Consultation Strategy. Outcomes/ examples: The Area Committees play a community leadership role in bringing together different interest groups from the public, private and voluntary sectors to work in partnership to meet the Council's Corporate strategic and local objectives. They receive petitions on local matters, act as a forum for discussion on matters of local interest and in particular list to the views of local bodies and organisations; establish and maintain relationships with outside bodies/voluntary organisations. E2 vi) Taking steps to consider the leadership’s own effectiveness and ensuring leaders are Moderate open to constructive feedback from peer review and inspections. This according to CIPFA/SOLACE is demonstrated by, for eg: Reviewing individual member performance on a regular basis taking account of their attendance and considering any training or development needs Peer reviews E2 vi) What NHDC has or does: (See charter and Member attendance records are maintained by Committee & Member Services. SIAS training actions above) Outcomes/ examples: Member training falls under the remit of the Democratic Services Manager. Training budgets for Members, for external training, are allotted to group on a pro-rata percentage basis. Member training will be reviewed by SIAS in 2017/18. E2 vii) Holding staff to account through regular performance reviews which take account of Substantial training or development needs. This according to CIPFA/SOLACE is demonstrated by, for eg: Training and development plan Staff development plans linked to appraisals Implementing appropriate human resource policies and ensuring that they are working effectively E2 vii) What NHDC has or does: Training and development / induction identified in A1 i); A1v), A2ii); A2 iii); and E2 iv) (and actions). RPR process. The People Strategy incorporates the Workforce Development Plan []. Outcomes/ examples:
Consultation Strategy. Outcomes/ examples: The Area Committees play a community leadership role in bringing together different interest groups from the public, private and voluntary sectors to work in partnership to meet the Council's Corporate strategic and local objectives. They receive petitions on local matters, act as a forum for discussion on matters of local interest and in particular list to the views of local bodies and organisations; establish and maintain relationships with outside bodies/voluntary organisations. E2 vi) Taking steps to consider the leadership’s own effectiveness and ensuring leaders are open to constructive feedback from peer review and inspections. This according to CIPFA/SOLACE is demonstrated by, for eg: Reviewing individual member performance on a regular basis taking account of their attendance and considering any training or development needs Peer reviews Moderate E2 vi) What NHDC has or does: Member attendance records are maintained by Committee & Member Services. Outcomes/ examples: Member training falls under the remit of the Democratic Services Manager. Training budgets for Members, for external training, are allotted to group on a pro-rata percentage basis. Member training will be reviewed by SIAS in 2017/18. (See charter and SIAS training actions above) E2 vii) Holding staff to account through regular performance reviews which take account of training or development needs. This according to CIPFA/SOLACE is demonstrated by, for eg: Training and development plan Staff development plans linked to appraisals Implementing appropriate human resource policies and ensuring that they are working effectively Substantial E2 vii) What NHDC has or does: Training and development / induction identified in A1 i); A1v), A2ii); A2 iii); and E2 iv) (and actions). RPR process. The People Strategy incorporates the Workforce Development Plan []. Outcomes/ examples: