We are determined to make a difference 
Renfrewshire Council Plan 2008 - 2012 Council employees
Home > Services > Council and government > Council information, performance and statistics > Council performance
What is measured?
Performance indicator (A) shows the percentage of council employees, who have a completed individual development plan.
Indicator (B) details the percentage of managers who are involved in the 360° assessment process and have a completed 360° report.
The performance indicator (C) below measures the average number of working days per employee lost through sickness absence. It is divided into the following groups of employees: teachers and all other local government employees and craft workers.
Sickness absence is an absence from the place of employment because of the employee's illness or injury for which sick leave entitlement is used. This may include self-certification, absence supported by a doctor's certificate, long-term sickness absence, and industrial injury.
The indicator measures the effectiveness of the council’s processes and procedures, and training for managers, to reduce the number of days lost though sickness absence over time.
The indicator (D) below provides a picture of the current gender balance in the most senior posts of the council. It covers all employees who are permanent, temporary (if employed for over 1 year); full-time and part-time, but excludes teachers.
How are we doing?
Our overall council employees performance has improved between 2009/2010 and 2010/2011.
Local Performance Indicator (A): Percentage of council employees, who have a completed Individual Development Plan (IDP)
2010/2011 | 75.25% |
2009/2010 | 70% |
2008/2009 | 37.98% |
Council target 2011/2012 | n/a |
Trend |
The percentage of council employees, who have a completed Individual Development Plan was higher in 2010/2011 than in 2009/2010 and 2008/2009.
Local Performance Indicator (B): Percentage of managers who are involved in the 360° assessment process and have a completed 360° report
2010/2011 | 84.56% |
2009/2010 | 94.94% |
2008/2009 | 74.21% |
Council target 2011/2012 | 90% |
Trend |
The percentage of managers, who are involved in the 360° assessment process and have a completed 360° report, was lower in 2010/2011 than in 2009/2010 but higher than in 2008/2009.
Statutory Performance Indicator (C): The average number of working days per employee lost through sickness absence, for the following groups of employees.
Teachers
2010/2011 | 8.6 days |
2009/2010 | 8.7 days |
2008/2009 | 6.6 days |
Council target 2011/2012 | n/a |
Trend |
All other local government employees
2010/2011 | 10.5 days |
2009/2010 | 12.6 days |
2008/2009 | 12.9 days |
Council target 2011/2012 | n/a |
Trend |
The average number of working days per employee lost through sickness absence for teachers and all other council employees was lower in 2010/2011 than in 2009/2010.
Statutory Performance Indicator (D): The number and percentage of the highest paid 2% and 5% of earners among council employees that are women.
The number and percentage of the highest paid 2% of earners among council employees that are women
 | Number | Percentage |
| 2010/2011 | 48 | 37.5% |
| 2009/2010 | 48 | 36.9% |
| 2008/2009 | 60 | 33.9% |
| Council target 2011/2012 | n/a | n/a |
| Trend |
The number and percentage of the highest paid 5% of earners among council employees that are women
| Number | Percentage |
| 2010/2011 | 159 | 47.2% |
| 2009/2010 | 159 | 44.7% |
| 2008/2009 | 155 | 44% |
| Council target 2011/2012 | n/a | n/a |
| Trend |
The number of the highest paid 5% of earners in the council that are women in 2010/2011 was the same as in 2009/2010, however the percentage of the highest paid 5% of earners was higher in 2010/2011 than in 2009/2010..
What factors affected our performance?
The number and percentage of the highest paid 2% and 5% of earners among council employees that are women was affected by the overall turnover of council staff.
What are we doing to improve our performance?
Action continues to be taken to manage and reduce absence through the promotion of the Occupational Health Service Early Intervention Helpline, attendance training programme, and continued professional support provided to managers
Organisational Development are now working closely with individual services to improve access where necessary. This has included presentations to Service Management Teams (SMTs) and discussion with service managers to agree specific actions in each service. Measures we are taking include:
- workforce planning and promoting equality of opportunity
- monitoring management development with a 360 review process, and
- succession planning.
