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Shetland Islands Council

Shetland Islands Council. Performance and Improvement. Performance and Improvement. Understand what the Council has to do Decide what else you want to do Work out how to make things happen Check to make sure they are happening If they aren't - get something done about it.

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Shetland Islands Council

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  1. Shetland Islands Council Performance and Improvement

  2. Performance and Improvement • Understand what the Council has to do • Decide what else you want to do • Work out how to make things happen • Check to make sure they are happening • If they aren't - get something done about it

  3. Delivering Good Services - Soundly Led and Managed

  4. A Council that is Delivering Good Services Green – No Significant Risks Amber – Area of Uncertainty Red – Significant Concerns and Risks

  5. A Council that is Delivering Good Services

  6. A Council that isLed and Managed Professionally and Effectively

  7. A Council that isLed and Managed Professionally and Effectively

  8. The “Golden Thread” Define the Shared Community Vision • Key outcomes: • Shared ambition and goals across the community • Clarified leadership, delivery and accountability • Agreed priorities and performance targets linked to goals • Shared commitment to deliver by everyone • Delivery of planned objectives at all levels Define Strategic / Thematic Plans Define the Organisations Corporate Plan Define Operational Plans Create Team and Individual Objectives Evaluate and Feedback on Performance

  9. The “Golden Thread” at Shetland Islands Council Set Actions Measures One Shetland Community Plan Manage Performance Five/Seven Thematic Plans One Council Action Plan Five Directorate Plans Team Plans as required Everyone known’s what they are individually expected to do

  10. Performance Reporting to Members Setting Strategic Direction and Delivery Community, Staff and Partnership Engagement Performance Reporting to Management Corp Mgmt Team Dir Report 3 mthly Summary Operational Performance Reports Jul / Oct /Jan /April Single Outcome Agreement Outturn Report by Chief Executive Annually Council October SOA Chief Executives to CPP in March for annual approval Partnership Strategy / Activity Strategic Consultations (e.g. Transport, Housing, Land Use Planning) Service Specific Consultations Community Profiles Citizen’s Panel (Your Voice) Research Staff Involvement Council Action Plan Chief Executive to Exec / Council in March for annual approval Dept Mgmt Team Exec Mgrs 3 mthly Op Perform Reports Jul / Oct /Jan /April Council Action Plan Progress Report By Chief Exec 6 mthly to Exec Comm & Council - June/Dec Directorate Plans - Dirs to Service Committees in April for annual approval Executive Managers Regular One to Ones with Team Leaders / Monthly Team Briefs Service Plans Exec Mgrs to Directors in April for annual approval Directorate / Service Plans Progress Reports 6 mthly – to Service Committees by Directors - May /Nov Team Leaders Regular One-to-Ones with Employees – formal review at least annually Individual Work Plans (Managers / Employee at least annually) NB: this can be incorporated into Employee Review and Development Delivery

  11. Accountability

  12. Responsibility for Process

  13. Performance and Improvement • Understand what must be done • Decide what else you want to do • Work out how to make things happen • Check to make sure they are happening • If they aren't - get something done about it

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