Tasmania Prison Service Performance Management Strategy

Transcription

1 Tasmania Prison Service Performance Management Strategy Steve Gridley, Mal Harriss, Sonia Cook Steve Gridley, Operations Manager, Risdon Prison Complex, Tasmania Prison Service; Mal Harriss, Correctional Supervisor (Induction), Staff Development and Training Unit, Tasmania Prison Service; Sonia Cook, Team Leader, Staff Development and Training Unit, Tasmania Prison Service This project was an Executive Leadership Program presentation (ELP 07/003) to the Management Team Tasmania Prison Service DCS CORPORATE PLAN Corporate Strategic Overview challenge. The Department of Justice Corporate Plan provides a framework for the implementation of the Tasmania Prison Service (TPS) performance management system. The corporate values promote the workplace and systems whereby; People are treated fairly and diversity is encouraged Staff are accountable for working to achieve the goals of the Agency On-going learning, creativity and participation are valued Staff have the skills necessary to provide high quality and effective services Staff work cooperatively with others outside of the Agency All the dealings of the Agency are conducted with fairness and integrity These corporate values link in with the Tasmania Together State Plan: Goal 13 A system of government that is open, seeks and listens to people s views and ideas, and uses them in decision making at all levels. Goal 15 A system of government that is accountable to the people and plans for the future. The corporate challenge is upholding these values and ideals. This can be achieved with the implementation of a performance management system within the TPS that delivers on Corporate, State and Agency plans.

2 ISSUE & AIM OF PROJECT Describe the problem & current situation that has lead to the program / projects necessity. Explicitly describe how the issue addresses the selected Corporate Plan challenge. The Tasmania Prison Service (TPS) has recently undergone significant changes in regards to operational and staffing models. Stakeholders are keen to see the implementation of a transparent, accountable and ethical performance system which recognises good performance and provides staff with ongoing opportunities for improvement and development. Attempts to introduce a TPS specific performance management system have been made in the past including framework proposals and implementation attempts. To date, implementation has not been successful due to external union pressures. The TPS recently advised the unions that a performance management system will be implemented in the near future and will be done so with ongoing consultations and collaboration with stakeholders. The project was selected by the Tasmanian ELP team due to its necessity and the desire for the majority of staff and stakeholders to see a performance management system implemented that is effective, valid and fair. This project will complement the Corporate Plan in that it will provide the framework for a performance management system that ensures the corporate values are upheld, staff are treated fairly and with integrity whilst at the same time being accountable for their work. The performance management system will encourage and foster collaborative communications between all TPS stakeholders and provide staff with the opportunity for ongoing development.

3 PROJECT OBJECTIVES What are the objectives / outcomes that this project is trying to achieve? Choose SMART objectives: SMART is an acronym for: Specific, Measurable, Achievable, Relevant &, Time framed. Completion of this project will result in the following presentation and recommendations being made to the Senior Management Team at TPS; A framework designed and ready for implementation at the pilot site (Ron Barwick) A consistent performance management system accessible by all TPS staff that will effectively facilitate the provision of feedback; focus on improving performance; and both recognise and reward excellent performance, while at the same time effectively managing poor/under performance Training and development opportunities identified for staff A transparent audit and review process every 6 months including the establishment of a Review Panel consisting of key senior representatives A list of static indicators to measure and evaluate success (i.e. non compliance, sick leave, minor matters recorded, behaviours, number of counselling sessions, reports and complaints, number of referrals to management, EAP, workplace diversity officers and unions) Recommendation of proposed implementation and training timelines The project scope will identify the framework, structure, training needs, stakeholders, implementation methods and timelines required to pilot the system in one of the selected TPS prisons (Ron Barwick).

4 SUCCESS MEASURES / INDICATORS Objectives / outcomes must be measurable so that results of the project can be evaluated for success. List indicators against each objective/outcome that will enable measurement of project success. (These indicators can be qualitative or quantitative). Objectives A framework designed and ready for implementation at the pilot site (Ron Barwick) A consistent performance management system accessible by all TPS staff that will effectively facilitate the provision of feedback; focuses on improving performance; and both recognises and rewards excellent performance, while at the same time effectively managing poor performance Training and development opportunities identified for staff A transparent audit and review process every 6 months including the establishment of Review Panel consisting of key senior representatives A list of static indicators to measure and evaluate success (i.e. non compliance, sick leave, minor matters record, behaviours, number of counselling sessions, reports and complaints, number of referrals to management, EAP, workplace diversity officers and unions) Recommendation of proposed implementation and training timelines Indicators Senior Management Team (SMT) approval to proceed Approval from Prison Manager SMT endorsement Audit, Review and Evaluations Feedback both formal (yearly survey) and informal Feedback from skills training sessions/evaluations Static indicators (non compliance, sick leave, minor matters record, behaviours, number of counselling sessions, reports and complaints, number of referrals to management, EAP, workplace diversity officers and unions) Number of staff training/development referrals received Skills analysis Number of appraisals completed identifying training needs Number of SD&TU training courses available and relevant Number of course referrals Policy developed on review and audit procedures Audit timeframes 6 monthly Review/audit results Review Panel established Reduction in static indicators Staff feedback Management feedback Formal and informal feedback about the system Review/audit results SMT approval Required resources available for implementation Timelines achievable and supported

5 STAKEHOLDERS List internal & external stakeholders & identify why they are stakeholders. Stakeholders can be for or against the project. KEY DELIVERABLES List in concrete terms the key deliverables of this project. Internal Stakeholders Staff (uniformed and non uniformed), Senior Uniformed Managers (SUMS), Middle Manager s (MM s), Senior Management Team (SMT), inmates, facilitators, trainers, the Staff Development & Training Unit responsible for training and the Organisational Development Unit responsible for the overall implementation. All of the above stakeholders are internal stakeholders of the Tasmania Prison Service and their acceptance and/ or participation in the performance management system will contribute to its ease of implementation and overall success. The staff (including the various levels of management and the training facilitators) are key players in the project and as such need to be consulted throughout the stages of planning and implementation. External Stakeholders HR branch, unions, external service providers, other government departments, community and general public, families and friends of inmates. All of the above external stakeholders can be affected indirectly through the implementation of the performance management system. The overall aim being that the impact will be beneficial. It is envisaged that the majority of these stakeholders will be supportive of the system, however, resistance may come from the unions as has occurred in the past. This will be addressed with ongoing consultations with key union delegates throughout the TPS. The main deliverables required to achieve the objectives are; 1. A comprehensive plan on the proposed system including how it will operate and how it will be piloted 2. Communication plan outlining how stakeholders will be advised of the system and a method for 2 way information and feedback sharing 3. Training plan on how supervisors/managers will be equipped with the necessary HR related skills to conduct performance appraisals and reviews 4. Timelines outlining implementation timeframes for the pilot as well as future roll out dates for the remainder of the TPS 5. Comprehensive audit and review process, including frequency and Review Panel members and their role 6. List of static indicators and measurements to ascertain system effectiveness 7. Creation of a minor matters spreadsheet to be utilised by prison managers to assist in the overall performance management system 8. Creation of 5 Guiding Principles for Performance Management to be used as an interpretation guide * Note all key deliverables recorded below have a due date of 19/11/07 to coincide with ELP Phase 2 presentation. It is expected that a draft plan of each deliverable be completed by this stage.

6 Key Deliverable Action Responsibility Due Date Dependent Upon 1. Research, Stakeholder Consultations, Plan drafted ELP Team 19/11/07 Project brief approval 2. Research, Stakeholder Consultations, Plan drafted ELP team 19/11/07 Project brief approval PROJECT BREAKDOWN STRUCTURE For each deliverable, list the action required, who has responsibility, date due & any dependency that the deliverable or action may have. 3. Consultations with Training Unit, Organisational Development, Supervisors and HR. Skills Analysis to identify training needs Staff Development & Training Unit (SD&TU), ELP Team and Di Stow Senior HR Officer 19/11/07 4. SMT endorsement, plan SMT and ELP team 19/11/07 5. Consultations, Audit Plan drafted, SMT selection of a review panel SMT and ELP team 19/11/07 SD&TU support, HR endorsement and availability of Di Stow SMT, Staff availabilities including facilitators and trainers SMT, Review Panel Member participation 6. Research, Stakeholder Consultations, HR Consultations, List of Indicators developed HR Personnel, ELP team, Stakeholders 19/11/07 Approval from HR and SMT to use the indicators 7. Spreadsheet created, forwarded to all Managers re purpose, benefits and communications on how to implement ELP team 19/11/07 SMT and HR endorsement 8. Performance Management Guidelines drafted ELP team 19/11/07 SMT endorsement

7 Internal Resources External Resources RESOURCES REQUIRED 1) 2) 3) 4) 5) 6) 7) Part time Administrative Support: to assist in research and preparation of project proposal. Admin support currently available. Part time Administrative Support: for ongoing assistance with implementation and review (i.e. tracking appraisal due dates, sending relevant information including paperwork to managers, collating and forwarding to HR when completed). Currently resource not available to pursue option. Facilitators for HR training: currently available internally via the Staff Development & Training Unit. Time allocated for ELP team to consult with stakeholders and complete project planning. MM s, SUM s, SMT management consultations and support. Consultations and collaboration planned through both formal and informal meetings. Staff consultations with staff arranged both informally and formally including ELP team attendance at staff meetings to promote the system. Access to various communication methods; s, staff meetings, key notes newsletter. 1) 2) HR Personnel Di Stow: to assist with HR training as well as implementation of the system throughout the TPS. Library and resource information to research and plan the system.

8 CONSULTATION / COLLABORATION Consultations and collaboration will occur with the following stakeholders; SMT meeting to gain endorsement for the idea and approval to proceed with the planning Manager Ron Barwick meeting to gain approval to pilot the program Managers (all levels) formal presentation of the proposal delivered and ongoing progress updates to elicit support and participation Staff ELP team attendance at staff meetings to provide staff with an overview and receive feedback. This will include consultations with all TPS union delegates. HR approval from HR to proceed and ongoing meetings with Di Stow in regards to implementation and roll out Staff Development & Training Unit and Organisational Development ongoing progress reports and access to the relevant trainers/facilitators to assist in the relevant HR related training

9 Risk Rating H, M, L Risk Management Control/Treatment/Action RISK ASSESSMENT Identify potential risks to the project & controls / treatments or actions for managing identified risk(s). Lack of resources (i.e. time, management support and admin/facilitator availability) Union resistance Staff resistance Low to Medium High Medium to High Sufficient planning, including planning for contingencies, effective communication and consultations, obtaining SMT endorsement and commitment Transparent planning and consultations ensuring benefits are communicated Transparent planning and consultations ensuring benefits are communicated and staff feel adequately prepared and supported Insufficient training time and/ or participation for Supervisors/ Managers Low to Medium Time management planning and scheduled timelines for implementation, adequate training provided. Relevant and obtainable standards and timelines Staff non-compliance and sabotage Low to Medium HR Policy implementation, consistent two way communications, SMT endorsement and commitment Insufficient time for the ELP team to research and present the plan Low to Medium ELP team time management planning and regular meetings

10 Draft sample forms to be created, minor matter spreadsheet, review form (ideally 2 pages max including prison manager sign off option). Draft Performance Management Guiding Principles Power point presentation for Phase 2 and SMT Mock presentation to Organisational Development before Phase 2 ELP OTHER PLANNING ACTIVITIES Proposed post ELP planning: Feb 08 - Formal presentation to SMT, MM and SUMS March 08 ELP team attendance at Supervisors meetings to obtain further feedback March 08 Feedback proforma and skills analysis conducted with supervisors April/May 08 Pilot program to commence at Ron Barwick - RBMSP supervisors trained 1-2 day program in performance management systems, motivational interviewing and other relevant HR areas - ELP team attend CO staff meetings to provide overview of system - Administrative support to send paperwork/forms to relevant supervisors for appraisals - Due date set for completion of reviews. Paperwork collected, recorded and forwarded to HR - System thoroughly evaluated and reviewed, necessary improvements and modifications made before the system is rolled out to the rest of the prison service Submission Date: 12 th October 2007