WCC Managers’ Induction Package

1. Home Managing your People Learning and Development Equality & Diversity Finance Other Welcome to your interactive induction package introducing you to key information about your role as a WCC Manager under the sections; Managing your People, Learning and Development, H&S/Wellbeing, Equality & Diversity, Finance and Other. To navigate, use the menu at the top of each page to access the content and the menus and links at the side for more detailed information. The induction links to lots of other information by launching other windows. To return to the induction package, simply close the additional window using the in the top right hand corner. If you get lost, just click on the home page button on the top menu and it will bring you back to this page. To exit the presentation, hit ‘Esc’ on your keyboard. WCC Managers’ Induction Package

2. Home Managing your People Learning and Development Equality & Diversity Finance Other Managing your People Communication Performance Management This section details some of the key areas that you will take responsibility for as a People Manager. It gives basic information and will point you to where to go to find out more. Policies and Procedures HR Matters Staff Engagement HRMS H&S/Wellbeing

3. Home Managing your People Learning and Development Equality & Diversity Finance Other Communication Communication Related links Performance Management WCC relies on line managers to cascade all sorts of information to your teams. If you don’t get it right, essential messages may not get through to the people who need to hear it. It’s not enough just to deliver the information, as a communicator it is your responsibility to make sure that the listener understands the message. How you communicate is as important as what you say. It’s therefore really important that if you don’t understand something, you clarify it with your line manager before you share it with your team. Line managers are also responsible for relaying information from their teams back up to Senior Management. Policies and Procedures 10 Steps to Better Communication HR Matters Staff Engagement HRMS H&S/Wellbeing

4. Home Managing your People Learning and Development Equality & Diversity Finance Other Channels of Communication with your Team Communication Related links Performance Management Core Brief – Core Brief is produced both corporately and within each Group. Both contain vital information that staff need to know. Make sure that you share them in a regular and timely manner. Allow time for two-way dialogue so that staff can feedback or ask questions on what they are hearing, which you can pass on if you need to. E-mail – where you have a message with a lot of information in it, email can be a helpful way of capturing all that you need to communicate. However, don’t rely on email for communicating essential messages, as you cannot guarantee what people will take in. Informal conversation – don’t underestimate the value of informal conversation in passing on information. Supervision/Appraisal – these regular one-to-one sessions with your staff provide an excellent opportunity for communicating more individualised messages. Team meetings – it is recommended that managers hold regular team meetings to ensure that they communicate regularly with their staff. Policies and Procedures 10 Steps to Effective Meetings Corporate Appraisal HR Matters Core Brief Staff Engagement HRMS H&S/Wellbeing

5. Home Managing your People Learning and Development Equality & Diversity Finance Other Channels of Communication with a Wider Audience Communication Related links Performance Management There are number of channels of communication which go out across each Group/the whole organisation. It is important to allow time for both yourself and your staff to keep up to date with these. You may also need to use some of these communication channels to communicate messages pertinent to your team. • Corebrief (Group-level) • Corporate Corebrief • E-mails • The Friday Alternative • The Intranet • Staff Representative Groups/Forums • Working for Warwickshire Policies and Procedures About Core Brief Past Core Briefs HR Matters People Group Core Brief Staff Engagement Resources Group Briefing Communities Briefing HRMS The Friday Alternative H&S/Wellbeing Working for Warwickshire WCC Intranet Homepage Staff Representative Groups/Forums

6. Home Managing your People Learning and Development Equality & Diversity Finance Other Performance Management Communication Performance Management Performance Management is an essential part of any line manager’s role. Please click on one of the following for further information on any of the below aspects of performance management: - • Appraisals – all staff should have both an annual appraisal and an interim six monthly review. Timeframes for these to be undertaken are between April - June (Annual Appraisal) and September - November (Six monthly review) . • Supervision (or 1 to 1s) • Sickness/Absence Management • Probation period for new starters Policies and Procedures HR Matters Staff Engagement HRMS H&S/Wellbeing

7. Home Managing your People Equality & Diversity Finance Other Learning and Development Policies and Procedures Communication Performance Management You should familiarise yourself with the following policies and procedures which are available on the intranet: - • Code of Conduct • Corporate Governance • Data Protection • E-mail and Internet Code of Practice • Flexi-time • Freedom of Information Guide • Gifts and Hospitality Register • Information Management • Modern and Flexible Working • Staff Register of Interests • Understanding and Managing Risk • WCC Corporate Approach to Project Management Policies and Procedures HR Matters Staff Engagement HRMS H&S/Wellbeing

8. Home Managing your People Learning and Development Equality & Diversity Finance Other HR Matters Communication Related links Performance Management The following HR Policies and Procedures are also available on the intranet for you to read and refer to as necessary: - • Absence • Annual and other leave • Apprenticeships • Bullying and Harassment • Capability • Disciplinary • Family Friendly Guide • Grievance • Leavers’ forms and checklists • Occupational Health • Recruitment, Selection and Induction • Whistle Blowing About the HR Service Policies and Procedures Terms and Conditions HR Matters HR A-Z Staff Engagement Industrial Action Guidance HRMS Pay Structures H&S/Wellbeing Guide on giving references

9. Home Managing your People Learning and Development Equality & Diversity Finance Other Staff Engagement Communication Related links Performance Management A member of staff can be said to be ‘engaged’ with the organisation and their role when they get good job satisfaction and when they deliver above and beyond expectations, willing to go the extra mile. The Manager’s role is vitally important in Staff Engagement, ensuring that staff feel valued and involved. For more information on how to engage your team, please see ‘10 steps to help your staff shine’. Staff Survey Policies and Procedures GEM Awards HR Matters Staff Representative Groups/Forums Staff Engagement The WOW Awards HRMS Suggestion and Feedback Scheme H&S/Wellbeing

10. Home Managing your People Learning and Development Equality & Diversity Finance Other HRMS Communication Related links Performance Management HRMS is our ‘Human Resources Management System’ which pays us all and which provides vital Human Resources information to the County Council. A Self-Service facility is now available for both Staff and Managers. As a Manager this means that you have access to information about your employees which will make it easier to manage those who report to you. You will also have responsibility for entering sickness absence on the system, and for dealing with any notifications that are sent to your email inbox (for example when one of your staff members requests approval for a change, or authorisation of a leave request.) More detailed information on HRMS and the “Manager Self Service” training courseis available on the intranet. If you need any help with HRMS you can e-mail HRMS Support. HRMS (link to system) Policies and Procedures Employee Self Service HR Matters Manager Self Service Staff Engagement HRMS H&S/Wellbeing

11. Home Managing your People Learning and Development Equality & Diversity Finance Other Health, Safety and Workforce Wellbeing Communication Related links You play a significant role in ensuring the health, safety, and well-being of the staff you manage and therefore you must read and familiarise yourself with the WCC Health and Safety Policy. You should also familiarise yourself with the following: - • Accident, Incident, Near Miss Reporting, Recording and Investigation Policy • COSHH Policy and Guidance • New and Expectant Mothers’ Guidance and Risk Assessments • Personal Safety Policy • Risk Assessment Policy • Management of Work-related Stress Policy and Guidance Other support services include: Information on Staff Care Services (short term support and counselling) Occupational Health Your Well Being information Performance Management Health and Safety Contacts Policies and Procedures Health and Safety A-Z HR Matters Health, Safety and Workforce Wellbeing intranet pages Staff Engagement HRMS H&S/Wellbeing

12. Home Managing your People Learning and Development Equality & Diversity Finance Other Learning and Development Induction Identifying Staff L&D Needs All managers have a responsibility to develop their staff to ensure that they receive the right training and development to carry out their role effectively. This section covers information relating to learning and development opportunities available to staff as well as for you as a WCC manager. Meeting L&D Needs Evaluating L&D Team Development Management Development

13. Home Managing your People Learning and Development Equality & Diversity Finance Other Induction Induction Related links Identifying Staff L&D Needs As a line manager it is your responsibility to ensure that staff are properly inducted into their role. Staff will need to be given an induction at three levels: - Organisational There are three corporate mandatory induction modules – for all staff - Welcome to Warwickshire, Customer Service and Equality Diversity. There are additional induction courses for managers. Group Each Group has its own process for introducing staff to that level. More information on Group induction is available on the intranet. Role It is important that you give your new starter all the information that they need to do their job well, including introducing them to anyone that they will be working with. Please see the induction checklist for a list of practical information you will also need to cover. Probationary Periods Meeting L&D Needs Evaluating L&D Team Development Management Development

14. Home Managing your People Learning and Development Equality & Diversity Finance Other Identifying Staff Learning and Development Needs Induction Related links Identifying Staff L&D Needs Development is necessary when there is a gap between what staff can do and what they need to do for any of the following reasons: - • Skills they need to do their current job • Skills that they will need for a forthcoming piece of work • Skills that they need for their own personal development. Appraisals and Supervision are central to the process of identifying skills gaps. You may find it helpful to use the Personal Development Review Tool to identify areas for development. Continuous Professional Development Meeting L&D Needs Supporting you through Change Evaluating L&D Development Plans Team Development Management Development

15. Home Managing your People Learning and Development Equality & Diversity Finance Other Meeting Learning and Development Needs Induction Related links Identifying Staff L&D Needs There are a number of ways to meet a Learning and Development Need. You should consider the following: - * On the job coaching * Project Roles * Shadowing * Secondment * Research * Training Course • Mentoring * Action Learning Set • ICT Training * Ashridge Virtual Learning Resource Centre In deciding between the above it is important to take into account your employee’s preferred learning style. If a training course is the most appropriate option, there is a Corporate Course catalogue and course dates available. If the course you need is not on that menu you can contact Corporate Learning and Development on 01926 476605. If you are exploring Learning and Development for staff’s personal development, further information on Continuous Professional Development is available too. Learning Styles Meeting L&D Needs Evaluating L&D Team Development Management Development

16. Home Managing your People Learning and Development Equality & Diversity Finance Other Evaluating Learning and Development Induction Managers must be involved in the evaluation of our training and development to ensure we are getting value for money and considering the return on investment. For information on the specific responsibilities of managers, and to access copies of the forms that you will need, see the Corporate Evaluation Toolkit. Identifying Staff L&D Needs Meeting L&D Needs Evaluating L&D Team Development Management Development

17. Home Managing your People Learning and Development Equality & Diversity Finance Other Team Development Induction Related Links Identifying Staff L&D Needs As a manager, developing your team can make a real difference to: • your team’s performance • achieving your business plan • the service you provide • improving relationships • supporting a team who have been through a period of change a new team that has been formed The Corporate Learning and Development Team are available to help you with this and further information can be found on the intranet. Myers-Briggs Type Indicator Meeting L&D Needs Evaluating L&D Team Development Management Development

18. Home Managing your People Learning and Development Equality & Diversity Finance Other Management Development Induction Managing for Warwickshire is the Council’s Framework which details the knowledge, skills, and qualities we need from our Managers. A self-assessment form is available as part of the framework, and is an invaluable tool for managers to identify their own development needs. A number of development opportunities are available to managers, and these are detailed in the Management Development section on the intranet (also use the links on the right hand side of this page). Mindtools – Our online management development tool is available for Managers – see intranet for details of how to get a licence Related links Identifying Staff L&D Needs Managing for Warwickshire Meeting L&D Needs Self-Assessment Form Evaluating L&D Mindtools Team Development Coaching Management Development Management Development – At a Glance

19. Home Managing your People Learning and Development Equality & Diversity Finance Other Equality and Diversity Key responsibilities E&D Legislation and Policies Warwickshire County Council commits itself to the general principles of fairness and equality. There are statutory duties that as a manager you need to be aware of , in order that we can remain compliant with legislation and continue to be an employer of choice. We seek to apply these principles by challenging and eliminating discrimination where it exists; by ensuring high levels of public satisfaction with our services through our ‘one front door’ policy; by creating a diverse workforce within which all staff are equally valued and through knowing and engaging with our communities. Your responsibilities as a manager are to ensure these principles are delivered by embedding Equality & Diversity within your work practices; to ensure that we meet our moral and legal duties, and in creating a positive environment to work within. Equality Impact Assessments Consultation and Engagement Staff Networks Stonewall

20. Home Managing your People Learning and Development Equality & Diversity Finance Other Key Responsibilities Key responsibilities Related links Your key responsibilities include: • taking the lead in creating a positive, inclusive ethos that challenges inappropriate behaviour by managers, staff, service users and others • assessing and monitoring the impact of new policies and practices to ensure they do not affect the protected groups under the equalities duties • integrating equalities into business planning and objectives, through due regard to the 3 main aims of the general equality duty. Information, guidance and training can be sought at any time from the Corporate Equalities and Diversity team on 01926 412659 or contact equalities@warwickshire.gov.uk E&D Legislation and Policies Equality and Diversity Internet Page Equality Impact Assessments Consultation and Engagement Staff Networks Stonewall

21. Home Managing your People Learning and Development Equality & Diversity Finance Other Equality and Diversity Legislation and Policies Key responsibilities E&D Legislation and Policies You will need to familiarise yourself with the below policies and information on legislation to ensure that you fulfil all your obligations as a WCC manager with regard to Equality and Diversity: - • The Equality and Diversity Policy Statement • Equality Legislation Please note that this has undertaken a major review over the past year, replacing the 6 ‘diversity strands’ with 9 ‘protected characteristics’. • Public Sector Equality Duty We have legal duties to comply with, including publishing equalities data and setting equalities objectives • WCC Equality Framework WCC has been assessed as an 'Achieving' authority under the Equality Framework for Local Government Equality Impact Assessments Consultation and Engagement Staff Networks Stonewall

22. Home Managing your People Learning and Development Equality & Diversity Finance Other Equality Impact Assessments (EqIA) Key responsibilities E&D Legislation and Policies An EqIA is a tool for identifying the potential impacts/analysing the effects of Warwickshire County Council’s strategies, policies, functions and services in relation to equality. This tool is designed to support you in developing and reviewing new and existing policies, processes and strategies. It is expected that you will carry out an EqIA when you are going through the various development stages of your policies or service review and when you are making difficult decisions regarding your service provision that involves our customers and communities. Guidance and a toolkit for the EqIA is available on the intranet and full training and support is available from the Corporate Equalities and Diversity Team. Equality Impact Assessments Consultation and Engagement Staff Networks Stonewall

23. Home Managing your People Learning and Development Equality & Diversity Finance Other Consultation and Engagement Key responsibilities As a manager of services you are likely to be involved in consulting and engaging with our customers. When carrying out engagement activities, it is important that we integrate equality monitoring so that we can ensure that we are gaining views from a diverse range of people. See Equality Guidance for Public Consultation and Engagement Activity for more information. The Warwickshire Observatory is the home for information about Warwickshire and its people. It can provide you with demographic data down to ward level, and has produced a range of data relating to equalities profiles which is very useful when you are designing and reviewing your service provision. E&D Legislation and Policies Equality Impact Assessments Consultation and Engagement Staff Networks Stonewall

24. Home Managing your People Learning and Development Equality & Diversity Finance Other r Staff Networks Key responsibilities These networks are endorsed and supported by the council and any employees wishing to attend these networks in work time are entitled to do so, if work schedules and commitments allow. WCC has the following staff networks: - Disability staff network If you have a disability, work disabled people, have a professional interest or personal interest or awareness please come along to our Disability staff network. Ethnic minority staff network For all employees of Warwickshire County Council and its partner agencies who consider themselves to be from an ethnic minority community. Lesbian, Gay, Bisexual and Trans staff network For all staff members who identify as lesbian, gay, bisexual or trans (LGBT). Religion and Belief staff network The network welcomes those who are Warwickshire County Council staff, and partner agencies, who would like to share their religion or belief with others. E&D Legislation and Policies Equality Impact Assessments Consultation and Engagement Staff Networks Stonewall

25. Home Managing your People Learning and Development Equality & Diversity Finance Other r Stonewall Key responsibilities E&D Legislation and Policies Warwickshire County Council is a Stonewall Diversity Champion and participates in the Stonewall Workplace Equality Index which is an annual benchmarking exercise that ranks the Top 100 Employers in Britain for lesbian, gay and bisexual people. In 2010, 2011, 2012 and 2013, WCC has been ranked in the Top 100 list and has the aspiration of continuing to remain in the Top 100 and aiming higher year on year. Equality Impact Assessments Consultation and Engagement Staff Networks Stonewall

26. Home Managing your People Learning and Development Equality & Diversity Other r Finance Finance Procurement How to Buy Managing Finance is an essential part of most managers’ job. In this section you will find information on different elements of your responsibilities in this area. Capital Expenditure Budget Holder Responsibilities Travel Expenses Agresso

27. Home Managing your People Learning and Development Equality & Diversity Finance Other Procurement Procurement How to Buy As an organisation which spends public money, there are a plethora of laws, rules and obligations on both the Council as an organisation and on officers as individuals and if we get it wrong, the financial and operational penalties can be significant. The Procurement Intranet site provides all of the advice, guidance and support you will need to get procurement right first time every time. Capital Expenditure Budget Holder Responsibilities Travel Expenses Agresso

28. Home Managing your People Learning and Development Equality & Diversity Finance Other r How to Buy Procurement Related links How to Buy The Council has a number of centrally organised contracts which save us money. They are mandatory and must be used when purchasing goods or services. Our Contracts Standing Orders (CSO’s) processes require you to use central contracts, ESPO or central government contract where they exist, before using alternative suppliers. The Central Contractssection lists our existing contracts and suppliers etc. If your purchasing involves Capital Expenditure, a different set of rules apply. It is the budget holder’s responsibility to ensure they are met. The How to Buy section of the intranet contains more information. Central Contracts Capital Expenditure ESPO Online Ordering Budget Holder Responsibilities Travel Expenses Agresso

29. Home Managing your People Learning and Development Equality & Diversity Finance Other Capital Expenditure Procurement How to Buy Capital expenditure is any expenditure which enhances, creates or acquires an asset. An asset will last for more than one financial year and will generally be one of the following: - land; buildings; infrastructure (including roads, bridges, signage and public transport); vehicles; machinery and equipment; or software. The asset does not have to belong to WCC to be classed as capital expenditure. It is important to get Capital Expenditure right in order to meet legal requirements, achieve best value for money through correct funding; and advise members correctly in matters of major financial and legal implications. Budget holders must ensure that they have sufficient Member and chief officer approval to incur capital expenditure, prior to the expenditure being incurred. The ‘How To’ section on Capital Expenditure contains a wealth of information for those requiring it. If in doubt, please contact a member of Budget and Technical, or your Service's finance team. Capital Expenditure Budget Holder Responsibilities Travel Expenses Agresso

30. Home Managing your People Learning and Development Equality & Diversity Finance Other Budget Holder Responsibilities Procurement How to Buy Budget holders must comply with the Constitution, Financial Standing Orders and Contract Standing Orders and:- • Ensure the best use of resources and value for money • Ensure that information used to make financial decisions takes account of relevant service and corporate considerations, in accordance with best professional practices and advice • Comply with procedures for planning and implementing the budget, • Comply with guidance concerning capital expenditure issued by the Head of Finance and their Head of Service • Make sure that their income and expenditure is accurately entered on the general ledger • Monitor, forecast and control their expenditure to ensure it does not exceed the budget. • Identify and monitor the assets and stock for which they are responsible and ensure they are appropriately insured • Take necessary steps to identify, report and deter fraud, corruption and money laundering Capital Expenditure Budget Holder Responsibilities Travel Expenses Agresso

31. Home Managing your People Learning and Development Equality & Diversity Finance Other Travel Expenses Procurement Related links How to Buy All employees are entitled to reimbursement or reasonable expenses incurred in making business journeys in accordance with the County Council’s Travel Code of Conduct. As a manager it will be your responsibility to authorise appropriate expenses for your staff. Further information, including expense claim forms, is available on the intranet pages on the Reimbursement of Expenses. Intranet Pages on Travel Capital Expenditure Staff Car Parking Arrangements Budget Holder Responsibilities Buying Rail Tickets for Business Travel Travel Expenses Agresso Cycle Scheme

32. Home Managing your People Learning and Development Equality & Diversity Finance Other r Agresso Procurement How to Buy Agresso Business World (ABW) is the name of the new integrated financial system for WCC. As a Manager, depending on your role, you may need to attend training in how to use the system. More information can be found on the Agresso Financial Systems Training pages. Capital Expenditure Budget Holder Responsibilities Travel Expenses Agresso

33. Home Managing your People Learning and Development Equality & Diversity Finance Other Other Our Council Your Group This section signposts you to further information available on a range of topics not covered elsewhere in the presentation. Staff Consultation Complaints Procedure Investors in People Approach to Business Planning Planning at service & team level Delivery Roles and Responsibilities Corporate Governance Managing Information

34. Home Managing your People Learning and Development Equality & Diversity Finance Other Our Council Our Council Related links Your Group As a Manager it is important that you have an understanding of Our Council, including our 7 Ambitions, and our Vision and Values. These are what we stand for and what we are trying to achieve as an organisation. Our Corporate Plan for 2011-13 and information on Councillors and Committees is also available. Transformation is the name of our current agenda to deliver more efficient and effective services whilst addressing our financial pressures. One of the key areas of focus in our Transformation programme is our project to become a Strategic Commissioning authority. More information is available to help you understand what this means for us. Our Council Intranet Page Staff Consultation Environmental Sustainability Complaints Procedure Jargon Buster Investors in People Approach to Business Planning Planning at service & team level Delivery Roles and Responsibilities Corporate Governance Managing Information

35. Home Managing your People Learning and Development Equality & Diversity Finance Other Our Council Your Group Related links Your Group Staff Consultation People Group Induction The Council is made up of four Groups… The four Groups are: - • People Group – Strategic Director - Wendy Fabbro • Resources Group – Strategic Director - David Carter • Communities Group – Strategic Director - Monica Fogarty • Fire and Rescue Service - led by Chief Fire Officer - Graeme Smith. Some of the Groups have their own induction package providing specific information about the group and you should familiarise yourself with this if applicable. Complaints Procedure Investors in People Approach to Business Planning Planning at service & team level Delivery Roles and Responsibilities Corporate Governance Managing Information

36. Home Managing your People Learning and Development Equality & Diversity Finance Other Staff Consultation Our Council Related links Your Group The County Council is committed to consulting its staff on all kinds of matters. A number of different groups exist for this purpose. More information is available by clicking on the links below: - • Staff Representative Groups/ Forums • Staff Survey • Staff Feedback and Suggestion Scheme • Trade Unions Staff Consultation Advice on Consultation Complaints Procedure Investors in People Approach to Business Planning Planning at service & team level Delivery Roles and Responsibilities Corporate Governance Managing Information Managing for Warwickshire – setting out the skills, values and qualities of a Warwickshire Manager

37. Home Managing your People Learning and Development Equality & Diversity Finance Other Complaints Procedure Our Council Related links Your Group We like to know when we are getting it right and we can learn how to improve things if customers tell us when we are getting it wrong. WCC has a Compliments, Comments and Complaints Policy and a Compliments, Comments and Complaints Procedures for Staff which you should read and make your staff aware of. If you have any queries about corporate complaints please contact Karen Smith, Customer Relations Manager, or the Customer Relations Team on 01926 414102. Corporate Complaints Procedure Documents Staff Consultation Complaints Procedure Investors in People Approach to Business Planning Planning at service & team level Delivery Roles & Responsibilities Corporate Governance Managing Information

38. Home Managing your People Learning and Development Equality & Diversity Finance Other Investors in People Our Council Related links Your Group Investors in People (IiP) is a flexible, tailored and easy-to-use people management standard which aims to help businesses to achieve their objectives by improving their People Management Strategies and Processes. Investors in People focuses on how an organisation values its staff and recognises the contribution they make to its effectiveness. It is also a quality standard which sets out principles of good practice, so if we can show we follow these principles and put our people at the heart of our success we are on the right path to be classed an Investor in People. WCC has held organisation-wide Investors In People accreditation since 2008. The most recent review was in December 2011, when, despite the massive amount of change in the organisation, we were successful in retaining our IiP status. Investors in People Website Staff Consultation Complaints Procedure Investors in People Approach to Business Planning Planning at service & team level Delivery Roles & Responsibilities Corporate Governance Managing Information

39. Home Managing your People Learning and Development Equality & Diversity Finance Other WCC’s Approach to Business Planning Our Council Your Group Our key strategic business and financial planning documents provide a focus to the delivery of our Vision, Aims and Ambitions for the citizens of Warwickshire and demonstrates the contribution everyone makes to this vision. The benefits of having a robust business plan: - • To guide the day to day services of the Business Unit. • To be a key tool in demonstrating to the Organisation, Partners, Regulators and staff that we are well prepared to meet the challenges ahead, • To be a key tool to measuring our achievements, learning from our successes and remedying our weaknesses. • To support and strengthen individual appraisals providing clarity of direction at all levels. Please make sure that you are familiar with the information available on the intranet about our Corporate Business Plan and on Business Unit Plans. Staff Consultation Complaints Procedure Investors in People Approach to Business Planning Planning at service & team level Delivery Roles & Responsibilities Corporate Governance Managing Information

40. Home Managing your People Learning and Development Equality & Diversity Finance Other Planning at Service and Team Level Our Council Your Group Whilst there is no prescriptive method of service and team level planning, Managers have a responsibility to recognise the importance of consistent business planning at all levels of the Organisation. This will ensure that key messages articulated within the business unit plan are cascaded down to all levels and l inform setting individual targets in the appraisal process and supervision sessions (1-2-1) throughout the year. It is recommended therefore, that Service and Team Managers, follow the planning framework below: • Introduction • Role of the Team • Key Actions / Outcomes / Measures (aligned to the Business Unit Plan and Corporate Business Plan) • Finance • Marketing (if appropriate) • Workforce & Learning & Development plan • Risk Register • Report Card Staff Consultation Complaints Procedure Investors in People Approach to Business Planning Planning at service & team level Delivery Roles & Responsibilities Corporate Governance Managing Information

41. Home Managing your People Learning and Development Equality & Diversity Finance Other Delivery Roles and Responsibilities Our Council Your Group Managers are responsible for the delivery of the activity in their Plans. Plans are live documents, updated in-year to take account of delivery on the ground, feedback from residents, staff and regulators, and any unforeseen circumstances that arise. Therefore:- • Managers are responsible for the overall operational performance of their service, and the contribution their service makes to achieving the corporate aims and ambitions. • Managers are responsible for making sure that proper systems and processes are in place to support desired outcomes, • Managers are responsible for making sure that appropriate action is taken, that risks are managed and that they help people to achieve better performance. Staff Consultation Complaints Procedure Investors in People Approach to Business Planning Planning at service & team level Delivery Roles & Responsibilities Corporate Governance Managing Information

42. Home Managing your People Learning and Development Equality & Diversity Finance Other Corporate Governance Our Council Your Group Corporate Governance is about delivering our promises, engaging with our communities and maintaining high standards of conduct. It sets the framework for the way in which we work corporately to achieve our priorities and it is essential for the delivery of high quality services. It is all about “ Doing the right thing”. A Brief Guide to Corporate Governance is available on the intranet as well as information on the six core principles which underpin the Corporate Governance code, clearly laid out in the Corporate Governance Framework. (Vision and Outcomes; Common Purpose; Standards of Conduct; Decision Making; Capacity and Capability; and Community Engagement.) As a Manager, you are required to attend the mandatory Corporate Governance (Do the right thing) training course. Staff Consultation Complaints Procedure Investors in People Approach to Business Planning Planning at service & team level Delivery Roles and Responsibilities Corporate Governance Managing Information

43. Home Managing your People Learning and Development Equality & Diversity Finance Other Managing Information Our Council Your Group Guidance on different aspects of Managing Information is available on the intranet. You should particularly take note of the County Council’s Data Protection Policy and of your obligations to respond to requests for information under the Freedom of Information Act (2000). Staff Consultation Complaints Procedure Investors in People Approach to Business Planning Planning at service & team level Delivery Roles and Responsibilities Corporate Governance Managing Information