Review of the Local Government Staff Commission – 2012
Questionnaire
THE LOCAL GOVERNMENT STAFF COMMISSION
FOR NORTHERN IRELAND
DRAFT
The Commission’s Response to the
DoE’s Consultation Document (11 July 2012)
as at Wednesday 12 September 2012
CONTENTS
PAGE
RESPONSES TO QUESTIONS
Q1 and Q2 How you benefit from the LGSC1
Q3 and Q4Impact on LGSC services by reduced council numbers10
Q5What if the LGSC was not available11
Q6LGSC statutory remit – still valid?17
Q7Supplementary evidence18
Q8, Q9, Q10, Q11 and Q12 Rating LGSC services and future20
Q13 and Q14Informing LGSC strategy21
Q15Alternative delivery methods22
Q16Outsourcing LGSC services25
Q17LGTG26
Q18Rating LGTG services27
Q19Outsourcing LGTG services30
Q20Sourcing alternative providers33
Q21 and Q22 Use of LGTG services34
Q23, Q24 and Q25LGTG long term sustainability34
Q26Value for money35
Q27Value for money36
Q28, Q29, Q30 and Q31Value for money and funding arrangements37
Q32Value for money and funding arrangements38
Q33Value for money and funding arrangements39
Q34 and Q35 Future of LGSC39
Q36 and Q37LGSC – role in Reform of Local Government41
CONTENTS
PAGE
APPENDICES
Appendix 1 –A summary of what the Commission has done over43
the last 10 years
Appendix 2 –Sample Costs for the Appointment of a Chief Executive76
Appendix 3 –Evidence based summary of LGTG provision of short80
courses to Councils for a five year period
Review of the Local Government Staff Commission – 2012
Questionnaire
Review of the Local Government Staff CommissionConsultation Questionnaire
Q1. During the last 10 years has your organisation benefited from any of the statutory responsibilities listed above?
Yes No
Q2. If you answered `YES` to Question 1 how has your organisation benefited?
It is noted that The Local Government Staff Commission’s (the Commission’s) client organisations will respond directly to how they have individually benefited from the statutory responsibilities of the Commission. The Commission is of the view that all client organisations have benefitted considerably and considers it useful to provide an evidenced-based analysis of the services which the Commission has provided for the benefit of clients during the last 10 years (see Appendix 1 for detailed summary on page 43).These benefits can be summarised under the relevant statutory functions:
Statutory Function (a) Advisory Appointment Panels – Chief Executive Recruitment
- Establishing panels for providing advice on the suitability of candidates for appointment to senior council and NIHE posts,
- Participating in the short listing process to determine the eligibility of candidates for such appointments
Since 2002 the Commission has administered Chief Executive appointments in 17 councils and the appointment of the Chief Executive in the NIHE. It has acted as observer on selection and recruitment panels (shortlisting, second shortlisting and interview) in 24 councils and the NIHE. The Commission provided a similar role for a further 10 prescribed shared council posts (Group Chief Building Control Officer and Group Chief Environmental Health Officer), as determined by the DOE regulations.
Commission Observers
Over the last 10 years, the above activity resulted in the Commission convening a total of 90 Advisory Appointment Panels (shortlisting panels) for Chief Executive and other prescribed posts. The Commission also quality assured the recruitment documentation, appointed, briefed and quality assured professional assessors for panels and provided recruitment and selection training for panel members.
Commission officers and members acted as observer at a further 410 recruitment and selection panels to ensure that the Code of Procedures on Recruitment and Selection was properly implemented, and the process used to select the successful candidate was fair and reasonable, and in line with relevant employment legislation.
In order to disseminate good practice in recruitment and selection across the public sector (as detailed in paragraph 40 (d) of the Local Government Northern Ireland Act 1972) the Commission has administered/observed at a further 39 appointment panels on behalf of Local Government related bodies/associations.
The overall total of advisory appointment panels administered/attended by the Commission in respect of the above statutory function over the last 10 years is 539.
Assessment Centres
In order to provide objective job related information to shortlisting panels on prospective candidates, the Commission has advised and quality assured all assessment centres for Chief Executive, Specialist and Second Tier (Director) posts, carried out reviews of assessment centre arrangements, in conjunction with the University of Ulster, and issued guidance notes, competency frameworks, and criteria evaluation methodologies to all councils and the NIHE.
Independent Assessors
The Commission’s observer strategy, training requirements and guidance to independent assessors has been periodically comprehensively reviewed to reflect developments in Human Resources best practice research and recommendations.
Statutory Function (b) Establishing a code of procedure for recruitment and employment in councils and NIHE
The Code of Procedures on Recruitment and Selection is issued as a statutory recommendation by the Commission. It has been accepted by all councils and the NIHE and operates on a day to day basis for recruitment to all vacant posts. The Code is a dynamic document and, together with appropriate awareness training and web access, was re-launched in a loose leaf and CD format in 2001/2002 and was revised and re-issued again in 2009.
The strength of the Code lies in the fact that it is regularly updated, based on best practice, the changing legal framework and independent monitoring, and is consistently applied across the Local Government sector.
Effectiveness Audit
Due to changes in employment legislation, the feedback from Commission observers and the results of Commission recruitment and selection effectiveness audits in individual councils, relevant sections of the Commission’s Code of Procedures have been continuously updated and re-issued, together with resultant best practice guidance over the last 10 years (e.g. guidance notes on Employment of Migrant Workers, Competency Based Recruitment, Employment of Agency and Casual Staff, etc.).
Equality Network
Information is gathered on the on-going application of the provisions of the Code by HR practitioners through the Commission-sponsored Equality Network. Accordingly, seminars are provided on a wide range of employment related topics which are relevant to the practical application of the Code.
Sector Wide Representation
A Commission officer represents the sector on working groups on safeguarding vulnerable groups and works with central government officers to assist councils to meet their statutory obligations by preparing sector specific guidance for councils.
Supplementary Guidance
The Code is supplemented by the Commission’s “Guidance on the Staffing Implications of Organisation Development and Change” within councils. This practical guide, which is periodically revised, is designed to ensure the fair and equal treatment of staff throughout restructuring exercises at individual council level and is accepted by councils and trade unions as a model of best practice. The guidance has operated effectively prior to and during the last 10 years when most councils were faced with downsizing and the reallocation of duties across the organisation.
Review of Public Administration/Public Service Commission
Since 2006, the Commission has represented the Local Government sector on the Public Service Commission for NI. As a result of RPA and the reorganisation of Local Government, and following rigorous research, the Commission operationalised the Public Service Commission Guiding Principle on Vacancy Controls within the Code and issued this as a statutory recommendation to councils, together with guidance on its practical application. This was followed by further guidance on the Filling of Posts in the New Council Structures and the development of a New Approach to Recruiting and Developing current staff which takes account of employer obligations in respect of the effective and efficient use of resources in a changing economic climate and the need to invest in the development of existing employees in preparation for major change i.e. Reform of Local Government.
Individual Advice and Guidance
Commission officers continually offer guidance and support to councils, HR practitioners and individual applicants on all aspects of this evolving Code which is seen as a model of good practice across the public service by the Equality Commission, legal representatives and trade unions at local and central level.
Statutory Function (bb) Monitoring the fair employment practices of councils
Linked to its oversight role, the Commission monitors the fair employment practices of councils, issues guidance, provides seminars, and agrees the practical application of equality policies for implementation across Local Government with the Equality Commission.
Model Equality Schemes
Model equality schemes were provided by the Commission for councils to assist them to submit draft equality schemes to the Equality Commission for NI in 2000, and revised equality schemes in February 2012. In 2011, the Commission facilitated a co-ordinated approach to developing audits of inequalities, action plans and conducting regional consultation on the revised equality schemes.
Sector Wide Working Groups
In order to inform work in this area, the Commission has established a number of sector wide working groups (Equality Network and Statutory Duty Network) on which all councils and the NIHE are represented; has provided training on a range of initiatives (equality impact assessments, employment law, revised Equality Schemes and disabilities duties); developed HR Equality Standards for councils; and promoted women’s development programmes.
Women in Local Councils
The Commission established a Women’s Development Steering Group which initiated the successful ‘Women in Local Councils Initiative’ which resulted in greater representation by women in senior grades in council management structures, a substantial increase in the number of women recruited to chief executive posts and increased officer/member integration. In 2010 the Commission was awarded the Business in the Community Workplace Diversity Award for this initiative.
Development of the Champions’ Network
Central to this initiative was the Commission sponsored Champions’ Network whereby the Commission developed and supported 37 (officer and member) Gender Champions to address gender inequalities across Local Government and at local council level. This innovative approach is recognised as a model initiative to address inequalities in the workforce and has received regional and national awards for its various achievements.
Disability in Local Councils Initiative
The ‘Disability in Local Councils’ initiative was launched in 2009 by the Commission in partnership with a number of organisations including the Equality Commission for NI, Employers for Disability NI, SOLACE, Disability Action and NIPSA, to highlight the key disability issues for councils.
Equality and Diversity Group
In order to build on this success the Commission has launched a new Equality and Diversity Group to address all aspects of under-representation in the Local Government workforce and has established an Equality and Diversity Champions’ Network consisting of an officer and elected member from each council who will work with the Commission to champion change in this further important equality initiative.
The Equality and Diversity Group launched their Strategic Plan in April 2012 which has the following Key Strategic Objective ‘By working with our stakeholders and responding to their needs, we aim to support and assist councils to ensure equality of opportunity and good relations as an Employer, a Service Provider and a Civic Leader’.
Representing the Sector
Commission officers are members of the Lesbian, Gay, Bisexual and Transgender (LGB&T) Employment Equality Steering Group and the Board of Employers for Disability NI which allows information to be shared, by the Commission, between groups representing the Section 75 categories and councils.
Statutory Function (c) Assessing future staff recruitment requirements for councils and NIHE
Over the last 10 years the Commission has carried out organisation reviews in 8 councils and has advised on reorganisation and change issues in all councils, arc21 and SWaMP.
Trust and Confidence
On many occasions the Commission has been requested, as a trusted independent body with expertise and experience in organisation change issues in councils, to assist councils with sensitive issues at senior level. Commission officers have had to work confidentially with elected members to advise on restructuring issues, senior staff disciplinary matters, chief executive exit strategies (in 10 councils) and performance issues and potential model structures for effective service delivery across functional departments. As part of this service the Commission has recommended improvement agendas and action plans to councils and has assisted with the implementation and audit of progress against the recommended plans.
Working with Trade Unions
The Commission also works with the trade unions on reorganisation and change issues and has on many occasions independently chaired or facilitated joint meetings between employers and trade unions within councils to deal with contentious issues.
Codes of Conduct
As part of the ethical standards framework and forward planning, the Commission has developed a statutory Code of Conduct for Local Government Employees and assisted the Department of the Environment in developing and reviewing the Councillor’s Code of Conduct.
HR Standards
In order to determine high standards in the future delivery of HR services within councils, the Commission has introduced model Human Resource Standards across all councils. In addition, in the planning process for the reorganisation of Local Government over the last number of years the Commission made a significant contribution to the relevant policy development panels and sub-groups on Capacity Building, Human Resources and Shared Services.
Delivering the ICE Agenda
The Commission continues to advise on the HR and future planning issues in relation to the Local Government Improvement, Collaboration and Efficiencies (ICE) Agenda.
Statutory Function (d) Promoting co-operation between councils, NIHE and the wider public service
As the Commission is a central, client driven body, operating across the whole of Local Government, it continually promotes a cooperative shared service ethos and works within an involvement framework to ensure maximum co-operation and acceptance of mutually developed policies.
Shared Resource
As well as acting as a shared resource across Local Government and promoting co-operation across councils on all HR activities in order to maximise resources and shared learning; the Commission has built a network of Strategic Partners throughout the public service and private sector in Northern Ireland and beyond. This has resulted in joint funding initiatives in particular with: OFMDFM, The Equality Commission, Public Sector People Managers’ Association, Local Government Association, Society of Local Authority Chief Executives, Northern Ireland Local Government Association, the Public Service Commission, Association for Public Service Excellence, the Northern Ireland Public Service Alliance and a wide range of Academic Institutions and Associations.
People and Organisation Development Strategic Framework
A recent outcome of these on-going relationships and in partnership with all district councils was the publication of the People and Organisation Development Strategic Framework for Local Government and Integrated Implementation Plan launched in December 2011, which provides a common platform for workforce development across the Local Government sector, and supports individual councils in achieving their corporate objectives. The objective of the Strategic Framework is:
“To provide a route map to enable Local Government to develop its most valuable resource in a changing environment and ensure the ongoing provision of excellent services which are responsive to the needs of local communities.”
The Strategic Framework was agreed by all councils and is now being implemented as a major project/programme by a stakeholder Programme Board and a series of Working Groups overseen by the Commission acting as the Programme Manager.
Interchange Initiative
A further major role under this statutory responsibility has been the promotion and co-ordination activity under the Interchange initiative on behalf of all 26 councils and Local Government bodies. Interchange is a mechanism for facilitating secondment opportunities among a number of organisations in the public, private, voluntary and community sectors in Northern Ireland. A total of 47 Interchange secondments have been administered in addition to the facilitation of 12 discussion groups.
Statutory Function (e) Supporting the training and development of council officers
While the Commission retains its oversight role in relation to training and development, in 1993 it established a provider body (The Local Government Training Group) consisting of end users to ensure that on-going joint Local Government training initiatives were relevant to the current and future needs of councils.
This ensures that the Commission can set training standards and monitor performance without having to commit additional resources by way of training advisors or providers.
Local Government Training Group
The Local Government Training Group (LGTG) effectively provides training on a shared services basis for the Local Government sector. Over the last 10 years it has offered training across a range of areas such as leadership and management development, finance and audit, recruitment and selection and personal effectiveness. It has also co-designed, with the University of Ulster, the Advanced Diploma in Management Practice; resulting to date in 350 council employees successfully completing this accredited award.
Continuous Improvement
Over the last two years the LGTG has restructured to ensure that the group has full sectoral representation at a strategic level and is supported and advised by user groupings consisting of Local Government training practitioners and elected representatives at sub group level. This restructuring has resulted in increased ownership across Local Government and ensured increased involvement of those responsible for the training and development of the Local Government sector to face current and future change challenges.
Governance Arrangements
In order to assist in raising standards in the sector and to provide assurance on issues of governance, accountability and control the Commission and LGTG have also provided training and development services to councils specifically for elected members. These services have included induction training (including finance, audit, governance and Code of Conduct courses), a rolling programme of skills-based courses (including chairing skills, presentation skills, high-impact speech writing etc.), a set of Guides for Councillors on specific topics (i.e. Councillor’s Guide to Local Government which was the forerunner of the Councillor’s Handbook, and Guides to LG Finance, Decision-Taking and the Law, Consultative Function in Planning, Agenda 21 and Sustainability etc.) and have supported elected members to attend other programmes including the Next generation leadership Programme at QUB and Advanced Diploma in Civic Leadership and Community practice at UUJ.