NORTH TIPPERARY LOCAL AUTHORITIES Performance Management and Development System

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NORTH TIPPERARY LOCAL AUTHORITIESPerformance
Management and Development System
Awareness Presentation Trainers Lorraine Treacy
Phone [phone] Linda Mc Sherry Phone 067
44524
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Objectives
To introduce the Performance Management
Development System (PMDS)

• Context
• Content
• Process
• Benefits
• Critical Success Factors

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Context Sustaining Progress

• Builds on Better Local Government
• Sustaining Progress Agreement
• Modernisation and Flexibility Clauses
• Industrial Relations Provisions
• Performance Management and Development System
  (PMDS)
• Performance Verification Group

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Context Sustaining Progress
Customer focus Setting challenging standards of
service
Developing people Knowledge, skills,
competence a priority All employees every
level
Clarity of roles and responsibilities Best use
of resources
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Context Scoping Exercise

• 9 Local Authorities visited
• 700 participants in focus groups
• Key findings
• More feedback on performance welcome
• More structured approach needed to training and
  development
• Large differences between indoor and outdoor
  staff in terms of development
• Not part of disciplinary / promotion system
• Keep it practical and non bureaucratic
• Confidentiality

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Context PMDS Pilot 2004

• Cork County, Dublin City, Fingal, Galway City,
  Offaly, Wexford County - Spring / Summer 2004,
• 2 to 5 departments in each
• Dublin Fire Brigade 4 watches
• Train the Trainer Approach
• Independent evaluation September 04 pilot
  approach confirmed
• Video

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Content What is PMDS?

• Performance Management is the way we
• Plan,
• Implement and
• Develops what needs to be done to
• At least meet, if not exceed, the expectations
  of our customers/community while ensuring that
• The best use is made of resources and
• That the full potential of everyone who works in
  the organization is realized.

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Content What is PMDS?

• It is a system to help deliver the provisions of
  Sustaining Progress
• Every team/group/gang identifies ways they can
  improve service and agrees plans and targets to
  help monitor performance
• Every employee of the authority has a personal
  development plan meeting with their manager /
  supervisor to agree
• How they can improve personal job performance
• How they can contribute to their team/group
  performance
• Their training and development needs

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Content The PMDS MODEL
Corporate Plan


Department Plan
Section Plan
Individual Plan
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Content Components of PMDS
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Content The Team Development
Plan
(TDP)

• Identifies (team) common development needs,
  dependencies, barriers
• Forms basis for Personal Development Plans of
  team members

• Based on strategic / operations plan
• Highlights team priorities for PMDS
• S.M.A.R.T.
• Key Objectives
• Key Performance Indicators
• Targets and dates

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The Personal Development Plan (PDP) Self
assessment plus manager review

• Agreement on role definition
• Agreed strengths / development areas
• Objectives / Priorities / Dependencies team
  related and personal
• Support from the manager
• Future career discussion
• Summary action Plan

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PMDS Business
Process
Set overall corporate priorities
Conversation and dialogue
Agree team and individual objectives and
development
Annual review to update priorities and plans

Review on ongoing basis
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Process The PMDS
System

• Senior Management Team develop PMDS strategy and
  priorities based on existing Strategic Plan
• County/City Manager has Personal Development Plan
  session (PDP) with each Director / Head of
  Function
• Director/Head of Function run Team Development
  Plan session for departmental management team
  followed by PDP sessions with report (Section
  Heads)

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Process The PMDS System
(contd)

• Section Heads run TDP session for their Team
  followed by PDPs with each report (e.g.
  supervisors, individuals)
• Supervisors run TDP session for their Team
  followed by PDPs with each team member

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Process PMDS Implementation

• Communication and consultation
• PMDS corporate strategy session
• Departmental strategy sessions (TDP)
• Personal Development Plan sessions
• Ongoing review process

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PMDS Whats in
it for me?

• Clearer understanding of my job
• Systematic approach to my training and
  development
• Better understanding of how I fit in and how I
  work with my colleagues
• Benchmarking increase

MORE JOB SATISFACTION
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PMDS Overall
Benefits

• Improved service delivery
• Better work prioritisation and planning
• More effective use of resources
• Improved recognition of personal and team
  performance
• More structured development and training planning
  openness

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Understand Roles and Responsibilities
Partnership
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Role of Trainer

• Responsibility for rolling out PMDS across the
  Authority
• Ensure the integrity of the model is maintained
• TDPS are generated
• PDPS for all
• Promote awareness
• Facilitate the process
• Coach managers and staff
• Ensure effective communication

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Role of Sponsor

• Internal driver of the PMDS process
• Support and help co-ordinate PMDS roll-out in
  Authority
• Support trainers
• Work to ensure commitment and buy in from
  stakeholders

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Role of Line Manager

• Promote and support PMDS in Department
• Support trainers in the roll-out of PMDS
• Provide resources
• Participate in TDP process
• Engage in a meaningful objective setting session
  with employees
• Jointly agree development plans
• Provide coaching and feedback
• Conduct ongoing review sessions

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Role of Staff
Member

• Complete self evaluation form
• Jointly set objectives
• Identify possible obstacles
• Jointly agree training plan
• Engage in open dialogue with manager its a two
  way process
• Meet objectives

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Critical Success Factors

• Partnership approach, effective communication and
  consultation
• Operate in a no blame culture trust and
  confidentiality
• Realistic development and training needs agreed
  and delivered

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Critical Success Factors
(contd)

• Time and training to get it right
• Integrates with other planning processes
• Managers skills/behaviours
• Ability to listen and have a dialogue

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PROGRESS TO DATE

• 2 Pilot Departments Selected
• Corporate Services and HR
• Nenagh Town Council
• Team Development Plan completed by Management
  Team PDPs completed
• Regular Staff Information Sessions provided
• Steering Committee formed in 2005.
• Implementation started in Community Enterprise,
  Water Services, Thurles Area, Library Service and
  Planning.
• Training commenced in Templemore Town Council
  IT.