APPENDIX C
Second Quarter 2001/02 Comparator Action Plan
BVPI
??
Percentage of racial incidents that have resulted in further action
Family
Trend
Salford's Targets
120%
100%
100%
100%
Salford
Target
2001/02
Salford 5
Year
Target
Salford
current
position
2001/02
100%
Percentage
80%
80%
60%
40%
20%
0%
0%
1999/00
2000/01
Met
Average
99/00
Family
Average
99/00
Ranking against all GM Councils (of 10)
N/A
Ranking against family authorities (of 21)
N/A
PERFORMANCE IS
GOOD
Range for all Mets Councils
N/A
Quartile level for Mets
N/A
Quartile level for all Authorities
N/A
Met top
quartile
99/00
HIGHER FIGURE IS
PREFERABLE
2000/01
2001/02
Q1
Q2
Q3
Performance Indicator Action Plan
Date 19/11/01
Comments on Current Performance:
The target level is being achieved
Barriers to Improvement:
If there is a surge in incidents reported the resources may not always be available to follow up cases as quickly
as would be preferred.
The half year covered in this report ended on 30 September - incidents following the terrorist attacks in America
on 11 September may not have been caught in the reporting period.
Current/Proposed Action:
Front line staff will be reminded of the importance of the issue
Improvements to sysems may be made following consultation with partner organisations.
Top Quartile to be Achieved By (Date):
Lead Officer:
Top quartile not applicable to this indicator.
Salford's 5 year target is 100%
David Burgess
Principal Personnel Officer
Second Quarter 2001/02 Comparator Action Plan
BVPI 11
Percentage of Senior Posts Held by Women
Family
Trend
Salford's Targets
60.00%
50.00%
50.00%
Percentage
40.00%
30.00%
27.78%
25.92%
24.40%
25.00%
24.39%
20.00%
10.00%
0.00%
0.00%
0.00%
1998/99
1999/00
2000/01
Met
Average
99/00
Ranking against all GM Councils (of 10)
5th
Ranking against family authorities (of 21)
N/A
Range for all Mets Councils
Family
Average
99/00
Met top
quartile
99/00
PERFORMANCE
IS STABLE
3rd
Quartile level for all Authorities
N/A
Salford 5
Year
Target
2000/01
Salford
current
position
2001/02
2001/02
Q1
14.8 - 31.2
Quartile level for Mets
Salford
Target
2001/02
LOWER FIGURE IS
PREFERABLE
Performance Indicator Action Plan
Q2
Q3
Date 19/11/01
Comments on Current Performance:
Performance in this area will depend to a large extent on the actions of individual employees and will therefore
be somewhat outside the Council's control.
It is worth noting that a number of the Council's senior female employees have left for promotion in other
authorities.
Barriers to Improvement:
Given the small number of posts in the relevant group it is difficult to make significant improvements in the
short term.
Current/Proposed Action:
Support will continue to be offered to female employees at all levels to enable them to compete for the highest
positions in local government employment e.g. Springboard; targeted places on the in house Change Leadership
Programme. Support will also be offered for appropriate external training and development programmes. The
Recruitment and Selection Code of Practice will of course continue to operate.
Top Quartile to be Achieved By (Date):
Lead Officer:
Top Quartile not applicable to this indicator
Salford’s 5 year target is 50%
David Burgess
Principal Personnel Officer
P.I. Ref 7.6
Second Quarter 2001/02 Comparator Action Plan
BVPI 12
Average days lost due to sickness
Family
Trend
Salford's Targets
16
14
13.38
13.75
14.33
13.59
13.72
13.55
11.40
12
9.60
10
Days
11.51
10.84
8
(11.24)
6
4
2
0
1995/96 1996/97 1997/98 1998/99 1999/00 2000/01
AGMA Ranking (of 10)
4th
Ranking against family authorities (of 21)
N/A
Range for all Mets Councils
10.2 - 13.72
Quartile level for Mets
2nd
Quartile level for all Authorities
N/A
Met
Family Met top
Average Average quartile
99/00 99/00 99/00
PERFORMANCE IS
BELOW TARGET
LOWER FIGURE IS
PREFERABLE
Salford Salford 5 Salford
Target
Year current
2001/02 Target position
2001/02
2000/01
2001/02
Q1
Q2
Q3
Performance Indicator Action Plan
Date: 15/01/02
Comments on Current Performance:
Whilst the figure is not yet at the target level some improvement has been seen.
The full effect of the recently revised sickness absence management arrangements has yet to be seen
The quarter in question traditionally has one of the lower absence levels
Barriers to Improvement:
None
Current/Proposed Action:
Monitoring and reporting of absence levels to Directorate managers will continue
Further training in the operation of the management procedures will continue to be offered
Each Directorate has been asked to nominate a "Champion" who will lead efforts to reduce absence levels
Top Quartile to be Achieved By (Date):
Lead Officer:
March 2002
David Burgess
Principal Personnel Officer
Ext 3533
P.I. Ref 7.20
Second Quarter 2001/02 Comparator Action Plan
BVPI 13
Voluntary Leavers as a % of staff in post
Family
Trend
Salford's Targets
0
14.62%
0
11.90%
Percentage
0
0
0
5.75%
0
5.75%
5.75%
0
0
0.00%
0
1995/96 1996/97 1997/98 1998/99 1999/00 2000/01
AGMA Ranking (of 10)
10th
Ranking against family authorities (of 21)
N/A
Range for all Mets Councils
Met
Family Met top
Average Average quartile
99/00 99/00 99/00
PERFORMANCE IS
BELOW TARGET
3rd
Quartile level for all Authorities
N/A
2000/01
2001/02
Q1
4.8 - 18.0
Quartile level for Mets
Salford Salford 5 Salford
Target
Year current
2001/02 Target position
2001/02
LOWER FIGURE IS
PREFERABLE
Q2
Q3
Performance Indicator Action Plan
Date: 15/01/02
Comments on Current Performance:
Performance in this area will depend to a large extent on the actions of individual employees and may therefore
be somewhat outside the Council's control.
Barriers to Improvement:
Labour market conditions influence recruitment / turnover issues
Current/Proposed Action:
Work is underway on corporate image for the Council, which may improve recruitment conditions E-commerce
solutions may also add to our competitive edge. Workforce planning to aid recruitment in specific shortage areas
will also help.
The monitoring of PI’s at level 3 of the performance management model will indicate the number of exit
interviews undertaken of leavers across all directorates.
Top Quartile to be Achieved By (Date):
Lead Officer:
Top quartile unknown
David Burgess
Principal Personnel Officer
Ext 3533
P.I. Ref 7.21
Second Quarter 2001/02 Comparator Action Plan
BVPI 14
The % of employees retiring early (excluding ill health retirements) as a
% of the total workforce
Family
Trend
4.0%
Salford's Targets
3.50%
3.5%
Percentage
3.0%
2.35%
2.5%
2.0%
1.5%
1.0%
0.45%
0.24%
0.5%
0.45%
0.45%
0.0%
1995/96 1996/97 1997/98 1998/99 1999/00 2000/01
AGMA Ranking (of 10)
10th
Ranking against family authorities (of 21)
N/A
Range for all Mets Councils
Met
Family Met top
Average Average quartile
99/00 99/00 99/00
PERFORMANCE IS
IMPROVING
3rd
Quartile level for all Authorities
N/A
2000/01
2001/02
Q1
0.01 - 3.43
Quartile level for Mets
Salford Salford 5 Salford
Target Year current
2001/02 Target position
2001/02
LOWER FIGURE IS
PREFERABLE
Q2
Q3
Performance Indicator Action Plan
Date: 15/01/02
Comments on Current Performance:
The first quarter of the current year was affected by the savings targets set for the previous year.
This effect is still influencing the half year figures
Notwithstanding this there has been an improvement.
Barriers to Improvement:
The Council may be faced with budget difficulties in the future which would impact on performance in this area.
Current/Proposed Action:
The current regime for approving applications will continue to be operated
The situation will continue to be monitored.
Top Quartile to be Achieved By (Date):
Lead Officer:
2004/05
David Burgess
Principal Personnel Officer
Ext 3533
P.I. Ref 7.22
Second Quarter 2001/02 Comparator Action Plan
BVPI 15
The % of employees retiring on the grounds of ill-health as a % of the
total workforce
Family
Trend
Salford's Targets
1.0%
0.92%
0.9%
0.80%
0.8%
Percentage
0.7%
0.6%
0.5%
0.41%
0.41%
0.35%
0.4%
0.35%
0.3%
0.2%
0.1%
0.0%
1999/00
2000/01
Met
Average
99/00
AGMA Ranking (of 10)
10th
Ranking against family authorities (of 21)
N/A
Range for all Mets Councils
Family
Average
99/00
Met top
quartile
99/00
PERFORMANCE IS
BELOW TARGET
4th
Quartile level for all Authorities
N/A
Salford 5
Year
Target
2000/01
Salford
current
position
2001/02
2001/02
Q1
0.35 - 1.00
Quartile level for Mets
Salford
Target
2001/02
LOWER FIGURE IS
PREFERABLE
Q2
Q3
Performance Indicator Action Plan
Date: 15/01/02
Comments on Current Performance:
Performance is below target
Barriers to Improvement:
None
Current/Proposed Action:
Independent medical advice is required before any employee is retired on health grounds.
Recent improvements in attendance management and staff care initiatives will in the longer term have a positive
impact on this indicator (early intervention improves an employees chances of return to work.)
Top Quartile to be Achieved By (Date):
Lead Officer:
March 2002
David Burgess
Principal Personnel Officer
Ext 3533
P.I. Ref 7.7
Second Quarter 2001/02 Comparator Action Plan
The % of local Authority employees declaring that they meet the
Disability Discrimination Act 1995 disability definition
BVPI 16
Family
Trend
Salford's Targets
4.5%
4.00%
4.0%
Percentage
3.5%
3.0%
2.5%
2.0%
2.00%
1.66%
1.66%
1.66%
1.5%
NONE AVAILABLE
1.0%
0.66%
0.5%
(0.78%)
0.0%
1998/99
1999/00
2000/01
Met
Average
99/00
AGMA Ranking (of 10)
10th
Ranking against family authorities (of 21)
N/A
Range for all Mets Councils
0.66 - 5.00
Quartile level for Mets
N/A
Quartile level for all Authorities
N/A
Family
Average
99/00
Met top
quartile
99/00
Salford
Target
2001/02
PERFORMANCE IS
POOR
HIGHER FIGURE IS
PREFERABLE
Salford 5
Year
Target
2000/01
Salford
current
position
2001/02
2001/02
Q1
Q2
Q3
Performance Indicator Action Plan
Date: 15/01/02
Comments on Current Performance:
The figures show that the position has worsened since the last time accurate figures were available; this may be
as result of the use of Disability Discrimination Act definition rather than former registration figures (i.e. some
people are unwilling to self declare.) The new personnel information system has allowed a more accurate figure
to be produced, following data cleansing.
Barriers to Improvement:
People may be unwilling to self declare themselves as disabled
Comparative data on the economically active population will not be available until after the data comes out of
the 2001 Census
Comparative data on the workforce profile for other authorities is incomplete.
Current/Proposed Action:
The City Council operates schemes under the New Deal for Disabled People
The City Council operates schemes under the Joint Investment Plan for Welfare to Work
The City Council offers work experience placements for disabled people
Monitoring via the recruitment and selection monitoring system will continue and monitoring will be introduced
for school-based posts in March (excluding teachers).
The recruitment and selection code of practice will continue to operate
The Job Interview Guarantee Scheme will continue to operate.
Top Quartile to be Achieved By (Date):
Lead Officer:
Top quartile unknown
David Burgess
Principal Personnel Officer
Ext 3533
P.I. Ref 7.8
Second Quarter 2001/02 Comparator Action Plan
BVPI 17
The % of local authority employees from minority ethnic communities
Family
Trend
Salford's Targets
2.5%
2.26%
Percentage
2.0%
1.5%
1.42%
1.41%
1.50%
1.41%
1.14%
1.14%
1.14%
1.0%
0.86%
0.5%
(1.27%)
0.00%
0.0%
1995/96 1996/97 1997/98 1998/99 1999/00 2000/01
AGMA Ranking (of 10)
9th
Ranking against family authorities (of 21)
N/A
Range for all Mets Councils
4th
Quartile level for all Authorities
N/A
Salford Salford 5 Salford
Target Year current
2001/02 Target position
2001/02
PERFORMANCE IS
POOR
2000/01
2001/02
Q1
0.73 - 7.2
Quartile level for Mets
Performance Indicator Action Plan
Met
Family Met top
Average Average quartile
99/00 99/00 99/00
POPULATION
EQUIVALENT FIGURE IS
PREFERABLE
Q2
Q3
Date: 15/01/02
Comments on Current Performance:
The new personnel information system has allowed a more accurate figure to be produced. Data cleansing has
been undertaken which has highlighted some difficulties with the data. Directorates are to be re-surveyed to
produce more accurate data, within the next two months.
Barriers to Improvement:
Improvement in this area will depend on some factors outside the Councils' control
The minority ethnic population figure used to calculate the indicator is from 1991. The 2001 Census will
provide more accurate information and will identify economic activity.
Current/Proposed Action:
Awareness raising of the Council as a potential employer among ethnic minorities
 A programme with MANCAT to establish a pre-employment course for people wanting to be
residential child-care workers with a target intake from Kersal and Broughton. This has not been run
yet and has been difficult to get off the ground.
 A partnership with Salford University to train Social Workers which includes the provision of work
experience placements in the City Council. The course attracts a considerable number of ethnic
minority students.
Positive action will be taken to improve employability for minority ethnic applicants eg familiarity with City
Council procedures.
Careers Fairs held in September and October (open to all but targeted at minority ethnic applicants).
Increased use of new advertising media (e.g. Internet) has recently increased minority ethnic application rate.
Monitoring via the recruitment and selection monitoring system will continue and monitoring will be introduced
for school based posts, in March (excluding teachers).
Improved monitoring will enable initiatives to be better directed towards a target recruitment market.
The recruitment and selection code of practice will continue to operate
Top Quartile to be Achieved By (Date):
Lead Officer:
Top quartile unknown
David Burgess
Principal Personnel Officer
Ext 3533
Second Quarter 2001/02 Comparator Action Plan
BVPI ??
Racial incidents recorded by the authority per 100,000 population
Family
Trend
Salford's Targets
14
12.48
12
9.09
Number
10
8
6
4
2
0.00
0
1995/96 1996/97 1997/98 1998/99 1999/00 2000/01
Ranking against all GM Councils (of 10)
N/A
Ranking against family authorities (of 21)
N/A
Range for all Mets Councils
N/A
Quartile level for Mets
N/A
Quartile level for all Authorities
N/A
Met
Family Met top
Average Average quartile
99/00 99/00 99/00
Salford Salford 5 Salford
Target
Year current
2001/02 Target position
2001/02
CANNOT YET BE
ASSESSED
LOWER FIGURE IS
PREFERABLE
2000/01
2001/02
Q1
Q2
Q3
Performance Indicator Action Plan
Date 19/11/01
Comments on Current Performance:
It is still too soon to comment on current performance but it is usual to see an increase in reported incidents as
one of the initial consequences of introducing reporting arrangements.
Barriers to Improvement:
Work on this matter is undertaken jointly with external partners - priorities will need to be aligned between all
the partners.
Current/Proposed Action:
Arrangements are in place to collect the base data
Briefings for front line staff who will receive the initial reports have been held.
Reports on incidents (extracts from this report) will be considered by the equalities forum
The anti-racism strategy will be implemented
Top Quartile to be Achieved By (Date):
Lead Officer:
Top quartile not applicable to this indicator.
Salford's 5 year target is still to be set
David Burgess
Principal Personnel Officer
First Quarter 2001/02 Comparator Action Plan
Percentage of Disabled Employees
Family
Trend
Salford's Target
4.5%
4.0%
4.0%
Percentage
3.5%
3.0%
2.5%
2.0%
2.0%
1.7%
1.7%
1.7%
1.5%
0.8%
1.0%
0.5%
0.0%
1997/98
1998/99
1999/00
Ranking against all GM Councils (of 10)
N/A
Ranking against family authorities (of
21)
Rnge for all Mets Councils
N/A
Quartile level for Mets
N/A
Qartile level for all Authorties
N/A
Met
Average
00/01
Family
Average
00/01
Met top
quartile
00/01
Salford's
1 Year
Target
2001/02
Salford 5
Year
Target
Salford's
Current
Position
2000/01
N/A
PERFORMANCE IS
BELOW TARGET
Performance Indicator Action Plan
HIGHER FIGURE
IS PREFERABLE
Date:___________________
Comments on Current Performance:
The figures show that the position has worsened since the last time accurate figures were available, this may be
as result of the use of Disability Discrimination Act definition rather than former registration figures (i.e. people
may be unwilling to self declare.) the new personnel information system has allowed a more accurate figure to
be produced, however data cleansing still needs to be completed and verified.
Barriers to Improvement:
People may be unwilling to self declare themselves as disabled
Comparative data on the economically active population will not be available until after the data comes out of
the 2001 Census. Data cleansing needs to be completed and verified.
Current/Proposed Action:
The city Council operates schemes under the New Deal for Disabled people
The City Council operates schemes under the Joint Investment Plan for Welfare to Work
The City Council offers work experience placements for disabled people
Monitoring via the recruitment and selection system will continue and monitoring will be introduced for schools
based posts.
The recruitment and selection code of practice will continue to operate
The Job Interview Guarantee Scheme will continue to operate.
Top Quartile to be Achieved By (Date):
Top quartile not applicable to this indicator
Salford’s 5 year target is 4%
Lead Officer:
David Burgess, Principal Personnel Officer
P.I. Ref 4.2
Second Quarter 2001/02 Comparator Action Plan
Domestic burglaries per 1,000 households
BVPI 126
Family
Trend
Salford's Targets
25.0
20.0
19.0
Number
20.0
15.0
10.8
10.5
10.0
NONE AVAILABLE
5.0
0.0
1999/00
2000/01
Met
Average
99/00
Ranking against all GM Councils (of 10)
N/A
Ranking against family authorities (of 21)
N/A
Range for all Mets Councils
N/A
Quartile level for Mets
N/A
Quartile level for all Authorities
N/A
Family
Average
99/00
Met top
quartile
99/00
Salford
Target
2001/02
PERFORMANCE IS
BELOW TARGET
LOWER FIGURE IS
PREFERABLE
2000/01
Salford 5
Year
Target
Salford
current
position
2001/02
2001/02
Q1
Q2
Q3
Performance Indicator Action Plan
Date: 15/01/02
Comments on Current Performance:
Domestic Burglary; under target by 0.3. Given these figures are based on quarterly reports, they are not of
sufficient significance to cause major concern at this stage. No 5 year target was set for this indicator in the
2001/02 BVPP.
Barriers to Improvement:
None
Current/Proposed Action:
To be advised.
Top Quartile to be Achieved By (Date):
Lead Officer:
Top quartile unknown
Gordon Dickson
Ext 3596
P.I. Ref 4.3
Second Quarter 2001/02 Comparator Action Plan
Robberies per 1,000 population
BVPI 127
Family
Trend
Salford's Targets
4.5
4.0
4.0
4.0
3.5
Number
3.0
2.5
2.0
1.5
NONE AVAILABLE
1.0
1.2
1.0
0.5
0.0
1999/00
2000/01
Met
Average
99/00
Ranking against all GM Councils (of 10)
N/A
Ranking against family authorities (of 21)
N/A
Range for all Mets Councils
N/A
Quartile level for Mets
N/A
Quartile level for all Authorities
N/A
Family
Average
99/00
Met top
quartile
99/00
Salford
Target
2001/02
PERFORMANCE IS
BELOW TARGET
Salford 5
Year
Target
2000/01
Salford
current
position
2001/02
2001/02
Q1
LOWER FIGURE IS
PREFERABLE
Q2
Q3
Performance Indicator Action Plan
Date: 15/01/02
Comments on Current Performance:
Robberies are under target by 0.2%. given these figures are based on quarterly reports, they are not of sufficient
significance to cause major concern at this stage. No 5 year target was set for this indicator in the 2001/02
BVPP.
Barriers to Improvement:
None
Current/Proposed Action:
To be advised.
Top Quartile to be Achieved By (Date):
Lead Officer:
Top quartile unknown
Gordon Dickson
Ext 3596
Second Quarter 2001/02 Comparator Action Plan
Vehicle Crime per 1,000 population
BVPI 128
Family
Trend
Salford's Targets
12.0
9.7
10.0
8.0
Number
8.0
6.0
4.0
NONE AVAILABLE
2.0
0.0
1999/00
2000/01
Met
Average
99/00
Ranking against all GM Councils (of 10)
N/A
Ranking against family authorities (of 21)
N/A
Range for all Mets Councils
N/A
Quartile level for Mets
N/A
Quartile level for all Authorities
N/A
Family
Average
99/00
Met top
quartile
99/00
Salford
Target
2001/02
PERFORMANCE IS
GOOD
LOWER FIGURE IS
PREFERABLE
Salford 5
Year
Target
2000/01
Salford
current
position
2001/02
2001/02
Q1
Q2
Q3
Performance Indicator Action Plan
Date 19/11/01
Comments on Current Performance:
Barriers to Improvement:
Current/Proposed Action:
Top Quartile to be Achieved By (Date):
Lead Officer:
Not available
Gordon Dickson