Team Development

1. Team Development Team performance

2. Performance indicators • Team performance hinges around measuring how well a team meets its aims and objectives. • Performance indicators are a set of figures designed to measure the extent to which agreed targets are being meet. • Performance indicators in the public services are things such as: • Customer satisfaction rating • Emergency response times • Crime statistics • Measurement against other similar services.

3. Performance indicators • More Edmonton staff hired to reduce ambulance times. • The median response time in the past two years for so-called "lights and sirens" ambulance calls increased to eight minutes and 13 seconds from seven minutes. • Knifepoint robberies rise by 10%, • The number of knifepoint robberies rose by 10% in the year to September, but police figures show overall crime in England and Wales fell by 4%.

4. Performance indicators are usually set around a theme. For example: • A police force might try to reduce the number of anti-social behaviour incidents by 10% in a six month period. • A healthcare team might try to reduce the number of patient infections by 35% in a three month period. • All of these are set using SMART targets: • Specific – clear and direct, they say exactly what a team is going to achieve. • Measurable – so that the team knows when the aim has been achieved. • Achievable – the can be reached in a realistic timescale. • Realistic – they are genuinely in the teams control and they can take action on them. • Time-related – there are clear deadlines for completion.

5. A police force might try to reduce the number of anti-social behaviour incidents by 10% in a six month period.

6. Target setting • Target setting is very important if teams are to achieve their goals. • If you don’t know what your target is, how can you plan your time and resources? • Sometimes public service targets are set independently of the service, for example central government. • Performance is then measured against the achievement of these set targets.

7. Monitoring • Team performance in the public services is monitored centrally using performance indicators and target setting. • Services will also use benchmarks, which are national performance indicators which inform the public and other services. • For example: there are 43 police constabularies in England and Wales, each of which will be able to compare itself to the other 42 to see how well or poorly they are doing. • In reality these statistics do not take into account the particular circumstances of each police service. For instance the MET police will deal with more violent crimes than say a rural police force like Cornwall. This doesn't mean they have less crime just are policing in different circumstances.

8. Review • Reviewing your team performance is an important part of team development and is particularly valuable if you are going to work as a team again. • A review is a considered analysis of performance against the set targets and assessment of the reasons for success or failure form which lessons can be learnt for the future.

9. Evaluation of team performance • It is important to evaluate as it help to remember what the initial goal was and determine weather or not it had been achieved • It also helps the team to praise each other and celebrate success along with identifying any weaknesses or problems that could be rectified in the future. • Evaluating is an effective way of gathering information as a team which can be used to: • set group boundaries • Devise improvement strategies • Identify individual development issues.

10. Case study • Complete the case study with a partner. • Discuss the questions and come up with an answer for each.

11. Group evaluations • These are normally more complex as they involve a number of individuals from a number of agencies. • They usually try to evaluate an incident or project. • If this was a major incident then topics like how was it caused and how can we stop it happening again will be discussed. • These can often be called a debrief.