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Contribution Management

Contribution Management. JNCF PRESENTATION 31ST MAY 2004. Contribution Management. A KEY MANAGEMENT TOOL IMPROVE THE CONTRIBUTION OF THE INDIVIDUAL TO ACHIEVING THE COUNCIL’S OBJECTIVES AND GOALS ENABLE THE DEVELOPMENT OF SKILLS AND RELEVANT EXPERIENCE

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Contribution Management

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  1. Contribution Management JNCF PRESENTATION 31ST MAY 2004

  2. Contribution Management • A KEY MANAGEMENT TOOL • IMPROVE THE CONTRIBUTION OF THE INDIVIDUAL TO ACHIEVING THE COUNCIL’S OBJECTIVES AND GOALS • ENABLE THE DEVELOPMENT OF SKILLS AND RELEVANT EXPERIENCE • CONSISTENT, OBJECTIVE MEANS OF MEASURING EFFECTIVENESS

  3. DRIVERS FOR DEVELOPMENT EFQM SURVEY RESULTS STAFF SURVEY RESULTS BEST VALUE (CONTINUOUS IMPROVEMENT) GOOD MANAGEMENT PRACTICE

  4. Contribution Management

  5. Contribution Management • CONSTITUENT PARTS • INDIVIDUAL OBJECTIVES IN LINE WITH COUNCIL AND SERVICE OBJECTIVES • PERSONAL DEVELOPMENT PLANS TO ENABLE DELIVERY ON OBJECTIVES • REGULAR REVIEWS AT TEAM AND INDIVIDUAL LEVEL • REVIEW AGAINST BEHAVIOURAL COMPETENCIES

  6. Key Meetings January Review of performance against Objectives & PDP April Annual review of performance & planning meeting to set Objectives & PDP for the coming year October Review of performance against Objectives & PDP June 360º feedback against Behavioural Standards (for designated employees) July Review of performance against Objectives & PDP

  7. A Balanced Approach to Contribution Management Performance Ambition/ Intention People - Behaviours Outcomes Partnership Approach

  8. Approaches to Personal Development WORKGROUPS COURSES & CONFERENCES SECONDMENT PROJECT WORK COACHING HOW? OPEN DISTANCE LEARNING SHADOWING DELIVERINGPRESENTATIONS QUALIFICATIONS

  9. Contribution Management Behavioural Competency Framework LEADING MANAGING CHANGE MANAGING PEOPLE, RESOURCES & INFORMATION MANAGING PERFORMANCE MANAGING RELATIONSHIPS PERSONAL IMPACT

  10. Contribution Management BENEFITS FOR STAFF • CLARITY OF PURPOSE • CAREER DEVELOPMENT (SHORT & LONG TERM) • INDIVIDUAL RESPONSIBILITY • WORKLOAD MANAGEMENT • IMPROVED JOB SATISFACTION • UNDERSTANDING OF BIGGER PICTURE AND CONTRIBUTION TO SUCCESS • CLARITY OF EXPECTION

  11. Contribution Management BENEFITS FOR COUNCIL • AIMS & OBJECTIVES MET • IMPROVED SERVICE DELIVERY • IMPROVED BUDGET ALLOCATION • SHARED RESPONSIBILITY • REAL INVESTMENT IN CURRENT AND FUTURE STAFF

  12. Contribution Management Individual Corporate Clarity of Purpose & Objectives Motivation Personal Development Plan Career progression Ownership & a sense of belonging Improved individual performance Clearer connections between strategy and operations Direction Improved skills & knowledge base Shared values, vision & identity Achievement focussed Improved corporate performance Customer First Continuous Improvement Service Delivery

  13. Implementation Issues Project Group Chair - Stuart Nichol Corporate Framework Spans of control Individual v Language Group Process Context & Connections Training & Support Accessibility Flexible Application Services

  14. Phased Implementation of Contribution Managment to all Staff in Fife Council Dec 2002 Process starts for Chief Officers & 2nd tier Managers. Retrospective Personal Objectives agreed April 2003 Chief Officers & 2nd Tier Managers Personal Objectives & PDP agreed. Pilot for Behavioural Competencies (Heads of Service) April 2004 Full implementation for Chief Officers & 2nd Tier Managers Personal Objectives, PDP & Behavioural Competencies. April 2004 Implementation for 3rd Tier Managers - all Services Personal Objectives & PDP agreed. Planning begins for implementation to Staff within Services. Implementation timeframes decided on by each individual Service. April 2005 Full implementation for 3rd Tier Managers - Personal Objectives, PDP & Behavioural Competencies. Driven by Service with OD and Project Group support. FULL IMPLEMENTATION FOR ALL STAFF WITHIN ALL SERVICES BY APRIL 2007

  15. Contribution Management OBJECTIVES COME FROM: • Aims & Values • Community Plan for Fife • Council Drivers • Council & Service Improvement Plan • Local Government in Scotland Act • Local Transport Strategy • Environmental Strategy for Fife • Council Policy Development • People Development

  16. Contribution Management • KEY MEETINGS • PLANNING MEETING TO SET OBJECTIVES (INDIVIDUAL & TEAM) • INDIVIDUAL CONTRIBUTION REVIEWS • ANNUAL REVIEW (INDIVIDUAL & TEAM)

  17. Contribution Management Support from the Corporate Body Suggested Forms and Formats for recording information and agreed objectives / plans Toolkit with hints, tips and good practice guidelines Development activity for those charged with delivering CM meetings Other areas to be developed over time as needs arise from Services

  18. To enable others to see the value and opportunities afforded by CM To support others in the structure implement and develop the process the role of leaders and managers To model the behaviours and attitudes To drive the process

  19. Contribution Management ROLL OUT TO FULL COUNCIL • CHIEF OFFICERS & 2ND TIER MANAGERS DEC 2002 ON • 3RD TIER MANAGERS APRIL 2004 ON • FULL IMPLEMENTATION WITHIN ALL COUNCIL SERVICES APRIL 2007

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