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	People Strategy
	Training TABLE 5: Performance against targets for centrally delivered training in the LCD Headquarters and Associated Offices
	Equal opportunities
	Recruitment TABLE 6: Total number of appointments in the Department's Headquarters and Associated Offices on a fixed term or permanent basis during the period 1 January to 31 December 1998 TABLE 7: LCD - Senior Civil Service salaries TABLE 8: Staff plans

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People Strategy

1. The Department's headquarters has developed a 'People Strategy' on which staff are currently being consulted. The Strategy sets out a three-year plan for further developments in personnel policies and procedures to support the business objectives of the Department. During the coming year, personnel policy activity will focus on delivering the first elements of the Strategy. This will include:
   • the implementation of a core skills framework to identify areas in which staff need development/training

   • a revised sick absence management strategy[4] (to contribute to the Government's plans to reduce public sector sickness absence rates by 20% by 2001 and 30% by 2003)

   • implementation of an updated equal opportunities policy and training strategy

   • emphasis on management training, especially on delegation and planning

   • the piloting of arrangements to give staff wider job experience, including job swaps and interchange

   • ensuring that departmental practice complies with new legislative requirements in respect of working hours and parental leave.

2. The Court Service completed the implementation of new appraisal and selection systems. Both systems are supported by the Court Service's Competence Framework, which identifies the key skills and behaviours that are necessary to perform the range of Court Service jobs.

3. The Public Trust Office introduced a framework of competencies and a new appraisal system on 1 August 1998 to support the pay and grading system. The new systems are designed to meet the specific business needs of the PTO. A full review of the new appraisal system is due to take place after the first full reporting cycle has been completed in May 1999.
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   Training

4. Total training costs for the Department's headquarters and associated offices for the year 1997/98 amounted to £632,495 representing 2,352 trainee days at an average cost of £269 per trainee day. For 1998/99 the aim was to deliver training at an average unit cost of £225 per trainee day. The Department has introduced a soft charging approach for part of the training service and an associated cancellation policy in readiness for potential moves to hard charging in future years.

   TABLE 5: Performance against targets for centrally delivered training in the LCD Headquarters and Associated Offices[5]

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   Equal opportunities

5. The Department published its second annual report on equal opportunities as part of its programme of action for improving equality of opportunity for all staff. This showed increased representation of women at more senior grades and of ethnic minority staff. A programme of disability and ethnicity awareness seminars have taken place for senior staff and a new training strategy has been piloted. The Permanent Secretary and the agency Chief Executives have joined the Commission for Racial Equality's Leadership Challenge. Focus groups of disabled, ethnic minority and part-time staff have been convened to feed ideas into a review of the Department's programme of action. In addition, the Department maintains procedures for investigation of harassment complaints as well as a free phone helpline.
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   Recruitment

6. Recruitment into the Department is carried out on the basis of fair and open competition, in accordance with the guidance issued by the Civil Service Commissioners. The systems employed are monitored internally and are subject to regular audit. Between 1 January and 31 December 1998 the above rules on recruitment were applied to all vacancies. One appointment was made in 1998 under the rules on permitted exceptions to the requirement for fair and open competition. This was the appointment of Mr Garry Hart as Special Adviser to the Lord Chancellor.

7. During 1998, permitted exceptions were made to the principles of fair and open competition in relation to 9 temporary appointments which were extended beyond 12 months. These appointments were extended either because the project on which the staff were working had not been completed or because of recruitment difficulties in a particular area. Summary information about recruitment and the use of permitted exceptions to the principles of fair and open competition in the Court Service and the Public Trust Office appear in their respective annual reports.

   TABLE 6: Total number of appointments in the Department's Headquarters and Associated Offices on a fixed term or permanent basis during the period 1 January to 31 December 1998

   Similar information for the Court Service and Public Trust Office can be found in their annual reports.

   TABLE 7: LCD - Senior Civil Service salaries

   TABLE 8: Staff plans

4 The Department's PSA promises to agree targets for reduction with Cabinet Office by June 1999, following a review of the actual level & patterns of absence.

5 Similar figures on performance for the Court Service and the Public Trust Office can be found in their annual reports.

 

 

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