One Newport s Performance Management Framework 2014/15

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1 One Newport s Performance Management Framework 2014/15 1) Introduction One Newport s Performance Management Framework (PMF) sets out One Newport s vision for how it plans to manage performance and delivery of the Single Integrated Plan (SIP). This document summarises the key aspects of the framework. 2) Background The Welsh Government challenged Local Authorities to produce a SIP by April 2013, as well as rationalise their existing partnership structures. It is this partnership rationalisation agenda that has driven the production of a Unified Needs Assessment (UNA) and a review of existing partnership structures for forming an integrated Partnership Team. The development of a SIP has combined shared priorities and outcomes of all key partners working together. It is these shared priorities and outcomes that are at the heart of good performance management and joined up partnership working. The One Newport partnership structure is set out below: 1 P a g e

2 3) Roles, Responsibilities and Reporting Within the One Newport LSB Partnership structure, the boards and groups have agreed their terms of reference, which set out the roles and responsibilities and governance arrangements. The agreed Terms of Reference are: One Newport LSB Terms of Reference One Newport LSB Executive Group Terms of Reference One Newport LSB Single Integrated Plan Board Terms of Reference One Newport LSB Performance & Commissioning Group Terms of Reference One Newport LSB Theme Board Terms of Reference One Newport LSB Working Group Terms of Reference A summary of roles and responsibilities are listed below: Who? Roles and Responsibilities Reporting Scrutiny To scrutinise the LSB performance reporting process. To be agreed Committee Additional roles and responsibilities to be agreed by Scrutiny. One Newport Local Service Board (LSB) To meet quarterly Provides the strategic direction for One Newport. To hold to account the One Newport partnership of its performance and delivery of the Single Integrated Plan Theme Dashboards (Appx B - page 9) Annual Report (as per table page 3-4) LSB Executive Group To meet when required Accountable for identifying and resolving problems/issues/blockages in the structure i.e. resourcing issues, inter-partner relationships etc. Specific reports on problems / issues / blockages when required Theme Leads / SIP Board To meet monthly To ensure delivery of the SIP Review Theme Dashboard (Appx B 2 P a g e

3 Who? Roles and Responsibilities Reporting Performance & Commissioning (P&C) Group Theme Boards / Priority Leads / Working Groups Programmes To ensure statutory responsibilities associated with the One Newport partnership are met. To agree theme leads and priority leads at the start of each year. Theme Lead to present Peer Review Presentation (as per timetable). To review theme and programme performance (Theme Dashboards and Peer Review Presentations) and make decisions to improve/address poor performance and drive continuous improvement. Tackle issues associated with the partnership structure, priorities and resources. Accountable to the LSB To meet monthly. To scrutinise quality of performance information (Delivery Plans) and provide feedback to priority leads. To complete Theme Dashboard Report for the SIP Board. To ensure information flows are in place to meet the information needs of the One Newport partnership. Respond to the commissioning needs of the partnership as required. To meet as required. Priority leads to lead on the delivery of priority and monitor performance and provide delivery plans as per timetable with support from the working groups. Accountable to the Theme Lead and SIP Board. To highlight risks and resource issues to the SIP Board. To identify proposals for changes to the priority for 2015/16 in line with timetable. Health Challenge Newport Programme To report in line with Health & Wellbeing Theme timescales Other Programmes An integrated Programme Board is under development for the following programmes: Supporting People; Communities First; Families First; IFST; Flying Start; Domestic Abuse. page 9) Peer Review Presentation (Appx C - page 10-14) Review Priority Delivery Plans (Appx A page 7-8) Completion of Theme Dashboard (Appx B page 9) Completion of Priority Delivery Plan (Appx A page 7-8) Completion of Delivery Plan (Appx A page 7-8) To be agreed 4) Reporting Mechanisms The table below details the processes in place to monitor performance: Type Overview Author Audience Timescales Priority Delivery Plan (Appx A) Priority leads (with the assistance of the priority working group) to complete the Priority Delivery Plan as per timetable Priority Lead / Working Group P&C Group As per timetable (page 5-6) 3 P a g e

4 Type Overview Author Audience Timescales Theme Dashboard Report (Appx B) Theme Summary of the Priority Delivery Plans P&C Group SIP Board As per timetable (page 5-6) Peer Review Presentation (Appx C) One Newport Annual Report Programme Delivery Reports Theme Lead to complete a 25 minute overview presentation as per timetable in line with the Delivery Plan and Theme Dashboard To include: Performance against population indicators and measures telling the story behind the figures. Progress against each of the outcomes / themes. Account of the delivery of the information strategy Account of LSB governance Account of local authority scrutiny Changes to the plan for the following year. Health Challenge Newport Programme lead to Delivery Plan (Appx A) as part of the Health & Wellbeing Theme. Other Programmes Supporting People; Communities First; Families First; IFST; Flying Start; Domestic Abuse. Programme delivery mechanisms to be designed as part of an integrated Theme Lead SIP Board As per timetable P&C Group Health Challenge Officer One Newport LSB P&C Group May Annually As per timetable (page 5-6) 4 P a g e

5 Apr Mar Feb Jan Dec Nov Oct Sep Aug Jul Jun May Apr 5) Timetable Performance Reports Task Annual Report Process 2013/14 Completion deadline 20 th Endorsed by SIP Board 28 th Endorsed by Local Service Board Scrutiny Committee Agree Theme & Priority Leads 2014/15 SIP Board 28 th Health & Wellbeing Theme Send out delivery plans Smoking; Physical Activity in the Environment; Food; Mental Wellbeing; Integration of Health & Social Care; Health Challenge Newport. Safe & Cohesive Communities Theme Send out delivery plans Cohesive Communities; Anti-Social Behaviour; Youth Justice; Property Crime Economic Opportunity Theme Send out delivery plans Connections; Marketing & image; Enterprise & Inward investment; Emerging Economies; Climate Change / Energy; City Centre Theme Send out delivery plans Marketing & Communications; City Centre at Night; Business Investment; Built Environment; Alcohol & Substance Misuse Theme Send out delivery plans Harm Prevention; 13 th 5 th 9 th 30 th 9 th 30 th 9 th 29 th 9 th 29 th 10 th 31 st 10 th 31 st 18 th 18 th 6 th 26 th 6 th 26 th 3 rd 2 nd 5 P a g e

6 Apr Mar Feb Jan Dec Nov Oct Sep Aug Jul Jun May Apr Performance Reports Task Recovery (Treatment); Supporting Families; 28 th Tba Skills & Work Theme Send out delivery plans 3 rd Youth Opportunity; 2 nd Basic Skills; Learning Pathways (whole life); 28 th Access to Employment; High Level Skills; Tackling Poverty Overarching Theme Send out delivery plans 9 th 30 th 25 th Vulnerable Groups Overarching Theme Send out delivery plans 10 th 31 st SIP Review Process for 2015/16 UNA Complete 31 st SIP Board Away Day 21 st Proposals developed by Theme / Priority X X X Working Groups Agreed by SIP Board Agreed by LSB Annual Report Process 2014/15 Send out all delivery plans 10 th 31 st Annual Report Completion deadline Endorsed by SIP Board Endorsed by Local Service Board Scrutiny Committee 6 P a g e

7 Appendix A: Priority Delivery Plan Template 2014/15 Theme: Reporting Period: Outcome: Theme Lead: Priority: Priority Lead: Key PI: A) Actions RAG Status Action Definitions Green Current progress on schedule. Amber Progress behind schedule but still achievable. Red Serious issues have impacted on progress against the action. Action Lead agency Resources available and committed Completion date RAG Status Progress update (Includes any corrective actions needed) B) Performance Measures RAG Status Performance Measure Definitions Green Target met or exceeded. Amber Target close to being met. Red Performance is well below target. 7 P a g e

8 RBA Performance measure Target Actual performance 1. How Much? 2. How Well? 3. Is anyone better off? C) Risks Risk description Risk Status (High/Medium/Low) RAG Status Progress/update Counter measures in place/actions needed D) Resource /Service gap issues Issue Corrective action needed 8 P a g e

9 Appendix B: Theme Dashboard Report Template 9 P a g e

10 Appendix C: Peer Review Presentation Template 2014/15 10 P a g e

11 11 P a g e

12 12 P a g e

13 13 P a g e

14 14 P a g e

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