Scottish Coaching Collaborative Framework - Web viewIf it has been identified that the Scottish...

Scottish Leaders Forum

Workforce Development Group

Public Service Collaborative Learning

Scottish Coaching Collaborative

Draft Framework Agreement

July 2014

Scottish Coaching Collaborative acknowledge the material generously shared with us by the following organsiations which were used as reference documents to shape this Framework Agreement:

Tayside Alliance

NHS Forth Valley

NHS National services Scotland

NHS GG&C

NHS Lothian

Glasgow City Council

Birmingham City Council

North West LA Consortium

Public Service Collaborative Learning – Coaching Collaborative – Framework Agreement

1Aug 2014 – DRAFT

Contents

1. Purpose p. 3

2. Vision p. 3

3. The Scottish Coaching Collaborative p. 3

4. Definition of Coaching p. 3

5. When to Access Coaching p. 4

6. Scottish Coaching Collaborative Pathway p. 5

7. Charges/Fees p. 5

8. Access to external executive coaches p. 5

9. Applying to join the Coaching Register p. 6

10. Maintenance and update of Coaching Bank p. 6

11. Evaluation of process and reporting on activity p. 6

12. Review of guidelines p. 6

Appendices

Appendix 1

Coaching Pathway

- Framework p. 7

- Step 1 p. 8

- Step 2 p. 9

- Step 3 p. 13

- Step 4 p. 15

- Step 5 p. 18

- Step 6 p. 21

- Step 7 p. 26

Appendix 2 Fees and experience p. 31

Appendix 3 Coaching Competencies p. 33

Appendix 4 Code of Ethics p. 35

Appendix 5 Coaching Profile template p.40

Public Service Collaborative Learning – Coaching Collaborative – Framework Agreement 2Aug 2014 – DRAFT

Purpose

This Framework is a mechanism to share coaches throughout public sector. It provides governance, a clear process and guidance on how to use the service. This guidance is for those providing coaching or requesting coaching as part of the Scottish Coaching Collaborative and it gives clarity on appropriate use of coaching in the collaborative setting, information on ethical standards and procedures for application.

1. Vision

The Scottish Coaching Collaborative aims to extend coaching at work. It provides a wide-reaching and cost-effective coaching service that enables in-house trained coaches to work within other organisations through flexible time-banking.

A system to facilitate and support internally trained coaches is in place and, in addition, there is a bank of independent executive coaches that can be accessed at competitive rates.

The Scottish Coaching Collaborative is not just about how we coach internally within our diverse cultures: it’s about creating the conditions to share resources, opportunities and experiences and gain broader perspectives across organisational boundaries.

2. The Scottish Coaching Collaborative

Enter information about the Network – Appendix I – List of signatories to the network

Enter information about the responsibilities of the members towards the network and enter information about the role of the Steering Group.

3. Definition of Coaching

Coaching is a solution focussed development intervention that supports Coaching Clients to achieve improved personal contribution, performance and operational effectiveness. The undernoted principles have been agreed by all members of the Steering Group:

Coaching, sponsored by Scottish Coaching Collaborative, is for development and performance, in the organisational context, it is not ‘life’ coaching

Coaching promoted by and accessed through the network is quality assured, fit for purpose and in line with ethical and quality standards as described by the European Mentoring and Coaching Council (EMCC), International Coaching Federation (ICF) and Chartered Institute of Personnel and Development (CIPD)


The presumption is that all potential Coaching Clients are creative, resourceful and whole, and that Sponsors (Line Managers), Coaching Clients, Organisational Coaching Leads and Coaches operate within a clear, ethical and future focused environment, within the overall framework of the psychological as well as legally binding contract of employer and employee(s).

4. When to Access Coaching

Those eligible to access to coaching will be Line Managers or those in Leadership roles. Access to coaching for staff out-with these categories will be considered on a case by case basis.

Sponsors (Line Managers) may identify coaching for a member of staff as a result of:

▪ New appointment, promotion or redeployment

▪ Recently having been given more responsibility / changed role

▪ Involved in leading staff through change / leading service review

▪ Career development and / or transition

▪ Organisational change

▪ Need to increase effectiveness in relation to role and people leadership

▪ Outcomes of 360° feedback process

▪ A previous development intervention

▪ Discussion arising from annual appraisals

▪ Attendance at development centre

This list is designed to give examples and is not meant to be exhaustive.

Use of coaching must be identified in the individual’s PDP. The Sponsor (Line Manager) and member of staff will have discussed and agreed:

▪ High level outcomes (end goals) and the reasons these are important

▪ The nature of change that is required

▪ That coaching is the appropriate intervention.

Clarity of purpose regarding the reason for accessing coaching is essential. Coaching is not a remedial activity nor is it a “free good” or a proxy for other interventions that at times may be more appropriate to the situation. It is also not a way of avoiding or circumventing line management or employee rights and responsibilities.


Note: Coaching is not suited, nor available, to individuals involved in active Employee Relations (ER)/Role performance issues. However, coaching may be considered as a way forward, where relevant, once any formal process is deemed complete.

5. Scottish Coaching Collaborative Pathway

A steering group with representatives from experienced executive coaches and co-ordinators of in-house coaching banks have established a seven step coaching pathway. Each step has a practice protocol and example communications. The Scottish Coaching Collaborative Pathway is outlined in Appendix 1.

6. Charges / Fees

The majority of coaching activity through the Scottish Coaching Collaborative will be on a no fee flexible time banking agreement. Organisations will sign an agreement:

Authorising their internally trained coaches to be included in the coaching bank and work across organisations on a no fee basis

Specifying the parameters of their coaches involvement (e.g. number of clients and approximate time they can offer coaching through the bank

Giving an approximation of the coaching requests they would seek through the bank

The Scottish Coaching Collaborative will establish a coaching activity database to monitor reciprocal arrangements. To start with, Scottish Coaching Collaborative will focus on reciprocal coaching exchanges. This may be extended to other types of organisational expertise over time, if the organisation receiving coaching from the bank does not have in-house coaches to match the coaching support they receive. For example, time and expertise within that organisation could be drawn on to support the other organisations leadership development programmes (e.g. as an observer at a development centre). See Appendix 2 for an example of a time and skills log.

7. Access to External Executive Coaches

A number of public bodies invest in executive coaching for senior leaders and have a variety of methods in place to source appropriate executive coaches. The Scottish Coaching Collaborative share an interest in extending access to executive coaching but are keen to avoid duplication of effort in recruiting and quality assuring external executive coaches.

Scottish Coaching Collaborative has quality assured and included a register of approximately 40 highly qualified and accredited executive coaches which organisations can access at a competitive rate. This provides an efficient way to extend access to quality assured executive coaches. To access external executive coaches, please contact your Organisational Coaching Lead [insert local contact here]


8. Applying to join the Coaching Register

Coaches who wish to join the Scottish Coaching Collaborative Bank need to complete an application form which they can obtain and return to Scottish Collaborative Steering Group at [email address of business support]. The application form will include the criterion the coach needs to meet for the bank (e.g. qualification, ethical code, supervision, CPD, references). All applications are reviewed and agreed by the Steering Group.

9. Maintenance and updating of Coaching Bank

10. Evaluation of process and reporting on activity

The Steering Group will review Coaching activity and outcomes annually and share information with key stakeholders (e.g. Public Services Collaborative Learning, Scottish Leaders Forum Workforce Development Group, CE of coaching collaborative partner organisations).

11. Review of guidelines

The above guidelines are reviewed annually by the Steering Group.


Appendix 1

Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7The individual identifies the need for a coach

Line Managers Endorse the need

Organisational buy in is established

Expectations are made clear

The individual contacts the organisations coaching lead to discuss their need and how it will be satisfied? – Is coaching required, is there a need to use the coaching bank or can the need be met internally?

The matching conversation takes place

A guide and application form is required at this step

The Organisational Coaching Lead accesses the coaching bank

2 people from different organisations discuss and agree the profiles to be offered to the individual

Up to 3 profiles should be offered

The organisational lead contacts the coach to advise their profile will be offered and identifies any issues i.e. leave business priority needs etc.

If there are issues the organisational lead repeats the process until 3 profiles are identified and agreed

The organisational lead then sends the profiles to the individual

The individual makes a choice of coach and informs the organisational lead

The organisational lead confirms the selection with coachee and informs of next steps.

The organisational lead contacts selected coach to set up initial meeting

The organisational lead informs Collab coordinator of selection

If the match does not happen the organisational leads

When the coach is selected and agreed and both parties are comfortable to continue the organisational lead confirms with the Line Manager

A multi-party contract is used and signed

Roles and responsibility documents are required at this step

The coaching relationship begins

The relationship continues

The relationship ends

Personal development planning takes place, sustainability is discussed

The organisational lead undertakes a review of the relationship and the process

Stats are collated by the organisation lead

Qualitative information is gathered by the organisational lead on the development of both the coach and coachee and how the individuals and the organisations have benefited


repeats the step


Step 1 – Raise awareness of the Scottish Coaching Collaborative

Marketing flyer will be developed for Organisational Coaching Leads to use within their organisation to promote the service. Flyer will include:

Rationale for coaching How the Collaborative complements and extends existing coaching at work Testimonials from past coaching clients of the benefits (to the individual and organisation)

from coaching Details about how to access the service (Organisational Coaching Lead’s contact details,

endorsement by line manager)

How to Access a Coach

The Scottish Collaborative Coaching Pool offers an opportunity for you to receive coaching including executive coaching from either an internal (or external coach.

You can access a coach through the following routes:

As an individual As part of your learning and development need identified through your personal

development plan If you are currently on a Management Development Programme Team coaching as part of a team development


Step 2 – Collaborative Coaching Guide and matching conversation

On receipt of an inquiry about coaching from within your organisation, the Organisational Coaching Lead will arrange to talk through the individuals development needs. Following this discussion a decision can be made either to:

Use an alternative intervention rather than coaching Employ the in-house bank of coaches Apply to the Scottish Coaching Collaborative for an in house coach (no fee exchange) Access an external Executive Coach from the Scottish Coaching Collaborative register of

external executive Coaches (fee exchange)

In-House Bank of Coaches

The Organisational Coaching Lead will make arrangements through their internal processes.

Scottish Coaching Collaborative Pool

If it has been identified that the Scottish Coaching Collaborative Pool is the desired route then the Organisational Coaching Lead in conjunction with the coachee completes the Matching guide template below and follow Step 3 onwards in the coaching Collaborative pathway. The Scottish Coaching Collaborative Steering Group will keep a record of all matches and selections on an internal database

Scottish Coaching Collaborative – External Executive Coaching Register

Where it has been identified that the external Executive Coach is required then the Organisational Coaching Lead will access an external Executive Coaching register and make the arrangements using their own internal process.

2.1 Collaborative Coaching Guide – Detailed booklet for Coachees and Coaches has still to be finalised as at 29th August 2013

Public Service Collaborative Learning – Coaching Collaborative – Framework Agreement 10

Aug 2014 – DRAFT

2.2 Draft Matching guide for Organisational Coaching Lead to use to take the brief from the potential Coachee

Matching Conversation Guide

Confidential discussion with:

Date:

What are the opportunities and challenges you currently face at work?

What would you say are your particular strengths at work?

Can you give me a couple of examples of when you have been proud of the way you used these strengths at work?

What values matter most to you? What will you and others see if you live by these values?

And on the opposite end, what would you say are your weaker areas? How do you know?


Aug 2014 – DRAFT

In what areas do you want a coach to work with you on?

What would you gain by developing these areas – and what would you risk by not achieving them?

What would you like to be different one year from now?

Is there anyone in particular you want to influence? And why?

What skills and experience would you like your coach to have, and why? (Gender, style, age, experience, personality)

Are you aware of your learning style?

Have you completed any personality profiles e.g. Myers Briggs? If so, can you recall the results?


Aug 2014 – DRAFT

Is there anything else that you think would be helpful for me to record; that you thought we might touch on; that would be useful for a potential coach to know?

Suggestions of potential coaches:

1.

2.

3.

Meeting conducted by: ____________________

Date of write up_________________


Aug 2014 – DRAFT

Step 3 – Selection of Coach

Practice Protocol:

The coaching collaborative steering group members will be most familiar with the coaches from their own area. They will become accustomed with the other coaches on the coaching collaborative bank through participation in the quality assurance and selection process for coaches, and through the matching duty rota created to assist Organisational Coaching Leads in their selection of appropriate coaches.

Individuals seeking a coach will have a degree of choice in who to work with and will be offered up to 3 coaching profiles which are most appropriate to their coaching needs.

Organisational Coaching Leads will access the coaching profiles on the Knowledge Hub and make their initial selection of the 3 coaching profiles which most closely match the brief they obtained from the potential coachee.

All coaches will be expected to fill out the same profile document <attached> to make matching easier for the OCL.

The Organisational Coaching Lead may wish to get a little more information about a coach they are not familiar with and can contact the Organisational Coaching Lead in the service in which the coach is based to aid their decision making.

Once the Organisational Coaching Lead has made their initial selection, they contact the member of the steering group listed on the site as duty matching contact for that month.

The steering group member in capacity as duty matching contact will respond to the request from an Organisational Coaching Lead for matching support within 1 week of a matching request being posted on the Knowledge Hub.

The steering group member will access the coaching activity record on the secure database to:

Check for possible conflicts of interest (e.g. the coach is or has recently had a coaching contract in the same work area)

Check for possible selection bias (e.g. coach always or never selected) for fair opportunity for coaches to be matched

Record matching selection on the database

If any difficulties arise through the quality assurance check, the Organisational Coaching Lead will be invited to make another selection from the coaching bank.

The Organisational Coaching Lead will contact the three coaches by email to advise their profile will be offered and identify any issues which might affect the coaching contract proceeding (i.e. annual leave, business priority needs resulting in inability to take on a client at that time etc.).

The Organisational Coaching Lead can repeat the protocol above until 3 profiles are identified and agreed for consideration by the coachee.


Aug 2014 – DRAFT

--------------------------------------------------------------------------------------------------------------------------

3.1 Draft email to potential coach – Initial alert about potential coaching contract (to be sent by the Organisational Coaching Lead to the 3 coaches selected from the bank).


Hi There,

Your coaching profile is one of three profiles selected for a potential match with a coaching client from my organisation. Before I give your profile to the potential coachee can you please confirm to me by return email that you are able to take a coaching client at this time. If you are not in a position to take a coaching client, can you please give the reason affecting your availability at this time, in your email back to me.

Best wishes

[Organisational Coaching Lead]

--------------------------------------------------------------------------------------------------------------------------

3.2 Draft email to potential coach – Confirm email has been given to a potential client (to be sent by the Organisational Coaching Lead to the 3 coaches selected from the bank).


Hi There,

Thank you for confirming that you are able to take a coaching client at this time. Your coaching profile is one of three profiles given to a potential client for consideration. I have asked for the client to contact me within two weeks with their selection so that we maintain momentum. This may take longer than this but please be assured that I will contact you once they have made their decision.

Best wishes


--------------------------------------------------------------------------------------------------------------------------

3.3 Draft email to coach unable to take a coaching client – Decline this time (to a coach who is not in a position to take a coaching client just now.)


Hi There,

Thank you for letting me know that you are not in a position to take a coaching client just now.

Best wishes


--------------------------------------------------------------------------------------------------------------------------


Aug 2014 – DRAFT

Step 4 – Individual makes their choice

Practice Protocol:

The Organisational Coaching Lead will send the three selected coaches profiles to the coachee for consideration.

The coachee makes a choice of coach and informs the organisational coaching lead.

The organisational lead emails the chosen coach to alert them to expect the coachee to contact them to set up the informal matching ‘chemistry’ meeting.

If the match is unsuccessful the coachee selects one of the other profiles offered to them and repeats the process until a match is confirmed by the coachee.

The Organisational Coaching Lead will stand down the coaches not selected this time.

--------------------------------------------------------------------------------------------------------------------------

4.1 Draft email to coachee with offer of 3 coaching profiles


Hi [name of coahee],

I am delighted to offer you the attached three profiles for your consideration. These experienced coaches will be able to work with you on the issues you want to working on in coaching.

The next step involves you considering carefully the three coaches profiles, decide who you want to approach first and let me know within the coming fortnight by email [email address of organisational coaching lead].

I will then alert the coach to expect to hear from you and provide them with some information, copying you in on the email.

Obviously the sooner you inform me of who you want to make contact with the quicker we can progress your coaching arrangements.

I look forward to hearing from you within the next two weeks.

Best wishes

[Organisational coaching lead]

--------------------------------------------------------------------------------------------------------------------------


Aug 2014 – DRAFT

4.2 Draft email to coachee before the chemistry meeting with the coach they have selected


Hi [Coachees name],

I hope you are well.

Thank you for confirming you have selected [name of coach] from the three executive coaching profiles I sent you. It is up to you to contact them to set up an initial meeting. I have emailed [name of coach] to expect a call or email from you. [Coach contact details]

When you meet with your potential coach, your first conversation offers you the opportunity to exchange information about career histories, interests and your expectations of coaching. You will want to find out about their particular coaching style and whether the coach can provide you with the challenge, learning opportunities and expertise that you require. You also want to check that the personal chemistry is right.

The attached Coaching Handbook provides information to help you prepare for your informal 'chemistry' meeting.

The 'chemistry' meeting is an informal meeting without any obligation to proceed into coaching. In some cases people know very quickly that they want to get started and will start to agree the practicalities (and may agree the 'chemistry' meeting is the first coaching session). Others prefer to reflect on the conversation and agree to contact the coach within a few days to let them know if they want to go ahead. The coach also has the right to decide if they want to work with you. You are both seeking to establish a relationship based on equal responsibility and mutual respect.

If you decide you want to proceed with the first coach you make contact with, then please email me [insert organisational coaching leads email address] so that I can formalise the arrangements. If the chemistry is not right, I request that you personally inform the coach of your decision. You then have a further two profiles to choose from.

I look forward to hearing how things go.

Best wishes


--------------------------------------------------------------------------------------------------------------------------

4.3 Draft email to coach selected for matching ’chemistry’ meeting


Dear [coach]


Aug 2014 – DRAFT

Your coaching profile was offered to a potential coaching client. I am pleased to let you know that [name of coachee] is interested to meet with you for an introductory conversation and will be in contact with you shortly.

His/her contact details are:

[Name, designation, Organisation, email address and phone number]

I have attached the Coaching Handbook which I have given to [coachee]. This includes information about the introductory meeting and the multi-party contract.

I have asked [coachee] to let me know the outcome of the meeting and I hope it goes well.

Best wishes


--------------------------------------------------------------------------------------------------------------------------

4.4 Draft email – coach not selected


Hi [name of coach not selected]

Further to my email alerting you that your profile had been forwarded to a potential client, unfortunately on this occasion you have not been selected.

Best wishes


--------------------------------------------------------------------------------------------------------------------------


Aug 2014 – DRAFT

Step 5 - Board Lead confirms multi-party contract with manager

Practice Protocol

1. Organisational Coaching Lead sends an email which asks all parties (Coach, Coachee and Line Manager) to discuss and agree the multi-party contract (see attached as sample)

2. Organisational Coaching Lead sends an email to the Line Manager separately (or rings manager) to confirm the following:

Agreement to release the ‘coachee’ and agreement to pay travel costs and related costs (where appropriate) (LM)

Agreement to support the coachee throughout and after the process (LM)

3. Organisational Coaching Lead retains the coaching contract.

4. The Organisational Coaching Lead will inform the steering group member they liaised with over the coaching profiles so the steering group member can update the central coaching activity database with the confirmed match and approximate end date for the contract.

--------------------------------------------------------------------------------------------------------------------------

5.1 Draft email to coach/coachee/line manager confirming coach contract


Hi There,

[Name of coachee] has confirmed they would like to proceed with [name of coach]. Please find attached the multi party contract which sets out the roles and responsibilities of different parties. I would be grateful if you could return the signed contract as soon as possible.

Best wishes


--------------------------------------------------------------------------------------------------------------------------


Aug 2014 – DRAFT

The Multi Party contract

There is a three way contract between the Line Manager, Coach and Coachee for the purpose of the coaching intervention. In addition, it is the role of the Organisational Coaching Lead to ensure that the contract is completed and signed by all parties and changes, where necessary to the contract, are agreed. It is the role of the steering group to work with the Organisational Coaching Lead in each organisation to ensure that the contract is fit-for purpose.

Roles and Responsibility of each party in the process:

Role of the steering group

Support the Organisational Coaching Lead in determining the best match for coaching and offering 3 options to the coachee

Collating relevant data (including number of coaches used, number of coaching sessions and results from feedback) on annual basis

Producing an annual report for key stakeholders (particularly PSCL Steering Group and Chief Executives) which describes annual outputs and outcomes

Update and amend systems and procedures as required to take account of changes, and to improve as necessary

Evaluating the effectiveness of the project and provide quality assurance to the processes

Role of the Coach

To put their profile into the system and update as necessary to the standard required

Contract with the coachee and maintain confidentiality of information at all times

To carry out coaching duties to the best of their abilities

To ensure that coaching is carried out within appropriate boundaries and that evaluation of coaching takes place

To record coaching hours and submit information in a timely way to the steering group contact

Role of the Coachee

To agree learning needs with line manager and with coach

To complete the learning contract with the coach

Provide information for the evaluation of the coaching intervention

To discuss needs for on-going support with line manager as part of multi-party contract and after the coaching work

Role of the Organisational Coaching Lead

To liaise with line manager to check that use of the coaching bank is an appropriate intervention for the learning needs identified

To access the directory of coaches and identify up to 3 that are likely to meet the needs of the coachee


Aug 2014 – DRAFT

To submit choices to steering group member identified and check before sending coach details to coachee. Record details of each coach identified and send email to Organisational Coaching Lead of each identified coach to alert them that coach may be chosen.

Once coach identified the Organisational Coaching Lead will initiate a three way contract (See Appendix I) and ensure signature by all parties. Organisational Coaching Lead stores multi-party contract and works with any party to amend the contract as necessary.

Organisational Coaching Lead gathers annual organisational data on use of the coaching bank and submits to steering group. Organisational Coaching Lead checks with coach that evaluation data is complete by date agreed in the contract.

Multi-party contract for the Scottish Cross Sector Coaching Service

Coach, Coachee and Line Manager agrees to the following in going forward with the Coaching work

1. To discuss and agree objectives for the coaching that are agreed between Coachee, Line Manager and Coach

2. To agree to the timescale, time commitment and location for the coaching

3. To abide by the Coaching Framework and Code of Ethics in all aspects of the work

4. To evaluate the work using the evaluation sheets provided and to keep a record of the coaching hours completed

Signatures

Coach

Coachee

Line Manager

Please sign and return to [Organisational Coaching Lead]


Aug 2014 – DRAFT

Step 6 - The coaching relationship from start to finish

Practice Protocol

The coaching relationship begins:

The Coach confirms how each session will be run including length, structure, tools and techniques used

Coach and Coachee confirm Coachee’s learning goals and will discuss or establish Coachee’s learning style(s), how it relates to the coaching relationship and how sessions are structured

Confidentiality parameters are established e.g. any issues that the Coachee would prefer not to discuss and when to refer to someone other than the Coach if a particular issue arises

Coach and Coachee review the Coaching Programme Plan and Review Form or equivalent. This outlines the coaching objectives from personal development planning discussions with the Line Manager and Coach, specific measures of success, and provides an opportunity to record progress against these at the interim and final reviews, which areas to focus remaining sessions on, and on-going focus. This is used to discuss and agree an outline plan (focus) for all coaching sessions, although this may change as sessions are delivered and discussion develops

A Meeting Plan is used to plan the agenda and objectives for each coaching session, record notes of the discussion, record the actions agreed before the next meeting, and confirms the date and time of the next session

Date of the first coaching session is agreed and Meeting Plan is completed

The coaching relationship continues:

Sessions take place every six to eight weeks and relationship continues for no more than 12 months in total

The first coaching session takes place

Key issues, other notes and agreed actions are recorded in the Meeting Plan

The Coach and Coachee reflect on learning after the coaching session. Both consider the Coachee organisation’s leadership competency framework, where the Coachee sits with this currently, and how they need to develop their leadership qualities, behaviour and competence

Agreed action is completed by the Coach and Coachee

Subsequent coaching sessions take place using this process

The Coach completes a Coaching Log which records coaching hours completed

An interim review is held after the first three sessions, using the Coaching Programme Plan and Review Form or equivalent to summarise progress against coaching objectives and key issues arising. A decision to continue is made and the focus areas of remaining sessions reconsidered and recorded

Further coaching sessions take place

Subsequent interim reviews are held every three sessions, depending on the total number of sessions held, until the coaching arrangement ends


Aug 2014 – DRAFT

If a problem arises during the course of discussions, or the coaching relationship breaks down and cannot be re-established, this is dealt with as agreed in the Coaching Contract

The coaching relationship ends:

A final review takes place at the final coaching session, using the Coaching Programme Plan and Review Form or equivalent. This final review is used to summarise progress against the objectives identified at the beginning of the coaching relationship, and as developed during it, and to agree and record the on-going development focus and next steps for the Coachee’s leadership development. How the Coachee sustains their learning in the longer-term is an important aspect of the discussion

Personal development planning takes place, sustainability is discussed:

The Coachee and their Line Manager meet within one month of the final review to discuss the coaching intervention and review the completed Coaching Programme Plan and Review Form or equivalent. In particular they discuss the high level outcomes and goals that were met, why, and how, the change that has occurred, and what it was about the coaching that helped to facilitate this change

The Coachee and their Line Manager discuss the on-going development focus and next steps agreed buy the Coachee and Coach and how these might be met as part of the Coachee’s personal development plan. The plan is reviewed as a result of the outcome of the coaching intervention. Actions to sustain learning are captured in the Coachee’s personal development plan (PDP).

--------------------------------------------------------------------------------------------------------------------------

6.1 Draft Coaching Programme Plan

Coaching Plan

Coachee ID:

Organisation:

What do you want to achieve through coaching - Objective and Goal Setting

What measures would illustrate an improvement

Confidentiality and Ethics

The Coaching Engagement

Evaluation – Interim, end of sessions and follow up to sustain improvement

Practicalities (contact details, where, when and what to do if have to change plans, travel costs)


Aug 2014 – DRAFT

6.2 Draft Meeting Plan

Meeting Plan

Coachee ID: Organisation:

Date and Time of Coaching: Session Number:

Venue:

Introduction to this session

Is it still Ok if I take notes?

What were the goals/learning objectives for the last session?

Review last session actions/successes – unexpected as well as planned for/milestones

What are our goals/learning objectives for this session (remember public and private area).

What feedback have you had from your line manager?

Planning

Personal Goals as a Coach for developing and improving my performance during this session are………………………

Preparation notes

Coach Pre-session work: ……………

Coachee Pre-session work: ………….

Session Records


Aug 2014 – DRAFT

Summary of coaching conversation (include model(s) /tools/techniques used):

Outcomes from session and agreed actions:

Review and feedback from session

What worked/went well and what didn’t?

What was challenging?

How can we make the sessions even more effective?

Date for next meeting


Aug 2014 – DRAFT

6.3 Draft Coaching Log

Coaching Log

Hours Recorded

Name of Coach__________________________________

Name of Coaching Client___________________________________

Date of Coaching Session_________________________

Activity

(Please record planning, session, reflection and note taking to build into CPD or Supervision)

Time taken:-

Total Hours


Aug 2014 – DRAFT

Step 7 - Review and evaluation of the collaborative coaching process

Practice Protocol

The Organisational Coaching Lead (OCL) undertakes a review of each coaching relationship and the process:

The OCL has a discussion with the Coachee’s Line Manager two months after the final review to gain initial feedback on the impact and value of the coaching experience to the Coachee and the team. The OCL records the discussion in a minute for the Coachee’s file

The OCL asks the Coachee to complete both parts of the Coaching Evaluation Form within two months of the final review. Part one invites feedback about the coaching process including how effective it was in addressing the agreed objectives, how it has helped the Coachee in their role, what the most significant impact has been on their performance, what has been most beneficial about the coaching to them and their organisation, and what specific delivery, personal effectiveness and/or innovation changes they think are attributable directly or indirectly, wholly or partly, to the coaching intervention. Part two invites feedback on the Coach’s practice including to what extent the Coach helped the Coachee to achieve their contracted objectives during the sessions, some examples of questions or things the Coach did during the sessions that the Coachee found particularly helpful, anything that was unhelpful, how the Coachee would describe the Coach’s style, how the Coach’s style was helpful and supportive, what the Coachee would recommend, if anything, about how the Coach’s style could be developed further, and any other comments

The OCL meets with the Coach within three months of the final review to discuss the coaching intervention, feedback received from the Line Manager (minute) and the Coachee (Coaching Evaluation Form) and agrees with them any learning needs identified. The OCL records the discussion in a minute for the Coach’s file

The OCL collates the data relating to number of coaching hours completed for this intervention from the Coaching Log

Qualitative information is gathered by the OCL on the development of both the Coach and Coachee and how individuals and the organisations have benefitted:

Six months after the Coaching Evaluation Form has been completed, the ODLC will follow this up with a Further Coaching Evaluation form. This will review the longer term value and lasting impact of the coaching experience and will be based on Kirkpatrick’s four levels of evaluation – reaction, learning, behaviour and results. It will be completed separately by both the Coachee and their Line Manager. Questions will centre around whether there has been an impact on the Coachee’s relationship with their team, peers or senior leaders, whether the Coachee’s leadership style has developed in a particular way since the coaching was completed, and what changes were made in the Coachee’s thinking, knowledge and behaviour as a result of the coaching intervention

The OCL will summarise the feedback in a report. A copy of the report will be sent to the Coachee, Coachee’s Line Manager, and the Coach

A further evaluation may be completed in another six months if impact of learning has not yet become evident

The OCL will keep a note of whether or not the coaching intervention has been successful, along with any other relevant feedback, for the Coaching Collaborative Annual Report


Aug 2014 – DRAFT

Statistics are collated by the OCL for the Coaching Collaborative Annual Report:

At the end of each year, the OCL collates statistics from all collaborative coaching interventions co-ordinated by them during the year. The data is from Coaching Logs and completed evaluation forms

The OCL summarises the number and range of Coaches used that year and the success of coaching interventions

The OCL submits the summarised statistics of collaborative coaching activity in their organisation to the Coaching Collaborative Steering Group

Annual report produced by the Coaching Collaborative Steering Group:

At the end of each year, the Coaching Collaborative Steering Group summarises the statistics from all OCLs and produces an Annual Report of Coaching Collaborative Activity. This highlights the number of collaborative coaching interventions undertaken during that year, the number of Coaches used, coaching success rates/outcomes/impact, specific issues of interest from evaluation, and recommendations on how to proceed with collaborative coaching in the following year

The annual report is sent to the Chief Executives of all organisations involved in the Coaching Collaborative and instructions sought on involvement in the following year

Agreed actions are undertake by the Steering Group


Aug 2014 – DRAFT

Draft 7.1 Coaching Interim Evaluation Form

Coaching Interim Evaluation Form

Coachee Name:

You are now more than half way through your coaching arrangement and this is a good time to reflect with your coach on how the coaching is working out.

This mid way review is being carried out to enable you to reflect on what you have gained from the coaching so far; to discuss progress and learning; to consider how to make even more use of the opportunity with your coach and to gauge the impact that the coaching is having in your organisation.

During the mid way review with your coach, please agree a summary of your conclusions for your Coach to capture in your Confidential Coaching Programme Plan.

You may find the following questions help you prepare for the mid way review with your coach.

In terms of the intended impact and benefits you wished to gain from coaching captured in the coaching plan, what has shifted/changed over the last few months? (e.g. thinking, confidence, effectiveness, relationships, done something different)

What impact is this having on your leadership style and in your organisation?

How would you express this in terms of leadership qualities?

How would you describe the quality of the coaching relationship and the quality of the coaching work done?

If nothing has shifted, what might this mean? And what needs to change in the coming months? (this could reflect a cultural pattern, for example)

The National Coaching Collaborative is obliged to evaluate coaching activity. The information you provide to me by email [insert Organisational coach lead email address] will be held in confidence. Only non specific, non attributed data will be shared with the National Coaching Collaborative Steering Group and used for the ongoing development of the service. In line with the multi party contract I would expect you to also share the summary with your line manager or sponsor.

Thank you in anticipation of receiving your interim evaluation.


___________________________________________________________________________________

Summary Interim Evaluation

Draft 7.2 End of Coaching Evaluation FormPublic Service Collaborative Learning – Coaching Collaborative – Framework Agreement

29Aug 2014 – DRAFT

End of Coaching Evaluation Form

Coachee Name :

Coaching Dates:

You have come to the end of your coaching and it is important to reflect on how the coaching has worked out.

This evaluation will enable you to reflect on what you have gained from the coaching; to discuss progress and learning and to gauge the impact that the coaching is having in your organisation.

To help you prepare for the evaluation discussion with your coach, you may find the following questions help you reflect;

In terms of the intended impact and benefits you wished to gain from coaching established in the coaching plan, what has shifted/changed over the last few months? (e.g. thinking, confidence, effectiveness, relationships, done something different)

What is the essential difference that coaching has made to your work? (individual and organisational)

What is your evidence for this (e.g. you have noticed or had feedback from others - quantitative and qualitative information where possible).

How is this showing in your role?

How would you express this in terms of leadership qualities?

What financial value would you place on the difference coaching has made this year and how does that look/feel in relation to the investment made?

How would you describe the quality of the coaching relationship and the quality of the coaching work done?

How do you intend to sustain your leadership development?

As before with the mid way review, you are obliged to forward a summary of the conclusions you have at the end of your coaching to me by email [insert Organisational coach lead email address]. The information you provide will be held in confidence by me and only non specific, non attributed data will be shared with the National Coaching Collaborative Steering Group and used for the ongoing development of the service. In line with the multi party contract I would expect you to also share the summary with your line manager or sponsor.

Thank you in anticipation of receiving your summary end of coaching evaluation.



Aug 2014 – DRAFT

Summary End of Coaching Evaluation:

-

7.3 Draft email to Coach within 3 months of end of coaching contract to gather data about coaching collaborative activity and for service improvement

Hi there


Your coaching contract with [name of Coachee] has finished and it would be useful for us to meet up and discuss the coaching intervention and feedback I have received from the Coachee and their line manager. It would be useful if you bring your Coaching Log when we meet so I can gather qualitative data for our records (I am not seeking confidential information from you just coaching hours completed). Can you give me a call or drop me an email so we can arrange a mutually convenient time to meet.

Best wishes



Aug 2014 – DRAFT

Appendix 2

Reciprocal Time and Skills Log for No Fee option

The Scottish Coaching Collaborative would prefer to enter into reciprocal arrangements with public sector organisations for using in-house coaches across organizations. If an organsiation does not have in-house coaches to include in the bank but wishes to use coaches on the bank, they may have skills and experience to offer instead on a time reciprocal basis within 12 months of receiving a coaching service from the collaborative bank.

Skills and experience valued by the coaching collaborative would include facilitation, supervision, provision of training programme, observation for development centers, evaluation reports etc.

Recording log for time accrued by Public Sector Organisations.

Name of public sector contact

Organisation

Date of Coaching provision by the coaching collaborative

LOG Time accrued and matching model

(see Appendix 5)

Hours received Balance of time accrued

Types of service offered to the collaborative

Date of service provided to the collaborative

Name of service provider

Balance of time carry forward

Hours received Balance of time accrued


Aug 2014 – DRAFT

Types of service offered to the collaborative

Date of service provided to the collaborative

Name of service provider


Aug 2014 – DRAFT

Appendix 3

COMPETENCIES FOR COACHING

Scottish Coaching Collaborative has drawn from the main coaching bodies competence frameworks (e.g. EMCC, ICF) to underpin the Framework Agreement

Meeting ethical guidelines and professional standards:

Understanding of coaching ethics and standards and ability to apply them appropriately in all coaching situations

Establishing the Coaching Agreement:

Ability to understand what is required in the specific coaching interaction and to come to agreement with the prospective and new client about the coaching process and relationship

Establishing trust and intimacy with the client:

Ability to create a safe, supportive environment that produces ongoing mutual respect and trust

Coaching presence:

Ability to be fully conscious and create a spontaneous relationship with the client, employing a style that is open, flexible and confident

Active Listening

Ability to focus completely on what the client is saying and is not saying, to understand the meaning of what is said in the context of the client’s desires and to support client self-expression

Powerful Questioning

The ability to ask questions that reveal the information needed for maximum benefit to the coaching relationship and the client

Direct communication

Ability to communicate effectively during coaching sessions, and to use language that has the greatest positive impact on the client

Creating Awareness

Ability to integrate and accurately evaluate multiple sources of information and to make interpretations that help the client gain awareness and thereby achieves agreed-upon results


Aug 2014 – DRAFT

Designing actions

Ability to create with the client opportunities for ongoing learning during coaching in work / life situations and for taking new actions that will most effectively lead to agreed upon coaching results

Planning and Goal setting

Ability to develop and maintain an effective coaching plan with the client

Managing progress and accountability

Ability to hold attention on what is important for the client and to leave responsibility with the client to take action

Full details available at the International Coaching Federation website: http://www.coachfederation.org/icfcredentials/core-competencies/

European Mentoring and Coaching Council:

http://www.emccouncil.org/webimages/EMCC/EMCC_Competence_Framework.pdf


Aug 2014 – DRAFT

http://www.emccouncil.org/webimages/EMCC/EMCC_Competence_Framework.pdf

http://www.coachfederation.org/icfcredentials/core-competencies/

Appendix 4

Code Of Ethics

Purpose

This Code of Ethics sets out what Sponsors (Line Managers), Organisational Coaching Leads, and Coaching Clients can expect from Coaches in the coaching relationship and should form the starting point for any coaching contract agreed.

All Coaches accept the principles and aims of this Framework and are bound by this Code of Ethics. There is recognition that in any relationship there is the potential for conflict and that it is possible to lose sight of ethical principles, often by accident rather than by design. The Scottish Coaching Collaborative Steering Group has therefore developed a process by which suggested / alleged breaches of the Code of Ethics by a Coach can be addressed. This is referred to later in this document.

A copy of the leaflet summary of the Code of Ethics should be given to all Coaching Clients at the contracting phase, with the full detail available as requested. Every new member of the Coaching Bank needs to agree to the Code of Ethics on joining the Bank.

Terminology

The term “coaching” is used to describe all types of coaching that may be taking place in the organisational context. The focus for coaching in this context is leadership, performance and/or governance related.

The term “Coaching Client” denotes anyone in a leadership or line management role who accesses the services of a Coach. The term “Sponsor (Line Manager)” denotes the person supporting coaching as a development activity for the Coaching Client - usually the Line Manager of the Coaching Client but on occasion can be a mentor or Manager from another area of the organisation. The Organisational Coaching Lead is the nominated representative who represents the organisation and who administers key stages of the coaching process internally.

The Code

The Coach will conduct themselves in a way which respects diversity and promotes equal opportunities.


Aug 2014 – DRAFT

It is the primary responsibility of the Coach to provide the best possible service to the Coaching Client and to act in such a way as to cause no harm to any Coaching Client or Sponsor (Line Manager), and to enhance the reputation of the public sector in Scotland.

The Coach is committed to functioning from a position of dignity, autonomy and personal responsibility.

The Code of Ethics covers the following:

Competence

Context

Boundary Management

Integrity

Professional Practice

1. Competence

The Coach will:

a. Ensure that their level of experience and knowledge is sufficient to meet the needs of the Coaching Client, Sponsor (Line Manager) and the organisation.

b. Ensure that their capability is sufficient to enable them to operate according to this Code of Ethics and any standards that may subsequently be produced.

c. Develop and then enhance their level of competence by participating in relevant training and appropriate Continuing Practice Development activities such as participation in supervision.

d. Engage in Coaching Supervision with a suitably-qualified supervisor (or Coach Mentor). A suitably qualified supervisor is defined as someone who is an experienced coach and has undertaken supervision development.

2. Context

The Coach will:

a. Understand and ensure that the coaching relationship reflects the context within which the coaching is taking place.


Aug 2014 – DRAFT

b. Ensure that the expectations of the Coaching Client and the Sponsor (Line Manager) are understood and that they themselves understand how those expectations are to be met.

c. Seek to create an environment in which Coaching Client, Coach and Sponsor (Line Manager) are focused on the opportunity for learning.

3. Boundary Management

The Coach will:

a. At all times operate within the limits of their own competence and recognise where that competence has the potential to be exceeded. Where necessary the Coach will refer the Coaching Client to the OD Lead for Coaching.

b. Be aware of the potential for conflicts of interest of either a professional or emotional nature to arise through the coaching relationship and deal with them quickly and effectively to ensure there is no detriment to the Coaching Client, sponsor or the organisation.

4. Integrity

The Coach will:

a. Maintain throughout the level of confidentiality which is appropriate and is agreed at the start of the relationship.

b. Disclose information only where explicitly agreed with the Coaching Client and Sponsor (Line Manager), unless the In-House Coach believes that there is convincing evidence of serious danger to the Coaching Client, others or the organisation if the information is withheld. This includes any positive information relating to the Coaching Client.

c. Act within applicable law and organisational rules and regulations and not encourage, assist or collude with others engaged in conduct which is dishonest, unlawful, unprofessional or discriminatory.


Aug 2014 – DRAFT

5. Professional Practice

The Coach will:

a. Respond to the Coaching Client’s development objectives as defined by the agenda brought to the coaching relationship.

b. Not exploit the client in any manner, including, but not limited to, financial, sexual or any matters covered within the coach-client relationship. The Coach will ensure that the duration of the coaching contract is only as long as is necessary for the Coaching Client and Sponsor (Line Manager), and will not exceed six sessions over any 12 month period.

c. Understand that responsibilities continue beyond the conclusion of any coaching contract. These include the following:

Maintenance of agreed confidentiality of all information relating to the Coaching Client and Sponsor (Line Manager)

Avoidance of any exploitation of the former relationship

Provision of any follow-up agreed with Client

Safe and secure maintenance of all related records and data, in line with the Collaborative’s standard for data protection.

d. Demonstrate respect for the variety of different approaches to coaching and other individuals working as either In-House or External Coaches.

e. Never represent the work and views of others as their own.

f. Ensure that any claim of professional competence, qualifications or accreditation is clearly and accurately explained to potential Coaching Clients and Sponsor (Line Manager)s and that no false or misleading claims are made or implied in any published material.

g. Never compromise the Coaching Client’s success in order to maximise their own performance targets.

i. Not take on a Coaching Client where there is a potential conflict of interest.

Breaches of the Code

Coaches will at all time represent coaching in a way which reflects positively on the role, the process and the Collaborative. Where a Coaching Client, Sponsor (Line Manager) or the Organisational


Aug 2014 – DRAFT

Coaching Lead believes that a Coach has acted in a way which is in breach of this Code of Ethics, they should first raise the matter and seek resolution with the person concerned. Either party can ask the Coaching Collaborative Steering Group to nominate a suitable organisational representative to assist in the process of achieving resolution.

If the Coaching Client or Sponsor is dissatisfied, they are entitled to follow the agreed Ethical Complaints Procedure. A copy of this procedure can be obtained from a member of the Steering Group.

Above section adapted from the European Mentoring & Coaching Council (EMCC) and International Coaching Federation (ICF) codes of ethics and practice guidance- with thanks.


Aug 2014 – DRAFT

Scottish Leaders Forum

Workforce Development Group

Public Service Collaborative Learning

Scottish Coaching Collaborative – Profile

PERSONAL INFORMATION

Name:

Company Name:

Website Address:

Job Title:

Areas of Business Interest:

Other Information:

Contact Details:

Where you would be prepared to meet:

BIOGRAPHY

Put yourself in your client’s shoes, what would they want to know about you? Include:

Who are you?

What is your background?

What is your expertise?

How does your expertise help goals to be achieved?

What can you help with?

EXPERIENCE

Please detail your relevant experience:

Example:


Profile Picture

Ten years running and building a very successful Coaching company

Coaching Leaders, Entrepreneurs, Executives, Coaches

Mentoring Coaches in building their performance and practices

A keen focus on measurable results and unlocking life-changing insights, with each client

Optimising clients unique strengths

Experience in consulting, training and coaching in Public Sector organisations

Experience of Culture Change, Performance, ‘Intrapreneurship’, Business Impact

QUALIFICATIONS

Please detail your relevant qualifications:

Example:

Certified Coach (ICF)

Executive Coach (RCS)

ILM (Institute of Leadership and Management) Level 7 Diploma for Executive Coaches and Leadership Mentors

Dip. In Management Studies,

Currently enrolled on Post Grad Certificate in Neuro Leadership toward Master’s Program

COMPETENCE

Please detail your competence in relation to the EMCC Framework:

Refer to link on EMCC Competence Framework to select your level and capability indicators:

Example:

Senior Practitioner who is practising as a professional coach and who can draw on a range of models and frameworks. I role model good practise and I am willing to work with a range of clients, contexts and organisations. The focus of my work will be building capacity for progression, managing complex and challenging relationships and working with ambiguity and change.

I am a senior practitioner across all 8 capability indicators:

Understanding self

Commitment to self-development

Managing the contract


Aug 2014 – DRAFT

Building the relationship

Enabling insight and learning

Outcome action and orientation

Use of models and techniques

Evaluating

STYLE

Please detail your style of coaching:

Example:

I normally work from the non-directive basis but can be directive if the situation calls for it. I am comfortable asking different styles of questions and use my intuition and deep listening skills. I have an informal and relaxed approach and draw on aspects of many psychological theories and blend these with many tools such as GROW and Skill/Will.

PARAMETERS

Please detail the level of client you would feel comfortable working with:

Example:

I would be most happy working with senior and executive managers from across the Public Sector.

SUPERVISION

Please detail your supervision arrangements:

Example:

I receive regular supervision as part of my work

I follow EMCC guidelines and co-ordinate and actively participate in CPD sessions for executive coaches


Aug 2014 – DRAFT

DISCLAIMER

Please confirm that you are content that the details in this profile will be held on the national register and divulged to organisational leads the coaching steering group and potential clients. Yes/No

PREVIOUS CLIENTS AND ANY INFORMATION ON WHAT THEY SAY

Please detail any previous clients you have had in the past and what they have had to say about their coaching experience and your coaching practise.

Example:

I would recommend coaching with *****. I found the whole experience extremely positive and importantly fun! The work load was manageable and suited to my needs. I looked forward to the sessions and what I gained from them is priceless...I understand more about myself and this directly impacted on how I managed relationships and tasks at work and in my personal life. What career coaching did for me is to show me what tools I have at my disposal, how to select which ones to use, and for what ends. I now have a clear plan for the future and have discovered a whole set of powerful truths about myself.Nick, Health and Fitness Entrepreneur (January 2012)


Aug 2014 – DRAFT

Scottish Coaching Collaborative Framework - Web viewIf it has been identified that the Scottish...

Documents

Transcript of Scottish Coaching Collaborative Framework - Web viewIf it has been identified that the Scottish...