Diploma in Public Service Leadership Syllabus 2015-16 Sept 2015
Contents Summary of Diploma in Public Service Leadership Page Key Benefits 3 Accreditation 4 Assessment 4 Fees & Funding 4 Frequently Asked Questions 4 Contact us 5 Workshop Outlines Unit SPSL1 Public Service Leadership 6 Unit SPSL6 Developing Public Service Teams 8 Unit S8003 Leading & Achieving Service Performance 10 Unit S9003 The Challenge of Change 13 Unit SPSL8 Project Management 15 Unit S9001 Managing Organisational Culture 17 Unit SPSL7 The Public Purse 19 Unit SPSL5 Planning to Meet Public Services Customer Requirements 21 Sept 2015
Summary of the Diploma in Public Service Leadership University of the West of Scotland (UWS) was the first Chartered Management Institute (CMI) Centre to deliver the Diploma in Public Service Leadership in 2007, and is now the largest and most successful provider of this qualification in terms of throughput and pass rates in the UK. With the course structure designed to meet student needs, and one-to-one support offered throughout, this programme has seen 96% of students successfully achieve their Diploma in Public Service Leadership within their registration period. The Diploma was designed in partnership with public service organisations to develop professional managers and to encourage them to work more collaboratively within and across organisations. As well as incorporating a high level of participation, the programme aims to build individual confidence and professionalism and to develop the leadership and management skills necessary to cope with the current changes facing the Public Sector. The syllabus is delivered as a series of 8 x 2 day workshops in conjunction with Learning & Development Associates, whose course tutors have a wide range of experience, both as trainers and senior managers, within the Public Sector. (Delivered over the period September to August). Whilst there are no specific entry requirements, this programme is aimed at aspiring or practising middle managers. The generic core competencies which form the basis of the programme have been drawn from the National Occupational Standards for Leadership & Management at this level. Key Benefits For the public sector: Helps to encourage partnerships between public sector organisations and within their internal departments. Helps to develop public service leaders with the skills needed in an ever changing environment. Helps to provide an improved delivery of services to the public. For the organisation: Provides opportunities to share best practice. Challenges current thinking. Develops leadership skills. Offers sector specific content. Provides real work-focused learning. Provides flexible and collaborative learning. For the individual: Incorporates a high level of participation. Builds individual confidence and professionalism. Enables new perspectives to be acquired on public service delivery. Challenges current practice. Develops leadership skills to provide better service to all stakeholders. 3
Accreditation This qualification is awarded by CMI, and is recognised on the Scottish Credit & Qualifications Framework at Level 9 with a credit value of 61 points. This qualification meets the registration requirements for the Scottish Social Services Council (SSSC) in terms of being an award in management that is certificated at or above SCQF Level 8 (minimum of 60 credits). Assessment The Diploma is a nationally recognised professional qualification that demands high standards of knowledge, understanding, reasoning and judgement, coupled with clarity of expression. Our approach to assessment is built on the principle that the assessment should, wherever possible, use work based evidence drawn from the learner s own organisational experience. As such, candidates will undertake 6 work based assignments of 2,500 to 3,000 words and one collaborative project of approx 5,000 words per person. Fees & Funding The fee to undertake the Diploma in Public Service Leadership at University of the West of Scotland is 1,995. This is inclusive of workshop attendance, one-to-one tutorials, 24/7 tutor support, access to online learning materials, assessment, student registration, and studying membership of the CMI. Refreshments and lunch are also provided at all workshops. The Diploma is approved for use with a Part-Time Fee Grant, allowing eligible candidates to receive up to a 653 grant towards their fee (please see www.saas.gov.uk for more details). Frequently Asked Questions Who typically undertakes this programme? With students from our previous cohorts ranging in age from 25 to 55, the 'average' Diploma student is 43 years old and holds a middle management post within the public sector. Are there any entry requirements? You don't need any prior qualifications, but should be confident you can undertake written assignments at this level (i.e. SCQF Level 9, which is the level at which the final year of an Ordinary Degree is taught). In terms of work relevance, you should hold a managerial position within the public or voluntary sector. (Those with the potential to hold a managerial position will also be considered) How many assignments do I need to do? In the University of the West of Scotland's model, there are six individual work-based assignments and one Collaborative Project based assignment. Candidates submit a 2,500 word assignment 6 weeks after each of the following workshops: Public Service Leadership, Developing Public Service Teams, Leading & Achieving Service Performance, Managing Organisational Culture, The Public Purse, and Planning to Meet Public Service Customer Requirements. The Challenge of Change and Project Management workshops are jointly assessed within the Collaborate Project based assignment, submitted at the end of the programme. How much of my own time would I spend on the programme? Approximately 35 hours per assignment (of which there are six) and 70 hours for the project based assignment. What books do I need to buy? You don't need to buy any. All the academic references you require are provided within the course handbooks issued and discussed at each session. It is not a course requirement, but we will provide you with further recommended reading which may be of interest to you. 4
On registering for this programme, you will also have access to the Chartered Management Institute's Student Resource Centre which holds one of the largest Management Libraries in Western Europe as well as the University of the West of Scotland libraries. Contact Us The programme web site www.uws.ac.uk/cpd provides details on dates of delivery at Hamilton Campus. Programmes can also be delivered at UWS Ayr, Dumfries or Paisley Campuses subject to demand, or in-house on company premises. If you have a further query, please contact: CMI Centre Director, University of the West of Scotland, School of Business & Enterprise, Paisley Campus, High Street, Paisley PA1 2BE. Tel: 0141 849 4237, Email: managementcentre@uws.ac.uk 5
Unit SPSL1 - Public Service Leadership Overview This 2-day workshop focuses on how to develop your leadership skills and manage communication to build effective working relationships with others, including handling conflict. Aims To help you to learn how to: 1. Distinguish and use appropriate leadership styles. 2. Critically self-analyse your own performance. 3. Manage communication to build effective working relationships. 4. Handle conflict effectively. Unit content Distinguish and use appropriate leadership styles: the various theories and approaches to leadership the importance of leadership to organisational development and change the specific issues that are critical to leadership in the public services apply the different theories of leadership analyse the main considerations leaders need to take into account when making decisions Critically self-analyse your own performance: the importance of continuing self-development ways in which you can assess your current skills and competence as a leader the range of skills you require for effective leadership the types of development activities open to you and their relative advantages and disadvantages, such as experiantial learning and cognitive development the types of support available to you from team members, colleagues and others who you should seek feedback from on your performance and ways to encourage this assess your own current skill levels as a leader through reflective practice and collaborative learning. make opportunities to encourage feedback and use it constructively develop your on-going personal action plan with challenging SMART goals review your development progress and update your plan. Manage communication to build effective working relationships: methods of organisational communication the use of employee involvement and participation strategies to foster effective working relationships and retain employee engagement the categories of information that should be communicated to employees ways in which to foster employee motivation, commitment and trust select methods of communication which are appropriate and sufficient to your audience and the message use employee involvement and engagement activities to foster employee commitment 6
Handling conflict effectively: conflict, the situations, behaviour and interactions between people which cause conflict the importance of giving others opportunities to discuss problems affecting their work relationships strategies for preventing, minimising and handling conflict what to record, when and how, whilst maintaining confidentiality when and how to involve others the organisational requirements on conflict management recognise the symptoms of conflict in their early stages identify potential conflict situations between individuals apply strategies to prevent or minimise conflict set an agreed action plan and monitor it Assessment A 2,500 to 3,000 word work based assignment will be due for submission six weeks after attending this workshop. You will be assessed on your knowledge and understanding of how to: 1. Use a range of tools and resources to analyse your own leadership skills and performance; devise a development plan, review the plan regularly and evaluate its effectiveness. 2. Analyse your communication strategies with staff and evaluate their effectiveness in developing employee engagement, commitment and trust. 3. Describe the situations and behaviours which can cause conflict and explain how its presence can be recognised; devise a set of strategies to prevent/minimise conflict in your area of work; keep appropriate records and maintain confidentiality. 7
Unit SPSL6 - Developing Public Service Teams Overview This 2-day workshop focuses on your role in building an effective team to include identification, planning, delivery, assessment and feedback of team/individual development in order to continually improve performance. Aims To help you learn how to: 1. Build, maintain and develop an effective team. 2. Assess and improve team performance. 3. Plan team and individual development. 4. Link development to organisational objectives. 5. Assess the impact of development activities on the performance of the team and individuals. Unit content Build the team, identify development needs and plan development: the importance of effective team working how and why people learn and what hinders learning and development the way that team and organisational objectives affect development needs development as a tool to improve organisational effectiveness the principles and practices which underpin fair and successful staff development the role of specialists to support, guide and assess development the role of the manager in the development process identify needs and ensure they relate to organisational/individual goals set SMART objectives and develop realistic plans to meet identified development needs encourage team members to identify both individual and team development needs, agree and plan for them collect information to clarify needs and present those needs effectively Develop individuals and teams: the key characteristics and behaviours associated with effective teams the stages in a team s development the importance of team roles and their impact on team performance the importance of showing your own commitment to building the team and leading by example the range of development activities available, their appropriateness and applicability the importance of monitoring development progress and ways to do this why good feedback is essential for effective team performance and learning the types of support which aid development including coaching and mentoring partnership and relationship building to build and develop a high performing team promote ownership of learning by the individual and the team select and apply appropriate development activities ensure equality of access and opportunity 8
ensure those development activities meet agreed objectives monitor progress and adjust development as necessary give, seek and use feedback in order to maintain or improve performance provide support appropriate to individual or team needs overcome obstacles to effective team working Assess and improve development: why fair and objective assessment of learning is important. the tools, techniques and information required for assessing both individuals and teams. ways to involve team members in the development process. the importance of ongoing review to sustain and improve performance through development activities. reflective practice, cognitive development and experiential learning in order to assess and improve performance. assess development activities accurately and fairly against agreed objectives encourage active contribution by team members in assessing their development progress and offering ideas for improvement evaluate the contribution of development activities in meeting service objectives record and report results whilst maintaining confidentiality identify and present ideas for improvements in development activities Assessment A 2,500 to 3,000 word work based assignment will be due for submission six weeks after attending this workshop. You will be assessed on your knowledge and understanding of: 1. How team dynamics and individual team roles can impact on a team s development and performance and the ways in which the team leader can build and develop the team to include instilling a clear sense of purpose and vision for the future. 2. The links between individual, team and organisational performance and how to assess training and development needs and identify the most appropriate development opportunities, in keeping with the individuals learning style, designed to maintain or improve performance. 3. How you use feedback within the development process to effectively evaluate the training and development undertaken by your team and the individuals within it in order to ensure it is meeting performance objectives. 9
Unit S8003 - Leading and Achieving Service Performance Overview This 2-day workshop focuses on your role in ensuring that the teams and individuals within your area of responsibility are performing effectively to meet the business targets set. Aims To help you learn how to: 1. Set performance criteria and assess team and individual performance against them. 2. Evaluate whether the overall performance in your area of responsibility is meeting targets and decide what remedial action is needed. 3. Identify performance development needs and negotiate actions to improve performance. 4. Use variation between actual and expected performance to build on opportunities and strengths as well as to rectify areas of poor performance. 5. Manage the Discipline & Grievance process as part of Performance Management Unit content Performance assessment: the link to organisational vision, mission and objectives the characteristics of performance assessment the ways that people might respond to performance assessment i.e. acceptance and resistance the concepts of managing continuous improvement the range of tools and techniques available to manage continuous improvement e.g. Best Value, European Quality Foundation Model (EQFM), Performance Frameworks - their benefits and limitations the importance of maintaining confidentiality throughout the process set performance criteria for your area of responsibility, both teams and individuals, using performance assessment models manage performance assessment: demonstrate your own commitment to the process gain commitment of individuals and teams apply the appropriate model(s) select a range of performance criteria involve people in the process Performance evaluation: the importance of identifying current and potential issues the importance of individuals own contribution to the evaluation process, while recognising diversity the need to agree the purpose of the evaluation with stakeholders and participants the principles of fair and objective evaluation assess performance in your area of responsibility against defined criteria assess performance of individuals and team(s) against defined criteria support and encourage the involvement of individuals and teams in the evaluation process using effective feedback 10
collect and validate the information required analyse the efficiency and effectiveness of performance evaluate the data, consider alternative development activities, select the appropriate activity or activities communicate the results of performance evaluation and make justified recommendations Performance development: the processes for, and importance of, gaining commitment to proposed performance development that improving performance is dependent on the inter-relationship between: the purpose of the development activity or activities the process(es) used to achieve it the people undertaking development, and the working environment within which the improved performance is to be demonstrated negotiate commitment of stakeholders and participants to the performance development process motivate participants to engage in the planned development activity manage the implementation of performance development to include: action plan objectives and time-scales financial and non-financial resources required roles and responsibilities control, review and evaluate the development Managing variances from the agreed development: the reasons why actual performance might differ from planned performance the importance of capitalising on what is being done well the importance of improving the things done less well the importance of supporting stakeholders and participants in maintaining focus on the plan and planned targets the route used in your organisation to feed back into the planning process identify variances in performance and evaluate their significance to the achievement of performance improvement build on positive variances and remedy negative variances: use methods such as benchmarking to help capitalise on good performance and improve things which are being done less well ensure that financial and non-financial resources are effectively maintained to achieve the planned improvements monitor progress on action implemented to remedy variances feedback suggested improvement to the performance management process Managing Discipline & Grievance the reasons for having a Discipline & Grievance procedure in the context of performance management the legal and legislative aspects associated with Dealing with Discipline & Grievance 11
conduct a Disciplinary Hearing/Meeting and highlight how it meets the requirements of the ACAS Code on Disciplinary & Grievance Procedures on handling a Disciplinary Meeting. conduct a meeting to hear a Grievance and highlight how it meets the requirements of the ACAS Code on Disciplinary & Grievance Procedures on handling a Grievance Meeting. Assessment A 2,500 to 3,000 word work based assignment will be due for submission six weeks after attending this workshop. You will be assessed on your knowledge and understanding of: 1. The methods/approaches you use to identify and agree performance objectives with individuals and teams and how you link them to the organisations overall mission and objectives. 2. Ways of assessing, evaluating and recording the performance of individuals and teams in relation to objectives set to include providing feedback on performance outcomes. 3. Identifying the indicators associated with good as well as poor performance and the methods/approaches used to maintain good performance as well as provide support for performance improvement. 4. Understanding and applying the organisation s Disciplinary & Grievance procedures as part of the overall performance management process. 12
Unit S9003 - The Challenge of Change Overview This 2-day workshop focuses on your role in meeting the challenges facing your organisation, and how you contribute to steering the organisation through change to achieve improved delivery of public services. Aims To help you learn how to: 1. Approach the challenges facing the organisation creatively and objectively. 2. Develop your understanding of the organisation s likely response to change and to plan for change to meet the challenges within it. 3. Adopt techniques which will enable effective implementation of the changes needed to meet the challenges. Unit content Identifying and evaluating drivers for public service change: stakeholder analysis the concepts of strategy the drivers for change/improvement environmental analysis techniques trends and patterns a range of planning models the application of creative thinking in identifying opportunities implications for change for local service delivery How to recognise opportunities for improvement by: identifying and analysing the current position identifying the proposed position, linked to strategic plans identifying and evaluating possible routes to achieve proposed position Propose and plan change: the principles underpinning the management of change the importance of stakeholder consultation the importance of effective communication the importance of planning for the management of change the implications of change for people recommend and justify the route(s) gain approval for the chosen route(s) engage stakeholders in the change process plan the implementation of the chosen route(s) and monitor progress manage risk and plan for contingencies negotiate and agree implementation of change Implement change: the implications of the change for the organisation and its external environment 13
the resource implications of the planned change the importance of clear communication and engagement in the management of change the importance of monitoring and evaluating change clearly communicate and gain commitment to implementation plan support people through the change monitor progress against plan make necessary adjustments to ensure the objective(s) are achieved Assessment This Unit is jointly assessed with Unit SPSL8 Project Management as a Collaborative Project. You will be assessed on your knowledge and understanding of the combined Units as follows: Unit S9003 - Challenge of Change: 1. Be able to understand the forces for change in an organisation. 2. Be able to understand the impact of the change process. 3. Be able to understand the management of the change process. Unit SPSL8 Collaborative Public Services Project: 1. Be able to identify and justify a collaborative investigative project. 2. Be able to conduct research, using sources, and synthesise data and options. 3. Be able to draw conclusions and make recommendations that achieve the project aim. 4. Be able to evaluate and present the results of the project The collaborative nature of the project requires delegates, either individually or in small groups of 2 or 3, to choose an area for investigation, which has been highlighted as an issue by their own or partner organisations. The process of the research needs to be agreed between the delegates and the relevant partner organisations or the stakeholders within their own organisation. It might entail group members or an individual investigating an area within their own organisation or another partner organisation in order to gain an insight into its culture, structure and problem solving; or they could be part of a Social Inclusion or Community Partnership working to resolve a common problem or issue. Alternatively, delegates could be investigating an agreed area within their own organisation and then combining the outcomes of the research into a single report. 14
Unit SPSL8 - Project Management Overview This 2-day workshop addresses the effective planning and development of projects. It will help you to explore the role of a project manager and carry out the activities needed to develop an effective project plan. Aims To enable you to: 1. Identify and justify a collaborative investigative project. 2. Conduct research, using sources, and synthesise data and options. 3. Draw conclusions and make recommendations that achieve the project aim. 4. Evaluate and present the results of the project. Unit content Agree the scope and definition of the project with the sponsor: the stages of project development from feasibility to completion the importance of clarifying and agreeing the goals with the sponsor the interests of all stakeholders how projects inter-link with and support internal strategic and operational objectives how projects can be affected by external factors and events establish an effective communication mechanism for the lifetime of the project define the nature and goals of the project and the factors that impact on it clarify roles and levels of authority identify and prioritise risks and constraints establish and review the feasibility of the project Develop plans to achieve goals: the importance of agreeing and recording the project plans with relevant people the limits of authority of personnel in relation to the project project planning tools and models contingency planning principles negotiate with relevant people prepare an effective project plan by defining: what needs to be done in manageable, achievable and measurable terms the sequence and schedule of activities needed the resource requirements the contingencies needed to deal with the identified risks Identifying project resources and control methods: roles, competences, responsibilities and accountabilities of the project team organisational and legal requirements relevant to managing finance and resources the need for effective financial and resource control 15
allocate project roles and tasks appropriately identify and implement the relevant control method(s) control all relevant resources Evaluating effectiveness of the project: the 5 steps to evaluation the importance of evaluation to the organisation key areas to evaluate for lessons learned Evaluate the outcomes and impacts of the project. Produce the results of the collaborative project. Present the results of the project. Produce a lesson learned report Assessment This Unit is jointly assessed with Unit SPSL8 Project Management as a Collaborative Project. You will be assessed on your knowledge and understanding of the combined Units as follows: Unit S9003 - Challenge of Change: 1. Be able to understand the forces for change in an organisation. 2. Be able to understand the impact of the change process. 3. Be able to understand the management of the change process. Unit SPSL8 Collaborative Public Services Project: 1. Be able to identify and justify a collaborative investigative project. 2. Be able to conduct research, using sources, and synthesise data and options. 3. Be able to draw conclusions and make recommendations that achieve the project aim. 4. Be able to evaluate and present the results of the project The collaborative nature of the project requires delegates, either individually or in small groups of 2 or 3, to choose an area for investigation, which has been highlighted as an issue by their own or partner organisations. The process of the research needs to be agreed between the delegates and the relevant partner organisations or the stakeholders within their own organisation. It might entail group members or an individual investigating an area within their own organisation or another partner organisation in order to gain an insight into its culture, structure and problem solving; or they could be part of a Social Inclusion or Community Partnership working to resolve a common problem or issue. Alternatively, delegates could be investigating an agreed area within their own organisation and then combining the outcomes of the research into a single report. 16
Unit S9001 - Managing Organisational Culture Overview The 2-day workshop unit assesses organisational culture, its impact on strategy, performance and the development of appropriate cultures. Aims To help you understand: 1. how organisational culture can impact on organisational behaviour. 2. the relationship between organisational culture, strategy and performance. 3. the skills of cultural development. Unit Content Concepts of Culture: Concepts of culture within a public sector environment Who affects your organisation's culture internally and externally The different traits of culture What traits are dominant within your organisation, department/team What impacts these traits have on working practice Analyse the concept of culture within public sector and your organisation Evaluate internal and external factors that could influence organisational culture Compare Power, Role, Achievement and Support orientated cultures as they exist in the organisation, department/team including their strengths and weaknesses. Assess how the dominance of certain types of culture/sub culture can impact on the success, or otherwise, of departmental operations and performance. Culture, Strategy and Performance: Values and cultures that encourage behaviours consistent with organisational strategy The importance of communicating organisational values to the organisation Competency-based frameworks and their benefits/weaknesses in supporting organisations' strategy and values Assess value drivers within your organistions Analyse the effectiveness of communicating the organisation's values using Express, Model, Reinforce framework Relate competency frameworks to your organisation's strategy and operational plans Cultural Development: The different methods and tools to identify organisation's culture Conflicts that culture brings within organisations and working with partners and stakeholders How to manage situations that are in conflict with the organisation's culture and values Identify the tools available to an organisation to identify and develop its culture Devise methods of dealing with messages and behaviours which are in conflict with organisational values 17
Determine legitimate strategies and tactics to influence people in support of organisational values Assessment A 2,500 to 3,000 word work based assignment will be due for submission six weeks after attending this workshop. You will be assessed on your knowledge and understanding of how to: 1. Explain the concept of culture to public sector organisations and compare and assess culture traits within your department/team. 2. Explain how your organisation communicates its values and propose recommendations and how this could be improved. 3. Explain what methods you would use to influence situations and behaviours which are in conflict with organisational values. 18
Unit SPSL7 - The Public Purse Overview This 2-day workshop discusses current public sector financial strategy, best value, financial efficiency and basic budgetary principles. Aims To enable you to: 1. Produce and assess budgets, to support organisational objectives, based on financial data. 2. Evaluate financial proposals for expenditure submitted by others. 3. Develop and evaluate a public service tender. Unit content The Basics of Finance: the funding process for public sector organisations the concept of financial control tools and techniques for preparing and monitoring budgets constraints in the public sector the nature and use of costing: concepts techniques types of costing comparative costing cost projects/services/bids for which you are responsible prepare budgets to meet objectives for which you are responsible negotiate budgets with appropriate parties conduct variance analysis to identify corrective actions Regulation and Accountability: the nature of the regulatory framework in the public sector the concept of accountability and the implications for the public sector the impact that actions can have on partnerships develop financial strategies within the regulatory framework ensure that any actions are fully accountable for use financial information to help monitor efficiency benchmark performance Public Sector Tendering: Understanding regulation of public sector tendering process for public sector tenders prepare a tender for public sector contract prepare and evaluate tenders for equipment, material or services 19
Assessment A 2,500 to 3,000 word work based assignment will be due for submission six weeks after attending this workshop. You will be assessed on your knowledge and understanding of how to: 1. Identify the current and potential sources of finance and preparing, monitoring and controlling budgets. 2. Describe the budgetary process within your role and evaluate its effectiveness in meeting organisational and task objectives. 3. Discuss and analyse applying for public sector contract or preparing and evaluation of tenders for material, equipment or services. 20
Unit SPSL5 - Planning to Meet Public Services Customer Requirements Overview This 2-day workshop focuses on the need for managers to have a customer focus, identifying the requirements of stakeholders and planning delivery to meet those needs within organisational constraints. It is also about the role of e-commerce and its implications for the manager. Aims To help you learn how to: 1. Understand your role in relation to your organisation, customers and stakeholders. 2. Identify, predict and monitor the needs of customer/stakeholders. 3. Plan to meet stakeholder expectations. Unit content You and the organisation: how organisations are structured and operate the differing needs of stakeholders your role and responsibilities in relation to: the mission, aims and objectives of your organisation customers and stakeholders Promoting services: the principles of consultation, promoting and developing services and e-government manage and encourage the communication process with your stakeholders identify the diverse needs of internal and external customers research and analyse your customers range of needs, wants and expectations monitor on-going customer needs to guide planning Planning to meet stakeholder expectations: the principles and models of organisational planning the types of information you need to inform the planning process the records you need to keep set planning objectives and consult with customers and stakeholder to assess service provision plan to meet the identified needs, wants and expectations of your stakeholders taking account of your organisation s plan balance internal and external customer needs with organisational objectives and how to proceed if there are conflicts communicate and gain support for plans, identify how alterations to plans may affect the organisation and service delivery and review the implementation of the organisational plan 21
Learning outcomes A 2,500 to 3,000 word work based assignment will be due for submission six weeks after attending this workshop. You will be assessed on your knowledge and understanding of how to: 1. Explain the different ways organisations can be structured to deliver services. 2. Identify your organisation s stakeholders and explain how their needs affect your role 3. Explain the processes your department/team undertakes to consult with customers to assess service provision 4. Describe how your department/team applies the information received from the consultation process to develop or amend operational plans. 22