A report by the Director of Law, HR and Asset Management served to assist Members in their considerations of the proposed performance appraisal and development framework.  This included the performance appraisal and development of the Chief Executive.

The Council’s current Key Issues Exchange (KIE) process had been in place since 2001.  Whilst it had delivered well in the past, recent return rates had indicated that a refreshed and updated approach was needed.  The Chief Executive informed the Committee that on his appointment he had wanted to improve how staff performance was measured and so, before the Corporate Governance Report had been published had commissioned work in this area which had resulted in the proposals in the report for staff performance and development.  The proposed performance appraisal framework replaced KIE at the senior level.  The Chief Executive sought the Committee’s guidance on how to move forward with this initiative in the light of the Council’s primary aim which was to improve corporate governance.

The Committee was informed that the Performance Improvement Framework illustrated how the Council’s vision and purpose, detailed in its Corporate Plan, was delivered through the Corporate Planning process and the Council’s Performance Information Management System (PIMS).

The delivery of the Council’s vision and purpose was supported by the Council’s expectations of its workforce in relation to Leadership and Management and Wirral’s Values and Behaviours.  Individual objectives had been agreed to deliver the Council’s objectives, Corporate Plan and Departmental Plan, meeting Leadership and Management expectations underpinned by the values and behaviours.  The proposed performance appraisal and development process included a personal development plan and 360 degree feedback for senior managers.  Interventions to improve performance could be accessed through the Council’s Training Programmes, Skills for Wirral: Managers and Skills for Wirral: Employees programmes.

The Committee noted that the outputs were the improved delivery of the Council’s corporate and departmental objectives, as well as individual employee’s objectives.  The outcome, therefore, was that the Council’s vision and purpose were delivered for the residents of Wirral.  The Performance Improvement Framework was attached to the report at Appendix One.

The Committee also noted that the Leadership and Management Expectations Framework set out the expectations for all managers.  The Expectations Framework articulated what was expected of managers in their role and would be used in setting objectives and in assessing performance.  It would form the basis of the Skills for a Wirral: Managers’ Training Programme, with modules for each of the key areas.  The proposed Leadership and Management Expectations Framework was attached to the report at Appendix Two.

The report informed Members that the Council’s current KIE process had identified corporate and leadership behaviours, which had been in place since 2001.  A new set of values and behaviours had been developed using feedback from Senior Managers and focus groups of staff, including Trade Unions.

The report proposed that new corporate values and behaviours be established as part of the performance management framework.  The purpose of values and behaviours was to define, not just what  ...  view the full minutes text for item 3