Purpose

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Purpose

  1. 1. Children & Young People’s Services Inclusion & Engagement Division Nottinghamshire County Council Youth Service Youth Support Service Youth Service YOUTH SERVICE PERFORMANCE MANAGEMENT FRAMEWORK JANUARY 2008 REVIEW DATE JANUARY 2010
  2. 2. Youth Service Performance Management Framework ____________________________________________________________________ Youth Service Performance Management Framework Contents Section 1 Introduction. 1.1 What is Performance Management? 1.2 Why do we need a Performance Management Framework? 1.3 What are the other benefits of a Performance Management Framework? 1.4 What is the purpose of this document? Section 2 Our Statement of Purpose. 2.1 Statement of Purpose 2.2 Why do we need a Statement of Purpose? Section 3 Achieving our vision. 3.1 Quality Standards 3.2 Planning processes 3.3 Staff development and staff management processes 3.4 Quality Assurance mechanisms 3.5 Data collection and management 3.6 The Curriculum 3.7 How does everything link together? Diagram 1. Youth Service Performance Management Framework. Page 11. Youth Service Performance Management Framework 2 __________________________________________________________________
  3. 3. Youth Service Performance Management Framework ____________________________________________________________________ Section 1 Introduction. 1.1 What is Performance Management? The term performance management refers to the processes that we have in place within the Service to assess, measure, monitor and review our performance, as individuals, as teams of people and as a Service as a whole. 1.2 Why do we need a performance management framework? A clear performance management framework will help us to do the following: • Assess how our corporate aims relate to the jobs that we do as individuals, so that we all understand what we have to do in order for the Service to achieve the aims and objectives set out in our Statement of Purpose. • Explain what we are about, in simple terms, to both staff and people outside the Service. • Describe how we measure success, and what success looks like. • Be clear about what we stand for. 1.3 What are the other benefits of a performance management framework? Benefits of an effective framework include the following • It will help us to concentrate on what matters – the quality of our work with young people, and the learning outcomes that they achieve through contact with us. • It will help us to measure what matters – again, this is the quality of the work we do, and the learning outcomes and accreditation we help young people achieve. • It will help us to perform well as individuals and as a Service. • It will help us to make current national agendas work for us, rather than just the other way around. • It will help us to appreciate that performance matters. • It will make sure that our future work is informed and influenced by the results of our current work, and by the environment that we operate within. Youth Service Performance Management Framework 3 __________________________________________________________________
  4. 4. Youth Service Performance Management Framework ____________________________________________________________________ 1.4 What’s the purpose of this document? This document makes clear the linkages between the following aspects of the Service that directly impact upon our effectiveness. These include: • The Service’s Statement of Purpose. • Personal performance and individual performance management (EPDR and Supervision). • Unit/area planning and Service planning. • Quality assurance measures. • Quality standards. • Implementation of our curriculum. • The National Occupational Standards for Youth Work. Youth Service Performance Management Framework 4 __________________________________________________________________
  5. 5. Youth Service Performance Management Framework ____________________________________________________________________ Section 2 Our Statement of Purpose . 2.1 Statement of Purpose. Statement of Purpose. Vision Our vision is to ensure the best possible youth work provision for young people in Nottinghamshire, aged 10-25. We will work in partnership with young people so that our services are led by their needs and help them to have fun, and to achieve their full potential. Purpose We work with young people to promote and support their personal development, social education, health and well being. We enable young people to have a voice and a positive place in their communities and society. Age Ranges • In the Youth Service, we will work with young people aged 10-25 with an emphasis on the 13-19 age group. Values • Young people choose to participate, not least because they want to relax, meet friends and have fun. • Equality of opportunity is at the heart of our work. We respect and encourage the interests, needs and cultures of young people in a diverse society. • Each young person has worth, value and potential. • Young people are our partners in the management and delivery of our services. • Young people have both rights and responsibilities. • We will encourage young people to be creative and enquiring. • Our work is concerned with the feelings of young people as well as the development of their skills, knowledge and confidence. • We value staff as our greatest asset in providing high quality services. • Our success depends upon the strength of our partnership with parents, carers, communities and other agencies. For further information please contact 0115 977 4432 or email Please note this document is also available in other formats Issue Date: January 2007 Youth Service Performance Management Framework 5 __________________________________________________________________
  6. 6. Youth Service Performance Management Framework ____________________________________________________________________ 2.2 Why do we need a Statement of Purpose? It’s important that we have a Statement of Purpose, as it helps define what we stand for as a Service, what our values are, and most importantly what our ambition is as a Youth Service, and Division. The statement of Purpose provides the basis for all of our work with young people. Equally, the statement provides an overarching aim for the Service, the achievement of which all of our efforts should be directed towards. Section 3 Achieving our vision. In order to ensure that we achieve our vision, there are a number of key contributory elements. These are all inter-related, and set out below. 3.1 Quality standards. Of all the contributory elements to our performance management framework, probably the most important are our Quality Standards for Youth Work. These clearly set out the Service’s expectations for the effective delivery of youth work in Nottinghamshire. In addition, the Service works to the following key performance and quality standards • The Ofsted Framework for the Inspection of Local Authority Youth Services. This forms the basis of our quality assurance mechanisms. • Overarching performance indicators. These are set out each year in the Service’s operational plan, and set core performance and contact targets for the Service in line with “Resourcing Excellent Youth Services” (REYS). • Our charter for young people (Young People’s Statement of Opportunity), which sets out the quality of service young people are entitled to expect when they are in contact with us. • The National Occupational Standards for Youth Work. 3.2 Planning processes. Here is how planning works within the Service. 3.2.1 District and Countywide Team Plans. Each District and County-wide Team is required to complete an annual development plan, the Senior Worker Operational Plan, which sets out local priorities and targets for the coming financial year, based upon self assessment and the planning guidance issued by the Service. The planning guidance includes the Service’s consultation and information gathering Youth Service Performance Management Framework 6 __________________________________________________________________
  7. 7. Youth Service Performance Management Framework ____________________________________________________________________ requirements, and sets out key targets for achievement, in line with the ‘Statement of Purpose’. The District and County-wide Team plan also act as the basis for ongoing monitoring and evaluation of local work and achievements. This takes place via the Employee Performance and Development Review (EPDR) and supervision processes and the quality assurance mechanisms that are covered later in this section. The Service’s annual Operational Plan encompasses the content of the District and County-wide team plans. 3.2.2 The Youth Service Operational Plan. As with District and County-wide Team plans, the Service is required to set out its short-term priorities each year in an annual Operational Plan. This is informed by i. The Statement of Purpose. ii. Key issues raised by District and County-wide Team plans. iii. A review of the previous year’s work and performance in respect of the Service’s targets/priorities. iv. An assessment of the environment in which the Service operates (including national and local policy initiatives and demographic/social factors). Fundamentally, the annual Operational Plan sets out how the Service intends to work towards achieving its vision over the coming year, and is based upon a combination of management planning and upward feedback from local and Service wide consultation. As such, it presents our core strategic direction. At the same time, this plan also demonstrates how the Service contributes towards the wider objectives and priorities of both the Culture and Community Department and Nottinghamshire County Council. From 2006/2007, our plan will also inform the new Children and Young People Plan. 3.3 Staff development and staff management processes. Youth work is a face to face profession. Because it is so staff intensive, our effectiveness as a Service is affected fundamentally by how well we manage our staff. Our workforce training and development policy sets out how we manage the performance of youth workers, and covers the following important areas:- i. Induction: The induction period is the time when it is vital that new colleagues are made aware of the contribution that they can make towards the work and objectives of the Service, and the performance standards that are expected of them. Youth Service Performance Management Framework 7 __________________________________________________________________
  8. 8. Youth Service Performance Management Framework ____________________________________________________________________ ii. Employee Performance and Development Review and Supervision: The County Council’s standard approach to EPDR and supervision now makes clear the link between the work of individual staff and the Service. This method of appraisal and regular supervisory sessions allow us to monitor, evaluate and address issues of individual performance, and can inform the team planning process. EPDR and supervision are linked to the National Occupational Standards for Youth Work. ( www.paulo.org.uk ) iii. Training and Development: Here, the policy clearly links our training priorities with our Statement of Purpose and operational plan. 3.4 Quality Assurance mechanisms. The various quality assurance (QA) mechanisms that we have within the Service help us to measure our actual face to face work against the Service’s priorities and values set out in our Statement of Purpose, the priorities and targets set out in team plans, our quality standards and our overarching performance targets. Key QA mechanisms include the following. • Peer Inspections of District and County-wide Teams: Teams of youth workers conduct a detailed evaluation of the quality and range of youth work undertaken against the current Ofsted criteria for the inspection of youth work. As a result of the outcomes of the evaluation, an action plan is drawn up that identifies areas for improvement. Implementation of this action plan, which will often form the backbone of the team plan for the coming year, is monitored and evaluated via the EPDR and supervision process. • Operational visits: Operations and Development Managers and Youth Workers undertake regular visits to units and projects to assess and grade youth work provision, against the current Ofsted criteria. The recordings are shared with the staff of that unit or project. • Informal visits: Operations and Development Managers and Youth Workers undertake regular visits to units and projects to record informally their views of the youth work provision on offer at the time. The recordings are shared with the staff of that unit or project. These visits are less formal than operational visits, and do not include completing a YC 410 recording form. Youth Service Performance Management Framework 8 __________________________________________________________________
  9. 9. Youth Service Performance Management Framework ____________________________________________________________________ 3.5 Data collection and management As a basic means of assessing our performance against our quantitative performance targets, effective data collection is vital. The data we currently collect through our Quality Assurance materials includes the following. • Attendance data (total attendances and numbers of different young people in contact with units). • Ethnicity data. • Disability data. • Hours of operation for units. • Achievements of young people (recorded and accredited outcomes). In the main, this data is collected on a monthly basis from units/projects via a standard monthly data sheet. This regular data collection is augmented by systematic countywide research that generates similar information, but also deals with issues such as the following: • Young people’s general perception of the Service. • Young people’s perceptions around the quality of the service they receive. The third element of data collection concerns the collation of basic local demographic and social data, so that we can establish a clear view of each unit/project’s “catchment area”. Here, the following information is key, and should be shared amongst the team and units/projects: • Population (13-19). • Social deprivation indices. • Education achievement statistics. This data is accessed through the Senior Youth Worker of the team. Effective management of data enables us to better understand the needs of local young people. It also means that we can establish realistic performance targets and monitor our achievement of them. 3.6 The curriculum Our curriculum is the framework through which we deliver youth work. Our delivery of effective, curriculum based youth work is measured through our various quality assurance mechanisms. However, it is also worth bearing in mind that the process of delivering curriculum based youth work contributes to the achievement of higher quality work. Our curriculum model is based on a cyclical approach to youth work that sees effective youth work as being based on the assessment of young Youth Service Performance Management Framework 9 __________________________________________________________________
  10. 10. Youth Service Performance Management Framework ____________________________________________________________________ people’s needs and the formulation of youth work programmes designed to meet such needs. From this, the following can be identified. • The identification of need is a crucial element within the planning of our curriculum work. • Our work planning must take account of how young people learn through their experiences. • Effective planning of work is vital. • Assessing the progress and achievement of young people is integral to the success of our curriculum work. • Monitoring and evaluation of our work must take place if we are to improve our practice. From a performance management perspective then, the implementation of our curriculum has clear links with unit/area planning, the achievement of our quality standards, and our quality assurance processes. 3.7 How does everything link together? The easiest way to illustrate this is through a diagram. What the diagram over the page attempts to show is how all of the processes referred to above inter- relate. In order for our performance management framework to be effective, each of the individual components feed into others. This integrated approach should bring benefits in terms of the quality of our youth work. 3.8 List of other useful reference documents: o Workforce Training & Development Policy. o Youth Service Curriculum Document. o Quality Assurance Procedures. o Inspection Framework. o Quality Standards for Youth Work in Nottinghamshire document. o National Occupational Standards for Youth Work. o Youth Service Operational Plan. This integrated approach should bring benefits in terms of the quality of our youth work and help us achieve our vision. Youth Service Performance Management Framework 10 __________________________________________________________________
  11. 11. Youth Service Performance Management Framework ____________________________________________________________________ Contacting Us Email ypd.headoffice@nottscc.gov.uk Phone 0115 977 4432 Fax 0115 977 4098 Nottinghamshire Post Youth Support Service, 4th Floor, County Hall County Council West Bridgford, Nottingham, NG2 7QP Internet www.nottinghamshire.gov.uk/youthzone This Publication can be mader availaible in alternative formats and languages upon request Youth Service Performance Management Framework 11 __________________________________________________________________
  12. 12. Nottinghamshire County Council – Young People’s Division Youth Service Youth Service Performance Management Framework ____________________________________________________________________ Performance Management Framework Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar EPDR Meetings EPDR Reviews Year End Quarterly Quarterly Quarterly Quarterly Performance Performance Performance Performance Management Management Management Management Report Report Report Report completed completed completed completed Each of these components of the framework contributes towards the achievements of the vision Senior Worker Team Operational The services’ vision and of our service: targets for the year have Plan consultation and completion been set. Local targets have been set and agreed Operational Plan consultation and completion. Sets annual performance targets and objectives for service Senior Worker Team Operational Plan preparation, linked to local need assessment, planning guidance issued by service, and REYS targets Monthly data collection occurs each month via monthly data sheets. Data collected informs EPDR and supervision, planning processes and assessment of achievement of local service wide targets. Quality assurance processes take place throughout the year; outcomes inform EPDR, Supervision and plans Quality assurance processes take place throughout the year. Outcomes inform EPDR and Senior Youth Worker Operational Plans Curriculum based youth work takes place throughout the year, based on accurate needs assessment. Outcomes inform future practice and Senior Youth Worker Operational Plans Staffing budgets allocated Year on year evaluation of performance and achievement informs our future work Youth Service Performance Management Framework 12 __________________________________________________________________

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