Proceso de aplicación

GRN tasks as a proportion of all GRN tasks Secondary Compulsory This indicates

compliance with goods received notices (GRN) requirements. A high volume of missing GRN tasks indicates low compliance with

authority guidelines and increased delay in the payment of invoices.

AP6 Accounts payable invoices

Processed per FTE Primary Optional

This indicates the level of resource required to process invoices into the system and gives an indication of the

performance element of invoice entry.

Where a low volume per FTE is recorded, this may indicate issues with invoice entry. It may also indicate invoice entry complexity

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This metric measures the ratio of PO invoices to all invoice that are raised. Higher volumes of PO invoices will make the invoice entry

process more efficient.

AP8

The number of orders distributed electronically to suppliers as a proportion of

all orders - this may be counted through the capture of email addresses against the supplier record.

Secondary Optional

The number of orders distributed electronically to suppliers as a

proportion of all orders - this may be counted through the capture of email addresses against the supplier record. A high number of

electronic orders would indicate a reduced usage of print and post, supporting a less expensive service

AP9 Accuracy (first time

matched) Primary Optional

This is a measure of the accuracy of invoice matching

PR1 Procurement

Percentage total spend under management (Spend associated with

contractual terms processed through the eProcurement system) Primary Compulsory Percentage of spend on contracts or agreements as a total of spend on all

bought-in goods and services. This is not just PO spend as a proportion of total spend. This includes spend on PO and Non-PO invoices for bought-in goods and services and

indicates the level of "uncontrolled" spend taking place

PR2

Percentage of suppliers enabled to receive and

deliver electronic transactions

Secondary Compulsory

This metric measure the scale of electronic processing within the authority's supplier base. This provides a rough indication of the extent of the ability to reduce usage of print and post.

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SD2 –

PR3 Cost of Procurement

function per employee Primary Optional

This measures the cost of the

Procurement function of the organisation on an employee basis.

PR4

Cost of the Procurement function as a percentage of organisational running

costs

Secondary Optional

This measures the cost of the

Procurement function of the organisation compared to the total running costs of the organisation.

PR5 Percentage of compliant

Pos raised Primary Optional

This provides detail around the organisational compliance in procurement for raising POs. PR6 Percentage of POs

raised retrospectively Primary Optional

This provides detail around non-

compliance in raising POs, specifically around timeliness and compliance with the result being raising POs retrospectively

HR1 HR &

Payroll Cost Per Payslip Primary Compulsory

Measure of the cost of the Payroll function of the organisation on a payslip basis. Shows the overall cost of the payroll section on a unit cost per

transaction and efficiency per transaction.

HR2 Ratio of HR staff to

total employees Primary Compulsory

This provides a measure of how cost-effective the HR function is, comparing the number of HR staff to the size of the organisation is serves. This calculation provides a representative figure of the headcount each member of HR staff is responsible for.

HR3 Costs of HR service

per employee Primary Compulsory

Measures the cost of the HR function of the organisation on an

employee basis. Shows the cost of the HR service as a unit cost per employee and efficiency for employee.

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SD2 –

HR4

Average elapsed time from a vacancy occurring to the acceptance of an offer

for the same post

Primary Compulsory

This identifies the length of time taken on average to fill a vacancy in the

organisation. This indicates effectiveness of the

recruitment process.

HR5

Cost of the HR function as a percentage of organisational running

costs

Secondary Optional

Measure the cost of the HR function of the organisation compared to the total running costs of the organisation.

HR6 Cost of the Payroll

function per employee Primary Optional

Measures the cost of the Payroll function of the organisation on an employee basis.

HR7

Cost of the Payroll function as a percentage of organisational running

costs

Secondary Optional

Measure the cost of the Payroll function of the organisation compared to the total running costs of the organisation.

HR8 Cost of recruitment per

vacancy Primary Optional

The metric gives and indication of the overall cost efficiency of the recruitment service by calculating the amount the organisation spends on filling each vacancy. A high cost per vacancy could indicate a less competitive recruitment service. HR9 Percentage of employees involved in employee performance management process Secondary Optional

This provides a measure of the compliance with the organisations performance management (appraisal) process. A low percentage will indicate low compliance with one of the council's primary performance monitor

HR10

Percentage of people still in post after twelve

months

Secondary Optional

The metric looks at both the quality of recruitment placements and general satisfaction within the organisation. Measured on an annual basis, this is a measure of staff retention within the organisation over a 24 month period.

HR11 Equalities Data Secondary Optional

A series of measures to identify the diversity of the workforce:

HR12 Time lost to absence Secondary Optional

This measure expresses the percentage of total time available which has been lost due to absence.

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SD2 –

Appendix B