Appendix A: Performance Management Framework


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Appendix A: Performance Management Framework

  2. 2. Item 4 Appendix A 13
  3. 3. Item 4 Appendix A CONTENT 1.0 INTRODUCTION.......................................................................................16 2.0 THE PERFORMANCE MANAGEMENT FRAMEWORK IN BRIDGEND17 3.0 CORE VALUES.........................................................................................18 4.0 CONSULTATION......................................................................................19 5.0 THE PLANNING FRAMEWORK..............................................................19 6.0 STRATEGY AND OBJECTIVES..............................................................20 6.1 VISION.......................................................................................................20 6.2 COMMUNITY STRATEGY........................................................................20 6.3 CORPORATE (IMPROVEMENT) PLAN..................................................21 6.4 BUSINESS PLANNING.............................................................................21 6.5 DIRECTORATE PLANS............................................................................22 6.6 SERVICE PLANS......................................................................................22 6.7 UNIT PLANS..............................................................................................22 6.8 FINANCIAL PLANNING............................................................................23 7.0 WALES PROGRAMME FOR IMPROVEMENT........................................23 8.0 IMPROVEMENT AGREEMENTS.............................................................23 9.0 JOINT RISK ASSESSMENT.....................................................................24 10.0 EQUALITIES & SUSTAINABLE DEVELOPMENT................................24 11.0 PERFORMANCE REVIEW AND REPORTING......................................24 12.0 DEVELOPMENT AND TRAINING..........................................................25 Appendix 1 - Performance Behaviours: Standards for Managers...........26 Appendix 2a - Planning Timetable..................................................36 Appendix 2b - Planning Timetable...................................................37 Please note: Specific timescales for the above activities will be updated regularly and may be viewed on the Policy and ........................................38 Performance Management section of the Authority’s intranet. Alternatively contact the unit as per details in the ...................................38 Preface of this policy.....................................................................................38 For further explanation or detail contact; Policy and Performance Management Unit Corporate Development & Partnerships Civic Offices Angel St 14
  4. 4. Item 4 Appendix A CF31 4WB (01656) 643243 15
  5. 5. Item 4 Appendix A 1.0 INTRODUCTION 1.1 Sound performance management principles and practices are at the heart of modern and effective organisations. These underpin the management of services commissioned or delivered by the Council and support the drive for continuous improvement. Performance Management is something all of us that work within the Council are responsible for. 1.2 As part of the Supporting Transformation programme, we continue to develop more effective arrangements and our Performance Management Framework supports us to:  be more ‘business like’ in the way that we do our business;  be clear about what we are trying to achieve;  set out exactly what we are going to pursue and how we will do this;  identify threats to the achievement of our objectives;  develop a cyclical approach to business planning and reviewing;  monitor whether we are achieving our objectives;  report on how well we are doing; and  provide a clear link between the work of individuals and the key objectives of the Council. 1.3 The purpose of this guide is to outline the Council’s Performance Management Framework in simple terms in order that you can gain a better understanding of how we work and how all “stakeholders” fit into it. 1.4 This Framework will continue to evolve and develop through consultation with appropriate users. The Corporate Appraisal Scheme will assist implementation of the Framework as it requires objectives, priorities and targets to be developed at all levels of the organisation. 16
  6. 6. Item 4 Appendix A 2.0 THE PERFORMANCE MANAGEMENT FRAMEWORK IN BRIDGEND 2.1 Performance management is simply the culture (e.g. leadership values), processes and systems (e.g. service planning), which an organisation puts in place to help it manage and continuously improve its performance. It must be central to the management agenda and help us to define and achieve organisational objectives. 2.2 The performance management system is cyclical as shown in the following diagram: Figure 1 – The Performance Management Cycle in Bridgend Community Strategy Monitoring & Reporting on achievements against action plans and Corporate targets Core Values, Improvement Legislative and Plan & other Corporate Policy Strategic Plans Framework & Corporate Budget Process Individual Consultation appraisal & Directorate & performance Service Plans review Individual Unit / Team Objectives Service Plans 17
  7. 7. Item 4 Appendix A 2.3 Our Performance Management Framework is based on the planning processes that are in place both corporately and within the Council’s services. The Council’s core values, policies and procedures are central to its performance management arrangements as these provide the policy platform within which it operates. They also support the vision and culture of the organisation. 2.4 The Corporate Plan is the Council’s strategic business plan which sets out its priorities and how these will deliver improved outcomes for the community. It is informed by legislative requirements, service priorities agreed with partner organisations and local political priorities. 2.5 This provides the context for the priorities of Directorates and sets the scene for the operational plans of service areas, and smaller business units. Against this background, objectives and targets can be developed for groups and individuals that in turn, enable the effectiveness of actions taken to be assessed which, linked with appraisals, promotes the importance of managerial accountability. 2.6 The reporting processes in place include regular meetings of Cabinet, Scrutiny Committees; monthly meetings of the corporate programme management board and Quarterly Business Reviews. Increasingly, plans have an increased focus on achieving outcomes and the impact of actions that have been progressed. These arrangements also provide a basis for the review of plans. Securing success requires the integration of four key elements; leadership and vision, people, managing the business and customers. 2.7 To support achievement of high performance across the organisation, we have developed a corporate competency framework to support and guide managers - "High Performance Behaviours: Standards for Managers" attached as Appendix 1. These underpin our management development and leadership programme and have been developed to:  Help managers understand what is expected of them  Promote improvements in service delivery  Support the management development programme  Support performance management arrangements  Help create a more mature organisation As Elected Members and employees of Bridgend County Borough 3.0 Council, we are the FACE of the council and should always be: CORE VALUES Fair - taking into account everyone's needs and situation Ambitious - always trying to improve what we do and aiming for excellence Customer focused - remembering that we are here to serve our local communities 18 Efficient - delivering services that are value for money
  8. 8. Item 4 Appendix A 4.0 CONSULTATION 4.1 The Council is committed to developing effective consultation and citizen engagement. Encouraging public participation enables the citizens and communities of Bridgend to contribute to the decision making process across the County Borough. In turn this contributes to the improvement of service delivery in line with the needs and priorities of the community. 4.2 Satisfying customers, service users and local residents is a high priority and the results of consultation processes and public engagement inform policy development and service delivery. Arrangements in place to consult with the public, service users, partners and other stakeholders currently include: • a citizens' panel; • on-line consultation; • focus groups; • service planning groups; and • complaints and compliments. 4.3 The results of specific elements are published on our website to provide feedback to interested parties. The full range of consultation techniques is set out in the Council’s Guide to Consultation. The Consultation Best Practice Guide forms a user friendly, concise Toolkit that offers practical advice to Officers when carrying out consultation. 5.0 THE PLANNING FRAMEWORK 5.1 The Council produces a number of strategic plans and each has a direct relationship with the Community Strategy. The revision and further development of this is the responsibility of the Council but this responsibility is discharged via the Local Service Board (LSB). This acknowledges the fact that the Council works in partnership with a number of agencies in the statutory, voluntary and business sectors to meet the needs of the local community. 5.2 The Corporate Plan sets out the Council’s vision, priorities and the risks which impact on the achievement of these. It also outlines the links with the Community Strategy. The Corporate (Improvement) Plan has a direct relationship with service delivery plans at all levels. The process ensures that the organisation is unified in working towards meeting the objectives and priorities that have been identified. 19
  9. 9. Item 4 Appendix A Figure 2 – Bridgend Planning Framework 5.3 Each year the Council needs to review, evaluate and confirm its strategic objectives and priorities. Resource allocation is now planned over a 3 year period; 1 year firm and the following 2 years indicative to ensure service development and rationalisation match the Council’s priorities. The budget process provides a mechanism for considering Corporate and Service priorities and helps ensure that as far as possible, resource allocation is aligned to current priorities. 6.0 STRATEGY AND OBJECTIVES 6.1 VISION 6.1.1 Our vision is "To transform Bridgend into the Council which provides the best local services in Wales". 6.2 COMMUNITY STRATEGY 20
  10. 10. Item 4 Appendix A 6.2.1 The Community Strategy is built around the priorities identified by the Local Service Board (LSB). As part of its agenda to promote interagency working, Welsh Assembly Government in 2007 established LSBs within the 22 Unitary Authority areas to encourage and foster cross sector and cross boundary collaboration. 6.2.2 Through the pursuit of activities identified in the Community Strategy as the overarching plan the LSB and its member agencies will respond to changing needs, build better services and realise the vision for the area. The Community Strategy will also be reinforced and supported by the priorities of the key strategic partnerships. 6.3 CORPORATE (IMPROVEMENT) PLAN 6.3.1 The annual Corporate Plan produced by the Authority:  sets out the Authority’s strategic aims and objectives;  influences the budget process;  identifies key risks to the achievement of the council’s objectives;  identifies targets for key services on an annual and longer-term basis; 6.3.2 The Corporate Plan forms the core part of a composite Improvement Plan and to comply with the requirements of the Wales Programme for Improvement, is published with the Joint Risk Assessment, a summary of performance indicators and other data. 6.4 BUSINESS PLANNING 6.4.1 Business planning processes within the Council continue to be developed and play a central role in the Performance Management Framework. As was illustrated earlier (Figure 2) there is a direct relationship between the Council’s Corporate Plan, Directorate Business Plans and the operational plans of service areas. 6.4.2 Collectively, these form the foundations of the Performance Management Framework within which all the main strategic and operational objectives and priorities are mapped out. Each element of the action plans within these documents needs to be compliant with ‘SMART’ principles to facilitate monitoring and scrutiny. In addition, these plans need to evidence actions that promote equality and sustainable development. 6.4.3 Objectives, targets and risk mitigation measures are set at each level and some permeate between levels and across services reflecting the 21
  11. 11. Item 4 Appendix A principle that a number of different service areas and business units can contribute to the achievement of a common objective. Importantly, the objectives, targets and risk mitigation measures set via this process can be translated into objectives for groups of staff or individuals and performance against these can be assessed through the appraisal process. 6.4.4 All planned actions and targets should be ‘challenging’ and progressively will have measurable outcomes, thereby enabling improved monitoring of performance. Where appropriate, targets should be developed in conjunction with partner agencies (e.g. targets relating to crime reduction or reductions in levels of unemployment). 6.5 DIRECTORATE PLANS 6.5.1 These are linked with the annual corporate budget process and plan the range and scale of services to be delivered by each directorate within the resources available. Importantly, they also map out the actions needed to implement the Council’s corporate priorities including those arising from changes in legislation and the strategic service planning processes. Increasingly, the Business Plans at this level reflect joint working and the development of services in a more effective joined up way. 6.5.2 Directorate Plans contain a suite of key performance indicators relevant to its functions that are reported on regularly as part of the monitoring of progress with achieving directorate objectives. 6.6 SERVICE PLANS 6.6.1 These are essentially action plans that underpin the Directorate Business Plan and map out in more detail the actions being taken to achieve service priorities. 6.7 UNIT PLANS 6.7.1 These are intended to be produced at team/cost centre level where appropriate and:  complement the service action plan by identifying the contribution that the unit/team will make to achieving the service objective;  establish a common vision for the direction the unit/team is taking in order to determine key priorities and areas for improvement;  identify what information and/or resources are needed to secure improved performance and how these might be addressed; and  ensure that the unit/team can monitor progress and keep performance on track. 22
  12. 12. Item 4 Appendix A 6.8 FINANCIAL PLANNING 6.8.1 Integration of service and financial planning and budget management is important to securing good performance that result in improvement in service delivery. It is also necessary to ensure that there are clear links between risk mitigation plans, service priorities and the resource allocation process. 6.8.2 When resources are allocated to a budget heading, responsibility for the management of that budget is assigned to a specific individual who is then accountable for this resource. The corporate business planning framework provides the basis for linking resources to priorities and monitoring performance in the use of these. Separate guidance is available for budget management. 7.0 WALES PROGRAMME FOR IMPROVEMENT 7.1 Legislation currently requires local authorities to:  secure continuous improvement in the way in which they exercise their functions, having regard to a combination of economy efficiency and effectiveness;  consult widely on how to do so, and report publicly on the outcome;  conduct reviews of their functions, and  prepare a performance (improvement) plan for each financial year. 7.2 The Wales Programme for Improvement process comprises:  annual assessments of services and functions to identify priorities for improvement;  feeding of the results to the corporate and budget planning process;  communicating and accounting for performance, partly but not solely by means of an improvement plan;  a regulatory plan which sets out the planned activities of regulators and inspectors to support improvement; and  monitoring and evaluation of actions identified in previous years. 8.0 IMPROVEMENT AGREEMENTS 8.1 Successor to the Policy Agreements, Improvement Agreements reflect the understanding reached between each local authority and the Welsh Assembly Government. They are required to reflect the actions being taken locally to achieve national priorities but a number of these are consistent with local priorities for service improvement, whether in terms of raising performance relative to other authorities, meeting citizen needs, delivering strategic change or addressing key risks. 23
  13. 13. Item 4 Appendix A 9.0 JOINT RISK ASSESSMENT 9.1 The annual joint risk assessment exercise is a key feature of the Wales Programme for Improvement. The purpose of undertaking such an assessment is to assess the impact and effectiveness of service delivery and support, and identify the issues that present the most significant “risks” to the achievement of the Council’s objectives. These include risks in the wider context, not just insurable risks and the actions needed to mitigate these risks are reflected in Directorate and Service business plans. 10.0 EQUALITIES & SUSTAINABLE DEVELOPMENT 10.1 Under the Wales Programme for Improvement, equality and sustainability are key factors that help support good performance. Sustainable development is an investment for the future and equality ensures equal access to all services and targeted services for those that need it. 11.0 PERFORMANCE REVIEW AND REPORTING 11.1 This is simply the systems and processes in place to help us review how well we are performing. The arrangements we use include:  Cabinet meet monthly and the agenda for these meetings include reports on policy development or performance related issues.  The Local Service Board and its Delivery Board both meet monthly and have processes in place to monitor progress with the top priorities from each of the key inter agency partnerships;  Quarterly Business Reviews meet every 3 months and monitor the progress against Business Plans and other areas of activity (including actions, revenue and capital budgets, key performance indicators and sickness absence). These are important management meetings chaired by the Chief Executive and involve the Corporate Management Board, Cabinet and relevant Scrutiny Chairs. It is at these meetings that we take stock of progress with corporate and service priorities.  Programme Management Board meets 4 weekly and through the use of Programme Briefs and highlight reports monitors progress with the Council’s strategic programmes. Meetings involve CMB, relevant Programme Managers, constituent Senior Responsible Officers or Managers and are supported by the Centre of Excellence;  Scrutiny Committees provide a means of holding the Cabinet and Senior Management to account for decisions made and performance. They also assist with Policy Development and undertake reviews of specific services and ad hoc investigations; 24
  14. 14. Item 4 Appendix A  Responses to reports from auditors and regulatory bodies such as Estyn, CSSIW etc. 11.2 At an individual level, the Council’s annual appraisal process helps ensure that all employees and managers of staff teams:  are clear about their own and/or their team’s objectives and targets;  assess how well they are doing in meeting these;  identify barriers to improving performance and take action to address these e.g. staff training; and  recognise good performance. 11.3 Reporting back on performance is clearly a very important stage in the process and where the concept of accountability is evident. This happens at different managerial levels within the organisation – teams, units, service area, directorate and corporate as well as with elected members, partner organisations and the public. 12.0 DEVELOPMENT AND TRAINING 12.1 This framework maps out the direction being followed by the Council. A comprehensive training programme is being put in place to assist successful implementation and subsequent maintenance of these arrangements. The programme is built around the management standards referred to earlier (Appendix 1). 12.2 The training has been developed on a modular basis. Elements of the training will be mandatory for managers at all levels, but the modular approach will enable the content to be tailored to individual and organisational needs. All participants are required to undertake a 360 degree assessment prior to joining the programme and the result of this helps ensure that the appropriate discretionary modules are taken. 25
  16. 16. Item 4 Appendix A HIGH PERFORMANCE BEHAVIOURS: STANDARDS FOR MANAGERS WHY ARE THESE IMPORTANT? Our vision is to transform Bridgend into the Council which provides the best local services in Wales, and high standards of management are essential to achieve this. Linking organisational arrangements to performance management requires the setting out of some important behaviours that both managers and staff need to demonstrate to deliver business objectives. The implications of an ineffective management style also need to be clearly understood. The effective management of staff is central to driving up quality and improving performance. These standards will help managers to recognise the behaviours, actions and factors that will support improvements and promote trust and confidence in the Council and its services. Management effectiveness is crucial to any organisation wanting to achieve its objectives and improve performance. These standards will provide evidence of our commitment to growing our organisation and our staff teams, but will also support any work we do towards achieving recognition as an Investor in people. In summary, the standards describing high performance behaviours have been developed to: • Help managers understand what is expected of them • Promote improvements in service delivery • Support the management development programme • Support performance management arrangements and • Help create a more mature organisation. HOW ARE THEY SET OUT? As employees of Bridgend County Borough Council, we are all the public FACE of the council and should be Fair - considering everyone’s needs and circumstances Ambitious - always trying to improve what we do and aiming for excellence Customer Focused - remembering that we are here to serve our local communities 27
  17. 17. Item 4 Appendix A Efficient - delivering effective services that are value for money The standards are set out in ten ‘areas’ that are important to Bridgend and reflect these values. HOW ARE THEY USED? Many authorities have developed behavioural standards like these, which are sometimes known as ‘competency frameworks’. The terms ‘competencies’ and ‘competency’ are used to describe the core skills, attitudes and behaviours necessary to perform a specific job or set of responsibilities and achieve high levels of performance. They are intended to be a practical tool for managers and can be used in a number of ways. The ‘culture’ of the organisation is influenced by the style or behaviours managers at all levels adopt. These standards give a clear indication of the behaviours which are expected of managers and underpin our core values. It is recognised that behaviours are influenced by knowledge and experience. A management development programme will be available to help managers respond to gaps that are identified through a 360° feedback process. However, whilst ‘attitude’ is something that individuals have responsibility for themselves, the standards set out the organisation’s expectations in relation to these and are useful because: • They identify and describe the behaviour, attitudes and actions needed for work to be accomplished to the accepted/ agreed standard • They encourage managers to review, renew and extend their skills and knowledge, and enable better identification of individual training and development needs • They can provide information to support the diagnosis of the organisational culture • They can help our people identify what represents effective and ineffective management • They can form a basis for individuals and teams to assess their present level of skills/ knowledge/ behaviours to inform both personal and team development plans • They provide objective judgement criteria and will promote consistency when undertaking appraisals • They support programme management arrangements • They provide a basis for the development of realistic and consistent person specifications. 28
  18. 18. Item 4 Appendix A LEADING AND INSPIRING Effective managers communicate the organisational vision and purpose in a way that others can understand and are inspired by. They adopt an appropriate style and approach depending on the situation, and are able to enthuse and motivate the whole team. They accept that they are accountable for outcomes of service delivery, and recognise the achievement and effort of others towards this. An effective manager: An ineffective manager: Has a confused or unrealistic vision of the Is able to translate vision into practical goals. future Fails to motivate the team and is vague Inspires and motivates the whole team and about the teams’ priorities and longer term communicates vision and priorities well goals Engages teams and individuals in Does not help team members to understand understanding and planning what they need how their personal work objectives contribute to achieve and why they need to achieve it to the team’s objectives Supports staff at the ‘front line’ who are Is dismissive about other services, invisible in delivering services, leads by example and a crisis, negative about setbacks, and takes personal responsibility for making blames others things happen Recognises and celebrates success, gives constructive feedback to individuals and Works in isolation from their staff, never teams, praises and offers support giving support, feedback or praise appropriately DELIVERING GOOD RESULTS AND MANAGING PERFORMANCE Effective managers plan, prioritise, take action, monitor and evaluate progress towards objectives and targets to ensure an efficient, effective and high standard of service delivery. They understand the components of good performance management, for example programme management, project management, risk management, human resource management and finance management. An effective manager: An ineffective manager: Develops and implements strategic and Does not understand the need to always operational plans that have SMART agree ‘SMART’ targets and priorities for the objectives (specific, measurable, achievable, service, teams and individuals realistic and timely) Makes sure all plans focus on what matters Fails to ensure that their staff team(s) have a to the Council, prioritising those actions that list of objectives/ actions that are to be will add value, and translates actions within pursued in a given period plans into priorities for individuals to deliver Recognises good performance amongst staff Fails to review performance with their staff and are good at tackling poor performance and does not take action when necessary 29
  19. 19. Item 4 Appendix A Regularly reviews plans and performance Does not monitor progress being made on data to determine progress against agreed agreed actions priorities Benchmarks with others (including other local Is blind to the lessons that can be learnt from authorities) to identify and share good the success of others practice FOCUS ON CUSTOMERS AND DELIVERY Managers need to be aware of who their customers are, and include all relevant stakeholders in their thinking. They must consider the needs of all of their customers when planning and providing service delivery. An effective manager: An ineffective manager: Is sensitive to customers’ needs and Adopts a casual attitude towards customers’ expectations and works at managing these needs and expectations positively Provides their customers with information Does not see the need to provide good about their services, making sure it is in a quality information to their customers in an language and format that they can understandable form understand Recognises the value of involving customers Does not think it is necessary for customers in service planning and when making to get involved in making decisions about the decisions about the services delivered and services they receive keeps customers informed about progress Ignores the value of customer feedback and Views customer complaints as constructive does not respond to customers’ concerns feedback to improve services promptly Establishes service standards where Does not set or put into practice standards practicable to do so, meets agreed relating to the service their customers can timescales, and does what they say they are expect going to do BUILDING TEAMS AND PARTNERSHIP WORKING To be effective as a manager you need to work with your team, across the organisation and with external bodies and other stakeholders to achieve our planned objectives. You will build trust to enable service delivery partners to identify shared goals and common ground. An effective manager: An ineffective manager: Works to develop an atmosphere of trust and Does not work at securing trust, openness, support within the team, and a ‘can do’ support and confidentiality; is defensive and culture protective 30
  20. 20. Item 4 Appendix A Understands how partnerships add value and Does not see the importance of working with demonstrates commitment to joint working other people and groups and prefers to work and shared service delivery in isolation Searches for the ‘collective wisdom’ and Appears autocratic and is unwilling to listen to strengths within their teams to improve the opinions of others service provision. Monitors workloads to ensure they are Allows inequitable workloads and has realistic and equitable and ensures staff skills unrealistic expectations without any and abilities are matched with the consideration to the impact of this requirements of the job Steers the team successfully through Avoids challenge and conflict, failing to difficulties and challenges, including conflict recognise that early intervention can avoid a within the team problem growing COMMUNICATING WELL AND SHARING INFORMATION Effective communication and information sharing is central to a range of managerial activities. Managers communicate and share information with a variety of people, and in a variety of ways; effective managers will make sure that the way they communicate meets the needs of the people they are communicating with. An effective manager: An ineffective manager: Regularly meets with teams, groups and Does not hold or attend meetings and individuals to share information in a provides information too late, or not at all structured way Uses communication styles that are Does not consider the needs of people they appropriate to different people and situations should communicate with Puts information in the right context for Communicates irrelevant, inaccurate, individuals and ensures all communication is inconsistent or incorrect information and does focussed, relevant and timely not explain the rationale behind decisions Listens carefully, is approachable, and asks Fails to check a common understanding, questions to check understanding ignores concerns, and tells rather than listens Adopts a casual approach to the provision of Recognises the importance of other information in other formats or languages, languages of choice to the provision of and does not see this as important to service inclusive services delivery 31
  21. 21. Item 4 Appendix A MANAGING IN A POLITICAL ENVIRONMENT All managers should demonstrate that they understand and are sensitive to the political dimension they work within. They seek to build appropriate and positive relationships with Elected Members. An effective manager: An ineffective manager: Respects political diversity and understands Pays little or no attention to the political the political context, both locally and perspective nationally Establishes a positive working relationship with Members, keeping them informed about Marginalises the role of Members by ignoring matters in which they have a legitimate or alienating them interest Is politically neutral but not politically naïve, Favours some political groups or individual understanding and maintaining the members over others, and fails to maintain boundaries between the political and professional integrity managerial spheres of operation Provides timely, constructive, high quality, Offers inaccurate, incomplete, inconsistent, professional advice to support Member biased or inappropriate advice or information decision making to Members Understands the political impact of Fails to support or comply with the decision management decisions, how to raise issues making process, lacks sensitivity when constructively, and how to challenge raising issues and gets their timing or sensitively when necessary approach wrong EQUALITY AND DIVERSITY Effective managers embrace and promote fairness, integrity, respect, sustainability and accountability. Their managerial style is inclusive and ethical, and they will always challenge discrimination and discriminatory attitudes, language and behaviours. They recognise the impact of their decisions. An effective manager: An ineffective manager: Promotes awareness of diversity issues and Sees diversity as an ‘add on’ to their job, or recognises that equality and diversity the responsibility of equality and diversity principles should underpin everything they do specialists Acts according to their own preconceived Treats staff equitably by showing integrity, ideas, and is inconsistent in the decisions fairness and consistency in decision making made Behaves morally and ethically, treating Makes decisions that are unethical and everyone with equal dignity, respect, and tolerates discriminatory and insensitive fairness, and acts to uphold their rights actions Consistently follows equality and diversity Fails to comply with organisational procedures and works within organisational requirements, policies, and codes of conduct requirements, policies, and codes of conduct in relation to equality and diversity 32
  22. 22. Item 4 Appendix A Promotes equal opportunities at all levels and Does not apply equal opportunities to the across all services, working to eliminate service delivered and is not aware of what direct or indirect discrimination constitutes direct or indirect discrimination DEVELOPING OUR STAFF AND OURSELVES Good managers provide an environment where learning and development is valued. They support their teams to identify their learning needs, and help provide opportunities to address these needs. Team members are encouraged to learn from each other and take opportunities to improve their own learning. Effective managers are open to learning about new ways of working and promote good practice in service delivery. An effective manager: An ineffective manager: Coaches and supports team members and Fails to prioritise staff development and colleagues to give of their best, recognising recognise the part they play in this and developing potential Encourages team members to take responsibility for their own learning and helps Does not encourage staff to work on their them to identify gaps in their current own development. knowledge, understanding and skills Asks for regular feedback on their Rarely reflects on own experiences to inform performance and takes action on the lessons future actions. learned Uses appraisal, formal supervision, one-to- one meetings and team meetings to identify Ignores the processes available to help learning needs as well as manage identify learning needs performance Encourages innovation and measured ‘risk Is intolerant of mistakes and risk taking and is taking’ under-ambitious about what can be achieved 33
  23. 23. Item 4 Appendix A PROMOTING SAFETY AND WELL BEING All managers need to understand how to manage a healthy and safe working environment. They will be aware of what can assist their staff to give of their best, and will understand how to consistently apply policies designed to promote the well being of staff, service users and other people. An effective manager: An ineffective manager: Ensures a safe environment for service delivery, communicates health and safety Sets a poor example, and is complacent information to their staff, and challenges about any poor practice they see dangerous or abusive practices Undertakes risk assessments when Is blind to the risks that inevitably arise in all appropriate, and trains their staff accordingly work settings Proactively contributes to a positive team spirit and creates a feeling of confidence that Does not recognise the link between team staff will be supported when dealing with spirit and team effectiveness personal problems e.g. ill health, bereavement. Understands that caring for staff and good human resource management skills are Believes that staff care and welfare is not essential and fundamental parts of the part of their job managerial job Demonstrates an appropriate work-life balance, are aware of potential causes of Are not vigilant enough and their inaction stress or other forms of injury and take action contributes to someone suffering harm to avoid these MANAGING RESOURCES Managers have a responsibility to handle all the resources (finance, people, equipment, places, property) under their control efficiently and effectively whilst also understanding their responsibility for sustainability. They should always seek to obtain the best quality of service possible within the resources available and with consideration for the finite nature of natural resources. An effective manager: An ineffective manager: Works within the requirements of the Disregards policies, procedures and Council’s HR/Finance policies, procedures regulations and regulations Accepts that they are personally accountable Absolves responsibility for the people and for the effective management of all people resources under their control and resources under their control Always follows agreed procurement Uses suppliers that have not been checked procedures, ensures contracts are properly and has little regard for efficient and effective commissioned and managed, and looks for procurement efficiency savings where possible 34
  24. 24. Item 4 Appendix A Lacks adequate understanding of financial Maintains accurate records, monitors, data, has little regard for the maintenance of evaluates and controls service area budgets records, and does not review performance within their responsibility against allocated budgets Recognises where they are dependant on Is reluctant to work with other managers, people and resources not under their control regardless of the impact on other service and works with relevant managers to address areas specific needs 35
  25. 25. Appendix 2a - Planning Timetable Process Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Risk Assessment Risk Assessment Prioritised list compiled Mitigation plans prepared Provisional WAG budget announced Final WAG budget announced Budget Directorates prepare budgets Council approve budget Corporate Improvement Plan published Consider draft Directorate plans and Business Plans priorities + joint and cross-cutting initiatives Finalise Business Plans, including targets for Corporate Performance Indicators Appraisal of Principal Officers, including personal targets relating to business plans Appraisal of all other staff Ongoing throughout year Report statutory and core indicators IndicatorsPerformance All Wales data released
  26. 26. Item 4 Appendix A Appendix 2b - Planning Timetable Process Definition…who does what? Risk Assessment This process identifies potential risks to the achievement of the Corporate objectives, having regard for areas such as health, finance and service delivery and comments from Wales Audit Office and KPMG. Risk Assessment Prioritised list compiled Taken from the risk assessment, these are the top risks that the Authority identifies to inform the Corporate business planning process. Mitigation plans prepared The lead officer for each risk, as identified by Corporate Management Board, ensure mitigation plans are in place for the risks identified. Provisional WAG budget announced The Authority is provided with its provisional budget settlement from the Welsh Assembly Government. Final WAG budget announced The Authority is provided with its final budget settlement from the Welsh Assembly Government. Budget Directorates prepare budgets Having regard for the provisional budget, the risk assessment and the intended business of the Directorate, Corporate Directors and Heads of Service together with their finance teams are to prepare budget proposals for presentation to Corporate Finance. Council approve budget Following scrutiny process, Council approve Directorates and Corporate budget for following year. 37
  27. 27. Item 4 Appendix A Corporate Improvement Plan Policy and Performance Management Unit, in consultation with Directorates, produce this as per the Wales Programme for Improvement (contained in WAG circular 28/2005). Consider draft Directorate plans and In preparing Business Plans, all those involved should consider, where possible, the impact on priorities + joint and cross-cutting initiatives other Directorates and take into account joint and cross-cutting initiatives and key strategic documents as well as Corporate objectives and considerations such as procurement, efficiencies, equality, sustainable development and community safety. Business Plans Finalise Business Plans Corporate Directors and Heads of Service finalise Directorate Business Plans for the following year. Cabinet and Corporate Management Board finally approve these. Performance appraisal of Principal Officers Between March and June, having regard for the Business Plan objectives, Principal Officers and above should have their annual appraisal, as per the Corporate Policy. Performance appraisal of all other staff Following the Principal officers, all other staff either individually or in teams should have their performance appraisals, as per the Corporate Policy. Quarterly performance reporting On a quarterly basis, Directorate contacts submit Performance Indicator data to Policy and IndicatorsPerformance Performance Management Unit for reporting to Cabinet and Corporate Management Board through the Quarterly Business Reviews. Report statutory and core indicators Directorate contacts submit Performance Indicators to Policy and Performance Management Unit for reporting to the Local Government Data Unit. All Wales data released Following submission of the above data by all Welsh Authorities, national comparable data is published by the Local Government Data Unit. Please note: Specific timescales for the above activities will be updated regularly and may be viewed on the Policy and Performance Management section of the Authority’s intranet. Alternatively contact the unit as per details in the Preface of this policy. 38