORT OF DISMISSAL 2013
Grade of Officer 2012/13 2011/12 2010/11 Secretarial Grades 2 - - Support Grades 0 - - Administrative Grades 17 - - Executive Grades 4 - - OS7 & above 1 - - Total 24 - - Note: Data not collected in 2010/11 or 2011/12
TABLE 7: STAFF MOVEMENTS 2010-2013
Reason 2012/13 2011/12 2010/11
Retirements 26 23 21
Early Retirement with Actuarial 0 1 0 Reduction Compulsory Retirement 3 1 0 Approved Early Retirement 2 2 3 Flexible Early Retirement 0 0 1 Resignations 97 126 155* Mutually Agreed Resignation Scheme 23 - - End of Limited Term Appointment 15 27 38* End of Seasonal Appointment 42 41 - Death in Service 1 2 2 Redundancy 1 1 0 Total 210 224 220
*Includes End of Seasonal Appointment
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TABLE 8: RECRUITMENT ACTIVITY 2010-2013
Total Total Total Recruitment 2012/2013 2011/2012 2010/2011
New Appointments 92 123 136
Promotions 34 65 79
Transfers 27 39 39
New Seasonal and Summer 6 56 52 Student Appointments
Bank Appointments* 72 - -
Total 231 283 306
* In 2012/13 Bank Appointments made rather than Seasonal Appointments. No Bank Appointments in 2011/12 or 2010/11.
TABLE 9: OVERALL PERFORMANCE RATINGS (PDR SCHEME)
Year Ended Year Ended Year Ended 31 March 2012 31 March 2011 31 March 2010 Box Marking Job % Job % Job % (rounded) Holders* (rounded) Holders* (rounded) Holders*
Outstanding 96 4.45% 95 4.43% 70 3.12%
Very Good 958 44.43% 969 45.20% 909 40.53%
Good 1,082 50.19% 1,051 49.02% 1,252 55.82%
Below 16 0.74% 27 1.26% 16 0.71% Expectations
Unacceptable 4 0.19% 2 0.09% 0 0%
*Job Holders in respect of whom a report was due at 31 March 2013.
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TABLE 10: STANDARD COURSES DELIVERED 2012/13 & 2011/12
Training Days Training Days Training Places Training Standard No of Courses Provided Attended Provided Places Course Attended Categories 2013 2012 2013 2012 2013 2012 2013 2012 2013 2012
Core Skills 420.7 537 390.7 482 402 502.5 372 482 39 49 courses*
Finance 27 25 27 25 27 25 27 25 2 2
Practice & 333 52 299 48 284 48 257 48 23 4 Procedures
Health & Safety 74 122.5 65 113.5 69 120.5 60 113.5 5 10
Management Skills Development – other than full 116 - 112 - 66 - 62 - 7 - programmes (Included in core skills figures in 2011/12)
Course Total 970.7 736.5 893.7 668.5 848 696 778 668.5 76 65
*Core Skills = Communication & Interpersonal, Personal Effectiveness, Corporate & Organisational
TABLE 11: BESPOKE EVENTS DELIVERED 2012/13 & 2011/12 Training Days Training Days Training Training No of Courses Provided Attended Places Places Type of Event Provided Attended
2013 2012 2013 2012 2013 2012 2013 2012 2013 2012
Tailored development for a 172.5 172 166.5 170 192 142 185 141 22 18 specific Department/ Board/Office
Corporate 52.5 0 52.5 0 105 0 105 Leadership Group 0 2 0 event
Development 76 0 76 0 38 0 38 0 7 0 Centre
Totals 301 172 295 170 335 142 328 141 31 18
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TABLE 12: PROGRAMMES DELIVERED 2012/13 & 2011/12
No. of No. of People Programmes Modules/ALS Training Days Training Days attending which delivered in Provided Attended commenced Programmes programmes total during during the the year * year
2013 2012 2013 2012 2013 2012 2013 2012 2013 2012
Senior Management 117 112 117 112 13 14 1 0 4 4 Development Programmes
Middle Management 409 373.5 391.5 373.5 49 70 1 2 37 34 Development Programme First Line Management 250 264 244 264 37 48 1 2 36 32 Development
FirstProgramme Steps to 66 72 66 72 22 24 2 2 4 6 Leadership
Delivering 21.5 75 21.5 69.5 10 29 1 2 5 14 Service Process Improvement**
Coaching 2.5 9 2.5 9 5 6 0 0 1 3 Programmes
Programme 866 905.5 842.5 900 136 191 6 8 87 93 Total
* This includes modules of programmes which commenced in the previous year
** The LEAN principles which underpin this programme have also been delivered in bespoke events for Departments/Boards/Offices
TABLE 13: TOTAL DELIVERY OF COURSES AND PROGRAMMES 2012/13 & 2011/12
All Courses Total Days Total Days Total Places Total Places Total Events and Provided Attended Provided Attended Run Programmes 2013 2012 2013 2012 2013 2012 2013 2012 2013 2012
Total 2,137.7 1,814 2,031.2 1,738.5 1,319 1,029 1,242 1,000.5 194 176
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TABLE 14: IOM CIVIL SERVICE - ABSENCE BY DEPARTMENT, BOARD AND OFFICE 1 APRIL 2012 - 31 MARCH 2013
Average No No of Days Cost of Days Department, Board, Office of Days per Sickness Lost* person
Attorney General's Office 197 5.1 £28,594
Chief Secretary's Office 249 5.0 £36,064
Community, Culture & Leisure 516 6.0 £74,820
Economic Development 959 4.9 £138,993
Education & Children 448 3.4 £65,015
Environment, Food & Agriculture 585 5.7 £84,789
General Registry 692 7.9 £100,301
Health 3,830 11.4 £555,458
Home Affairs 2,592 10.8 £375,792
Industrial Relations Service 0 0 £0
Infrastructure 1,565 5.8 £226,966
Manx National Heritage 365 3.7 £52,880
Office Of Fair Trading 151 9.4 £21,881
Office of Human Resources 633 9.2 £91,736
Road Transport Licensing Committee 4 2 £580
Social Care 2,961 12.0 £429,443
Treasury 2,079 6.5 £301,519
Water and Sewerage Authority 203 3.6 £29,435
War Pensions 0 0 £0
Total/Overall Average 18,029 7.68 £2,614,266
*Approximate cost of absence per FTE
Note: UK CIPD Public Sector Benchmark – 7.9 days per employee per year2
This document can be provided in large print or audio tape on request
2CIPD Absence Management Annual Survey Report 2012 Page | 40
TABLE 15: IOM CIVIL SERVICE - ABSENCE BY REASON 1 APRIL 2012 – 31 MARCH 2013
Average No No of Days No of Reason of Days Lost Absences Lost
Stress, anxiety, depression 4,376 140 31.3
Operations, hospitalisation 2,578 164 15.7
Other 1,809 260 7.0
Flu, cold symptoms 1,611 777 2.1
Not known 1,367 235 5.8
Musculoskeletal 1,353 193 7.0
Stomach, digestive problems 1,224 618 2.0
Infections 1,056 278 3.8
Chest, respiratory 1,040 163 6.4
Cancer 735 14 52.5
Heart, circulation, blood pressure 296 23 12.9
Migraines, headaches 296 255 1.2
Gynaecological 111 34 3.3
Diagnosis unclear 92 11 8.4
Pregnancy related 82 18 4.6
Accident 3 1 3.0
Total 18,029 3,184
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Office of Human Resources St Andrew‟s House, Finch Road
Douglas, Isle of Man, IM1 2PX
mployeeThis document Attendance can be provided atin large Work print orPolicy audio tape and on request Guidance
Office of Human Resources
November 2011
Office of Human Resources St Andrew’s House, Finch Road Douglas, Isle of Man, IM1 2PX Page | 43