The document outlines the objectives and process for conducting an assessment to evaluate a council's capability in managing change and other processes. The assessment will examine evidence from interviews, meetings, observations, and audits against 10 indicators relating to strategic business improvement, learning and development strategies, people management strategies, leadership and management, effective management, reward and recognition, ownership and commitment, effective learning, performance management, and continuous improvement. The outcome of the on-site analysis will be hot feedback identifying the council's level of achievement, areas for development, and a development plan.

1. Assessment Conduct

2. Objectives of Assessment Meet Core Standard Assess Council’s capability to manage change and other processes effectively; Attain recognition for level of capability: Bronze ? Silver ? Gold ?

3. Assessment Conduct: Random sample Cross cut across all grades, genders and employment Nos involved – within range 7.5-15% Evidence from: Interviews - Confidential Meetings Observation External Audits

4. Assessment Questions designed to produce evidence, which is: Current (last 18 months); Valid/Verifiable; Relevant; Representative;

5. Assessment Questions – Indicator 1 Strategic Business Improvement: Involvement of stakeholders in development of strategy; Impact of previous evaluations/audits on strategy; Development of Organisation Vision / Mission Statement / Supporting Core values through consultation with all stakeholders The organisation’s strategy on social responsibility Review process for Corporate Plan/Balanced Scorecard How strategy for improving performance is agreed with stakeholders and conveyed to staff Review process for Balanced Scorecard with SMART Key Performance Indicators Process used to discuss progress against objectives and business improvement issues Updates on progress and business objectives by Top Managers Development of Departmental Scorecards Communication Strategy Evidence of Operational Business plan with measurable performance objectives Degree of consultation with joint consultative committees / focus groups

6. Assessment – Indicator 2 Learning & Development Strategy Links between Learning and Development Strategy and Corporate Plan & Balanced Scorecard Key learning issues arising from business objectives Priorities, resources and how they will be evaluated; Resources planned/allocated; Development “bill” at Council, Department & Team levels Skills matrices Job Specs and Personal Development Plans Links to personal scorecards/objectives Expected outcomes or impact on performance Evaluation process Departmental training plans? Key programmes and planned outcomes/objectives (SMT); Resources Allocated and priorities; Responsibilities and returns; Departmental programme of all planned professional and personal development; Statutory and professional development; Safety, health, environmental and fire requirements; Reviews of learning and development needs at: Team? Department? Organisational level? Communication briefed up/across management chain? Statutory requirements?

7. Indicator 3 – People Management Strategies linked to recruitment, access to learning and development, work-life balance and use of constructive feedback ; What is content of Equality and Diversity Policy: How does Recruitment/selection policy that match people competencies against organisation’s values; What is Appraisal System for all staff; Composition of staff - Full-time, Part-time (incl job-share), casual, home-based? Policies to manage staff with: ESOL; Learning Difficulties; Disabilities; What criteria is used to select staff to access restricted learning opportunities: How are personal development reviews conducted; What is selection process/priorities for attendance; Staff Suggestion/Business Improvement Committees/Groups/Incentive Schemes? Is there a Reward/Recognition policy; How are Work-Life Balance/Health Promotion Policy linked to Corporate/Balanced Scorecards (if appropriate). Does Communication Strategy include communication policy/processes on: Organisational/team/role learning needs; Specific learning opportunities to everyone; Use of meetings to publicise career/development/learning opportunities and 360degree /Two-way communication; How are managers mandated to actively promote: Developmental (career/learning) opportunities and sharing good practice in team meetings; Cross-skilling; Is constructive feedback encouraged and utilised in organisation?

8. Indicator 4 – Leadership & Management Is there a strategy to manage and develop leaders and managers for the organisation with the necessary knowledge, understanding, skills, attitudes and behaviours to match the organisational culture; Have competencies for all leaders/managers/supervisors have been developed against: Job Specifications; National Occupational Standards (NOS); Balanced Scorecard; Does management development include: Identification, development and selection of potential leaders/managers/supervisors against NOS; Managers are professionally developed and qualified (CMgr, CMI, ILM); Managers are appraised against NOS and Balanced Scorecard; Leadership and management ‘best practice’ is benchmarked and encouraged Mentoring and coaching are encouraged at all levels of supervisory management; Opportunities to substitute for managers or supervisors; Undertake added value roles involving decision-making or controlling resources; Is constructive feedback encouraged and welcomed through: Communication; Suggestion schemes; Focus Groups run by senior management team; Are Leadership and Management competencies widely communicated and reinforced; Do people know what they need to do to advance in the organisation.

9. Indicator 5 – Effective Management Can Top Managers explain and evidence: Their actions as role models against the espoused leadership and management strategy; setting out and demonstrating key values of leadership; Actions as role models within their team; “practise what they preach” Sharing knowledge – what has happened, what is happening and what is under consideration for the future – e.g. focus groups, consultative meetings; Inspire leadership in others – demonstrating openness, honesty and trust: meeting staff in open groups to discuss potential issues; holding staff meetings/briefings; Do Managers: Walk the talk; act as role models; set and agree objectives; conduct appraisals/mid-year reviews; accept feedback from their teams; Share knowledge with their teams – team meetings, job-chats; Use coaching; guide people with career/role advice; Train the Trainer; Change how they change their management and development of their people after feedback; Are Staff attitude surveys; Conducted with all staff; Results shared and discussed; Action plans adopted and monitored for progress (when appropriate); Do people indicate: Respect/Trust in their managers; Knowledge is shared; They receive career/role advice; Constructive is given and they can give it to their managers; Is there a culture of openness and a culture of coaching;

10. Indicator 6 – Reward & Recognition Have Top Managers: Developed a Reward and Recognition Strategy for organisation/benchmark vs other organisations; Show active involvement in recognising people and consult with unions and focus groups in developing/review strategy; Are Employee recognition schemes in place: Staff discount schemes, Suggestion schemes, Incentive schemes; Additional leave/pay with increased service, Full sickness pay, Final salary schemes; Social events, Newsletters/circulars highlighting employees, their involvement or achievements; Commendation letters, Honours-Awards for exceptional service/public service; Enhanced terms and conditions of service vs other organisations Do Managers: Include people in consultations/share confidential information; Give people additional responsibility /authority/substitution roles; Congratulate people verbally/in writing directly or indirectly personally, in meetings/public events or in official minutes/publications; Press releases/articles to highlight special contribution of staff, staff initiatives or community activities e.g. charity fundraising. Conduct regular team briefings and additional ones when issues arise. Flexibility in employment practice e.g. special leave, flexible working hours, flexible working rotas; Is contribution of staff highlighted to other staff, teams or managers;

11. Indicator 7 – Ownership & Commitment Are Top Managers: Demonstrating delegation in action – not just tasks but also authority and responsibility; Using coaching to support delegation and “Lessons Learnt” positively – not negatively; Are Managers: Setting clear policies and agreeing processes; Delegating responsibilities & tasks to lowest practicable level; Offering people developmental projects/roles; Team discussions held regularly; Representing peoples’ views up and across management chain; Ensuring Effective communication throughout organisation; Displaying information on notice-boards, intranet, internal publications; Encouraging decision-taking especially if there is a business benefit; Recognising that learning takes place through mistakes - not just successes; Are People involved in the development of their team/Balanced Scorecard through: Communication policies; Team meetings held regularly to take soundings/decisions and Representative gps – unions and focus groups Current job specifications/descriptions; Decisions being taken by the team or individual , if empowered; Sharing knowledge and experience;

12. Indicator 8 – Effective Learning Is there a Learning and Development policy and what are: Learning delivery styles, priorities and resources allocated/available; Categorised by role-related, professional and personal development; Allocation of responsibilities for analysis/training/coaching/assessment; Induction programmes at Council, Department/Team/Individual levels: Induction policy for: All those joining or changing roles – full-time/part-time/job-share/casual; Those returning after extended absences and Return To Work Interviews; New leaders/managers/supervisors (at all levels); Is Induction Effective – does it cover: Council vision, core values, Balance Scorecard, Structure, personalities; Documentation – contract, Job Specification/Description, Responsibilities and Processes; Learning needs analysis and statutory training – SHEF, Issue of PPE; Allocation of mentor/coach/ “buddy” & delivery of Role-related skills by competent trainer/assessor; Period of supervision/probation – standards and feedback explained; Formal courses undertaken beyond legislative requirements.

13. Indicator 8 – Effective Learning Is Learning: Based on current/future needs analysis (appraisals); Linked to/evaluated against business/balanced scorecard objectives; Delivered through: coaching, mentoring, shadowing, courses/on-line; Linked to standards/qualifications when appropriate; Evaluated for impact on job –new skill/knowledge/behaviours etc; reported in terms of objective, cash, time/resources and impact. What Resources are there: Handbooks, diagrams; Simulators, facilities; Intranet/online; Is there: Cross-skilling within teams/departments/council; Statutory or professional training; research; networking/benchmarking;

14. Indicator 9 – Performance Management Is there: Quarterly and annual cumulative report of the resources used in learning; What is the impact of training on all managers and all employees against Council/department/Team or individual plans (as appropriate); Do they capture resources used in learning in terms of cash, time and facilities; What are the performance Improvements arising from learning identified and reported by managers during organisational, departmental/team and individual reviews; Do Formal and informal Job-chats discuss performance improvements as a result of people gaining: new knowledge; Understanding; Skills; Attitudes; Behaviours. Do team meetings discuss, as a result of learning and share lessons learnt: Improvements made; Good practice identified. Are improvements displayed or publicised, if appropriate.

15. Indicator 10 – Continuous Improvement Are Top Managers personally involved in reviews with people, their representatives; Are Annual reviews of people management and development strategies conducted at all levels of management; Are People are consulted on, and told of, Improvements to the way people are managed; Are external standards used to identify opportunities for improvement (IiP, Customer Excellence, ISO9001:2000)/1400/18000, National Training or other Awards), implemented and communicated, if appropriate; Are Local Government Commission Reports utilised to improve strategies and supporting policies; Are Internal Reviews or staff surveys: Conducted; Analysed and acted upon; Publicised to everyone using Intranet, meetings, notices, newsletters; Are People are consulted on: Potential improvements to the effectiveness of existing systems; New working processes to improve their management & development;

16. Assessment - Outcome On-site analysis by Assessor; Hot Feedback by Assessor: Impact of current strategy & policies on organisation; Good practice; Level of achievement against Assessment objectives; Areas for development; Outcome – Core Standard met/not met. Report, within 10 days: Evidencing hot feedback; Level of Achievement; Signposting best practice/information.

17. Assessment: Follow-Up Feedback by Assessor to Council Team; Agreement on Development Plan; Annual visits to: Update Assessor on change/achievements; Discuss progress against development plan; Amend development plan.