Achievement, Contribution and Excellence (ACE) scheme

Managers and team members all have a role to play in supporting the scheme, including the People Directorate.

The People Directorate

• Communicate information about the scheme to Faculties and Directorates. 
• Review EDI data to identify whether nominations are representative (e.g in relation to gender, ethnicity, disability, roles and grades) and support Heads of School and Directors with ensuring equality.
• Collate nominations and organise the ACE panels. 
• Communicate outcomes to nominees and line managers.
• Action changes to pay.  

Team members

• May wish to raise with the line manager that they would like to be nominated for an ACE point. 
• Work collaboratively with the line manager to develop answers to the two evidence-based questions for nominees. 

Line manager

• May wish to nominate a team member/s who are demonstrating outstanding performance.
• Discuss team member requests to be nominated, providing effective feedback and support as required.
• Discuss nominations with the Head of School or Director to confirm that the request is supported.
• Lead the nomination process for their teams.
• Complete the two evidence-based questions for line managers. 
• Support team members with the process and to answer the nominee’s questions.

Director or Head of School

• Identify the internal deadlines required to facilitate a review of nomination requests.
• Review nomination requests and ensure that only colleagues who have demonstrated outstanding performance are nominated for an award. 
• Enable equality and a fair, transparent scheme.
• Approve nomination requests,  and tell line managers that they can prepare and submit an nomination form or
• Provide brief feedback to line managers as to why nomination requests are unsupported and therefore can not progress.

The ACE panels

• Panel members to review nominations and decide if an ACE award is appropriate.
• Ensure evidence-based and fair outcomes are provided.

The ACE scheme runs between April and July, with outcomes communicated at the start of August. Awards are applied from 1 August.

Faculties and Directorates should identify nominations, complete internal checks, and send nomination forms to the People Directorate by 7 July.

• The ACE timeline provides further information on timescales throughout the scheme.
• The ACE Process Chart provides guidance on each step of the process.

Communications    

The People Directorate will contact Faculties and Directorates to provide information on the forthcoming ACE scheme, including closing dates and any changes to process.

Identifying nominations 

Line managers are encouraged to regularly reflect on performance and PDR discussions to identify whether a nomination for an ACE award is appropriate, and to gather supporting evidence.

This in turn will ensure an efficient ACE process and that colleagues receive a timely award. 

Line managers may not wish to provide a nomination in any given year or may wish to nominate more than one member of the team.

Prior to nominating members of their team, managers are asked to ensure that the nominee meets the eligibility criteria. 

We are unable to provide an permanent or lump sum award to colleagues who are:

• Currently within their probationary period (an additional increment is already applied after successful completion)
• Receiving salary protection.
• Are subject to formal processes relating to performance.
• Are paid at a single fixed point (and therefore do not progress within our pay scale.)

A permanent increment (progression or ACE points)

As a permanent increment is provided, colleagues should consistently demonstrate outstanding performance, and the line manager should have a reasonable expectation that they will continue to work at this level going forwards.

Therefore, colleagues with less than 12 months service cannot be nominated for this category. 

ACE awards are provided to acknowledge those colleagues who go the extra mile within their role to deliver outstanding results. 

Outstanding performance refers to:

• Significant achievement beyond normal expectations
• An exceptional contribution to work/projects completed and/or the team, department/Faculty/Directorate.
• Demonstrating a highly positive impact on the work completed, stakeholders and other members of the team. 
• Contributing and delivering in a highly original and innovative manner, exceeding identified targets and outcomes.
• Driving positive change through behaviour, and the application of the guiding principles.
• Greatly exceeding expectations and PDR objectives. 

This does not mean that colleagues should be working beyond the responsibility provided within their job descriptions or working more hours to achieve an award.

The assessment of whether individual contributions or performance are outstanding will be taken in the context of performance University-wide.

Example 1

• The team member is always the first person to get involved in resolving challenges and takes a leading role in driving a high-quality solution.
• They are highly proactive in identifying and assessing issues, going the extra mile to gather further information and formulate solutions. 
• Despite complexity, they always remain positive and highly motivated, and they support other members of the team to navigate challenges.
• They greatly exceed all expectations, for example in terms of timescales and other measures of success for projects or services.
• They proactively attend conferences, networks and gather feedback to identify highly insightful and innovative solutions . 

Example 2

• Projects completed by the team member have had a very strong impact on an area of activity.
• By being creative and stepping outside of the expected channels of communication, this individual has greatly raised awareness and trust in the service.  
• The high level of dedication and drive demonstrated has resulted in service expectations being greatly exceeded and positive feedback being received from senior stakeholders.
• The individual goes above and beyond in acting as a positive role model, engaging and motivating the team delivering the service.

The ACE nomination form gathers evidence of exceptional performance to allow the ACE panel to make an informed decision.

If a nomination request is supported by the Director or Head of School, the Line Manager is responsible for completing and sending this form to the People Directorate.

• Sections 1, 2 and 3 are to be completed by line managers. 
• Section 4 is to be completed by the nominee. 

Both line managers and nominated team members are asked to provide separate responses to two questions that ask for a description of the outstanding performance, and how this demonstrates one of our guiding principles.

The ACE questions  document provides these questions to support colleagues and managers with drafting responses, prior to submitting nominations.

Summaries are limited to 3000 characters (that is, approximately 500 words) per question. 

It is therefore important that answers are concise and clearly evidence exceptional performance. Bullet points are encouraged.

Line managers are asked to share the relevant questions (provided within the nomination form), with the nominee, collate their response and then add this to section 4 of the form.

Line Managers should then send the nomination form to the People Directorate.

Our guidance on answering the ACE questions provides further information on how responses could be shaped.

We are committed to ensuring that the scheme offers a fair and inclusive opportunity to celebrate performance.

On receipt of nominations, the People Directorate will review these against EDI  data profiles and share this analysis with the ACE panel. Information will also be shared with Faculties/Directorate if any issues are identified. 

Working hours

Staff working on a part time or variable hours basis will not necessarily produce the same volume of output or have the same visibility as full time colleagues.

This does not mean that colleagues working on a part time or flexible basis do not offer an exceptional contribution and therefore this group of staff must be considered for nomination on an equal basis. ACE rewards quality rather than quantity.

Long-term absences

Staff who are or have been absent from work, e.g. for family-related or health reasons, should be considered in the same way as other staff, and their contributions considered on a proportionate basis. 

Adjustments to the process

Line managers should consider whether their team members might require additional support to complete the nominations form. 

Please contact payandreward@brookes.ac.uk if you require the nomination form in an alternative format. 

If a nomination request is not progressed by the Faculty/Directorate, feedback should be provided to the nominee as to why.  

Colleagues should receive quality feedback that enables professional development, and supports successful nomination in the future. Our guidance on making the most of feedback offers hints and tips on how to positively move forward through self reflection, as well as how to utilise suggestions.

Feedback may be provided via line management or directly to the colleague. 

The ACE panel will provide feedback when an award is not made.

What does good feedback look like?

Good feedback should: 

• Acknowledge positive performance.
• Provide one or two concrete development points.
• Be concise, clear and relate to the criteria for outstanding performance.

Practical scenario:

A colleague has discussed being nominated for an ACE award with their line manager.  The colleague highlights a recent project, where they exceeded objectives, as an example of outstanding performance.

Although they have been performing well, and have met their PDR objectives, the level of performance does not exceed expectations.  

The individual did demonstrate strong performance during the project, but this was not exceptional.

Feedback could include:

“I appreciate that you may be disappointed that you are not being nominated for an ACE award this year. The aim of the ACE scheme is to acknowledge colleagues across the University who are performing at an exceptional level.  

As all of our colleagues offer a valuable and positive contribution to the University, the bar for outstanding performance at Oxford Brookes is very high. 

Although the contribution and support you have provided during the project demonstrates that you are performing really well, it does not reflect the level of performance required to achieve an ACE award. I am therefore unable to progress a nomination this year. 

Please however be reassured that you are a valued member of the team and that we really appreciate the work you are doing! The proactive way in which you overcame had a positive impact by enabling a much improved service.  

All of your hard work,  and the way in which you helped team members was very much appreciated! 

To support you in achieving an ACE award in the future:

• Please continue the good work! 
• Our forthcoming project/area of activity would really benefit from… 
• Reflecting on your PDR objectives, although you have successfully completed x objective you could look to progress this even further by…”

A Recognition Award provides a great way for line managers to celebrate colleagues who are working hard to support the University and deliver successful outcomes. It can be used where the contribution is not sufficiently outstanding or sustained over a long rough period to justify a nomination for an ACE award.

Please contact our Reward and Progression Partner at payandreward@brookes.ac.uk if you have any queries about the scheme. 

• IGrow - A tool that can be used for self reflection, identifying career objectives and actions.
• Coaching - This can help you identify your career objectives, and further develop skills, knowledge and behaviours.
• Recognition award