Comhairle nan Eilean Siar · bilingual feed on Facebook and Twitter at the Crofting Commission elections on Friday 17th March. We will be doing the same for the Local Government Elections

CHIEF EXECUTIVE'S DEPARTMENT

April 2016 - March 2017

Action and KPI Progress Report

Comhairle nan Eilean Siar

Action and KPI Progress Report - CHIEF EXECUTIVE'S DEPARTMENT - April 2016 - March 2017

OVERALL PERFORMANCE - CHIEF EXECUTIVE'S DEPARTMENT

Actions

On Track 96.6%Monitoring Required 3.4%Off Track 0.0%No Targets Set/ Ongoing 0.0%

Total: 100.0%

59 Actions reported on

57

2

Actions with no target set / ongoing

0

0

Actions with at least 100% of target

Actions greater than 79 and less than 100% of target

Actions with less or equal to 79% of target

KPIs

On Track 77.6%Monitoring Required 10.2%Off Track 12.2%Annual 0.0%

Total: 100.0%

KPIs off track

KPIs reported on

KPIs monitoring required

KPIs on track 38

5

6

49

Annual KPIs 0

Page 2 of 41


Chief Executive's Office

Business Unit Overall Performance - Chief Executive's Office

Actions

On Track 80.0%Monitoring Required 20.0%Off Track 0.0%No Targets Set / Ongoing 0.0%

Total: 100.0%


Actions reported on 5

4

1

0

0




KPIs


Total: 100.0%

KPIs reported on


KPIs on track

KPIs off track

8

2

1

11

0 Annual KPIs

Page 3 of 41


Comments - Chief Executive's Office

Quarter 4 Progress Comment:

Communications

The Communications Services continues to implement the Communications strategy and provide advice to Members and Officers on Communications matters including relating to Our Islands

Our Future and the resettlement of the Syrian families as well as political and service issues. 68 press releases were issued during quarter four totalling 212 for the year.

The Comhairle continues to regularly tweet bilingually and regularly issues bilingual press releases. The Service carries out translation work for other Comhairle departments as well as having

a dedicated section for Gaelic in the newsletter. All signage as part of the new Lews Castle Museum are in bilingual format in line with the Comhairle’s Gaelic language policy. We ran a

bilingual feed on Facebook and Twitter at the Crofting Commission elections on Friday 17th March. We will be doing the same for the Local Government Elections in May and the General

Election in June.

We also participated in Gaelic Twitter Day on Thursday 20th April, issuing over 50 tweets in Gaelic and engaging with many of our 5010 Twitter followers

The relatively new Comhairle Facebook page now has 1,713 “likes”

Nigel Scott, Communications Officer, 27 April 2017

Sgioba na Gàidhlig

The Comhairle’s Gaelic Language Plan 2013-17, is now nearing completion and a review report was submitted to Comataidh Buileachaidh Plana Cànan in February, indicating that the plan

was at a 92% stage implementation. There are some elements of the plan which have not been completed and would require additional resources not currently available but these still remain

an aspiration of the Comhairle, e.g a fully bilingual web-site.

The next iteration of the Language Plan will be due September 2017 and Sgioba na Gàidhlig has commenced discussions with departments in preparation for submission of the new plan. It

should be stressed that departments will need to take ownership of their elements of the plan and set realistic and achievable targets within the new plan. The Scottish Government through

the National Gaelic Language Plan has indicated that it wishes to see more ambitious aims. Sgioba na Gàidhlig will arrange to meet with all heads of departments to discuss how each

department’s aims will support the Comhairle’s aspirations for Gaelic development. Over the next 6 months Sgioba na Gàidhlig will work with departments to prepare for the next 5-year

iteration of the plan which requires to be submitted to Bord na Gàidhlig by December 2017. A draft plan will be submitted to Comataidh Buileachaidh Plana Canan in September 2017.

The next round of applications for Bòrd na Gàidhlig funding was submitted in April 2017 and Sgioba na Gàidhlig will encourage departments to consider bids which will fit into the funding

criteria for the GLAIF funding. Nine applications were submitted and the outcome will be known by June 2017.

The Royal National Mod 2016 was successfully delivered in October 2016. A detailed report, including the economic impact report was submitted to the February series of meetings.

Proposals for bidding for a future Mod are under discussion with Comunn Gàidhealach Leòdhais.

Doileag NicLeòid, Oifigear Poileasaidh Gàidhlig, 26 April 2017

Project Management

The Project Management function has been involved in a range of projects across a number of service areas, including: Sgoil Uibhist a Tuath; Castlebay School; St Brendan’s Health and

Social Care Project (Barra); Ardseileach Core and Cluster Project; Callanish Visitors Centre Redevelopment Project; Parks for People and the Lewis Residential Care Review Project. Some of

these projects are now substantially complete and others remain at feasibility stage. Each requires varying levels of support and Chief Executive Department involvement.

Dan Macphail, Senior Projects Manager, 19 April 2017

Page 4 of 41


Action Progress - Chief Executive's Office

6.1.8.Continue to support Gaelic language and cultural development.Strategic

Objective:Service Profile

Sgioba na Gàidhlig

ACTION RESPONSIBILITY PERFORMANCETARGET% COMP.END DATESTART DATEACTION STATUS

6.1.8.1.CS: Implement the Comhairle's Gaelic

Language Plan 2013-2017.

In Progress 01/04/2013 31/03/2017 92% 100%Doileag NicLeòid - Oifigear

Poileasaidh Gàidhlig

ACTION PROGRESS COMMENTS

Bòrd na Gàidhlig approved the Comhairle's Gaelic Language Plan 2013-2017 at its meeting on 18 June 2013. All Comhairle Departments have now submitted their review of

implementation to Comataidh Buileachaidh Plana Canan. This iteration of the plan will conclude on 2 September 2017. Over the next 12 months Sgioba na Gaidhlig will work with

departments to prepare for the next 5-year iteration of the plan which requires to be submitted to Bord na Gaidhlig by summer 2017. The Comhairle has already been informed that the

Scottish Government are looking for more high level aspirations for the next plan. To implement some elements of the plan would require additional resources which are not currently

available but still remain an aspiration of the Comhairle, e.g a fully bilingual web-site.

Service Profile

Sgioba na Gàidhlig


6.1.8.2.Organise the Comhairle's input into the

2016 Royal National Mòd.

Completed 01/04/2015 30/11/2016 100% 100%Doileag NicLeòid - Oifigear

Poileasaidh Gàidhlig


The pattern of meetings between the Comhairle and An Comunn Gaidhealach is now established. Discussions are ongoing with FES for access and use of The Nicolson Institute and also

with the BBC in relation to the principal venue for the major competitions.

7.1.1.Deliver Best Value services to meet the needs of the community.Strategic


Communications


7.1.1.26.Development of Gaelic within

Comhairle communications.

Completed 01/04/2013 31/03/2018 100% 100%Nigel Scott - Communications Officer


We continue to increase the usage of Gaelic in communications by issuing more bilingual press releases, increasing the number of Gaelic tweets on the Comhairle’s corporate twitter and

Facebook pages, carrying out translation work for other Comhairle departments as well as having a dedicated section for Gaelic in the newsletter. All signage as part of the new Lews Castle

Museum are in bilingual format in line with the Comhairle’s Gaelic language policy.

Service Profile

Communications


Page 5 of 41


7 . 1 . 1 . 2 7 . I m p l e m e n t t h e C o m h a i r l e ' s

Communications Strategy 2012 - 2017.

Completed 01/04/2013 31/03/2017 100% 100%Nigel Scott - Communications Officer


Work ongoing. The Comhairle's Communications Strategy 2012 - 2017 was communicated to staff through the staff newsletter, E-Ceangal, which the Communications section produces -

the last issue was published in Dec 2016. The strategy is introduced to new employees through the Corporate Induction Programme. During the period April 2016 – April 2017, 149 press

releases were issued.

7.1.5.Work with partners to provide shared and integrated services.Strategic


Project Management advice to service

DepartmentsACTION RESPONSIBILITY PERFORMANCETARGET% COMP.END DATESTART DATEACTION STATUS

7.1.5.2.Provide the necessary support and

advice to enable all client departments /

stakeholder groups to progress their project to

the next key stage.

Not Started 01/04/2014 31/03/2018 100% 100%Dan MacPhail - Senior Projects

Manager


The Project Management function has been involved in a range of projects across a number of service areas, including: Sgoil Uibhist a Tuath; Castlebay School; St Brendan’s Health and

Social Care Project (Barra); Ardseileach Core and Cluster Project; Callanish Visitors Centre Redevelopment Project; Parks for People and the Lewis Residential Care Review Project. Some

of these projects are now substantially complete and others remain at feasibility stage. Each requires varying levels of support and Chief Executive Department involvement. A summary of

each project and their current status is provided as follows:

Project Progress Update:

Sgoil Uibhist a Tuath – Phase 1 has been successfully completed and the new facility was occupied w/c 15 August 2015 by staff and pupils in accordance with the programme. The second

phase, comprising demolition of the former Paible school and all remaining external works is also now complete. The project management service provides post occupancy support to the

client department and, on their behalf, liaises with the Director of Technical Services in seeking to agree and close out the final account and any other contractual (construction) matters.

St Brendan’s Health and Social Care Facility – On an operational level, the project is being managed by NHS WI with input from the project management service as required. A revised

Outline Business Case (OBC) has been prepared and the project remains under consideration by the Scottish Government. The Design Team will not be reengaged until further strategic

direction is provided.

The Ardseileach Core and Cluster Project – Support was provided to the client department in order they fulfil their client obligations as part of the contract. The construction project is now

complete and a small level of post completion support is being provided as the client department requires.

Callanish Centre Redevelopment - Project Management advice and support has been provided to Urras nan Tursachan (UnT) over the period and design feasibility has progressed well.

UnT continue to work on funding applications and finalising the business case. The project scope and budget has increased and additional funding has been secured and/or is being sought

by UnT.

Lewis Residential Care – The project manager chairs the Project Delivery Sub Group, is a member of the Project Team and Senior Officers Group as required. Current activity has mainly

comprised the procurement of a Design Team to undertake the Masterplan/Options Appraisal exercise for the Stornoway area.

Castlebay School – Draft Schedules of Accommodation (for both Primary and Secondary Departments) have been issued to Senior Management for input prior to wider circulation to project

stakeholders. Discussions with Scottish Futures Trust with regards to funding are ongoing.

Page 6 of 41


Parks for People – additional resource and advice is being provided to the Project Team as the projects moves towards detailed design stage and submission of statutory consents.

Other Services – general advice and assistance is provided across departments on an ad-hoc and sometimes informal basis. For example, assistance is often provided to Technical

Services and Education and Children’s Services on historical matters relating to the Western Isles Schools Project, or general procurement/project management advice to other

departments.

Page 7 of 41


Scorecard - Chief Executive's Office

2016/17 SBP PIs - Chief Executive's Office Unit Target Actual Indicator Comments

CE001: (LO7) Percentage of positive uptakes of press releases

(Local Media)

% 80.00 90.32 During the period 01.04.16 - 31.03.17 there were 196 positive

uptakes out of 217 of press releases issued.

CE026: (LO7) Percentage of client departments satisfied with the

Project Management Advice Service.

% 100.00 100.00 Project Management services, at various levels, have been

provided to Social & Community Services (Ardseileach Core &

Cluster development, St Brendan’s and Lewis Residential

Care project); Development Services (More Homes Scotland);

Economic Development (Parks for People) and; Education &

Children’s Services (Sgoil Uibhist a Tuath and Castlebay

School), and all departments have confirmed that they are

satisfied with the level and type of service being provided.

CE028: (LO6) Number of Organisations receiving financial

assistance from the Sgioba na Gàidhlig Small Grants Budget

# 8.00 21.00 In 2016/17 the following groups received a grant under the

Small Gaelic Grants Budget:

Cuach na Cloinne

Mod Ionadail Leodhais 2016

Lucky2bhere

An Lanntair - Gaelic Translation

Maggie Smith - Teaching Gaelic with confidence

Sgoil nan Loch Never such innocence competition

Urachadh Uibhist

Feis Cheilteach Innse Gall

Feis Litreachas Innse Gall

Cabraich Community Arts

Pairc Trust

Orain na Cloinne Bige 2

Latha Gaidhlig 2016

Oraid Aonghas "Ease"

Comhlan Pioba Sgoil MhicNeacail

Ceolas

Rural Nations Scotland - song commission

Stornoway Amenity Trust

Breasclete Community Association

Comunn na Gaidhlig

Western Isles Island Games Association

Page 8 of 41



CE029: (LO6) Number of staff completing the Comhairle's Gaelic

course

# 50.00 36.00 36 CnES staff up to March 2017. Across the whole of the

Western Isles there are 115 altogether registered on the

course. The composition of the Ulpan classes was originally

well received, however in the last 2 years it has seen a

considerable drop in the number of participants completing the

course. Explanations vary, but mostly work pressures and

time commitments mean that it is not always easy to attend all

lessons, which can result in participants dropping out of

classes as they are unable to catch up with the work.

Discussions are now ongoing with colleagues in E-sgoil and

the Multi-media Unit to investigate the possibility of devising an

inter-active online course for use by CnES staff.

CE030: (LO6) Number of Reports to Committee re progress on

implementing Gaelic Language Plan.

# 4.00 8.00 All Comhairle Departments have now submitted their review of

implementation to Comataidh Buileachaidh Plana Canan, the

Chief Executive's department and Education and Children's

Services both submitted 2 reports in 16/17 on the

implementation of the language plan

CE031: (LO6) Number of significant cultural events supported

per annum throughout the Outer Hebrides

# 4.00 6.00 Modan Ionadail

Hebridean Celtic Festival

Ceolas

Feisean nan Gaidheal

The Royal National Mod

Faclan

CE032: (LO6) Level of funding secured from Bòrd na Gàidhlig. £ 260,800.00 340,924.00 Cumulatively, £1,026,331 was secured from Bòrd na Gàidhlig

GLAIF during the period April 2011 to March 2017. In 2016/17,

£340,924 was secured from Bòrd na Gàidhlig GLAIF for the

following seven projects:

Project 1: Gaelic Immersion for Teachers (GIFT) - £132,000

Project 2: Iomairtean Gàidhlig - £112,174

Project 3: Gaelic Ùlpan classes - £40,000

Project 4: Sgeama Greis Gnìomhachais nan Oileanach -

£8,750

Project 5: Òrainn na Cloinne Bige - £4,000

Project 6: Fòram Ealain Gàidhlig nan Eilean Siar (WIGAF) -

£40,000

Project 7: Faclan Òg - £4,000

These seven projects contribute directly to the fulfilment of the

three, core strategic objectives of the Comhairle’s Gaelic

Language Plan 2013-17, namely:

- to strengthen Gaelic as a language in the family;

- to strengthen Gaelic as a language in the community; and

- to increase the number of Gaelic speakers in the Western

Isles.

Page 9 of 41



CE067: (LO7) Chief Executive's Office (inc. Directorate) -

Percentage of Annual performance appraisals completed.

% 100.00 92.31 To embed continuous improvement further into the

Performance Appraisal (PA) process, the 2016/17 PA

completion dates will be used as the 2017/18 targets.

CE070: (LO7) Devolved Services (Uist & Barra) - Percentage of

Annual performance appraisals completed.




CE071: (LO7) Chief Executive's Department - Percentage of


% 100.00 98.63 The Comhairle have monitored the corporate performance

appraisal completion rates quarterly since 2010. From

2016/17, to embed continuous improvement further into the

Performance Appraisal (PA) process, PA rates are included in

each Department’s Service Business Plans and reported on at

each committee series and made available to the public on the

Comhairle’s website at the end of each quarter and at the end

of the year. From 2017/18, the previous year’s actual PA

completion dates will be used as the current year’s targets.

CE074: (LO7) Chief Executive’s Department - Percentage of exit

interviews completed, or offered but declined.

% 100.00 100.00 During the period 01.04.16 - 31.03.17, no leavers recorded in

Q1, Q3 or Q4 but one in Q2, for which an exit interview was

undertaken.

Page 10 of 41


Executive Office

Business Unit Overall Performance - Executive Office

Actions


Total: 100.0%



32

0

0

0




KPIs


Total: 100.0%

KPIs reported on


KPIs on track

KPIs off track

18

2

0

20

0 Annual KPIs

Page 11 of 41


Comments - Executive Office


Executive Office

OIOF

The focus of OIOF has been on the development of a “Deal for the Islands” and the Islands Bill. The Deal would be with both Scottish and UK governments and have two strands: Enhancing

Local Democracy and Achieving our Islands’ Full Economic Potential. The latter strand will focus on the two themes of innovation and connectivity. The Comhairle agreed the themes of the

Deal at its meeting on 14 December 2016. Engagement at officer level with both Scottish and UK Governments took place on 26 January 2017. There was an initial political meeting with

Scottish Government on 2 March 2017. Political engagement with UK Government had been scheduled around the provisional date for the Annual Summit of 22 June 2017. Due to the UK

General Election it is currently not possible to confirm this date.

Work also continues in relation to the potential for an administrative pilot of management and control of Crown Estate assets at islands area level. The Comhairle responded to Scottish

Government’s consultation on the Long Term Future of the Crown Estate in Scotland on 27 March 2017. Following a meeting of councillors with the Cabinet Secretary for Energy, Environment

and Climate Change an officers meeting was held on 31 March 2017.

The third meeting of the Strategic Islands Group which now includes all councils with islands took place in Edinburgh on 30 March 2017. As well as the Islands Bill the Group discussed

Scottish Government’s proposals in relation to social security and the implications of Brexit for Scottish islands. Work to influence the Islands Bill will continue to be a major focus in the period

to June 2017 when the Bill is scheduled to be laid before the Scottish Parliament. Officers are in close contact with the Bill team.

ESF

Employability

Milestones have been agreed, the application has been approved on EUMIS and the letter of offer generated by EUMIS has been signed. The Comhairle will be in a position to make its first

ESF claim on this programme within the next two months if not sooner.

National Third Sector Fund

The Comhairle approved £9,500 in support of the Third Sector Hebrides bids to the National Third Sector Fund, from its Match Fund, subject to these bids being successful and all other match

funding being confirmed in writing to the Comhairle.

Poverty and Social Inclusion

The Western Isles Poverty and Social Inclusion SI bid has been approved at Strategic Intervention and Operations level. Milestones have yet to be agreed with Scottish Government and the

application is not fully online on EUMIS as yet. Two aspects of the programme were progressed via Challenge Fund – financial inclusion and fuel poverty - with bids being invited to the Fund

before the 22 April 2017. One bid was received from Tighean Innse Gall for the fuel poverty strand. The childcare strand of the programme will be delivered by the Comhairle and a project

plan is in place to progress this work.

ERDF

Business Gateway Local Growth Accelerator Programme (Operations)

The Business Gateway Local Growth Accelerator Programme (Operations) has been approved, ERDF in the sum of £112,500 and the programme has now started. As at 31 March 2017, one

application had been approved for c.£7,000. The application needs to be input on EUMIS.

Low Carbon Travel and Transport Challenge Fund

Page 12 of 41


The Comhairle approved £30,000 from its Match Fund in support of Community Energy Scotland’s bid to the Low Carbon Travel and Transport Challenge Fund, subject to that bid being

successful and all other match funding being confirmed in writing to the Comhairle.

Brexit

Following the Treasury’s statement in October 2016 and the triggering of Article 50 in March 2017, it would now appear that Lead Partners have until March 2019 to commit EU

programmes/funds. This should be sufficient time to commit most if not all of the Structural Funds and Rural Development Programmes although the onus will be on Lead Partners such as

local authorities. Match funding could be an issue in terms of releasing second tranches of ESF/ERDF funding and it remains to be seen whether there will be any revisions to the programmes

to facilitate quicker uptake and spend e.g., higher intervention rates. Actual expenditure of funding that is committed by March 2019 can extend to 2020/21, perhaps longer depending on the

outcome of the current review of the programme.

Transnational – Erasmus

Western Isles partners hosted a successful transnational study visit by French and Irish partners to Lewis and Harris from 22 - 29 October 2016. Partners had the opportunity to meet the key

Gaelic agencies at the Gaelic hub and the Department of Education and Children’s Services delivered a presentation on e-Sgoil, among other business throughout the week. A further

transnational visit took place in Bordeaux in February 2017 which was attended by Sgoil an Taobh Siar teachers, Comunn na Gàidhlig and the Comhairle. Sgoil an Taobh Siar staff and pupils

enjoyed a study visit to the College of Samatan in the Gers region in France from 1- 7 April 2017 (21 students and 6 adults). There may be a further ‘end of project’ seminar in Castelnaudary

(Aude) in France on 8 July and the Western Isles’ ‘end of project dissemination event’ is likely to be before September 2017 which is the project end date.

EDIC

Formal approval of the EDIC Action Plan and Grant Request for 2017 (20,500€) towards hosting EDIC Outer Hebrides has been received from the European Commission in December 2016.

A pre financing payment to the Comhairle constituting 70% of the 2017 grant will take place once the Specific Agreement regarding Actions for 2017 has been signed by both parties. The next

call for delivery of EDICs will be in June 2017 and it is proposed that a Report be prepared for the next Committee series seeking approval of a bid by the Comhairle to that call, with a view to

the Comhairle’s continuing involvement in an EDIC until such time as that is no longer possible in the context of Brexit.

CPMR

The Comhairle continues to be a member of CPMR and Alexis Chatzimpiros, Adviser Energy-Climate/Islands, Conference of Peripheral Maritime Regions (CPMR) addressed the Comhairle's

Policy and Resources Committee on 5 October 2016. The Leader gave a presentation at the CPMR Islands Commission's Seminar on Islands Transport on 17 October 2016. The Comhairle

can remain a member of CPMR Islands Commission even after Brexit if it chooses to do so and in the meantime, it is business as usual until more information emerges about the detail of the

Brexit negotiations and specifically their impact on Scotland and the Scottish Islands. Alexis Chatzimpiros, Adviser Energy-Climate/Islands, Conference of Peripheral Maritime Regions (CPMR)

has now left his employment with CPMR.

HIEP/Scottish Government

Further to the reorganisation of HIEP, the HIEP Board met with Scotland Europa officers on 9 September 2016. The post of H&Is EU Policy Officer (0.6 FTE), based at Highland Council, has

now been filled. He works for HIEP and reports to the HIEP sub-committee which includes representation from HIE, UHI, Highland Council and the Comhairle’s Corporate Policy Manager

(representing the 3 Islands Councils). The most recent meeting of the sub-committee was in March 2017. HIEP is currently working on a strategy pre and post-Brexit and this is expected to

complement any work being progressed through COHI.

Community Planning

The CPU has been working with partners to consider their response to the Community Empowerment (Scotland) Act. This will be an ongoing piece of work as the CPP restructures and Local

Outcome Improvement Plans (LOIPs) and Locality Plans are developed. The CPP has approved new structures and governance groups are currently being established to ensure the

requirements under the Act are delivered. The CPP has undertaken an extensive community consultation which has seen a very good response rate from the community. The CPP will over the

coming months be considering the results and developing the CPP priorities to be addressed in the LOIP. The CPP will also be working with the communities in the locality areas to develop

Page 13 of 41


Locality Plans.

The resettlement of the Syrian Families on Lewis has been a major piece of successful working for the CPP. The CPU provided support work to the families since August and now continues to

provide policy advice.

Work continues within the Children’s Improvement Collaborative (CIC) on tests of change, with a focus on the key areas for the early years of poverty, healthy weight, transitional points and

speech and language. RAFA (Raising Attainment for All) focus is on literacy and numeracy. EYC has been without a programme manager for some months and the Early Years Manager and

Community Partnership Manager are covering this role as much as possible.

Work in relation to poverty is ongoing with the Welfare Reform Group focusing on the living wage in the coming months with the Poverty Action group (PAG) pursuing the issue of electricity

charges on the island and the outcomes of the two government reports on Fuel Poverty.

The Data Sharing Partnership (DSP) has progressed with the development of LINC which is now available for use by staff within Education and Children's Services. The DSP will be taking

some time to consider the future approach of information sharing particularly in relation to adult’s services.

The Community Justice Partnership (CJP - a sub group of the CPP) has been established which has developed its Needs Assessment and Community Justice Outcomes Improvement Plan for

2017/18, which was submitted to government and published on 31 March 2017. The CJP will now undertake to develop the Action Plan and delivery of the CJOIP.

Corporate Strategy

A Report to the June 2016 series set out proposals for the review of the existing strategy and consideration of priorities for the next Corporate Strategy 2017-22 which will be progressed in

tandem with the region's Local Outcome Improvement Plan. It is anticipated that a framework discussion paper will be in place in readiness for the new council after May 2017. A public

consultation will follow thereafter.

Elections/EU Referendum

The submission of Accounts is required for both the Scottish Parliament (SP) and EU Referendum elections. The Accounts Return for the SP Election has been submitted and the EU Return

was submitted before the deadline date of 23 December 2016. Preparations are now in readiness for the Local Government elections on 4 May 2017 and thereafter, preparations will

commence for the UK Parliamentary Election.

Lesley McDonald, Head of Executive Office, 25 April 2017.

Action Progress - Executive Office

2.1.8.Attract inward investment and maximise external funding.Strategic


Corporate Policy


2.1.8.3.Assess and report on the impact of EU

2020 Funds locally.

Completed 01/04/2015 31/03/2018 100% 100%Angus Murray - Corporate Policy

Manager


In terms of the Structural Funds, funding allocations are as follows:

ESF

Page 14 of 41


Employability -£1,400,000 up to 2020 (£770k ESF up to 2018 - matched by the Comhairle); the programme started in April 2015. Milestones have now been agreed and the application has

been input onto EUMIS. Online approval has been confirmed by Scottish Government and a letter of offer has been generated and signed. It is likely that a first claim for ESF can be

submitted within the next two months. The Challenge Fund aspect of the programme has been launched and the deadline for applications to that Fund was 31 January 2017. One

application was received from Cothrom and that was approved. The Challenge Fund is now operational in Uist and Barra as per the application.

Poverty and Social Inclusion bid (Enhanced Employability) - £240,000 up to 2018 (matched by the Comhairle and others) has been approved at the Strategic Intervention and Operations

stages. Milestones need to be agreed, internally (and externally with external providers of two strands of the programme - financial inclusion and fuel poverty). External delivery will be

through a Challenge Fund approach. This has been advertised and the deadline for bids is 22 April 2017.

Modern Apprenticeships - £77,676 for 2016/17.

EMFF - £528,000 up to 2018.

LEADER - £3,178,000 up to 2020. Projects are ongoing. Approved – 19 Projects; Funding Committed to Projects - £1,232,337.25; Funding Remaining for Projects - £1,121,905.75; and

Spend at end of Dec 2016: £167,314.02.

ERDF

Business Gateway Local Growth Accelerator Programme - £112,500 up to 2018 (matched by the Comhairle). Approved and offer have been accepted. Applications need to be input on

EUMIS.

A key development has been the Treasury statement in October 2016 which effectively gives councils and other agencies until March 2019 (the probable Brexit date) to commit EU funds.

This is a significant extension to original timescales.

Service Profile

Corporate Policy


2.1.8.4.CS: Develop Outer Hebrides EU

Strategy and Plan 2014 – 2020.


Manager


Local Authorities are leading on Employability, Business Gateway and some aspects of Poverty and Social Inclusion. Employability has been in operation since April 2015. Business

Gateway has been approved but has started. The Poverty and Social Inclusion bid has been approved at Strategic Intervention and Operations stages.

Other Strategic Interventions (SIs) are being led by Scottish Government departments and other regional or national agencies such as Highlands and Islands Enterprise and Skills

Development Scotland respectively. The region should be able to benefit from some, although not all, of these SIs. However, progress with the actual implementation of these schemes

has been slow.

The need for a localised strategy has been diminished because (1) the centralised approach to EU funding taken by Scottish Government, (2) the selection of Lead Partners and (3) largely

pre-determined priorities centrally for each Strategic Intervention, with little regional input in some cases (apart from those SIs actually led by local authorities).

Service Profile

Corporate Policy


2.1.8.6.Ensure the Comhairle's effective

participation as a member of the Conference of

Peripheral Maritime Regions (CPMR).


Manager


Page 15 of 41


ACTION PROGRESS COMMENTSThe Comhairle continues to be a member of CPMR and Alexis Chatzimpiros, Adviser Energy-Climate / Islands, Conference of Peripheral Maritime Regions (CPMR) addressed the

Comhairle's Policy and Resources Committee on 5 October 2016. The Leader gave a presentation at the CPMR Islands Commission's Seminar on Islands Transport on 17 October 2016.

The Comhairle can remain a member of CPMR Islands Commission even after Brexit if it chooses to do so. It is business as usual until such time as the UK leaves the EU. Alexis

Chatzimpiros, Adviser Energy-Climate / Islands, Conference of Peripheral Maritime Regions (CPMR) is no longer employed by CPMR.

Service Profile

Corporate Policy


2.1.8.7.Manage, monitor and report progress

on the ERASMUS + transnational programme.


Manager


During the week long programme on Lewis, from Monday 30 May to Saturday 4 June, French staff and pupils spent some time at Sgoil an Taobh Siar to learn how Gaelic Medium Education

is taught and to learn about Gaelic language and culture. In addition to the educational experience, the French staff and pupils got a tour of the West Side, taking in visits to the Arnol

Blackhouse; Shawbost Norse Mill; Dalmore Beach; Gearrannan Blackhouses; and the Callanish Stones. Later in the week, they visited the Nicolson Institute and the School’s French

Department, played some shinty and also made an appearance on BBC Alba. The itinerary culminated in a visit to Ness and Comunn Eachdraidh Nis.

Western Isles partners also hosted a study visit for Irish and French partners, from 22 -29 October 2016, and next year, Western Isles and Irish partners will go to France for a transnational

meeting on 11-14 February 2017 and this was followed by a successful visit by Sgoil an Taobh Siar and Irish pupils to France in April 2017.

Local partners will hold a dissemination event (of the outcomes of the programme) later in 2017

Service Profile

Corporate Policy


2.1.8.8.Participate in, monitor and evaluate

European Policy and Programme development

as it pertains to the Comhairle, at Regional,

Scottish, and EU level.


Manager


The Comhairle's direct involvement extends to the Employability, Poverty and Social Inclusion bid (Enhanced Employability) and Business Gateway programmes, i.e. as Lead Partners.

The Comhairle is also contracted to deliver Modern Apprenticeships.

The region has received an allocation of EMFF in the sum of £528,000 and LEADER - £3,178,000 up to 2020. These programmes are delivered through LAGs and FLAGs.

Other Strategic Interventions (SIs) are being led by Scottish Government departments and other regional or national agencies such as Highlands and Islands Enterprise and Skills

Development Scotland respectively. The region should be able to benefit from some, although not all, of these SIs. Implementation of some of these programmes has now commenced.

Since Brexit, there had been some uncertainty about the 2014-2020 EU programmes, specifically, whether there would be sufficient time to take up all the funding. The Treasury Statement

of October 2016 effectively gives Lead Partners until March 2019 to commit funds which is significantly longer that first thought.

Article 50 was triggered in March 2017.

Service Profile

Corporate Policy


Page 16 of 41


2.1.8.9.Provide support to the Our Islands Our

Future team and campaign.


Manager


Support is provided on an ongoing basis as required, most recently in terms of the potential impact of Brexit and the Health and Social Care Delivery Plan on islands.

Service Profile

Corporate Policy


2.1.8.10.To report the progress of the Europe

Direct Information Centre - Outer Hebrides

(EDIC) on a half yearly basis.

Completed 01/04/2014 31/03/2018 100% 100%Linda Cunningham - Corporate

Policy Officer


Formal approval of the EDIC Action Plan and Grant Request for 2017 (20,500€) towards hosting EDIC Outer Hebrides has been received from the European Commission in December

2016. A pre financing payment to the Comhairle constituting 70% of the 2017 grant will take place once the Specific Agreement regarding Actions for 2017 has been signed by both parties.

4.1.3.Work with partners in the interests of better physical and mental health and wellbeing.Strategic


Democratic Services


4.1.3.26.Provide support to Children's Panel

Area Support Team, including recruitment and

training of Children's Panel Members.

Completed 01/04/2013 31/03/2018 100% 100%Derek MacKay - Democratic

Services Manager


On-going

5.1.6.Strengthen community infrastructure and facilities.Strategic


Democratic Services


5.1.6.3.Undertake Community Ballots on behalf

of Local Community Groups.


Services Manager


On-going. Potential ballot for Bays of Harris Estate in Autumn 2017.

Service Profile

Democratic Services


Page 17 of 41


5.1.6.4.Undertake Elections in line with:

Legislation; Electoral Commission Guidance;

and Election Management Board directions.


Services Manager


SP Election and EU Referendum completed. Accounts Returned for SP Election. EU accounts are nearing completion. Expect to meet target deadlines for both. Crofting election

underway. Preparations for Local Government Election are in hand.



Democratic Services


7.1.1.69.Coordinate the review of Local

Government Wards on behalf of the Comhairle.


Services Manager


Scottish Ministers have announced that there will be no changes to the boundaries.

Service Profile

Members’ Services / Support Unit


7.1.1.70.Maintain and update Members'

Register of Interests and Members' Register of

Expenses to comply with Statutory

requirements.

Completed 01/04/2013 31/03/2018 100% 100%Belle A Scott - Member Services


Members' Register of Interests is updated when an individual's circumstances change. Once informed, the necessary amendments are made and submitted thereafter to the Comhairle's

web support team to update the website, at: http://www.cne-siar.gov.uk/members/.

Service Profile

Licensing


7.1.1.71.Process and determine applications

for licences under the Civic Government

(Scotland) Act 1982, the Gambling Act 2005

and other relevant legislation.

Completed 01/04/2013 31/03/2018 100% 100%Lesley McDonald - Head of

Executive Office


All applications submitted were processed and determined within statutory timescales.

Service Profile



Page 18 of 41


7.1.1.72.Provide a Corporate Travel Facility. Completed 01/04/2013 31/03/2018 100% 100%Belle A Scott - Member Services


Members' Services has provided a corporate travel facility since April 2011. Travel and accommodation guidance can be accessed by staff on the intranet, at:

http://187.187.1.42/bookings/travel/index.asp.

Service Profile



7.1.1.73.Provide secretarial and administrative

support to Elected Members together with

advice on approved duties and expense

reclaims.

Completed 01/04/2013 31/03/2018 100% 100%Belle A Scott - Member Services


Secretarial support is a continuous service for all Elected Members. Members' expenses are dealt with on a monthly basis ensuring that all expenses forms are submitted by the deadline.

Service Profile

Licensing


7.1.1.74.Provide support, as required, to the

Western Isles Licensing Board in relation to the

Licensing (Scotland) Act 2005.


Executive Office


All applications submitted were processed and determined within statutory timescales.

7.1.2.Engage regularly with the community to plan and prioritise the delivery of Comhairle services.Strategic


Community Partnerships Unit (CPU)


7.1.2.2.Facilitate two way communication

between the Outer Hebrides Community

Planning Partnership (OHCPP) and the

Communities of the Outer Hebrides

Completed 01/04/2013 31/03/2018 100% 100%Gayle Findlay - Community

Partnership Manager


During April the OHCPP met with Harris Youth Council 6 young people and members of the community in attendance at OHCPP 3 community members.

During June the OHCPP met with Lewis Youth Council 6 young people

In September the OHCPP met with various community groups in Uist, including 6 young people in the youth council, Storas Uibhist (3 board members and 1 staff member) and the Uist

Woollen Mill (2 staff members) and with 17 community members

In November the CPP hosted a population seminar. two young people attended on behalf of young people in Harris. In addition several community organisations attended

During February and March the CPP undertook a large piece of community engagement work using the place standard tool. this was accessible via the internet and additional focus groups

Page 19 of 41


were held. Over a 1000 responses were received from all the island areas. the survey closed on 31 March

Service Profile

Corporate Policy


7.1.2.3.Manage, monitor and develop e-Sgìre in

the interests of better community engagement.


Manager


This is an ongoing process although there needs to be a conscious effort to improve or increase greater two way interaction with community groups and the wider public. Community

information, Community Council Minutes and Comhairle consultations and performance information continue to be input on the web site.

Service Profile

Corporate Policy


7.1.2.4.Respond to consultations in the areas

of Corporate and EU Policy and Programmes,

as these arise.


Manager


The most recent consultation response submitted by the Comhairle in June 2016 was in relation to the Scottish Fire and Rescue Framework. The Scottish Fire and Rescue Service Draft

Strategic Plan 2016-19 was also responded to.

On the EU front, the most momentous event has been the EU Referendum and the Brexit decision. The service continues to provide briefings on these matters at HIEP, CoSLA and COHI.

A response to a consultation on gender pay gaps was submitted in March 2017.

7.1.3.Have in place a programme of continuous improvement.Strategic




7.1.3.53.CIP: Develop a Performance

Management Framework to support the Outer

Hebrides Community Planning Partnership

(OHCPP).


Partnership Manager


The OHCPP Outcome Groups meet regularly and monitor progress against the SOA action plans. In September the OHCPP and Comhairle committees received a report on the Outcome

Group Action plans detailing progress made in delivering the SOA outcomes at an action level

In November the CPP and the Comhairle committee received the Annual SOA monitoring report

Service Profile

Legal Services


7.1.3.54.Ensure compliance with the Public

Records (Scotland) Act 2011 and guidance


Executive Office

Page 20 of 41


issued by the Keeper of the Registers of

Scotland.


A Report, along with business classification scheme and retention/destruction schedule (elements 4-6 of RMP) for Development and Chief Executive’s Departments, was submitted to

December 2016 Policy and Resources Committee. Programme agreed for preparation of (1) such scheme and schedule for remaining departments by June 2017; (2) draft archiving and

transfer arrangements; information security processes; data protection statement; business continuity and vital records plan; and audit trail mechanisms (elements 7-11 of RMP) for Chief

Executive’s and Development Departments by 30 September 2017 with a view to rolling out to remaining departments directly thereafter. Submission of our RMP is now on Keeper’s

timetable with a due date of 30 November 2017; accordingly, elements 12-14 of Plan, being competency framework for records management staff, assessment & review and shared

information, will require to be addressed for Policy and Resources Committee in October 2017.

Service Profile

Democratic Services


7.1.3.55.Implement a programme of review for

the Constitutional Documents.


Services Manager


Done.

Service Profile

Democratic Services


7.1.3.56.Provide advice and guidance to

Elected Members in relation to governance and

democratic processes and application of

constitutional documents.


Services Manager


On-going

Service Profile

Democratic Services


7.1.3.57.Roll out the number of Committee

agendas and minutes on the website.


Services Manager


On target. Committee agendas and minutes are available to the public on the Comhairle's website within the Committee section, at: http://www.cne-siar.gov.uk/committees/index.asp.

Service Profile

Corporate Policy


7.1.3.58.To continue to provide support to the

Continuous Improvement Sub-Committee.


Executive Office

Page 21 of 41



The latest meeting took place 1st February 2017 with outputs report to Policy and Resources 8th March 2017.

Service Profile

Corporate Policy


7.1.3.61.To monitor, review and report on the

Comhairle's Corporate Strategy 2012-17.


Manager


A progress report on the Comhairle’s Corporate Strategy 2012-17, up to the mid-term in September 2015, was circulated to Members. An end of term progress report will be provided at the

appropriate time.

Service Profile

Legal Services


7.1.3.62.Update of Contract Regulations and

Standard Terms and Conditions


Executive Office


Revised and updated Regulations submitted to and approved by Comhairle on 14 December 2016.

Service Profile

Corporate Policy


7.1.3.189.CIAP: Implement the Reporting

Conce rns a t Work I n te r n a l A u d i t

recommendations


Executive Office


As per the Internal Audit Follow Up Review 24th October 2016 Ref: FU14-16/17, out of the five follow up recommendations made in the original follow up report, all five appear to have been

fully implemented.

7.1.4.Report regularly and publicly the performance of services.Strategic


Democratic Services


7.1.4.3.Ensure the Agendas, Minutes and

Reports on the Comhairle's web site are up to

date and progress electronic agendas to

agreed Information Security, Freedom of

Information Act and internal standards.


Services Manager


Page 22 of 41


ACTION PROGRESS COMMENTSOn-going





7.1.5.4.Co-ordinate the Outer Hebrides

Community Planning Partnership (OHCPP).


Partnership Manager


The OHCPP oversee the delivery of a range of work, including the Outcome Groups, Executive Group and the CPP Board.

The CPP have been working with the Improvement Service to develop their response to the Community Empowerment Act part 2. This is a detailed and lengthy piece of work that will

require consideration about the future of the CPP priorities and structures. Governance Groups have been established and the community engagement using the Place Standard Tool has

been undertaken, with analysis taking place. Once the CPP decides on the LOIP priorities - groups will be established to take forward planning. The CPP will be working the Localities to

develop 2 locality plans.

The CPU continues to have significant involvement in the resettlement of the Syrian Families on Lewis, which has been a major piece of successful partnership working in the last few

months. The CPU have being providing support work to the families since August. Work is currently underway to plan for the resettlement of a further 4 families. Work with the EYC

continues, without the Programme Manager role in place the CPP manager and the EY Manager have taken a more hands on role in supporting tests of change and workstream groups.

The establishment of the Community Justice partnership is progressing with the transitional plan submitted. The partnership are currently considering what the focus for the coming action

plans are going to be as the government formalises required reporting and outcomes.

Work in relation to poverty is on-going with the Welfare reform group taking a focus on a living wage in the coming months and PAG pursuing the electricity charges on the island and

supporting the most vulnerable to switch providers.

The Data Sharing Partnership has progressed with the development of LINC, which is now available for use by staff within in Children's services and Education. There is to be a programme

of training for staff. there is currently work on-going with Carefirst in relation to technical developments for adults services.

The Autism Coordinator has developed a resource for the community that provides a hub of information for families who are affected by autism.

Service Profile



7.1.5.6.Facilitate Partnership Working on new

Outer Hebrides Community Planning

Partnership (OHCPP) Initiatives


Partnership Manager


The delivery of the Syrian Refugee Resettlement programme has been a significant piece of successful partnership working over the last few months.

The OHCPP has been working with the Improvement Service to develop its response to the Community Empowerment. The partnership are working to identify revised priorities and locality

planning. Use of the Place Standard survey has been an innovative piece of work for the CPP with a good response from the community.

Service Profile

Democratic Services


7.1.5.8.Provide support to the Highlands and

Islands Transport Partnership (HITRANS) in

relation to their Governance and Decision

Making arrangements.


Services Manager

Page 23 of 41



On-going.

Page 24 of 41


Scorecard - Executive Office

2016/17 SBP PIs - Executive Office Unit Target Actual Indicator Comments

CE009: (LO7) Number of Community Planning Partnership

meetings held (Jan-Dec)

# 5.00 5.00 The target is last year's actual for year on year comparison.

During 2016 (Jan-Dec), the Community Planning Partnership

held three meetings, as follows:

Meeting of OHCPP Board 3 February 2016 in Stornoway

Meeting of OHCPP Board 20 April 2016 in Harris

Meeting of OHCPP Board 1 June 2016 in Stornoway

Meeting of OHCPP Board 14 September 2016 in Uist

Meeting of OHCPP Board 22 November 2016 in Stornoway

CE018: (LO7) Level of funding secured by Outer Hebrides

Community Planning Partnership (OHCPP) through successful

applications to funding streams (trend analysis PI - no targets

set).

£ 0.00 0.00 The target is the same as the previous year's actual for year

on year comparison. Cumulatively, the OHCPP secured

£315,715 during the period April 2012 - March 2016.

The year on year comparison is, as follows:

2012/13 - £141,440;

2013/14 - £ 42,000;

2014/15 - £ 64,000;

2015/16 - £ 68,275.

CE019: (LO7) Public engagement with community planning

engagement events (number of people)

# 20.00 1,260.00 During the period 01/04/16 – 31/03/17, 1,260 15 members of

the public engaged with community planning events, as

follows:

April 9: Meeting with Harris Youth Council 6 young people and

members of the community in attendance at OHCPP 3

community members;

June 6: the OHCPP met with Lewis Youth Council 6 young

people;

September 26: the OHCPP met with Storas Uibhst (3), Youth

Council (6), and Community members (17);

November 7: the CPP Hosted a Population Seminar there was

2 young people in attendance, plus 5 community

organisations; and in

February / March 1,212: the CPP undertook a large community

engagement event using the Place Standard tool, there was

1,174 responses, plus seven focus groups (38 people).

Page 25 of 41



CE003: (LO2) Total amount of European funding approved (all

EU Programmes) for which application has been made by the

Comhairle.

£ 0.00 4,643,063.00 During the period 01/04/16 - 30/09/16, £4,643,063.00 of

European funding was approved, as follows:

EMFF - £528,000 approved up to 2018;

LEADER - £3,178,000 approved up to 2020;

Business Gateway Local Growth Accelerator Programme -

ERDF approved £112,500 up to 2018;

Employability -£770,000 approved up to 2018;

EDIC - £15,725 for 2016 and 2017; and

£38,838 of the £77,676 Modern Apprenticeships funding was

ESF.

CE033: (LO7) Percentage of Minutes delivered within 10 working

days of the meeting.

% 90.00 96.00 During the period 01.04.16 – 31.03.16, all Minutes were

delivered within 10 working days of the meeting, except in

June 2016 (94%), November (92%), December (89%) and

March 2017 (77%).

CE034: (LO7) Debt Recovery – Percentage of letters issued

within 10 working days, the SLA timescale with Finance and

Corporate Resources.

% 95.00 100.00 During the period 01.04.16 - 31.03.17, all 433 Debt Recovery

letters were issued within 10 working days, the SLA timescale

with Finance and Corporate Resources.

CE020: (LO7) Percentage of Data Protection - Subject Access

Requests (SARs) responded to within 40 calendar days of

request (statutory timescale).

% 80.00 100.00 During the period 01.04.16 – 31.03.17, 19 SARs were

responded to, all within the statutory timescale.

CE035: (LO7) Disposal of Surplus Assets: Percentage of sale

transactions completed within nine months of instruction

% 75.00 71.43 Two transactions outwith target timescale for the period

01.04.16 - 31.03.17, one of which was a complex transaction

involving disburdening of historic encumbrances,

contaminated land, and negotiations re handover of private

service infrastructure.

CE027: (LO7) Procurement – Percentage of contracts awards or

standstill letters issued within 5 working days of receipt of

finalised tender report.

% 95.00 97.83 During the period 01.04.16 – 31.03.17, 45 out of 46 contracts

awarded or standstill letters issued within 5 working days of

receipt of finalised tender report.

CE021: (LO7) Percentage of Freedom of Information (FOI)

requests responded to in the period within 20 working days of

request (statutory timescale).

% 80.00 95.10 During the period 01.04.16 - 31.03.17 950 of the 999 FOIs

responded to were within the statutory timescale.

CE036: (LO7) Business Gateway – Percentage of 'Offers of

loans' issued within 10 working days of instructions

% 95.00 100.00 During the period 01.04.16 – 31.03.17, all 11 loan instructions

issued were within 10 working days of instructions.

CE004: (LO7) Percentage of taxi/private hire licences issued

within statutory time limits (6 months)

% 100.00 100.00 During the period 01.04.16 - 31.03.17, 85 taxi/private hire

licences were issued. 100% within the 6 month timescale.

(Q1: 26, Q2: 18, Q3: 21, Q4: 20).

CE005: (LO7) Percentage of public entertainment licences

issued within statutory time limits (6 months)

% 100.00 100.00 During the period 01.04.16 - 31.03.17, 30 public entertainment

licences were issued, 100% within the statutory timescale (Q1:

7, Q2: 9, Q3: 10, Q4: 4).

Page 26 of 41



CE037: (LO7) Corporate Travel Record: Number of Flight

bookings

# 2,053.00 1,872.00 During the period 01.04.16 – 31.03.17, the number of Flight

bookings per Department is as follows:

Target / Actual – Department

249 / 196 – Chief Executive's Department;

288 / 273 – Development Department;

758 / 812 – Education and Children's Services;

112 / 92 – Finance and Corporate Resources;

286 / 249 – Social and Community Services;

166 / 125 – Technical Services; and

194 / 125 – Members

The target is the same as the previous year’s actual for year

on year comparison.

CE038: (LO7) Corporate Travel Record: Number of Ferry

bookings

# 1,158.00 1,167.00 During the period 01.04.16 – 31.03.17, the number of Ferry









66 / 55 – Members


on year comparison.

CE039: (LO7) Corporate Travel Record: Number of Hotel

bookings

# 1,699.00 1,669.00 During the period 01.04.16 – 31.03.17, the number of Hotel









220 / 127 – Members


on year comparison.

Page 27 of 41



CE040: (LO7) Corporate Travel Record: Number of Transport

bookings (excl: Flight, Ferry and Car Hire)

# 140.00 115.00 During the period 01.04.16 – 31.03.17, the number of

bookings (excl: Flight, Ferry and Car Hire) per Department is

as follows:








2 / 5 – Members


on year comparison.

CE041: (LO7) Corporate Travel Record: Number of Car Hire

bookings

# 286.00 283.00 During the period 01.04.16 – 31.03.17, the number of Car Hire









16 / 14 – Members


on year comparison.

CE042: (LO7) Percentage of Community Council Challenge fund

applications processed within 20 working days of application

closing date or any extension thereof.

% 80.00 100.00 Out of the current 26 active Community Councils, 17 submitted

Challenge Fund applications. All 17 applications were

successful and awarded grant funding ranging from £500.00 -

£1,716.00. Acknowledgement of grant award was sent to the

respective community councils within the time limit.

CE068: (LO7) Executive Office - Percentage of Annual

performance appraisals completed.




Page 28 of 41


Human Resources (HR)

Business Unit Overall Performance - Human Resources (HR)

Actions


Total: 100.0%



21

1

0

0




KPIs


Total: 100.0%

KPIs reported on


KPIs on track

KPIs off track

12

1

5

18

0 Annual KPIs

Page 29 of 41


Comments - Human Resources (HR)


The Human Resources Section (HR) has made good progress in 2016/17 with business plan actions completed and development areas met. Human Resources continues to work closely with

the Director of Finance and Corporate Resources to support the development of robust plans to meet business need.

The service has continued to develop the Comhairle’s business planning, performance management, self-assessment and public performance reporting over the past twelve months. Work

with the Continuous Improvement Sub-Committee has further developed the challenge and scrutiny around this work and this is driving improvement work further.

To better understand customer experiences of recruitment, Human Resources developed a recruitment survey which has had a reasonable response rate. Feedback has been positive but

there are still some areas where possible improvement is being explored. Information on the survey and the feedback received will be placed on the Comhairle’s website using the ‘We Asked,

You Said, We Did’ format to aid customer engagement with consultation.

During 2016/17 there has been considerable work undertaken with the Accredited Skills and Training team. This was the first year of the revised Comhairle approved Apprenticeship

Programme and it has been very successful. There were a number of apprenticeships offered in-house which moved beyond the formal apprenticeship programmes to offer apprenticeships

that have qualifications up to Degree level. Much of this work was developed through working closely with colleagues in E-Sgoil. The success of the programme has ensured that this will

continue in 2017/18.

A high level of support is being provided to Services to manage sickness absence. Sickness absence monitoring is well established with data collated and reported quarterly and the inclusion

of sickness absence reasons. Managers are required to provide data on sickness absence in their area and confirm what actions they are taking to manage absence. This has resulted in a

reduction in sickness absence from 2015/16. A programme of health surveillance continues with a focus on high risk areas in the first instance. The Comhairle continues to maintain the Silver

Award for Scotland’s Health at Work.

The Comhairle has zero active Equal Pay Claims. Human Resources has commenced a review of the pay structure to consolidate the living wage. There has been a delay on

recommendations being presented due to national negotiations on pay. All Comhairle employees are paid the Living Wage by way of supplement and Living Wage Accreditation is in the

process of being applied for.

The 3rd Edition of the SJC Job Evaluation Scheme is in the final stages of testing and job evaluation procedures have been reviewed, including the implementation of a new Job Evaluation

Appeals Procedure.

Work was undertaken to revise the Equality and Diversity Mainstreaming Report which sets out the action to be undertaken over the coming years to improve local outcomes for the community

and to reduce inequality. A survey was undertaken to ensure that the proposed actions are meaningful to the local community. The Mainstreaming Report and associated equality statistics

are published on the Comhairle’s website.

The Complaints Handling Procedure is embedded across the Comhairle and performance measures are in place. The new social work Complaints Handling Procedure has been approved by

the Comhairle and the Scottish Public Services Ombudsman (SPSO) in time for its implementation of the 1 April 2017. While the number of complaints remains relatively low, we continue to

work with departments to ensure continued improvement in our processes and in how we learn from complaints.

All Department Health and Safety Committees continue to meet and assist management teams with worker engagement and promoting Health and Safety issues. The number of HSE

reportable accidents was 2.58 per 1000 employees in 2016, which is below the national figures published by the HSE in this category. The revised premises visits target of 30% has been

exceeded with 51% of our estate visited in 2016. In addition the Comhairle Fire Officer also visited a significant number of properties as part of the rolling fire safety management programme.

Staff Health and Safety training numbers have increased from 386 in 2014 to 788 during 2016, a change in the way Corporate H&S training is managed has contributed to this increase.

Emergency Planning have continued to support the principles of Community Resilience in 2016. In partnership with SSEN, several community bodies received funding amounts totalling £50K

and the Community Groups having prepared and submitted Community Emergency Plans. In early August 2016 a major incident occurred at Dalmore on the West Side of Lewis when a

decommissioned 17,500 tonne Oil Drilling Platform, Transocean Winner, broke its tow on route to Malta and grounded. The International incident involving multiple Government and

Commercial bodies was well managed with no real impact on the Environment or the Community. Emergency Planning used the Incident debriefing outcomes/actions to review multi-agency

arrangements and all internal Emergency Planning Doctrine. Emergency Planning have been designated as the single point of contact for the UK Governments CONTEST Strategy, Prepare,

Page 30 of 41


Prevent and Protect strands. This Counter Terrorism and Security activity is increasing on a daily basis and requires to be supported corporately.

The Strategic Risk Register has been reviewed in 2016. The focus in 2016 has been to concentrate on increasing the profile and activity in relation to Operational Risk. The next steps in

increasing Risk Maturity are incorporating risk into Committee Reports and to report on Departmental Operational Risk Registers to respective Service Committees.

Katherine Mackinnon, Head of Human Resources, 4 May 2017

Action Progress - Human Resources (HR)

5.1.3.Provide training and employment and opportunities for young people.Strategic


Organisational Development


5.1.3.3.Manage and develop the Comhairle's

Scottish Qualification Approved (SQA)

Accredited Centre.

Completed 01/04/2015 31/03/2018 100% 100%Joanne Gillies - Accredited Training

Manager


As an SQA approved centre, the Accredited Training section staff are responsible for developing and maintaining policies, ensuring procedures and practice meet SQA standards.

The Centre manages and develops SQA systems and procedures while responding to identified local need for SQA Awards:

• Ensuring consistency of the Centre’s documentation, policy and procedures to meet national standards

• Register of candidates and assessors with awarding body

• Application for certificates

• Liaise with External Verifiers and SQA Regional Manager - Highlands & Islands

Business Development & Customer Support

• Evaluate programme performance and outcomes.

• Continuous Professional Development.

2016- 17

8 Qualification Visit Reports from SQA following External Verifier compliance visits. The Centre met all SQA’s Quality Assurance Criteria (green indicator).

Service Profile



5.1.3.4.Provide employers with support in

delivering vocational training and access to

Scottish Vocational Qualifications (SVQs).

Completed 01/04/2014 31/03/2017 100% 100%Joanne Gillies - Accredited Training

Manager


Employers are supported to deliver Vocational Qualifications. This will ensure the effective and efficient delivery of services in order to provide the necessary support to allow individuals to

move smoothly through the stages of the Scottish Government Strategic Skills Pipeline. CnES has the majority of supported participants across the two programmes.

Modern Apprentices 2016 -17

• SDS MA Contract within a range of occupational sectors = 31

Page 31 of 41


• Modern Apprentices supported = 42

• Number of employers supported (including 2 Self-Employed Harris Tweed) = 18

Employability Fund 2016-17

The Comhairle, as the lead organisation, works with UHI LCC and Cothrom to deliver the Stages 2, 3 and 4 of the Employability Fund.

• SDS EF Contract, (including 15 ring-fenced for UHI LCC) with an additional 6 x Stage 2 starts awarded in Q2 = 55

• Number of Participants supported = 42

• Number of Employers supported = 13

Service Profile



5.1.3.5.Work with Skills Development Scotland

(SDS) to support the development and delivery

of new and embedded training and

accreditation in line with local economic needs.

Completed 01/04/2016 31/03/2018 100% 100%Dolina Smith - Apprenticeship

Manager


20/04/17 - Local Skills Development contract has been met by the accredited training and skills team. In the implementation of the new apprenticeship programme The Comhairle are

supporting 8 Modern Apprenticeship placements in Business Administration, ChildCare and Health and Social Work. Through Skills Development on a national level we are working with

external providers in the delivery and accreditation of IT qualifications and Civil Engineering Qualifications.

Working with departments and the wider community to establish, develop and implement their individual accreditation requirements. A Modern 01/11/16 - Apprentice Accreditation Route

will then be matched to each accreditation route in line with Skills Development Scotland National Programme rules.

Apprentices have been recruited at Level 2 and 3 in Engineering, Social Care, ChildCare, Hospitality, Business Administration, Motor Vehicle, IT and Accountancy. All academic routes

follow the Modern Apprenticeship Accreditation route. All routes meet both the Comhairle and the local communities work force development. Start date 28/11/16.



Human Resource (HR) Support and

RecruitmentACTION RESPONSIBILITY PERFORMANCETARGET% COMP.END DATESTART DATEACTION STATUS

7.1.1.75.Continue to develop and implement a

Human Resources Strategy to reflect the

business needs and financial position of the

Comhairle.

Completed 01/04/2013 31/03/2018 100% 100%Katherine MacKinnon - Head of

Human Resources


Work on five year transformational services plans for the Comhairle is has been completed for 2016/17 with the pilot testing. A further piece of work will be undertaken alongside the

Director of Finance & Corporate Resources in 2017/18 and this action will be carried into the 2017/18 business plan.

7.1.2.Engage regularly with the community to plan and prioritise the delivery of Comhairle services.Strategic


Complaints


Page 32 of 41


7.1.2.6.Manage and monitor complaints. Completed 01/04/2013 31/03/2018 100% 100%Norma Skinner - CE - Organisational

Development Manager


The new Social Work Complaints Handling Procedure was approved by the Comhairle on 8 March 2017 and will be implemented on 1 April 2017. The new procedure brings Social Work

Complaints more in line with the local authority complaints procedure and reduces the complaints landscape. All Departmental Complaint Officers and relevant senior officers have been

informed.

7.1.3.Have in place a programme of continuous improvement.Strategic


Employee, Remuneration and Health


7.1.3.63.Aim to reduce sickness absence levels

and improve the health and wellbeing of

employees.

Completed 01/04/2013 31/03/2018 100% 100%Diane Macdonald - Personnel -

Human Resources Manager


Increased sickness absence monitoring has commenced with a report being presented to CMT on the matter. Managers are requested to provide quarterly feedback on sickness absence.

The first three quarters of 2016/17 have seen a downward trend in sickness absence. Data will be available on Q4 at the beginning of May.

Service Profile



7.1.3.67.CS: Work positively with external audit

and inspection agencies.

Completed 01/04/2015 31/03/2018 100% 100%Norma Skinner - CE - Organisational

Development Manager


The Comhairle's public performance information for 2015/16 is complete and was approved by the Corporate Management Team and the Continuous Improvement Sub-Committee in

February 2017. Short visual versions of the Report infographics have also been prepared to promote information via the big screen at the customer service reception desk in the main

building.

Service Profile



7.1.3.69.Develop the use of management

information and benchmarking data to support

c o n t i n u o u s i m p r o v e m e n t a n d t h e

transformational change agenda.


Development Manager


The Comhairle is using the Public Service Improvement Framework (PSIF) to develop management information and continuous improvement. Three PSIF assessments are complete

(customer services, risk management and employee development) and the 2017/18 programme of work was approved by the Continuous Improvement Sub-Committee in February 2017.

The next phase is to monitor the implementation of the key recommendations arising from the self-assessments.

Service Profile

Page 33 of 41




7.1.3.70.Ensure that business planning and

performance management continue to be

improved and embedded in the Comhairle.


Development Manager


The current business plan is being rolled forward with Department's currently working to update actions, KPIs and timelines. The completed business plans for 2017/18 were approved

alongside the budget report at the February series of meetings.

Service Profile



7.1.3.71.Further support skills development

within the workforce through effective

monitoring of performance appraisal and

training plans.


Development Manager


All the apprentices recruited have commenced their employment and training programme and work is well underway to prepare for 2017/18 apprenticeship recruitment in May 2017.

Performance monitoring of appraisals continues and Q4 data/end of year data will be reported as part of the business plan reporting.

Service Profile



7.1.3.72.Implement and monitor pay and

conditions of service in relation to the Single

Status pay model and Equal Pay.

Completed 01/04/2013 31/03/2018 100% 100%Diane Macdonald - Personnel -



This is an ongoing task.

A revised conditions of service booklet has been drafted and has been published on the Comhairle's Intranet site.

Service Profile

Risk and Emergency Planning


7.1.3.73.Improve continuously Health & Safety

(H&S) performance across the Comhairle.

Completed 01/04/2013 31/03/2018 100% 100%Andy MacDonald - Risk and

Emergency Planning Manager


2015 Accident/incidence rate reduced to lowest rate in 15 years. Safety Committees embedded in Departments.

IJB presents challenges and exposure to risk in relation to Health & Safety arrangements.

IJB have set date for new Safety Committee, 7/11/16 which will work with the IJB Board to progress H&S issues within the Service areas. H&S Advisor will assist with the running of the

Committee in an advisory capacity.

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Revised CNES Audit Standard published. Pilot Audit planned for early 2017.

Service Profile



7.1.3.74.Increase the level of risk maturity

within the Comhairle using a recognised “Risk

matrix” system.




On going development of guidance and procedures for Management, SRMG continuing to embed the process within Departments.

Risk in Committee Report process being reworked to ensure all relevant information is available when key decisions are to be made.

Revised Risk Management Strategy Approved. Staff Training arranged via Zurich for early part of 2017.

Service Profile



7.1.3.75.Monitor implementation of the local

government job evaluation scheme.

In Progress 01/04/2016 31/03/2018 85% 100%Diane Macdonald - Personnel -



The 3rd Edition of the Scheme requires to be tested and implemented. New Job Analysts have been trained and test jobs identified. A new Job Evaluation Appeals Procedure has been

agreed. 13 job evaluations have been completed with approximately 5 outstanding.

Service Profile



7.1.3.157.CIAP: Implement the Best Value

Internal Audit recommendations


Development Manager


As per the Internal Audit Follow Up Review 07th September 2016 Ref: FU25-15/16, out of the four follow up recommendations made in the original follow up report, all four appear to have

been fully implemented.

Service Profile



7.1.3.158.CIAP: Implement the Recruitment

Internal Audit recommendations


Human Resources


As per the Internal Audit Follow Up Review 28th October 2016 Ref: FU11-16/17, two of the eight follow up recommendations made in the original follow up report were outstanding. These

have now been completed as follows:

Page 35 of 41


Action recommended (2.3a): The workforce plan be taken forward with the involvement of all relevant interested parties, including recognised Unions and staff.

- Progress to Date: A draft of the workforce plan template is being completed and once finalised will be used to support the budget strategy.

- Action outstanding: COMPLETED - Succession plans and workforce planning has been integrated into the Transformational Change Plan template and circulated to CMT This forms a key

element of the budget strategy.

Action recommended (2.3b): Each department should also have a succession planning programme in place which addresses skills gaps of staff in order that these could be addressed

where appropriate, allowing future senior postholders to be replaced with the reduction of the risk attached to knowledge and skills loss.

- Progress to Date: Succession planning fits alongside workforce plans and Heads of Service will be required to provide succession plans for their services which will include

apprenticeships.

- Action outstanding: COMPLETED - Succession plans and workforce planning has been integrated into the Transformational Change Plan template and circulated to CMT.

Service Profile



7.1.3.192.CIAP: Implement the Workforce

Planning Internal Audit recommendations


Human Resources


As per the Internal Audit Follow Up Review 22 December 2016 Ref: FU6-16/17, two of the six follow up recommendations made in the original follow up report were outstanding. These

have now been completed as follows:

Action recommended (2.3): The Head of Human Resources reminds all respective Head of Service to communicate with staff who are identified via potential services choices be informed

by their respective Head of Service.

- Progress to Date: Feedback on previous staff reduction exercise has been given. HR Advisors are aware of areas of weakness and will reinforce the responsibilities of Managers regarding

adequate communication. Communication Strategy for budget reductions and impact on staffing is pending. Key date is in December 2016 when the settlement is expected.

- Action outstanding: COMPLETED - Communication Strategy for budget reductions has been integrated in the Transformational Plans. Training for managers will be provided in 2017/18

and this action will be included in Head of HR business plan.

Action recommended (2.4): The Director of Finance and Head of Human Resources consider that in future exercises, the identification of arrangements for residual work streams and

business continuity are identified and reported to Committee with the appropriate workforce plan or service choice.

- Progress to Date: The requirement for Business Continuity Plans and risk management has been reinforced by the Director of F&CR to CMT. Business Continuity Management is one of

the sections in the Transformational Plan template and as such will be reported on and monitored through the C.I Sub Committee. Transformational Plan template to be issued. The

Strategic Workforce Plan is being developed pending the anticipated budget settlement. Template to be issued by 14 November 2016

- Action outstanding: COMPLETED - Transformational Plan template has been issued in March 2017 by the Director of F&CR. The Strategic Workforce Plan is integrated within the

Transformational Plans.

Service Profile



7.1.3.194.CIAP: Implement the outcome of the

first Public Service Improvement Framework

(PSIF) self-assessment: Customer Services.

In Progress 30/03/2016 31/03/2018 40% 40%Fiona Knape - Organisational

Development Officer


The first self-assessment using PSIF addressed the cross cutting theme of ‘customer services’ and concluded with a recommendation to the Continuous Improvement Sub Committee 24

February 2016 to approve that departments use the Scottish Government’s consultation approach of “We Asked, You Said, We Did” to inform the business planning processes and evidence

improvement planning. To ensure corporate improvement, at its meeting on 29 March 2016 the Audit and Scrutiny Committee recommended that the Comhairle agree to adopt this

approach. Approved 30 March 2016.

Page 36 of 41


Although the requirement to submit the “We Asked, You Said, We Did” template in 2015/16 was on an introductory basis only, Directors have agreed to include it in their end of year

submission effective from the 2016/17 business plan year for submission with their annual PI return. A report on the findings will be presented to the Sub Committee 15 November 2017.

Service Profile




second Publ ic Serv ice Improvement

Framework (PSIF) self-assessment: Managing

Financial Resources.

In Progress 05/10/2016 31/03/2018 20% 10%Rebecca Macleod - HR - Finance &

Risk Management Officer


The second self-assessment addressed the cross cutting theme of ‘managing financial resources’ and concluded with a recommendation to the Continuous Improvement Sub Committee 17

August 2016 to approve the development of Interplan’s risk management module to incorporate departmental operational risk registers for improved monitoring and reporting. To ensure

corporate improvement, at its meeting on 26 September 2016 the Audit and Scrutiny Committee agreed to recommend that the Comhairle note this recommendation. Approved 5 October

2016.

The Comhairle's Finance and Risk Management Officer is currently populating Interplan’s risk management module with the departmental operational risk registers, the progress of which

will be reported on to the Sub Committee on 24 May 2017.

Service Profile




third Public Service Improvement Framework

(PSIF) self-assessment: Developing People.

In Progress 07/03/2017 31/03/2018 10% 10%Carmen MacDonald - Organisational

Development Officer


The cross cutting theme of ‘developing people’ was approved as the second self-assessment to be undertaken in 2016/17. It is closely related to the themes explored by the Accounts

Commission and the Scottish Government’s the 3-Step Improvement Framework for Scotland’s Public Services. The assessment concluded with a recommendation to the Continuous

Improvement Sub Committee 1 February 2017 to approve a review of the Comhairle’s Exit Interview Policy that was issued in 2009 to enhance the gathering of management information

and subsequent use in strategic planning. To ensure corporate improvement, at its meeting on 7 March 2017 the Audit and Scrutiny Committee recommended that the Comhairle agree that

there be a review of the Comhairle’s Exit Interview Policy.

The Comhairle’s Exit Interview Policy is currently being reviewed, and progress will be reported on to the Sub Committee on 15 November 2017.





7.1.5.9.Develop Resil ience across the

Comhairle and the Community.




Meetings held with Community Groups re Community Resilience Plans. Letters of support to be provided by WIEPCG to Communities submitting bids to the SSE Resilience fund where a

Page 37 of 41


draft Community Plan is in place.

Tong/Back/Tolsta. North/West/South Harris and the Bays.

Pairc.

Harris Trusts have compiled draft Resilience Plans which have supported a bid to the SSE Community Resilience fund programme. Bids supported in writing by WIEPCG.

A number of Communities and indeed Organisations have had success in terms of funding following the SSE process including the new community Radio station in Uist, Bethesda care

home and several Community Organisations.

A further round of Community Resilience Workshops have been arranged with SSE in relation to plans and bids for financial support in 2016. 80 Community Groups have been invited to

the 3 Workshops being held in Stornoway, Harris and Balivanich.

SSE Community Fund opened and all Organisations who attended the Workshops have been informed of this. Draft Community Plans will require to be submitted to support any

application.

Further Community Meetings held with Goathill, Sandwick, Holm & Parkend residents re Community Resilience.

Several Community funding bids successful in latest round of SSE bidding process.

Service Profile



7.1.5.11.Support the implementation of the

Integration Joint Board (IJB) Strategic Planning

for all Human Resources (HR) aspects.


Human Resources


Approval by the JCC and Policy and Resources Committee in March 2017 for the development of policy and training reviews. This work will begin to be completed in 2017/18 and this

action will be carried into the 2017/18 business plan.

Page 38 of 41


Scorecard - Human Resources (HR)

2016/17 SBP PIs - Human resources (HR) Unit Target Actual Indicator Comments

CE043: (LO7) Percentage of complaints closed (Apr-Mar) at

stage 2 within 20 working days, excluding escalated stage 1

complaints.

% 80.00 60.00 Of the ten complaints closed during the period 01.04.16 –

31.03.17, six were closed within 20 working days and two had

agreed extensions to the time limit.

CE045: (LO7) Percentage of complaints closed (Apr-Mar) at

stage 1 within five working days.

% 80.00 69.23 During the period 01.04.16 – 31.03.17, thirteen complaints

were closed at stage 1. Of these, nine were closed within 5

working days and two had agreed extensions to the time limit.

CE002: (LO7) Percentage of job evaluation gradings completed

within 28 days, subject to receipt of appropriately completed

documentations.

% 93.00 100.00

CE047: (LO7) Average number of working days from a Vacancy

occurring (post VPA) to the acceptance of an offer for the same

post.

Days 52.33 49.31 The target is the same as last year's actual result for year on

year comparison.

CE048: (LO7) Leavers in the last year as a percentage of the

average total staff.

% 13.60 6.92

CE049: (LO7) Percentage of people still in post after 12 months

service

% 78.95 68.75 The 2015/16 actual will be the target percentage for 2016/17

and this will set trend data for future years.

CE058 (SCS051): (LO3) Percentage of returned Exit

Questionnaires that rate Employability Fund training Good or

Better

% 80.00 100.00 All returned questionnaires have rated the Employability Fund

Good or Better.

CE059 (SCS062): (LO3) Percentage of returned Exit

Questionnaires that rate Modern Apprenticeship (MA) Training

Good or Better

% 80.00 93.00 13 of the 14 questionnaires have rated MA training Good or

Better. One rated the training adequate.

CE056: (LO7) Gender Profile: percentage of Elected Members

that are female, as at 31 March.

% 9.68 9.68 The target is the same as last year's actual result for year on

year comparison. Of the 31 Elected Members, three are

female.

CE053: (LO7) Percentage of employees in the highest 10% of

earners that are female (exc. Teachers)

% 50.52 51.05 The target is last year's actual result for year on year

comparison.

CE014: (LO7) Percentage of Departments holding Health and

Safety Committee Meetings (Jan-Dec)

% 100.00 100.00

CE015: (LO7) Percentage of premises that have received a

Health and Safety Audit, Inspection, Survey or Tour

% 30.00 51.00

Page 39 of 41



CE016: (LO7) Rate of HSE reportable accidents per 1000

employees (Jan-Dec)

# 1.10 2.58 HSE RIDDOR reporting criteria changed in 2013 (now over 7

day absence as opposed to over 3 day).

For the past 10 years (2006 – 2015), an average of 2,500

employees was used to calculate the rate of HSE reportable

accidents per 1,000 employees. With improved MIS, the

actual number of employees (headcount) as at 31 December

will be used for the 2016 return onwards. This will ensure a

more accurate HSE reportable accidents rate is reported on

accordingly.

CE069: (LO7) Human Resources - Percentage of Annual

performance appraisals completed.




CE072: (LO7) Comhairle Staff (excl. Teachers) - Percentage of


% 100.00 70.85 The Comhairle have monitored the corporate performance

appraisal completion rates quarterly since 2010. From

2016/17, to embed continuous improvement further into the

Performance Appraisal (PA) process, PA rates are included in

each Department’s Service Business Plans and reported on at

each committee series and made available to the public on the

Comhairle’s website at the end of each quarter and at the end

of the year. From 2017/18, the previous year’s actual PA

completion dates will be used as the current year’s targets.

1,140 of the 1,609 Performance Appraisals (PAs) due to be

undertaken during 2016/17 were completed, as follows:

CE071: Chief Executive's Dept. 99% (72/73);

DD043: Development Dept. 85% (100/118);

ECS092: E&CS Dept. 33% (202/610);

FCR088: F&CR Dept. 95% (99/104);

IJB027: IJB (CnES) 93% (476/511); and

TS036: Technical Services Dept. 99% (191/193).

Page 40 of 41



CE073: (LO7) Comhairle Staff (incl. Teachers) - Percentage of

exit interviews completed, or offered but declined.

% 100.00 41.51 Of the 159 Leavers recorded during the period 01.04.16 -

31.03.17, 66 received (or offered but declined) an exit

interview, as follow:

CE: 1 Leaver, 1 Exit Interviews;

Dev: 6 Leavers, 2 Exit Interviews;

E&CS: 60 Leavers, 16 Exit interviews;

F&CR: 6 Leavers, 4 Exit Interviews;

IJB (CnES): 71 Leavers, 36 Exit Interviews; and

TS: 15 Leavers, 7 Exit Interviews.

Completed Exit Interview and Record Forms have not been

received in HR for the remaining 93 employees to establish if

exit interviews were offered to and refused by the employees,

or indeed undertaken by their Line Managers.

For comparison:

2015/16: 9% (301 Leavers and 28 Exit Interviews)

CE075: (LO7) Number of Leavers offered an exit interview that

did not wish to participate in a formal exit interview.

# 8.00 8.00 The target is the same as the actual in this baseline year.

Of the 159 leavers recorded during the period 01.04.16 -

31.03.17, 8 leavers did not wish to participate in a formal exit

interview (Q1: 1, Q2: 2, Q3: 2 and Q4: 3).

CE025: (LO7) SPI3: CORP6 - Sickness Absence Days per

Employee, inc. Teachers (Days Lost per FTE Employee)

Days 13.50 11.87 The target is last year's period actual for year on year

comparison:

2010/11 - 12.1 Days (avg. 3 days per quarter);

2011/12 - 12.4 Days (avg. 3 days per quarter);

2012/13 - 9.7 Days (avg. 2.5 days per quarter);

2013/14 - 9.5 Days (avg. 2.37 days per quarter);

2014/15 - 11.90 Days (avg. 2.98 days per quarter); and

2015/16 - 13.50 Days (avg. 3.38 days per quarter).

Page 41 of 41