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The Cabinet and the Policy Review and Performance Scrutiny Committee have been previously advised that: performance management systems have been inconsistently applied and need to be re-energised; employee engagement has been traditional in nature, top-down, and inadequate for the task of assisting an organisation going through a significant period of change; management training and development systems have not been geared adequately towards meeting current challenges; and accountability
for, and ownership of, service performance has been variable. In summary, at management and political levels, there is an urgent need to take concerted steps to build a strong performance management culture that can give the public high levels of confidence that the Council's decisions are informed by a robust analysis of reliable performance information
This will require the Council to fundamentally challenge the way services are currently delivered and to consider the fullest range of service delivery models and providers. Crucially, commissioning does not mean the same as outsourcing. While it is important that the “default” in-house delivery option is robustly challenged it is also important that there is no presumption about the preferred service delivery model Engagement & Improvement – this work-stream will address the urgent need to make excellent performance planning and management the norm across the Council, incorporating action on employee engagement and development, communications, stakeholder engagement, and performance management. Up-skilling the workforce to meet future challenges is only part of the solution – there is also a need to ensure that employees feel fully engaged with their work, and
have a keen understanding of the organisation's challenges and priorities. This work-stream will also include the development and
implementation of rapid and sustained performance improvement in priority areas, such as education. This work will address the need for continuous improvement identified by the Peer Review, Estyn, and by the Council itself.
SO there - now you know!
for, and ownership of, service performance has been variable. In summary, at management and political levels, there is an urgent need to take concerted steps to build a strong performance management culture that can give the public high levels of confidence that the Council's decisions are informed by a robust analysis of reliable performance information
This will require the Council to fundamentally challenge the way services are currently delivered and to consider the fullest range of service delivery models and providers. Crucially, commissioning does not mean the same as outsourcing. While it is important that the “default” in-house delivery option is robustly challenged it is also important that there is no presumption about the preferred service delivery model Engagement & Improvement – this work-stream will address the urgent need to make excellent performance planning and management the norm across the Council, incorporating action on employee engagement and development, communications, stakeholder engagement, and performance management. Up-skilling the workforce to meet future challenges is only part of the solution – there is also a need to ensure that employees feel fully engaged with their work, and
have a keen understanding of the organisation's challenges and priorities. This work-stream will also include the development and
implementation of rapid and sustained performance improvement in priority areas, such as education. This work will address the need for continuous improvement identified by the Peer Review, Estyn, and by the Council itself.
SO there - now you know!
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It sounds like they'd be well advised to seek the services of a Human Capital Resourcing Consultancy specialising in providing bespoke resourcing solutions to select niche industries. A turnkey solutions provider if you will.
i thought this was about some white kid saying stuff like "id tap dat init blood" or whatever the adorable little tykes say these days. bit disappointed now. 
Ivor, the example you posted is a beacon of clarity when compared with this, a quotation from a report by the Sorbonne into corruption in sport, the only defence (and that a meagre one) being that this is a translation into English from the original French:
“The reality is that the principle of autonomy is only recognized by states as a principle of the nationalisation of the respective intervention of public authorities and sporting authorities: and cannot be opposed to a state as a principle that legally and definitely affects its own powers, nor as a total independence of the sporting movement from public authority.”
“The reality is that the principle of autonomy is only recognized by states as a principle of the nationalisation of the respective intervention of public authorities and sporting authorities: and cannot be opposed to a state as a principle that legally and definitely affects its own powers, nor as a total independence of the sporting movement from public authority.”
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