GD 2015/0046
Report of the Civil Service Commission To The Chief Minister
1 April 2014 – 31 March 2015
Report provided under Section 2(9) of the Civil Service Act 1990
(as amended)
Page | 0 Price £5.00
TABLE OF CONTENTS
Foreword by the Chairman ...... 3
Key Challenges & Way Ahead ...... 4
Key Facts...... 6
1 Introduction ...... 7 1.1 Purpose of Report ...... 7 1.2 The Role of the Civil Service Commission and its Membership ...... 7 1.3 The Civil Service ...... 8 1.4 Coverage of the Report ...... 8
2 Civil Service Establishment ...... 9 2.1 Staff Numbers ...... 9 2.2 Staff Numbers by Grade ...... 10 2.3 Part-Time Working ...... 10 2.4 Grade Profile ...... 11 2.5 Age Profile ...... 11 2.6 Average Age ...... 12 2.7 Pay Profile ...... 12 2.8 Gender Profile ...... 13 2.9 Grade by Gender ...... 13
3 Starters and Leavers, Promotions and Transfers ...... 14 3.1 Turnover ...... 14 3.2 Reasons for Leaving ...... 14 3.3 Mutually Agreed Resignation Scheme (MARS) ...... 15 3.4 Personal Cases ...... 15
4 Performance Management ...... 16
Learning , Education and Development ...... 17 5.1 Learning and Development Events ...... 17 5.2 Succession Management ...... 19
6 Management of Sickness Absence ...... 23 6.1 Rate of Absence ...... 23 6.2 Duration of Absence ...... 23 6.3 Reasons for Absence ...... 24 6.4 Management of Absence ...... 25
7 Corporate Leadership Group ...... 26 7.1 Establishment ...... 26 7.2 Performance Development ...... 26 7.3 JESP (Job Evaluation for Senior Posts) ...... 26 7.5 Pay ...... 27
8 Terms and Conditions of Service ...... 27
9 Policy Development and Review ...... 28
10 Health, Safety and Welfare ...... 28
Annex 1 ...... 30
Page | 1
Structure of Isle of Man Government- Departments, Boards, Offices and Other Bodies ..... 30
Annex 2 ...... 31 Commission Meetings – Attendance ...... 31 Attendance at Special Meetings ...... 32 Attendance at Disciplinary, Grievance and Capability Hearings ...... 32
Annex 3 ...... 33 Statutory Functions and Key Responsibilities of the Civil Service Commission...... 33
Annex 4 ...... 34 Glossary ...... 34 List of Abbreviations ...... 34 Counting Civil Servants ...... 35
Appendix 1 ...... 36 Table 1: Staff in Post and FTE by Department at 31 March 2015, 2014 and 2013 ...... 36 Table 3: Staff in Post Full/Part Time as at 31 March 2015, 2014, and 2013 ...... 37 Table 4: Dismissals 2012-2015 ...... 37 Table 5: Disciplinary Action Short of Dismissal 2012-2015 ...... 38 Table 6: Capability Action Short of Dismissal 2012-2015...... 38 Table 7: Staff Movements 2012-2015 ...... 38 Table 8: Recruitment Activity 2012-2015 ...... 39 Table 9: Overall Performance Ratings (PDR Scheme) ...... 39 Table 10: Standard Courses Delivered 2014/15 & 2013/14 ...... 40 Table 11: Bespoke Events Delivered 2014/15 & 2013/14 ...... 40 Table 12: Programmes Delivered 2014/15 & 2013/14 ...... 41 Table 13: Total Delivery of Courses and Programmes 2014/15 & 2013/14 ...... 41 Table 14: IOM Civil Service - Absence by Department, Board and Office 1 April 2014 - 31 March 2015 ...... 42 Table 15: IOM Civil Service - Absence by Reason 1 April 2014 – 31 March 2015 ...... 43
Page | 2
FOREWORD BY THE CHAIRMAN
The past twelve months have seen important developments to the structure of IOM Government, with the introduction of the Public Services Commission, to replace both the Whitley Council and the Civil Service Commission. I believe that the introduction of the Public Services Commission is a positive step that will help reduce costs, create efficiencies and ultimately, one would hope, protect jobs. The Civil Service Commission has continued to take an active role in this process, ensuring that we have a modern and purposeful Public Service.
The proposed introduction of new terms for new starters and promotions in the Civil Service and Whitley Council is also aimed at reducing costs, increasing efficiencies and safeguarding existing jobs. The Isle of Man Government is working closely with unions to develop new pay and grading arrangements, allowances, annual and sick leave and overtime rates.
The number of staff attending both core and bespoke staff training and development programmes continues to increase, despite the reduction in budget. This demonstrates that training remains both accessible and relevant for public sector staff. The Learning, Education and Development Division’s remit is to provide learning and organisational support to the whole of the Public Service and is responding to the demand for broader leadership and management development and bespoke events for all staff.
The Commission has taken an active interest in examining succession management within the Civil Service and has worked with LEaD and the Strategic Succession Group with a view to ensuring that IOM Government meets succession challenges, and recognises the motivation and potentials of individuals.
The number of days lost to sickness has increased, despite a number of initiatives including improved sickness management at all levels. The ‘Healthy Worker’ programme assists and supports staff and management to maintain levels of attendance at work by encouraging individuals to take control of their wellbeing and improve self care. The Staff Welfare and Occupational Health services also play a vital role in supporting staff and facilitating their return to work.
The Commission continues to facilitate and support staff reduction through early severance initiatives such as Voluntary Redundancy and Mutually Agreed Resignation Schemes.
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.
John Shimmin, MHK
Chairman
31 March 2015
Page | 3
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, within the Cabinet Office, 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 improve service delivery within applicable financial and other constraints.
PUBLIC SERVICES COMMISSION
Government’s ‘Agenda for Change’, along with the recommendation of the Scope of Government Report approved by Tynwald, has had an impact across the whole of the Public Sector and there have been profound implications for Government’s workforce, including the Civil Service. The Commission is committed to supporting, and contributing to, this transformation programme and, to this end, supports the establishment of a Public Services Commission. When it is established the Public Services Commission will in due course become the employing authority of not only civil servants but also other categories of employee, including manual and craft workers employed by Departments and Boards under Whitley Council terms and conditions and some other employees across central Government, principally those whose terms and conditions are analogous to the Civil Service or the Whitley Council.
STAFF COST REDUCTION
On behalf of the Commission, OHR will assist Departments, Boards and Offices in the management of staff cost reduction, the importance of which cannot be overemphasised. Amongst other things, this will involve conducting workforce reviews, managing redeployment procedures in conjunction with relevant Departments, Boards and Offices and facilitating the reduction in staff numbers through Voluntary Resignation and Mutually Agreed Resignation Schemes.
The proposed introduction of new terms for new starters and promotions, whereby new staff and those who achieve promotion are appointed under revised pay scales and other revised terms and conditions of employment, is anticipated to achieve a saving of £1million in its first full year of operation, increasing annually.
SUCCESSION MANAGEMENT
Effective succession management, and recognising the skills and potential of our people, is fundamental to organisational success. The Learning, Education and Development Division (LEaD) has implemented an approach to succession management on behalf of the Civil Service Commission. The Strategic Succession Group, comprising representatives from Chief Officers, the Director of LEaD and a member of the Civil Service Commission, is chaired by the Chief Secretary and meets monthly to consider succession and talent management in the Isle of Man Government.
Page | 4
The focus for succession planning is to support Departments to recognise talent and potential at all levels, offer central succession management activities, and to ensure succession activities are aligned with the culture and long term needs of the organisation.
INFORMATION TECHNOLOGY
It is recognised that IOM Government must keep pace with ongoing developments in technology and the way we communicate via electronic and social media. Social media offers tremendous opportunities, however it is important that these are realised sensibly to reduce risk to the organisation and individuals. To this end, draft Electronic Communication and Social Media: Policy, Standards and Guidelines are being developed to provide clear guidance as to how staff can maximise the benefits that this technology brings, but also how to use such media appropriately.
SICKNESS ABSENCE MANAGEMENT
For the Civil Service, sickness absence has increased from 6.9 days per civil servant as at 31 March 2014 to 9.3 days per civil servant as at 31 March 2015.
The Management of Sickness Absence Policy and Guidance continues to facilitate ongoing efforts to reduce sickness absence across Government. Further, in support of Departments, Boards and Offices a package of statistics, including additional sickness categories, has been developed by OHR to provide the basis for active absence monitoring and effective management action as required going forward.
Initiatives in support of more effective sickness absence management continue to be provided including Self Care and Building Resilience training, the facility to self refer to Government’s Occupational Health Service and a Stress Awareness programme.
CONCLUSION
The next 12 months will present some difficult challenges as we move towards the establishment of the Public Services Commission, the introduction of new terms for new starters and the continued need to improve management of sickness absence. I look forward to working with the Commission and staff representatives in order to progress these reforms.
J Callister Secretary
Page | 5
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 2015 there were 2,240 civil servants in post in the nine Departments and various Boards/Offices across Government.
3. Starters and Leavers, Promotions and Transfers There were 171 new starters and 208 people left their posts in the Civil Service during 2014/15.
4. Performance Management In 2013/14 1,897 Performance and Development Reviews (PDR’s) took place, indicating that 85.8% 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 2014/15 the Learning and Organisational Development Team ran 175 separate courses or events for the Public Service. 1,130 places were provided on standard courses; 314 places on bespoke events and 210 places were taken up on modular leadership and management programmes (including Delivering Service Process Improvement). In total, 2,527.5 learning and development days were provided.
6. Management of Sickness Absence During 2014/15, an average of 9.3 days per civil servant were lost as a result of sickness absence (6.9 days in 2013/14). 41% of staff had no absences at all during 2014/15.
7. Organisation and Establishment Changes The continuing need for posts and roles is kept under review as positions fall vacant. Approval by 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 four occasions during the period of this report.
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.
Page | 6
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 eight Departments and ten 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 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 15 meetings of the Commission were held during the year 1 April 2014 to 31 March 2015 (Annex 2). Members also attended meetings of the Civil Service JNC, Pay Sub-Committee and other Panels as required.
As at 31 March 2015 the Commission members were Hon John Shimmin MHK, Chairman, Mr Juan Turner MLC, Vice Chairman, Mr Ian Jarritt, Major Charles Wilson and Mr Bill Mummery. Hon Chris Robertshaw MHK was Chairman from 1 April 2014 to 25 February 2015.
Mr John Shimmin MHK Mr Juan Turner MLC
Chairman Vice Chairman
Mr Ian Jarritt Major Charles Wilson Mr Bill Mummery
Page | 7
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, 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 policies and processes concerning the effective management of the Civil Service.
In full time equivalent terms the Civil Service represents 30.8% of the total central Government workforce. This means that 69.2% 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.
Page | 8
2 CIVIL SERVICE ESTABLISHMENT
The Civil Service consists of a diverse range of professional, specialist and administrative posts which at 31 March 2015 stood at 2,081.2 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 2015 there were 2,240 people (2,081.2 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 2015, the Department of Health and Social Care was the largest Department with 2,451.8 of which 429.9 FTE (17.5%) were civil servants. The Department of Education and Children (DEC) was the second largest Department with 1,507.5 FTE of which 125.6 (8.3%) were civil servants. The Department of Environment, Food and Agriculture (DEFA) was the smallest Department with 129.7 FTE of which 88 FTE (67.8%) were civil servants.
Figure 1 Distribution of Civil Servants across Departments, Boards and Offices
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00%
Attorney General's Chambers Cabinet Office Communications Commission Coroners Department of Economic Development Department of Education and Children Department of Environment, Food and Agriculture Department of Health & Social Care Department of Home Affairs Department of Infrastructure Financial Supervision Commission Gambling Supervision Commission General Registry Industrial Relations Service Insurance and Pensions Authority Manx Heritage Foundation Manx National Heritage Manx Utilities Authority Office of Fair Trading Office of the Clerk of Tynwald Office of the Data Protection Supervisor Public Sector Pensions Authority Road Transport Licensing Committee Treasury War Pensioners' Welfare Office
Public Service Civil Servants
Page | 9
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 2015, with details as at 31 March 2014 and 31 March 2013 provided for comparison purposes.
2.2 PART-TIME WORKING
Figure 2a Gender break down of Part and Full-Time People - Civil Service
1000 903 924 On 31 March 2015 18% 900 (413), of civil servants worked part time of which 800 9.2% (38) were male and 700 90.8% (375) were female. 600 500 Female 375 400 Male 300 200 100 38 0 Part Time Full Time
Figure 2b Gender break down of Part-Time and Full-Time People - Civil Service and Economically Active Population (2011 data)
The full and part time working patterns of the 100% Civil Service reflect the 90% working patterns reported 80% for the economically active population 70%
60% * Data obtained from IOM Census - 2011 50%
40% Civil Service 30% Economically Active 20%
10%
0% Full Time Male Full Time Female Part Time Male 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.
Page | 10
2.4 GRADE PROFILE
Figure 3 Civil Servant Numbers (FTE) across Grades Of all staff 24.8% (517.1 FTE) were at AO level, FTE while 11.7% (242.9 FTE) 0 100 200 300 400 500 600 were at SEO level and above. CLG OS7 & above SEO HEO EO Airport Secretarial Support AO AA Trainee
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 2015. 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 63% of staff were aged 45 years and over. This 65 & over compares with 44.3% in 60 - 64 the economically active 55 - 59 population.
50 - 54
45 - 49 * Data obtained from IOM Census - 2011 40 - 44
35 - 39 Economically 30 - 34 Active
25 - 29 Civil Service
24 & under
0.00% 5.00% 10.00% 15.00% 20.00% 25.00%
Page | 11
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 2015 was 47 years. This is consistent with a professional workforce of experienced staff.
Figure 5 Average Age of Civil Servants by Grade
Average Age 0 10 20 30 40 50 60
CLG OS7 & above SEO HEO EO Airport Secretarial Support AO AA Trainee
2.7 PAY PROFILE
The median full time equivalent salary was £30,872. 16.9% of staff earned £24,999.99 or less and 89 % 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 2015
2.9% 0.5%
7.6% 16.9%
£0 - £24,999.99 £25,000 - £49,999.99 £50,000 - £74,999.99 £75,000 - £99,999.99 £100,000 - £139,999.99
72.1%
Page | 12
2.8 GENDER PROFILE
Figure 7 Gender Distribution of Civil Servants On 31 March 2015 57% (1,278) of civil servants were female and 43% (962) were male. This chart highlights that the Civil Service attracts a higher proportion of female workers.
43% Female Male 57%
2.9 GRADE BY GENDER
Progress continues to be made in relation to the 7 recommendations to the Civil Service Commission that arose from the survey conducted in 2013 into gender equality within the Civil Service, specifically with regard to the progression of women into senior management.
The chart below shows the percentage of men and women at each Grade.
Figure 8 Gender Ratios by Grade
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
OS7 and above
Executive Grades
Administrative Grades
Support Grades
Secretarial Grades
Female Male
Page | 13
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 9.1% in 2014/15. The turnover rate based on resignations increased slightly from 5% in 2013/14 to 5.7% in 2014/15. 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. The CIPD has not published an updated survey, however a report by HR advisory service XpertHR, published in July 2014, indicated that the median resignation rate in the UK had increased from 8.9% in 2012 to 9.8% in 2013.
3.2 REASONS FOR LEAVING
The grounds for leaving the Civil Service during 2014/15 are shown in Figure 9. The main reason for leaving was resignation, which accounted for 62% of all leavers (129 civil servants). The main reason for leaving during 2013/14 was also resignation, accounting for 57% of all leavers during this period (113 civil servants). The resignations category also includes a number of leavers for which no reason for leaving the Civil Service was provided. See Table 7 in Appendix 1
Figure 9 Reasons for Leaving
Dismissal - Attendance, Dismissal - Redundancy, End of limited term Death in Service, 1.9% 0.5% 4.3% appointment, 1.4% Transfer to other Gov End of LTA less End of LTA More than 2 Body, 3.8% than 2 years, years, 0.5% 3.4% Retirement - Ill Health, Normal retirement age, 3.4% 0.5% Not stated, 1.4% Resignation, 1.0%
Resignation - Career Break, 0.5%
Retirement - Age, 16.8%
Resignation - Mutually Agreed, 16.3% Resignation - Settlement Agreement, 5.3%
Resignation - Personal Choice, 38.9%
Note: At present limited data is collected on reasons for leaving. Whilst managers are encouraged to conduct exit interviewsPage it i|s 14currently a voluntary system.
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. 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 is a scheme under which an individual civil servant, in agreement with their Department/Board or Office and the Civil Service Commission, can 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 are calculated using a number of factors including the 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 these in a defined period.
Although the Scheme was open for a defined period i.e. from July 2012 to 31 December 2012, applications continue to be considered by the MARS Panel on an individual basis if clear savings can be identified. For the duration of the Scheme, from July to December 2012, 18 MARS applications were approved. A further 12 applications were approved from April 2014 to March 2015.
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, compulsory selection for redundancy, 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 2014/15 two hearings were convened for this purpose, which resulted in two dismissals. There was one appeal made to the Civil Service Appeals Tribunal and one application was made by civil servants to the Employment Tribunal during 2014/15. Two hearings were convened for the Commission to consider compulsory selection for redundancy.
See Table 4 in Appendix 1 for dismissals from the Civil Service in 2014/15. Included, for comparison, are the figures for 2013/14 and 2012/13.
Accounting Officers and other nominated senior managers are responsible for matters of discipline within the Civil Service. In cases of proven misconduct or substandard performance, managers with delegated authority may take disciplinary action short of dismissal. See Tables 5 & 6 in Appendix 1 for the number of occasions, by grade of officer, where such action has been taken.
Page | 15
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 Education and Development Division (LEaD) 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. LEaD also provides specific training and support for individuals and teams, including an e-learning package, to help them understand the PDR scheme and to find a way to use it effectively themselves. The Civil Service PDR Scheme follows best practice, and the Civil Service Commission encourages the adoption of similar schemes for other Public Service staff groups.
In 2014 the quantitative monitoring process returned a compliance rate of 85.8%. The breakdown of performance ratings for the year 2013/14 was as follows:
Figure 10 Percentages of Overall Performance Ratings
Below Expectations Unacceptable 0.1% 1.5% (1.3% in (unchanged from Outstanding 4.8% 2012/13) 2012/13) (3.2% in 2012/13)
Very Good 43.1% Good 50.5% (43.7% in 2012/13) (51.7% in 2012/13)
See Table 9 in Appendix 1 for a detailed breakdown of overall performance ratings across Government Departments, Boards and Offices.
Page | 16
LEARNING , EDUCATION AND DEVELOPMENT
5.1 LEARNING AND DEVELOPMENT EVENTS
Learning, Education and Development was brought together as a shared service in April 2014, combining the dedicated resources from Office of Human Resources (LODD), DHSC Learning Team and Department of Education Professional Development Centre to form a shared service that will work in partnership with all areas of Government to support the most appropriate learning and development for our people to meet stakeholder needs.
LEaD’s purpose is to:- Understand, identify and deliver sustainable learning to support the Isle of Man Government priorities across all areas.
Learning, Education and Development’s (LEaD) vision is to Inspire, Motivate and Develop all, across the Isle of Man Government.
There are three distinct areas within LEaD which are detailed below:
Development LEaD increases the performance, development and effectiveness of the organisation and support it in preparing for the future by taking steps which create an environment to allow individuals to understand the organisation’s objectives. A holistic view is taken, identifying the needs of the organisation and creating bespoke activities to fit the need, or secure resources to make it happen.
Education LEaD equips students and professionals with knowledge and skills to deliver consistent, evidence based quality care, in keeping with professional regulation. Delivering education shaped through collaboration with stakeholders informs the direction of Health Care strategies.
Learning LEaD creates and delivers professional, cost effective, flexible learning opportunities, promoting high standards for stakeholders supporting individual development in line with identified Government priorities.
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, LEaD has a live prospectus, which is updated on a monthly basis, supplying current dates of events led by customer and organisational demand. This ensures that any new courses are made available as soon as possible. Over the past 12 months this has included Supervisor Training, Contact Officer Training and Fairness at Work Briefings.
This shift in focus has been reflected in the statistics year on year which shows 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. The figures quoted for 2014/15 do not include statistics from Health and Social Care’s delivered programmes. 2015/16 will report on all programmes relevant for Civil Servants.
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 Page | 17
commenced in the reporting year 1 April 2014 to 31 March 2015 but also the total number of modules/events delivered in the year (which includes both modules from programmes started in 2014/15 and those from programmes continuing from 2013/14).
See Tables 10 - 13 in Appendix 1.
During 2014/15 the leadership and management development programmes accounted for 44% of LEaD’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)
Supervisor Training (for those Supervisors or team leaders who are currently working within a team)
First Line Management Development Programme (which provides participants with the opportunity to undertake the ILM level 3 Certificate in Leadership qualification)
Coaching Award (ILM level 3- to enhance existing skills and enable individuals to provide more formal coaching support within their Department and across the Isle of Man Government)
Leadership Development Programme (which provides participants with the opportunity to undertake the ILM level 5 Certificate in Leadership qualification)
Senior Leadership 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 Leadership Development Programme, all programmes are delivered by in-house LEaD tutors.
In March 2015 LEaD passed its review for lifetime ILM Centre status.
To embed the learning from these programmes back in the workplace, action learning sets are facilitated on First Line and Leadership Development programmes. The Senior Leadership Development Programme participants undertake corporate projects which address organisational issues. For the Coaching Award there are continued coaching practice opportunities in the workplace.
Undertaking the ILM qualifications is optional for participants on the leadership 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 2014 to 31 March 2015 the following qualifications were awarded:
ILM Level 3 Certificate in Leadership – 14 candidates
ILM level 5 Certificate in Leadership – 11 candidates
ILM Level 3 Certificate in Delivering Service Process Improvement – 2 candidates
Whilst training remains a key part of what LEaD does (and the delivery of standard core courses represented 45% of LEaD’s delivered training days during 2014/15), the solutions and support which LEaD provides covers a much broader spectrum of learning and development interventions. The skills and resources within LEaD are accessed by individuals and teams. The support provided ranged from tailored training and learning events to
Page | 18
facilitated team days, career profiling and coaching. Bespoke development accounted for 11% of delivered training days.
Coaching and Mentoring have been valuable development tools to maximise individuals’ contribution and potential in 2014/15. The Coaching Networks for manager coaches and formal, corporate coaches has been reviewed with more focus on formalising Coaching relationships and continues to provide professional development, support and professional supervision. We also have practicing Mentors.
5.2 SUCCESSION MANAGEMENT
To continue the development of individual and organisational leadership, LEaD implements an approach to succession management on behalf of the Civil Service Commission. The Strategic Succession Group, chaired by the Chief Secretary, includes four representatives from the Chief Officers Group (COG), a representative of non-COG Chief Officers, and the Director of LEaD. 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.
Succession planning is a focus for LEaD as the IOM Government need to meet succession challenges in order to support economic growth maximising the motivation and potential of individuals thereby creating greater sustainability for the organisation. LEaD have focussed on the transparency of succession initiatives across the IOM Government
Aims –
Focus on succession management in Departments and at all levels, supporting Departments and Business Partners as appropriate to achieve this Continue to offer succession management activities centrally, e.g. development centres from first line management upwards, career development workshops, coaching and mentoring Ensure that development opportunities are accessible to individuals who are seeking to develop their knowledge, skills or experience prior to a career move, through development centres Ensure that succession activities are aligned with and support the culture change we wish to achieve Leadership development will encompass skills to coach, mentor and develop leaders of the future at every level. Work with departments by using Assessment centres within their recruitment process to identify talent. Ensure that learning and development activities link to Succession planning and at all levels and are aligned to long term needs of the organisation
There is no one ideal process for succession planning and talent management and LEaD has been working to make these processes specific to the organisation, its needs, values and context.
There needs to be a strong, demonstrated commitment to succession planning and talent management from the CEO, which will be cascaded down to the rest of the organisation
The development activities available throughout the organisation (Figure 11) are linked to the succession process. We are working with departments to establish a common understanding
Page | 19
of what a ‘high potential’ employee looks like in order to effectively assess on current performance.
Line managers are the critical link within the process work is done engage managers and get them committed from an early stage, as they will be at the front line of identifying talent. Therefore, training and support on the process is a priority and is being addressed through ‘So you think you have potential’ sessions, team briefings, linking talent management to IIP and developing our leadership programmes basing them on the leadership qualities and including succession as part of the managing for high performance modules.
Page | 20
Figure 11 Succession Management Activities
Delivering Future Leaders Succession Planning for Isle of Man Public Service Programme Aims
Delivering the future leaders Programme Aims to identify qualified appropriate candidates available at the right time to fill key posts
Leadership Qualities Framework
Personal Qualities Service Delivery Excellence Core Competencies Character Credibility Capabilty
Programme Activities
Internal Quality Development Assessment Psychometric Development Organisational Degree Coaching Mentoring Shadowing Worshops and Improvement Action Learning Centres Tools Role CPR Visits programmes Centres Seminars project
Page | 21
Coaching Coaching network redesigned Mentoring Linked to development programmes Development Centres New development centres currently being developed from AO level Assessment Centres 6 Assessment centres ran throughout 2014 Psychometric Tools Insights Discovery Myers Briggs
Emotional Intelligence OPP 360 Feedback 9 Box self review Development/ CPR role To be redefined once individuals with potential identified Organisational Visits External CPD – for example -John Peters booked for May 2015 Shadowing To be arranged upon agreement with individuals
Degree Programmes On site delivery of ILM Level 2, 3, 5 and 7 Certificate in Leadership Level 7 (Masters) – CIPD Internal Workshops / Seminars Talent Workshop CLG Workshops CPD for first line, middle and senior managers Quality Improvement Project Included in Project Management Action Learning Facilitated action learning on all leadership programmes
Page | 22
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 Management of Sickness Absence Policy and Guidance, which the Civil Service Commission has endorsed for the Civil Service.
Further, in support of Departments, Boards and Offices a package of statistics, including additional sickness categories, has been developed by OHR. These provide the basis for active absence monitoring and effective management action as required going forward.
Initiatives in support of more effective sickness absence management continue to be provided including ‘The Healthy Worker’ (formerly Self Care at Work) and Building Personal Resilience workshops, the facility to self-refer to Government’s Occupational Health Service and a Stress Awareness programme.
6.1 RATE OF ABSENCE
During 2014/15, an average of 9.3 days per civil servant were lost as a result of sickness absence, which is an increase on the previous year (2013/14: 6.9 days lost). During 2014/15 41% of staff had no absences at all (2013/14: 44%).
A full breakdown of Civil Service absence by Department for 2014/15 can be found in Table 14 in Appendix 1 of this report.
Advice is provided by the Occupational Health Directorate, Department of Health and Social Care 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.
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 (61%) of absences were short-term, ie. three working days or less. These absences accounted for 16% 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 21% of absence spells, were responsible for 64% of the total working days lost. See Figure 12
Page | 23
Figure 12 Duration of Absence – Working Days Lost
16% (20% in 2013/14)
3 days and under 20% 64% (23% in 2013/14) Over 2 and under 20 days 57% in 2013/14) 20 days and over
Note: An indicative allowance has been included for any ongoing absence at 31 March 2015 when retrieving this data.
6.3 REASONS FOR ABSENCE
‘Musculoskeletal’ complaints accounted for the highest percentage of working days lost during 2014/15 at 14.5% (3,204 days).
Figure 13 Reason for Absence - Days Lost
3,500 3,204
3,000 2,773
2,500
2,001 2,024 2,000 1,697 1,503 1,500 1,349 1,230 1,253 DaysLost 1,048 937 1,000 741 569 489 500 309 235 180 111 121 150 59 45 27 0 0
Page | 24
Stress, Anxiety and Depression accounted for the highest average number of working days lost per absence (96.4 working days) and Migraines, Headaches the least number of working days lost with an average of 1.4 working days lost per absence. A full breakdown of Civil Service absence by reason for absence for 2014/15 can be found in Table 15 in Appendix 1 of this report.
Figure 14 Reason for Absence - Average Number of Days Lost per Absence
120.0 96.4 100.0
80.0 59.9 60.0 47.6 35.0 40.0 34.2 20.4 23.5 20.0 13.9 13.7 5.4 4.1 4.6 5.1 6.7 4.7 2.3 2.5 2.4 3.0 3.8 1.4 2.5 0.0 3.0 0.0
6.4 MANAGEMENT OF ABSENCE
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. The Management of Sickness Absence Policy and Guidance was reviewed, amended and relaunched in June 2012 to ensure a fair, consistent and robust approach to managing sickness absence across the Public Sector including the Civil Service. A framework of initiatives and awareness raising has also been provided to assist managers to manage their staff’s sickness absence with confidence.
To give further support to initiatives to reduce sickness absence, seven Self Care in the Workplace courses and four Building Personal Resilience Workshops were held during 2014 – 2015 with a total of 72 and 32 staff attending each course respectively. There are six Healthy Worker events plus one (new) Healthy Worker for Managers event and four Building Personal Resilience Workshops planned for 2015.
The Office of Human Resources has also revised the form on which sickness absence is recorded, to include additional sickness categories such as ‘Dental’, ‘Glandular’, ‘Neurological’ and to distinguish between personal and workplace stress. These categories were previously recorded as ‘not known’ or ‘other’. The revised form more accurately reflects the causes of sickness absence for public sector staff and allows for a more targeted approach to sickness management.
Page | 25
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 1st 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 31st March 2015, the CLG comprised 52 roles on the Civil Service Establishment. At the year end, of the 52 posts, 1 position was vacant, pending consideration of organisational structures and long term job need. Eight CLG roles were deleted overall from the Civil Service Establishment during the year. The CLG represents 2.4% of the Civil Service as at the year-end in FTE terms based on posts occupied.
During the year, 5 appointments were made to existing CLG roles as a result of the retirement or resignation of the former job holder.
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.
The Civil Service Performance and Development Review Scheme is the key mechanism though which individual, departmental and overall job holder performance is assessed. As at 31 March 2014, on the basis of their performance review, all 24 members (of a total of 60 CLG roles in 2013/14) of the CLG not already on the maximum of their applicable pay range were eligible to receive an increment in 2014/15.
In terms of development, there has been an emphasis on development at all levels of the service, and LEaD have run several workshops called ‘Have you got potential’ which aims to give civil servants direct ownership of their own performance development.
Chief Officers have also been involved in joint workshops with COMIN on a rolling programme to look at strategic issues throughout the year.
7.3 JESP (JOB EVALUATION FOR SENIOR POSTS)
JESP is utilised as the mechanism for the evaluation for 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 subjected to initial review to ascertain the continuing appropriateness of the Band prior Page | 26
to advertising the vacancy. All CLG roles appointed during the year, as a result of recruitment exercises, were subject to such initial review.
During 2014/15 no job roles were formally evaluated by a JESP Scoring Panel or JESP review panel.
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 0.5% with effect from 1 April 2013, for all members of the Civil Service, including the Corporate Leadership Group. This was as part of a two years agreement covering 2013/14 and 2014/15 (for 2014/15 an award of 2% was agreed for the Civil Service).
As at 31st March 2015, 13 CLG job roles attracted a market factor based pay range, in excess of the standard pay range applicable to the relevant JESP Band.
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 2014 to 31 March 2015. Matters progressed covered such areas as:
Transforming Government and Modernising Ministerial Government initiatives; Review and revise the Mutually Agreed Resignation Scheme; Guidance in Respect of Communications with Media and / or Other Interested Parties Regarding Staff Suspensions; Revisions to the Temporary Injury Allowance and Permanent Injury Benefit Scheme Implemented changes to Payment of Maternity Pay to Civil Servants; Implement a Dirty Protest Allowance in the Department of Home Affairs; Implement a Qualification and Retention Allowance for the Income Tax Division within the Treasury Develop a local agreement in relation to an On Call Allowance for Prosecutions Team, Attorney Generals Chambers Development of Terms of Reference in relation to a review of the Information Technology Recruitment and Retention Allowance.
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 ongoing restructuring and performance management. In respect of Isle of Man Government initiatives, the JNC also has under consideration proposals for New Terms For New Starters, covering civil servants and Whitley Council Manual and Craft workers and the establishment of a Public Services Commission. Page | 27
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 2014/15:
Fairness at Work Electronic Communications and Social Media: Policy, Standards and Guidelines
In addition, the following will be consulted on with a view to being finalised in 2015/16:
Whistleblowing Policy and Procedure (Review of current policy) Anti-Bribery Policy and Procedure (New Policy)
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).
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 is managed by the Principal Health and Safety Adviser, a full time post, and three Staff Welfare Officers whose hours equate to two full time posts. As from April 2014 a further 3 Departmental Health and Safety Adviser posts were assigned to the Health, Safety and Welfare Section of OHR. The aim was to provide a centralised health, safety and welfare service using the resource more equitably across the whole of Government. 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.
It was agreed to undertake an exercise to identify and evaluate Governments risks working with a defined group of the organisations that make up Government. The health and safety staff were all involved in this exercise as well as maintaining their advisory functions. This information will be used to develop service level agreements (SLA’s) with those organisations considering the resources that are available. The SLA’s will be developed and agreed during the early part of 2015/2016.
Page | 28
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 measure the outcomes. The year 2014/2015 has been challenging for the service, the long term absence of the full time member of staff plus the increase in numbers and complexity of referrals put pressure on the service. The dedication of the team and later in the year the development of bank staff register for the Service enabled the needs of clients and the organisation to be met. In addition to the one to one work the Staff Welfare team contributed to development and delivery of a package of training workshops to support staff through pressure and stress, contributing to the policy and launch of the Fairness at Work arrangements, developing standards for trauma support and delivering mediation.
In 2014/2015 the Staff Welfare Service had 288 new referrals, an increase of 16% on the previous year; they closed 289 cases having an average of 3.3 sessions per client. When people refer to the service a clinical assessment tool is used to provide some measure of the impact their issue is having on them. This assessment is again carried out when they leave the service so that a comparison can be made between the two assessments. Overall these sets of scores indicate that the average improvement in how people feel is 77%. In addition clients were given evaluation forms which indicated 71% of clients who responded rated the Staff Welfare Service as Excellent, 25% said it was Very Good and 4% rated it as good. There were no returns for Satisfactory, Dissatisfied or Very Dissatisfied customers.
Page | 29
ANNEX 1
STRUCTURE OF ISLE OF MAN GOVERNMENT- DEPARTMENTS, BOARDS, OFFICES AND OTHER BODIES
* Department of Economic Development DED
* Department of Education and Children DEC
* Department of Environment, Food and Agriculture DEFA
* Department of Health and Social Care DHSC
* Department of Home Affairs DHA
* Department of Infrastructure DOI
* Treasury TRE
* Attorney General’s Chambers AGC
* Cabinet Office CO
* General Registry GenReg
* Manx Industrial Relations Service MIRS
* Manx National Heritage MNH
* Manx Utilities Authority MUA
* Office of Fair Trading OFT
* Road Transport Licensing Committee RTLC
* War Pensions
* Civil servants work in these Departments/Boards/Offices/other bodies
Page | 30
ANNEX 2
COMMISSION MEETINGS – ATTENDANCE
Meeting Date Present 7 April 2014 Mr C Robertshaw, MHK (Chairman) Mr J Turner, MLC (Vice Chairman ) Mr J Coyle Mr I Jarritt Major C Wilson 12 May 2014 Mr C Robertshaw, MHK (Chairman) Mr J Coyle Major C Wilson 9 June 2014 Mr C Robertshaw, MHK (Chairman) Mr J Turner, MLC (Vice Chairman ) Mr J Coyle Mr I Jarritt 14 July 2014 Mr C Robertshaw, MHK (Chairman) Mr J Turner, MLC (Vice Chairman ) Mr J Coyle Mr I Jarritt 4 August 2014 Mr C Robertshaw, MHK (Chairman) Mr J Coyle Mr I Jarritt 01 September 2014 Mr C Robertshaw, MHK (Chairman) Mr J Turner, MLC (Vice Chairman ) Mr J Coyle Mr I Jarritt Major C Wilson 6 October 2014 Mr C Robertshaw, MHK (Chairman) Mr J Turner, MLC (Vice Chairman ) Mr W Mummery Major C Wilson 3 November 2014 Mr C Robertshaw, MHK (Chairman) Mr I Jarritt Mr W Mummery Major C Wilson 1 December 2014 Mr C Robertshaw, MHK (Chairman) Mr I Jarritt Major C Wilson 12 January 2015 Mr C Robertshaw, MHK (Chairman) Mr J Turner, MLC (Vice Chairman ) Major C Wilson Mr W Mummery
Page | 31
2 February 2015 Mr C Robertshaw, MHK (Chairman) Mr I Jarritt Mr W Mummery 2 March 2015 Mr J Shimmin, MHK ( Chairman) Mr J Turner, MLC (Vice Chairman ) Mr I Jarritt Mr W Mummery Major C Wilson
ATTENDANCE AT SPECIAL MEETINGS
Meeting Date Present 30 September 2014 Mr J Turner, MLC (Vice Chairman ) Major C Wilson Mr I Jarritt 7 November 2014 Mr C Robertshaw, MHK (Chairman) Major C Wilson Mr W Mummery 7 November 2014 Mr C Robertshaw, MHK (Chairman) Major C Wilson Mr W Mummery
ATTENDANCE AT DISCIPLINARY, GRIEVANCE AND CAPABILITY HEARINGS
Meeting Date Present 9 May 2014 Mr J Turner, MLC (Vice Chairman ) Mr I Jarritt Mr J Coyle 29 May 2014 Mr I Jarritt Mr J Turner, MLC (Vice Chairman ) Mr J Coyle 3 September 2014 Mr C Robertshaw, MHK (Chairman) Mr J Coyle Mr I Jarritt
Page | 32
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.
Page | 33
(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.
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 fulfil a specific function where the 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 of employment 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 Page | 34
JESP Job Evaluation for Senior Posts MARS Mutually Agreed Resignation Scheme
OHR Office of Human Resources PDR Performance and Development Review FTE Full Time Equivalent LTA Limited Term Appointment LTP Limited Term Post DES Disability Employment Scheme
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.
Page | 35
APPENDIX 1
TABLE 1: STAFF IN POST AND FTE BY DEPARTMENT AT 31 MARCH 2015, 2014 AND 2013
2015 2014 2013 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 38 36.5 39 37.1 39 36.8 Cabinet Office 252 240.8 - - - - Chief Secretary's Office1 - - 42 43.6 46 44.6 Community, Culture & Leisure2 - - 75 66 83 74.5 Economic Development 165 159.6 201 195.2 195 190.8 Education & Children 156 125.6 122 98.4 124 100.3 Environment, Food & Agriculture 93 88 92 88.8 99 95 General Registry 79 72 79 72 84 78 Health3 - - 343 298.3 347 301.9 Health and Social Care 485 429.9 - - - - Home Affairs 232 224.9 237 228.4 240 229.7 Industrial Relations Service 1 0.7 1 0.7 1 0.7 Infrastructure 262 252.5 261 250.2 276 265.3 Manx National Heritage 63 57.2 62 56.3 63 57 Manx Utilities Authority 43 41.4 - - - - Office of Fair Trading 15 13.4 17 15.8 14 13.4 Office of Human Resources4 - - 66 60.2 69 61.2 Road Transport Licensing 2.1 2.1 2 Committee 3 3 2 Social Care5 - - 246 235.4 239 226
Treasury 351 333.6 308 288.2 317 294.2
Water and Sewerage Authority6 - - 55 53.1 57 55.6
War Pensions 2 2 1 1 1 1
Total 2240 2081.2 2,253 2,090.8 2,296 2,128
*Rounded up to nearest decimal point
1 Chief Secretary’s Office subsumed into Cabinet Office 2 Department of Community, Culture and Leisure subsumed into Department of Economic Development 3 Department of Health and Department of Social Care joined to form Department of Health and Social Care 4 Office of Human Resources subsumed into Cabinet Office 5 Department of Social Care and Department of Health joined to form Department of Health and Social care 6 Water and Sewerage Authority joined with Manx Electrical Authority to form the Manx Utilities Authority Page | 36
TABLE 2: STAFF IN POST (FTE) BY GRADE AT 31 MARCH 2015, 2014, AND 2013 Grade 2015 2014 2013 AA & Equivalent 150.5 151.6 159.7 AO & Equivalent 517 515.7 523.4 EO & Equivalent 510.3 494.3 492.7 HEO & Equivalent 364.8 365.3 370.8 SEO & Equivalent 135.3 154.1 155 OS7, Equivalents & above 57.2 47.5 44.6 (not CLG) JESP Grades (CLG) 50.5 58.5 62.5 Support Grades 70.8 68.8 72.3 Secretarial Grades 188.8 198 210 Airport Grades 30 28 32 Trainee Grades 6 9 5 Total 2,081.2* 2,090.8* 2,128*
*Rounded up to nearest decimal point
TABLE 3: STAFF IN POST FULL/PART TIME AS AT 31 MARCH 2015, 2014, AND 2013
Part-Time Full-Time Total
2015 2014 2013 2015 2014 2013 2015 2014 2013
Female 375 380 377 903 897 916 1278 1277 1,293
Male 38 32 35 924 944 968 962 976 1,003
Total 413 412 412 1,827 1,841 1,884 2,240 2,253 2,296
TABLE 4: DISMISSALS 2012-2015
Dismissal for good cause on 2014/15 2013/14 2012/13 the grounds of:
Gross Misconduct 0 2 0 Misconduct 0 0 0 Substandard Performance 2 3 2 Permanently Impaired Health 0 2 4 Total 2 7 6
Page | 37
TABLE 5: DISCIPLINARY ACTION SHORT OF DISMISSAL 2012-2015 Grade of Officer 2014/15 2013/14 2012/13 Secretarial Grades 0 1 1 Support Grades 0 2 2 Administrative Grades 2 2 3 Executive Grades 1 5 2 OS7 & above 0 1 0 Total 3 11 8
TABLE 6: CAPABILITY ACTION SHORT OF DISMISSAL 2012-2015 Grade of Officer 2014/15 2013/14 2012/13 Secretarial Grades 4 0 2 Support Grades 1 4 0 Administrative Grades 5 8 17 Executive Grades 8 5 4 OS7 & above 0 0 1 Total 18 17 24
TABLE 7: STAFF MOVEMENTS 2012-2015
Reason 2014/15 2013/14 2012/13
Retirements 42 40 26
Early Retirement with Actuarial 0 Reduction* Compulsory Retirement* 3 Approved Early Retirement* 2 Flexible Early Retirement* 0 Resignations 95 113 97 Mutually Agreed Resignation Scheme 34 7 23 End of Limited Term Appointment 11 11 15 End of Seasonal Appointment - 1 42 Death in Service 4 2 1 Redundancy 9 3 1 Dismissals 2 7 Transfer to another Government body 8 2 ‘Other’ / not given 3 13 Total 208 199 210
* These categories are no longer recorded, following the adoption of the Public Sector Compensation Scheme 2013
Page | 38
TABLE 8: RECRUITMENT ACTIVITY 2012-2015
Total Total Total Recruitment 2014/15 2013/2014 2012/2013
New Appointments 154 98 92
Promotions ** 44 34
Transfers ** 32 27
New Seasonal and Summer ** 4 6 Student Appointments
Bank Appointments 17 19 72
Total 171 197 231
** This information is no longer available due to changes in the reporting system
TABLE 9: OVERALL PERFORMANCE RATINGS (PDR SCHEME)
Year Ended Year Ended Year Ended 31 March 2014 31 March 2013 31 March 2012 Box Marking Job % Job % Job % Holders* (rounded) Holders (rounded) Holders (rounded)
Outstanding 92 4.9% 67 3.2% 96 4.45%
Very Good 817 43% 915 43.76% 958 44.43%
Good 958 50.5% 1,081 51.7% 1,082 50.19%
Below 29 1.5% 27 1.29% 16 0.74% Expectations
Unacceptable 1 0.1% 1 0.048% 4 0.19%
*Job Holders in respect of whom a report was due at 31 March 2015.
Page | 39
TABLE 10: STANDARD COURSES DELIVERED 2014/15 & 2013/14 Training Days Training Days Training Places Training Standard No of Courses Provided Attended Provided Places Course Attended Categories 2015 2014 2015 2014 2015 2014 2015 2014 2015 2014
Core Skills 692.5 485.5 611 434.5 602 399 526 384 80 36 courses*
Finance** 13 70 13 64 26 70 26 64 2 5
Practice & 187 209.5 162 179.5 154 166 132 148 14 14 Procedures*** Health & 157.5 85 79.5 149 112 169 104 162 10 15 Safety****
Management Skills Development – 208 210 190 196 236 121 213 115 27 12 other than full programmes
Course Total 1185.5 1132.5 1055.5 1023 1130 925 1001 873 133 82
*Core Skills = Communication & Interpersonal, Personal Effectiveness, Corporate & Organisational **Finance = This has changed from a one day to half a day course (delivered by Internal Audit) ***Practice & Procedures = Reduction expected as Sickness Absence Training completed ****Health & Safety = 2013/14 exception due to bespoke H&S Training for DEFA
TABLE 11: BESPOKE EVENTS DELIVERED 2014/15 & 2013/14 Training Days Training Days Training Training No of Courses Provided Attended Places Places Type of Event Provided Attended
2015 2014 2015 2014 2015 2014 2015 2014 2015 2014 Tailored development for a specific Department/ 194.5 244 184 229.5 237 276.5 216 265.5 19 20 Board/Office Corporate& across Department Leadership Group 25 40 25 38.5 50 110 50 107 1 2 eventevents Development & Assessment 27 24 27 22 27 12 27 11 7 2 Centres*
Totals 246.5 308 236 290 314 398.5 293 383.5 27 24
Page | 40
*Development/Assessment Centres = Now run over one day not two days
TABLE 12: PROGRAMMES DELIVERED 2014/15 & 2013/14 No. of No. of People Programmes Modules/ALS Training Days Training Days attending which delivered in Provided Attended Programmes programmes commenced total during during the the year * year
2015 2014 2015 2014 2015 2014 2015 2014 2015 2014 Senior Management Development 120 52 118 46 15 13 1 0 4 2 Programmes Middle Management Development 438 347 408 336.5 67 47 2 2 28 25 Programme First Line 295.5 281.5 40 3 23 Management 164.5 162 31 1 20 Development First Steps to 98 30 93 30 36 10 3 1 5 2 ProgrammeLeadership
Supervisory 0 0 0 0 Training (new 90 90 30 3 0 6 2014/15) Delivering 40 35.5 12 7 Service Process 6 4 4 0 1 3 Improvement** Coaching 60 24 58 24 18 8 3 1 5 2 Programmes
Programme 1107.5 657.5 1052.5 634 210 121 15 74 58 Total 6
* 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 2014/15 & 2013/14
Total Days Total Days Total Places Total Places Total All Courses and Provided Attended Provided Attended Events Run Programmes
2015 2014 2015 2014 2015 2014 2015 2014 2015 2014
Total 2527.5 2127 2252 1975 1672 1484.5 1522 1416.5 175 167
Page | 41
TABLE 14: IOM CIVIL SERVICE - ABSENCE BY DEPARTMENT, BOARD AND OFFICE 1 APRIL 2014 - 31 MARCH 2015
Average No No of Days Cost of Days Department, Board, Office of Days per Sickness Lost* person
Attorney General's Office 209 5 £30,362 Cabinet Office 2,574 11 £373,172 Economic Development 1,623 10 £235,276 Education & Children 695 6 £100,842 Environment, Food & Agriculture 1,008 11 £146,089 Gambling Supervision Commission 0 £0 £0 General Registry 621 9 £90,102 Health and Social Care 6,306 15 £914,370 Home Affairs 2,767 12 £401,154 Industrial Relations Service 0 0 £0 Infrastructure 2,588 10 £375,244 Manx National Heritage 557 9 £80,724 Manx Utilities Authority 264 6 £38,281 Office of Fair Trading 15 1 £2,203 Public Sector Pensions Authority 0 0 £0 Road Transport Licensing Committee 7 3 £943
Treasury 2,821 8 £409,051 War Pensions 0 0 £0 Total/Overall Average 22,054 11 £3,197,811
Revised 9 October 2015
*Approximate cost of absence per FTE Note: UK CIPD Public Sector Benchmark – 7.9 days per employee per year7
7CIPD Absence Management Annual Survey Report 2012 Page | 42
TABLE 15: IOM CIVIL SERVICE - ABSENCE BY REASON 1 APRIL 2014 – 31 MARCH 2015
Average No No of Days No of Reason of Days Lost* Absences Lost*
Accident at work 180 3 59.9
Cancer 1,230 36 34.2
Chest, respiratory 1,048 193 5.4
Dental 59 26 2.3
Diagnosis unclear 45 11 4.1
Diarrhoea & Vomiting 569 229 2.5
Flu, cold symptoms 1,697 719 2.4
Glandular 27 9 3.0
Gynaecological 111 24 4.6 Heart, circulation, blood pressure/disorder 489 24 20.4
Infection/Virus 1,253 332 3.8
Migraines, headaches 309 221 1.4
Musculoskeletal 3,204 231 13.9
Neurological 121 24 5.1
Not Declared 235 95 2.5
Open Absence Not Declared 2,001 42 47.6
Not Known 0 0 0.0
Operations, hospitalisation 2,773 202 13.7
Other reason 741 110 6.7
Pregnancy related 150 32 4.7
Stomach, digestive problems 937 311 3.0
Stress, Anxiety, Depression 1,349 14 96.4 Stress, Anxiety, Depression: Personal 2,024 86 23.5 Stress, Anxiety, Depression: Work related 1,503 43 35.0 Total 22,054 3,017
*Rounded up to nearest decimal point Page | 43
Page left intentionally blank
Page | 44
Page left intentionally blank
Page | 45
Page left intentionally blank
Page | 46
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 Illiam Dhone House Circular Road Douglas ISLE OF MAN IM1 1AG
Page | 47