8b 4. sample.performance management project proposal

7/28/2019 8b 4. Sample.performance Management Project Proposal

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Sample. Performance Management ProjectProposal

This is one of the three completed pilot project proposals that was

approved by Age NI for work to commence in February 2010.

Performance Management Project Proposal

Project Title Performance ManagementProject

Executive

Director of Corporate Services

Author Director of Corporate Services

Date 18/01/2010

1.0 Background to the Proposed Work

Age NI is a new organisation formed in April 2009 as a resultof the merger of Age Concern NI and Help the Aged NI.

There is a need to establish a Performance ManagementSystem for the new organisation based on a sharedgovernance approach.

A Performance Management System has a number of parts allof which need to be included if the performance managementsystem is going to add value to the organisation, managersand staff. Evaluating or appraising performance is only onepart of the performance management system. The

Performance management system will form part of anongoing communication process, undertaken in partnership,that will involve establishing clear expectations andunderstanding around a job role and responsibilities, as wellas clearly establishing how an employee and supervisor canwork together to sustain, improve or build on existingemployee performance

2.0 Evidence of Research

AmalgaMate A toolkit of ideas and practice for mergers inthe third sector

Based on the merger to form Age NI, developed by CO3,funded by Atlantic Philanthropies


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3.0 Scope of the Project

It would be intended that the performance managementsystem development project will:

Develop a means of coordinating work so that the aimsand objectives of the organisation and the individual jobroles are aligned.

Establish a method of providing regular, ongoingfeedback to employees in a way that supports theirmotivation

Inform employee development strategies

Develop a process of two way communication, enablingemployees to have real meaningful input around theirjob roles and responsibilities

Establish a shared understanding of roles andresponsibilities

Develop a way for managers to work with staff toidentify problem areas, diagnose the causes and takeaction to address

Individual areas of work would flow from these. Based on thenew shared governance approach it would be intended thatallocation of work would be decided by the collective workinggroup, once established.

It would be envisioned that the process would be divided intothree phases; pre-plan and design, active and post-plan,running from February to June 2010. The size of the groupand progression to pre-plan cannot take place until definitiveagreement has been given by the Board on the sharedgovernance approach. In the interim a collaborative approachcould be progressed, with shared governance slotted in to theprocess once final decision taken by the Board.

There may also a need for a default fall-back position within

the group, in the event that the shared governance approachfails to reach a decision which is approaching deadline.

4.0 Success Criteria

The draft template would be used as a tool to draw up thenecessary success criteria by the planning group onceestablished. The predicated success of the project would lie inthe achievement of the agreed results required at the outsetof the project.




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It is envisaged that success for the project would be:

That the design and planning of the PerformanceManagement System is completed to timescale.

That the shared governance approach works evidencedby the above and project evaluation.

Production of an individual evaluation tool for the project,to be used for future project groups within the new sharedgovernance approach.

A Performance Management System that is reflective ofAge NIs culture and values.

Emphasis should be placed on the dynamics of success andhow it flows from one step to the next. The processes rely on

successful relationships within the project and from thesecome the results.

Results

Process Relationships

5.0 Outline Timeline

To be drawn up through the project planning group.

6.0 Resources

Time

Space Expert knowledge/new thinking from non-expert knowledge

Evaluation tools

Budget

Collective shared governance approach to decision makingNB. Detailed budgets and resource needs will be informed bythe project planning group.

It would be intended to populate the group with members byan expression of interest across the organisation and trustees.




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7.0 Benefits

As one of three pilot projects for the new shared governanceapproach to working within the organisation, the learning

benefits to be gained will be considerable for future projectmanagement across the organisation.

8.0 Constraints

Using shared governance as an approach for the first timeon an area such as Performance Management could provetime consuming and constrain the progress of the project;given the project is one of three pilots for the approach.

Close attention needed in relation to communication.

The level of understanding of shared governance, or thepurpose of the project.

Individual time management prioritisation of workloads.

9.0 Dependencies

There should also be a strong dependency on the HR teamtogether with the communication team linking in withproduction of Intercom and other flows of communicationacross the organisation both internally and externally.

10.0 Risks

The main risk within the project is that the shared governanceapproach may not be delivered; this would have a seriousimpact on the viability of shared governance as an agreedapproach for the organisation, which in turn would havefurther implications.

Communication is also a risk consideration. Given the natureof performance management systems and the fact that many

people may have had negative experiences of a performancemanagement system in the past, with performancemanagement systems that focussed on the performanceappraisal at the expense of the rest of the components, it isvital that the communication around this project is handledsensitively and that staff expectations are carefully managed.Communication must be proactive rather than reactive, bypreparing Q&As for staff, etc. It is important that allcommunication and information is available to stakeholders,as is expected under a shared governance approach.




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A facilitator needs to be identified for the meeting. This issomething that the group would need to consider. This doesnot deviate from standard shared governance practice, andcould prove useful so as to guide the group through theirshared meeting process. Again this may be something the

group could discuss at their first meeting.

Through the use of evaluation tools, risks need to be recordedso as to identify areas that future project groups need to beaware of as potential risks, in relation to either projectmanagement or the shared governance approach. It might beadvisable for the group to consider undertaking a traffic lightsystem when highlighting risks in the evaluation tools.



8b 4. sample.performance management project proposal

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