Common use of Performance Management Clause in Contracts

Performance Management. The Council’s strategic planning framework is set out at Appendix A. The Community Plan is monitored in two ways. Firstly, an annual progress report is produced with regard to the longer-term outcomes and indicators within the plan. Secondly, the Community Planning Partners review the annual Action Plan on a quarterly basis, using a “traffic lights” system to indicate the extent to which targets are being met. The Scrutiny Committee examines progress of the Action Plan every 6 months. We publish an Annual Review of the Council Plan, although it is subjected to quarterly monitoring by the Council’s Corporate Management Team, again, using a “traffic lights system”. The Scrutiny Committee examines progress of the Action Plan every 6 months. We also annually update and extend the Council Plan – Action Plan by one year, thus ensuring that it continuously sets the Council’s agenda for the following three years. Service Plans are monitored through the submission of service performance reporting to the Scrutiny Committee every 6 months. Regular reports on the Council’s capital and revenue budgets are submitted to the Executive Committee and thereafter to the Scrutiny Committee for further examination. The other plans and strategies are also subject to separate monitoring arrangements, as required. The performance of the Chief Executive, Corporate Directors, Assistant Chief Executives and Heads of Service is tracked on an annual basis through the Chief Officers’ Appraisal System. Performance of other employees is assessed annually through a Personal Development Review (or similar) system. The Council has agreed to adopt the Public Service Improvement Framework (PSIF) as its core approach to self-assessment. This will further enhance the present performance management arrangements. The PSIF also has potential to be applied in a Community Planning context. North Ayrshire Council has operated an integrated strategic planning, risk management and budgeting framework for a number of years. The processes to update and review the Council Plan and the North Ayrshire Community Plan also incorporate risk management techniques facilitated by the Council’s Risk Manager. Clearly, there will be a number of obstacles that could prevent achieving any or all of the desired outcomes and targets in this agreement. The new partnership between the Scottish Government and local government will ensure that any areas where progress is not as planned will be discussed fully by the partners to understand the reasons and adjust the agreement accordingly.

Performance Management. The CouncilEast Lothian Partnership has overall responsibility for performance. Its role is to be the creative powerhouse and show strategic and collaborative leadership, driving performance and good governance so as to achieve the Partnership’s strategic aim and shared vision for East Lothian. The SOA is the vehicle to achieve the shared vision and the performance cycle to ensure delivery is as follows: Review (Evidence and Learning) The evidence base for the SOA is the East Lothian Profile and the six ▇▇▇▇ Profiles, from which the SOA priorities and Outcomes are derived The profiles are live documents and will updated regularly, so analysis and review is ongoing across all outcome areas during the planning framework is set out at Appendix A. cycle The Community Plan is monitored in two ways. Firstly, an annual three supporting Partnerships formally review and scrutinise progress and performance annually on the Outcomes they are accountable for and identify learning to be incorporated into delivery plans The three supporting Partnerships report is produced with regard performance on the Outcomes they are accountable for to the longer-term outcomes and indicators within the plan. SecondlyEast Lothian Partnership, the Community Planning Partners review the annual Action Plan on a quarterly basis, using a “traffic lights” system to indicate the extent to which targets are being met. The Scrutiny Committee examines progress of the Action Plan every 6 months. We publish an Annual Review of the Council Plan, although it is subjected to quarterly monitoring by the Council’s Corporate Management Team, again, using a “traffic lights system”. The Scrutiny Committee examines progress of the Action Plan every 6 months. We also annually update and extend the Council Plan – Action Plan by one year, thus ensuring that it continuously sets the Council’s agenda for the following three years. Service Plans are monitored through the submission of service performance reporting to the Scrutiny Committee every 6 months. Regular reports on the Council’s capital and revenue budgets are submitted to the Executive Committee and thereafter to the Scrutiny Committee for further examination. SOA Annual Performance Report The other plans and strategies are also subject to separate monitoring arrangements, as required. The East Lothian Partnership scrutinises performance of the Chief Executive, Corporate Directors, Assistant Chief Executives and Heads of Service is tracked on an annual basis SOA as a whole through the Chief Officers’ Appraisal System. SOA Annual Performance of other employees is assessed annually Report and also through a Personal Three Year Performance Report on the high-level Outcome Indicators it is accountable for The SOA is reviewed and refreshed every two to three years Plan The Outcome framework sets out what the Partnership agrees to achieve collectively, mapping the outcomes to the contributory outcomes, outcome indicators and three and where possible ten year targets The Outcome framework draws in existing partnership strategies and plans and partners agree to align their business planning frameworks to this Delivery Plans for all Outcomes, Prevention, Resources, Community Engagement set out arrangements (initiatives, indicators, targets, named leads) SOA 2013 Development Review (Plan. Do - Delivering the Plans The three supporting Partnerships are responsible for developing and delivering the Priorities and ten Outcomes. They ensure that operational arrangements are in place and fit for purpose Delivery groups or similar) systemservices deliver the activities in the relevant strategies or action plans Each partnership will decide the frequency of reporting on performance and progress on each outcome, though at least annually. Check – Monitoring progress Indicator information is updated quarterly and available on the East Lothian Performs webpage Delivery groups check progress on their activities and targets at least quarterly and report to the supporting Partnership for their outcome, and also to the other supporting partnerships and local partnerships, as appropriate The Council has agreed Partnerships check on and challenge progress to adopt ensure the Public Service Improvement Framework (PSIF) as its core approach to delivery of the Outcomes The East Lothian Partnership receives monitoring reports on performance and significant issues, on a by-exception basis The East Lothian Partnership monitors the high-level Outcome indicators for which it is accountable The East Lothian Partnership carries out a self-assessmentevaluation health check “How Good is Our Partnership”; the basis for the Partnership’s improvement Plan. This will further enhance Public Reporting Performance data and monitoring reports are publicly available on the present performance management arrangements. The PSIF also has potential internet Performance is reported to be applied in a Community Planning context. North Ayrshire Council has operated an integrated strategic planningthe public, risk management through partner organisations and budgeting framework for a number of years. The processes to update and review the Council Plan and the North Ayrshire Community Plan also incorporate risk management techniques facilitated by the Council’s Risk Manager. Clearly, there will be a number of obstacles that could prevent achieving any or all of the desired outcomes and targets in this agreement. The new partnership between the Scottish Government Government, through a detailed Annual Performance Report and local government will ensure that any areas where progress is not as planned will be discussed fully by the partners to understand the reasons and adjust the agreement accordinglya user- friendly summary report.

Performance Management. The CouncilEast Lothian Partnership has overall responsibility for performance. Its role is to: be the creative powerhouse and show strategic and collaborative leadership, driving performance and good governance so as to achieve the Partnership’s strategic planning framework is set out at Appendix A. aim and shared vision for East Lothian. The Community East Lothian Plan is monitored the vehicle to achieve the shared vision and the performance cycle to ensure delivery is as follows: Review (Evidence and Learning) The evidence base is the East Lothian Profile and the six ▇▇▇▇ Profiles, from which the Priorities and Outcomes in two ways. Firstlythe East Lothian Plan are derived The Profiles are live documents and will be updated regularly, an annual so analysis and review is ongoing across all outcome areas during the planning cycle The three Supporting Partnerships formally review and scrutinise progress and performance annually on the Outcomes they are accountable for and identify learning to be incorporated into delivery plans The three Supporting Partnerships report is produced with regard performance on their Outcomes to the longer-term outcomes and indicators within the plan. Secondly, the Community Planning Partners review the annual Action Plan on a quarterly basis, using a “traffic lights” system to indicate the extent to which targets are being met. The Scrutiny Committee examines progress East Lothian Partnership (as part of the Action Plan every 6 months. We publish an Annual Review of the Council Plan, although it is subjected to quarterly monitoring by the Council’s Corporate Management Team, again, using a “traffic lights system”. Performance Report) The Scrutiny Committee examines progress of the Action Plan every 6 months. We also annually update and extend the Council Plan – Action Plan by one year, thus ensuring that it continuously sets the Council’s agenda for the following three years. Service Plans are monitored through the submission of service performance reporting to the Scrutiny Committee every 6 months. Regular reports on the Council’s capital and revenue budgets are submitted to the Executive Committee and thereafter to the Scrutiny Committee for further examination. The other plans and strategies are also subject to separate monitoring arrangements, as required. The East Lothian Partnership scrutinises performance of the Chief Executive, Corporate Directors, Assistant Chief Executives and Heads of Service is tracked on an annual basis Plan through the Chief Officers’ Appraisal System. Annual Performance of other employees is assessed annually Report and also through a Personal Three Year Performance Report on the high-level Outcome Indicators it is accountable for The East Lothian Plan is reviewed and refreshed every two to three years Plan The Outcome Framework sets out what the Partnership agrees to achieve collectively, mapping Outcomes to Contributory Outcomes, Outcome Indicators and three and where possible, ten-year Targets The Outcome Framework draws in existing and new partnership strategies and plans and partners agree to align their business planning frameworks and resources to this Delivery Plans for all Outcomes, Prevention, Resources, Community Engagement and the Development Review Plan, setting out arrangements (initiatives, indicators, targets, named leads) Do - Delivering the Plans The three Supporting Partnerships are responsible for developing and delivering the Priorities and ten Outcomes, ensuring that operational arrangements are in place and fit for purpose Delivery groups or similar) systemservices deliver the activities with the relevant Strategies and Action Plans Each partnership will decide the frequency of reporting on performance and progress on each outcome, though at least annually. Check – Monitoring progress Indicator information is updated quarterly and is available on the East Lothian Performs webpage Delivery groups check progress on their activities and targets at least quarterly and report to the supporting Partnership for their outcome, and also to the other supporting partnerships and local partnerships, as appropriate The Council has agreed Partnerships check on and challenge progress to adopt ensure the Public Service Improvement Framework (PSIF) as its core approach to delivery of the Outcomes The East Lothian Partnership receives monitoring reports on performance and significant issues, on a by-exception basis The East Lothian Partnership monitors the high-level Outcome indicators for which it is accountable The East Lothian Partnership carries out a self-assessmentevaluation health check How Good is Our Partnership?, which is the basis for the Partnership’s improvement Plan. This will further enhance Public Reporting Performance data and monitoring reports are publicly available on the present performance management arrangements. The PSIF also has potential internet Performance is reported to be applied in a Community Planning context. North Ayrshire Council has operated an integrated strategic planningthe public, risk management through partner organisations and budgeting framework for a number of years. The processes to update and review the Council Plan and the North Ayrshire Community Plan also incorporate risk management techniques facilitated by the Council’s Risk Manager. Clearly, there will be a number of obstacles that could prevent achieving any or all of the desired outcomes and targets in this agreement. The new partnership between the Scottish Government Government, through a detailed Annual Performance Report and local government will ensure that any areas where progress is not as planned will be discussed fully by the partners to understand the reasons and adjust the agreement accordinglya user- friendly summary report.

Performance Management. The Council’s strategic planning Staffordshire LAA sets out a number of desired outcomes. These are supported by a set of performance indicators with 3-year targets. Progress needs to be monitored against each target by means of regular reported performance data. In order to ensure that the agreed targets and outcomes are achieved it is vital that a robust performance management framework is set out established. The framework needs to: • Provide protocols for the frequency and method of reporting performance, including information required by GOWM • Identify mechanisms for gathering, analysing and reporting performance against LAA targets • Establish arrangements for reporting of performance to individual partners, partnerships, GOWM and the general public • Define responsibilities and accountabilities of individual partners and partnerships to receive, consider and act upon performance reports • In time, provide ‘real time’ information to partners These proposals have been developed through discussions with GOWM and research into best practice from earlier LAA rounds. It is expected that the framework will develop over time based on continuous adaptation and review. The complete Performance Management Framework is attached as Appendix D. The main sections of the framework relate to: Roles and Responsibilities Annual Planning and Review Process Performance Reporting Requirements and Data Collation ‘Ladder of Intervention’ for Addressing Under-Performance Scrutiny Arrangements Finance, Value for Money and Audit Requirements Risk Management Consideration of performance will be at Appendix A. The Community Plan is monitored several levels: • At Strategic/Executive Board level - overview of the implementation of the LAA and also provide support to block and target leads in two ways. Firstlytheir performance management roles • At LAA Block level - block partnership leads will be responsible for managing performance issues within their block, an annual reporting progress report is produced with regard to the longerExecutive and leading discussion on performance improvement where needed. Existing partnerships will be used wherever possible. • At District Board level - responsible for managing performance issues within a district, ensuring delivery is co-term outcomes ordinated and indicators within effective. • At individual organisation level - first level performance management would be done ‘on the planground’ by target leads and organisations The Accountable Body Staffordshire County Council will be the accountable body for the Staffordshire LAA. SecondlyThis is in line with guidance for Round 3 LAAs, which, states that: As the Accountable Body, the Community Planning Partners County Council will be responsible for holding the funds identified for the LAA outcomes. The County Council will not usually spend any part of the LAA pooled funding without first receiving the advice of the Strategic Board. July to September 2007 • Annual review of progress against LAA outcome targets and delivery of previous year’s operational plans • Report to SS Board • Public annual report. • Financial report. August to October 2007 • Draft delivery plans submitted by Block partnerships November 2007 • Mid-year review (Apr- Sept) of performance, spending and activities (against delivery plans) • Exception / summary performance report to Strategic and Executive Boards December 2007 • Finalised delivery plans January/February 2008 • Quarter 3 (Oct-Dec) report on performance, spending and activities (against delivery plans) • Exception / summary. performance report to Strategic and Executive Boards March 2008 • LAA Refresh May 2008 • End of year report on performance, spending and activities (against delivery plans) • Exception / summary performance report to Strategic and Executive Boards It is proposed that the annual Action Plan Strategic and Executive Boards should assess performance on the basis of exception reports while the Block Groups will assess all performance data. Performance data will be collected and reported on a quarterly basis, using a “traffic lights” system to indicate the extent to which targets are being met. The Scrutiny Committee examines progress frequency of data reporting will vary – some will only be reported at the year end or in alternative patterns such as term end and academic year. Meetings of the Action Plan every 6 months. We publish an Annual Review Strategic and Executive Boards will need to be scheduled following the end of each quarter 2 Local Area Agreements: Guidance for Round 3 and Refresh of Rounds 1 and 2: 31st March 2006, ODPM allowing reasonable time for the Council Plan, although it is subjected data to quarterly monitoring by the Council’s Corporate Management Team, again, using a “traffic lights system”be collated. The Scrutiny Committee examines progress of the Action Plan every 6 months. We also annually update and extend the Council Plan – Action Plan by one year, thus ensuring that it continuously sets the Council’s agenda for the following three years. Service Plans are monitored through the submission of service performance reporting to the Scrutiny Committee every 6 months. Regular reports on the Council’s capital and revenue budgets are submitted to the Executive Committee and thereafter to the Scrutiny Committee for further examination. The other plans and strategies are also subject to separate monitoring arrangements, as required. The performance of the Chief Executive, Corporate Directors, Assistant Chief Executives and Heads of Service is tracked on an annual basis through the Chief Officers’ Appraisal System. Performance of other employees is assessed annually through a Personal Development Review (or similar) system. The Council has agreed to adopt the Public Service Improvement Framework (PSIF) as its core approach to self-assessment. This will further enhance the present performance management arrangements. The PSIF also has potential to be applied in a Community Planning context. North Ayrshire Council has operated an integrated strategic planning, risk management and budgeting framework for a number of years. The processes to update and review the Council Plan and the North Ayrshire Community Plan also incorporate risk management techniques facilitated by the Council’s Risk Manager. Clearly, there proposed timetable will be a number of obstacles that could prevent achieving any or all of the desired outcomes and targets in this agreement. The new partnership between the Scottish Government and local government will ensure that any areas where progress is not as planned will be discussed fully by the partners to understand the reasons and adjust the agreement accordingly.follows:

Performance Management. 11.1 The Trust will work alongside the Council to provide a system of data collection that will meet the requirements of both partners and obviate the need for staff to use more than one system. In the interim the Trust will ensure that staff make data returns to the Council using the agreed collection method. 11.2 The Council will monitor the effectiveness of the Partnership Arrangements with the Trust through the monitoring of a Performance Management Framework, which will incorporate all relevant national and local Performance Indictors. 11.3 Social care performance data, which is statutorily require, will form part of the performance dataset that will be jointly reviewed on a regular basis within the Trust with actions agreed to address any areas of concern. Minutes and performance reports arising must be provided to the Strategic Director, Community, Health & Social Care. This will include:  Budget position  Complaints and Critical Incidents  Redesign initiatives  The Council’s strategic planning framework is set out at Appendix A. Statutory Responsibilities  Audit and Resources Reports (including clinical audit)  Human Resources (staffing, sickness monitoring, workforce planning)  Health and Safety  Progress on implementation of service delivery modernisation plans a) How far the objectives of the Partnership Arrangements are being achieved; b) The Community Plan is monitored in two ways. Firstly, an annual progress report is produced with regard to the longer-term outcomes and indicators within the plan. Secondly, the Community Planning Partners review the annual Action Plan on a quarterly basis, using a “traffic lights” system to indicate the extent to which targets the outputs including timescales and milestones are being met; c) The extent to which agreed outcomes are being fulfilled, and targets met; d) The financial inputs and outputs; e) Improvements in the quality of the service evidenced by user and carer feedback. The Scrutiny Committee examines progress of Council and the Action Plan every 6 monthsTrust will develop plans jointly to achieve the Partnership’s aims and objectives and these will be reviewed annually. We publish an Annual Review of The Trust will provide to the Council Plan, although it with data and reports to evidence that the Trust is subjected to quarterly monitoring by meeting the Council’s Corporate Management Teamstatutory duties, again, using a “traffic lights system”performance management requirements and commissioning intentions. The Scrutiny Committee examines progress These will be agreed and reviewed annually by the Section 75 Monitoring Group Meeting. Annex H outlines the Terms of Reference of the Action Plan every 6 months. We also annually update Section 75 Monitoring Group Meeting. 11.4 The following outcomes are required from the Agreement as a result of the integration of Health and extend Social Care Services; these outcomes encompass the social care perspectives and social care vision and values: a) The integrated service achieves effective outcomes for its stakeholders in a way which maximises participation and partnership, which acknowledges that ultimately effective human services depend on constructive relationships, integrity and trust. b) Service users and carers are placed at the heart of the service, and choice, control and re-enablement inform all service delivery. c) Service models focus on the whole person in the context in which they live and bring an effective whole systems approach. d) A value-driven organisation in which staff and partner agencies work to common values and goals. e) A recognition of the value of diversity and appropriate action to engender change, to develop policies and practice to serve all communities with equality. f) Sound governance arrangements which value openness, learning and innovation and links to the wider local community governance and accountability. g) A workforce that has the right skill-mix to achieve its objectives, is supported, developed and empowered. h) The service combines effectiveness with cost effectiveness and incorporates Best Value principles. i) The Service promotes recovery and reintegration into society. j) An ongoing engagement with the Local Authority in its broadest sense, so as to ensure an approach that has citizenship and social inclusion at its heart. 11.5 The process by which these outcomes will be monitored will be through the specific Section 75 Monitoring Group that consists of senior managers of both the Council Plan – Action Plan by one yearand Trust, thus ensuring that it continuously sets the Council’s agenda who will also deal with matters of Health and Social care performance and related management issues for the following three years. Service Plans are monitored through the submission of service performance reporting to the Scrutiny Committee every 6 months. Regular reports on the Council’s capital and revenue budgets are submitted to the Executive Committee and thereafter to the Scrutiny Committee for further examination. The other plans and strategies are also subject to separate monitoring arrangements, as required. The performance of the Chief Executive, Corporate Directors, Assistant Chief Executives and Heads of Service is tracked on an annual basis through the Chief Officers’ Appraisal System. Performance of other employees is assessed annually through a Personal Development Review (or similar) system. The Council has agreed to adopt the Public Service Improvement Framework (PSIF) as its core approach to self-assessment. This will further enhance the present performance management arrangements. The PSIF also has potential to be applied in a Community Planning context. North Ayrshire Council has operated an integrated strategic planning, risk management and budgeting framework for a number of years. The processes to update and review the Council Plan and the North Ayrshire Community Plan also incorporate risk management techniques facilitated by the Council’s Risk Manager. Clearly, there will be a number of obstacles that could prevent achieving any or all of the desired outcomes and targets in this agreement. The new partnership between the Scottish Government and local government will ensure that any areas where progress is not as planned will be discussed fully by the partners to understand the reasons and adjust the agreement accordinglyservice.

Performance Management. The Council’s strategic planning framework is set out at Appendix A. The Community Plan is monitored Planning Partnership recognises the need for a robust performance management system to ensure that progress towards achieving the SOA outcomes can be demonstrated to our partners and, more importantly, to our communities and service users. The partners have jointly agreed a set of high level indicators that can be used to measure progress. A number of these have been chosen from the menu of indicators provided by the Improvement Service and others are locally agreed measures. An analysis of trend data has been conducted to ensure that targets set by partners, in two waysrelation to each indicator, are realistic and achievable. Firstly, an annual progress report is produced with regard to As partners align the longer-term SOA outcomes and objectives to their own strategic and service plans, it is important that these performance indicators within are also incorporated into the planperformance management framework of each partner organisation and that we move towards integrated performance reporting mechanisms and timescales. SecondlyThe Community Planning Partnership has developed a Risk Management Strategy and accompanying Risk Register which highlights potential risks, how they will be managed and an identified risk owner. The register is reviewed quarterly by the Community Planning Board and is due to be updated in 2009. The following risks have been identified in relation to the delivery of the SOA 1 Partners review do no adhere to agreed performance management systems Major Possible An agreed performance framework is in place for the Partnership 2 Resources are not committed and /or are withdrawn by one or more partner organisations Critical Possible An agreed resource plan is in place for the Partnership 3 Partners do not fully commit to delivering agreed outcomes, objectives or actions in the SOA Major Possible An agreed procedure for conducting mid-term and annual Action Plan reviews is in place for the Partnership 4 Changes in policy, legislation or resource deployment at a national level Moderate Possible Provision has been made in the mid-term reviews of the SOA for adapting the local outcomes and strategic objectives to changes in the national policy context 5 A partner organisation ceases to exist Moderate Very Unlikely Provision has been made in the mid-term reviews to adapt local outcome and targets to the changing profile of the Partnership 6 External factors Major Possible Provision has been made in the mid-term reviews of the SOA for mitigating the impact of unforeseen external events on the local outcome targets The Fairer Scotland Fund is allocated to Community Planning Partnerships as a quarterly basiscatalyst to attract other mainstream and external resources in order to tackle the causes of multiple deprivation. The fund can be targeted at specific geographic areas, as indicated by the Scottish Index of Multiple Deprivation, or towards supporting people who live outside these areas and require extra assistance. In 2008 a separate submission was produced to show how South Ayrshire Community Planning Partnership is addressing inequalities and deprivation in target areas, using the Fairer Scotland Fund. This document outlined a “traffic lights” system to indicate specific set of outcomes and targets, and progress in achieving these has been reported as part of the extent to which targets SOA process. Four objectives have been identified as a focus for FSF in South Ayrshire: ▪ Improved job opportunities in the most disadvantaged communities ▪ A reduction in the number of 16-19 year olds who are being metnot in education, employment or training ▪ A better quality of life for deprived families ▪ A more empowered community Partners have taken cognisance of these objectives in the development of the new three year SOA and FSF is clearly marked against the local outcomes and strategic objectives where allocation of the fund will be focused, along with other resources and targeting of services. The Scrutiny Committee examines progress following national outcomes have been identified as being particularly relevant to the deployment of the Action Plan every 6 months. fund in South Ayrshire: • We publish an Annual Review of realise our full economic potential with more and better employment opportunities for our people • We are better educated, more skilled and more successful, renowned for our research and innovation • Our young people are successful learners, confident individuals, effective contributors and responsible citizens • Our children have the Council Planbest start in life and ready to succeed • We live longer, although it is subjected healthier lives • We have tackled the significant inequalities in Scottish society • We have improved the life chances for children, young people and families at risk • We live in well designed, sustainable places where we are able to quarterly monitoring by access the Council’s Corporate Management Team, again, using a “traffic lights system”. The Scrutiny Committee examines progress of amenities and services we need Figure 2 shows how the Action Plan every 6 months. We also annually update and extend the Council Plan – Action Plan by one year, thus ensuring that it continuously sets the Council’s agenda for the following three years. Service Plans are monitored through the submission of service performance reporting four FSF objectives relate to the Scrutiny Committee every 6 months. Regular reports on the Council’s capital and revenue budgets are submitted to the Executive Committee and thereafter to the Scrutiny Committee for further examination. The other plans and strategies are also subject to separate monitoring arrangements, as required. The performance of the Chief Executive, Corporate Directors, Assistant Chief Executives and Heads of Service is tracked on an annual basis through the Chief Officers’ Appraisal System. Performance of other employees is assessed annually through a Personal Development Review (or similar) system. The Council has agreed to adopt the Public Service Improvement Framework (PSIF) as its core approach to self-assessment. This will further enhance the present performance management arrangements. The PSIF also has potential to be applied in a Community Planning context. North Ayrshire Council has operated an integrated strategic planning, risk management and budgeting framework for a number of years. The processes to update and review the Council Plan and the North Ayrshire Community Plan also incorporate risk management techniques facilitated by the Council’s Risk Manager. Clearly, there will be a number of obstacles that could prevent achieving any or all of the desired outcomes and targets in this agreement. The new partnership between the Scottish Government National Outcomes and local government will ensure that any areas where progress is not as planned will be discussed fully by the partners to understand the reasons SOA Outcomes and adjust the agreement accordingly.Objectives

Performance Management. It is a truism that the SOA and other plans and commitments under community planning need to be properly performance managed and scrutiny processes put in place to reassure Boards that performance is being managed. The Council’s strategic planning framework principal issue here is set how far performance management is undertaken by the partnership as a whole - with the partner organisations such as the Board simply reassuring itself that this is taking place effectively and how far performance management is carried out at Appendix A. The Community Plan by the individual partners. Given that NHS Tayside is monitored a statutory member of the partnership with a collective responsibility for all areas of the SOA, any performance management arrangement should relate all aspects of the SOA, not just the health and care items. Currently the commitments in two waysthe SOA for which NHS Tayside is principally (individually or jointly) responsible for delivery of the target is included in the annual NHS Tayside Corporate Plan. Firstly, an annual progress report is produced with regard These outcomes are subject to quarterly reporting of that plan to the longer-term outcomes Board and indicators within the planExecutive Team, as well as twice yearly to the Improvement & Quality Committee.) (Many of the commitments in the SOA are HEAT Targets, and they can also be picked up through TayStats.) In addition, the partnerships themselves review performance information, but currently there are not strong mechanisms for reporting these reviews back to NHS Tayside or other partners. SecondlyOne of the outstanding issues is that, while HEAT targets are included in SOAs, the principal relationship the partnership has regarding these is through the Local Dleivery Plan NHS Tayside agrees with the Government directly. There are separate performance management arrangements between NHS Tayside and the Scottish Government Health Directorates for the LDP that are largely separate from SOAs and the CPPs. Indeed, sometimes they are in contradiction to each other, i.e. when responsibility is placed on the NHS Board not the partnership for delivery. The current arrangements now need to be enhanced by the following: • Around current and future targets in the SOA, there is an associated statement of the actions that NHS Tayside will undertake to contribute to the achievement of these targets relevant to give greater clarity as to what constitutes the required performance (which joint targets do not so readily do). • Any performance issues that arise through reporting to the partnership are reported back to the Executive Team for resolution so that these matters do not fall between partnership scrutiny and partner delivery. (It would be hoped that similar arrangements would apply to all partners.) • An Annual Report on each of the SOAs is presented to the Board for consideration. • The minutes of the Community Planning Partners review Partnerships are formally considered by the annual Action Plan on a quarterly basis, using a “traffic lights” system CHP Committees and are appended to indicate the extent to which targets are being met. The Scrutiny Committee examines progress minutes of the Action Plan every 6 months. We publish an Annual Review CHP Committee that is submitted to Board meetings for the information of the Council Plan, although it is subjected to quarterly monitoring by the CouncilBoard. • The Chief Executive’s Corporate Management Team, again, using a “traffic lights system”. The Scrutiny Committee examines progress of the Action Plan every 6 months. We also annually update and extend the Council Plan – Action Plan by one year, thus ensuring that it continuously sets the Council’s agenda for the following three years. Service Plans are monitored through the submission of service performance reporting report to the Scrutiny Committee every 6 monthsBoard extends its remit to cover information and updates from the three CPPs. Regular reports on • Harmonising arrangements locally around the Council’s capital and revenue budgets are submitted to the Executive Committee and thereafter to the Scrutiny Committee for further examination. The other plans and strategies are also subject to separate monitoring arrangements, as required. The performance of the Chief Executive, Corporate Directors, Assistant Chief Executives and Heads of Service is tracked on an annual basis through the Chief Officers’ Appraisal System. Performance of other employees is assessed annually through a Personal Development Review (or similar) system. The Council has agreed to adopt the Public Service Improvement Framework (PSIF) as its core approach to self-assessment. This will further enhance the present performance management arrangements. The PSIF also has potential of HEAT targets to be applied in a Community Planning context. North Ayrshire Council has operated an integrated strategic planning, risk management and budgeting framework for a number address as best possible the different channels of years. The processes Partnership to update and review the Council Plan and the North Ayrshire Community Plan also incorporate risk management techniques facilitated by the Council’s Risk Manager. Clearly, there will be a number of obstacles that could prevent achieving any or all of the desired outcomes and targets in this agreement. The new partnership between the Scottish Government and local government will ensure that any areas where progress is not as planned will be discussed fully by the partners NHS Board to understand the reasons and adjust the agreement accordinglySGHD.

Performance Management. The Council’s strategic planning framework is set out at Appendix A. The Community Plan is monitored Planning Partnership recognises the need for a robust performance management system to ensure that progress towards achieving the SOA outcomes can be demonstrated to our partners and, more importantly, to our communities and service users. The partners have jointly agreed a set of high level indicators that can be used to measure progress. A number of these have been chosen from the menu of indicators provided by the Improvement Service and others are locally agreed measures. An analysis of trend data has been conducted to ensure that targets set by partners, in two waysrelation to each indicator, are realistic and achievable. Firstly, an annual progress report is produced with regard to As partners align the longer-term SOA outcomes and objectives to their own strategic and service plans, it is important that these performance indicators within are also incorporated into the planperformance management framework of each partner organisation and that we move towards integrated performance reporting mechanisms and timescales. SecondlyThe Community Planning Partnership has developed a Risk Management Strategy and accompanying Risk Register which highlights potential risks, how they will be managed and an identified risk owner. The register is reviewed quarterly by the Community Planning Board and is due to be updated in 2009. The following risks have been identified in relation to the delivery of the SOA 1 Partners review do no adhere to agreed performance management systems Major Possible An agreed performance framework is in place for the Partnership 2 Resources are not committed and /or are withdrawn by one or more partner organisations Critical Possible An agreed resource plan is in place for the Partnership 3 Partners do not fully commit to delivering agreed outcomes, objectives or actions in the SOA Major Possible An agreed procedure for conducting mid-term and annual Action Plan reviews is in place for the Partnership 4 Changes in policy, legislation or resource deployment at a national level Moderate Possible Provision has been made in the mid-term reviews of the SOA for adapting the local outcomes and strategic objectives to changes in the national policy context 5 A partner organisation ceases to exist Moderate Very Unlikely Provision has been made in the mid-term reviews to adapt local outcome and targets to the changing profile of the Partnership 6 External factors Major Possible Provision has been made in the mid-term reviews of the SOA for mitigating the impact of unforeseen external events on the local outcome targets The Fairer Scotland Fund is allocated to Community Planning Partnerships as a quarterly basiscatalyst to attract other mainstream and external resources in order to tackle the causes of multiple deprivation. The fund can be targeted at specific geographic areas, as indicated by the Scottish Index of Multiple Deprivation, or towards supporting people who live outside these areas and require extra assistance. In 2008 a separate submission was produced to show how South Ayrshire Community Planning Partnership is addressing inequalities and deprivation in target areas, using the Fairer Scotland Fund. This document outlined a “traffic lights” system to indicate specific set of outcomes and targets, and progress in achieving these has been reported as part of the extent to which targets SOA process. Four objectives have been identified as a focus for FSF in South Ayrshire:  Improved job opportunities in the most disadvantaged communities  A reduction in the number of 16-19 year olds who are being metnot in education, employment or training  A better quality of life for deprived families  A more empowered community Partners have taken cognisance of these objectives in the development of the new three year SOA and FSF is clearly marked against the local outcomes and strategic objectives where allocation of the fund will be focused, along with other resources and targeting of services. The Scrutiny Committee examines progress following national outcomes have been identified as being particularly relevant to the deployment of the Action Plan every 6 months. fund in South Ayrshire: We publish an Annual Review of realise our full economic potential with more and better employment opportunities for our people We are better educated, more skilled and more successful, renowned for our research and innovation Our young people are successful learners, confident individuals, effective contributors and responsible citizens Our children have the Council Planbest start in life and ready to succeed We live longer, although it is subjected healthier lives We have tackled the significant inequalities in Scottish society We have improved the life chances for children, young people and families at risk We live in well designed, sustainable places where we are able to quarterly monitoring by access the Council’s Corporate Management Team, again, using a “traffic lights system”. The Scrutiny Committee examines progress of amenities and services we need Figure 2 shows how the Action Plan every 6 months. We also annually update and extend the Council Plan – Action Plan by one year, thus ensuring that it continuously sets the Council’s agenda for the following three years. Service Plans are monitored through the submission of service performance reporting four FSF objectives relate to the Scrutiny Committee every 6 months. Regular reports on the Council’s capital and revenue budgets are submitted to the Executive Committee and thereafter to the Scrutiny Committee for further examination. The other plans and strategies are also subject to separate monitoring arrangements, as required. The performance of the Chief Executive, Corporate Directors, Assistant Chief Executives and Heads of Service is tracked on an annual basis through the Chief Officers’ Appraisal System. Performance of other employees is assessed annually through a Personal Development Review (or similar) system. The Council has agreed to adopt the Public Service Improvement Framework (PSIF) as its core approach to self-assessment. This will further enhance the present performance management arrangements. The PSIF also has potential to be applied in a Community Planning context. North Ayrshire Council has operated an integrated strategic planning, risk management and budgeting framework for a number of years. The processes to update and review the Council Plan and the North Ayrshire Community Plan also incorporate risk management techniques facilitated by the Council’s Risk Manager. Clearly, there will be a number of obstacles that could prevent achieving any or all of the desired outcomes and targets in this agreement. The new partnership between the Scottish Government National Outcomes and local government will ensure that any areas where progress is not as planned will be discussed fully by the partners to understand the reasons SOA Outcomes and adjust the agreement accordingly.Objectives

Performance Management. As the responsible agent of the NYSP in respect of LAA 2 targets relating to Safer Communities, the Forum already has a role in performance management. However, the recent introduction of the National Indicator Set, new LAA targets (with a mix of designated and local targets) and APACS alongside existing and developing the individual organisational performance management and monitoring demands of members of the Forum, led to the recent observation that “the community safety /crime and disorder performance framework landscape is becoming very crowded and complex with overlapping and inter-related agendas that will increasingly influence how we plan and deliver services”. With this in mind the Forum will seek to lead discussion on untangling and where possible streamlining performance management processes, principally within the community safety sphere, but potentially more widely. The CouncilForum will seek to utilise the resources and individual focus of each organisations on its own emerging performance management responsibilities and seek to align timetables and targets to ensure the progression and agreement of common targets and outcomes and thereby seek to streamline reporting requirements and burdens. NYCC England’s largest geographic local authority, the County Council provides a myriad of services to the local community including education, social services, libraries, trading standards, roads and transport . Accountable to its communities, the County Council takes it community engagement and community leadership roles seriously and has identified seven core priorities to guide its work – of which ensuring security for all through promoting safe, healthy, sustainable communities is one. Executive Member Portfolio Holder Assistant Chief Executive Public Service Agreements (PSAs) reflect the Government's high-level priorities. First issued in 1998 to ensure tangible improvements in key priority areas, they cover all Government departments and identify the specific improvements that the Government wants to achieve and the performance indicators which will be used to measure progress. Each PSA is underpinned by a Delivery Agreement which outlines how improvements will be achieved, and who will be accountable for delivery. PSAs also have a function in breaking down barriers between departments and fostering grater co-operation and partnership working. A new suite of 30 PSAs were issued in October 2007, and are grouped in 4 distinct blocks: Sustainable growth and prosperity (PSAs 1-7) Fairness and Opportunity for all (PSAs (8-17) Stronger Communities and a better quality of life (PSA 18-26) A more secure, fair and environmentally sustainable world (PSAs 27-30) The two key PSAs for community safety are PSA 23 – Make communities safer PSA 25 – Reduce the harm caused by alcohol and drugs However there are a number of other PSAs which are also of relevance to the Forum’s agenda: PSA14: (Early intervention) Increase the number of children and young people on the path to success PSA13: (Early intervention) Improve children and young people's safety PSA24: (the Criminal Justice System) Deliver a more effective, transparent and responsive criminal justice system for victims and the public PSA21: (Communities) Build more cohesive, empowered and active communities PSA17: (Communities) Tackle poverty and promote greater independence and well-being in later life (indicator 4 - Increase the proportion of people over 65 who are satisfied with the home and their neighbourhood) PSA16: (Social Inclusion) Increase the proportion of socially excluded adults in settled accommodation and employment, education or training PSA26: (Counter Terrorism) Reduce the risk to the UK and its interests overseas from international terrorism Updated following the release of the new PSA suite (as above) the NCSP sets the Government’s overarching strategic framework for community safety and provides further detail on the priority programmes and policies that will deliver the PSA objectives. It is designed to inform local planning framework and identify what should be considered important for partners in delivering community safety. The Plan sets down as aspiration to tackle crime and increase public confidence through: A stronger focus on serious crime (addressing the drivers of violence, prioritising early intervention and preventative work to prevent escalation), whilst maintaining the earlier focus on issues such as domestic violence and low-level violence. A centrally developed Violent Crime Action Plan will provide further guidance to all partners including the Forum. Continued pressure on ASB – ensuring partners maintain their keen focus on issues that significantly affect the quality of life for communities. In particular partners will be encouraged to continue to develop the use of new powers such as ASBOs, Parenting Orders and ABCs A renewed focus on young people – developing tools to identify those at risk of becoming offenders, maximising life chances and opportunities for young people and focussing on young people as the victims of crime. A Youth Crime Action plan will be published later this year to guide partners further in this area. National approach to designing out crime – utilising innovations in technology and environmental planning to ensure where possible risks are negated. Continuing reductions in re-offending – strengthening the CJS and offender management to ensure it is set simpler, more efficient and victim focussed to increase public confidence Build public confidence – communicating more effectively achievements in reducing crime and improving community well-being, developing the safer neighbourhoods programmes with the Police and partners, developing more effective communications and ensuring best practice is championed across the country and empowering and engaging local communities in the process of understanding and addressing local crime issues. Reducing the key drivers – alcohol and drugs – of crime, through implementing the National Alcohol Harm Reduction Strategy and Drugs Strategy for England Embedding partnership and providing greater local flexibility – ensuring that the work of the new cross-government National Crime Reduction board is championed and understood, involving the third sector and highlighting local priorities through reductions in centrally mandated targets, refreshed LAA targets, clarity on performance management and support and guidance in developing effective partnership working structures Under the main provisions of the Crime & Disorder Act (CDA) 1998 certain members of the Forum are statutorily obliged to work together to address crime, disorder and substance misuse in north Yorkshire. These are termed “responsible authorities” and currently include Local Authorities, the Police force, Police Authority, Fire & Rescue Services, and PCTs. These naturally make up the core membership of the Forum. However, they are supplemented by other partners and agencies which also contribute greatly to the community safety agenda but who are not statutorily obliged to co-operate. In addition to the duty to co-operate, responsible authorities are subject to Section 17 of the CDA (1998). Once considered radical this section of the Act already requires responsible authority members of the Forum to carry out at Appendix A. The Community Plan is monitored in two ways. Firstly, an annual progress report is produced their business with due regard to the longerlikely effects of their actions on, and the need to do all they reasonably can to prevent, crime, disorder and substance misuse in their area. The recent CDRP reform programme – that initiated the changes which saw the introduction of legislation for the creation of partnerships such as the Forum at county level in two-term outcomes tier areas – also provides guidance on effective partnership working and indicators within the plan. Secondly, the Community Planning Partners review the annual Action Plan on a quarterly basis, using a “traffic lights” system to indicate the extent practices to which targets are being metthe Forum must have regard. The Scrutiny Committee examines progress Forum will strive to evidence compliance to the six hallmarks of effective partnerships in common with its local CDRP counterparts, namely: Empowered and Effective leadership Visible and constructive Accountability Intelligence-led Business processes Effective and responsive Delivery Structures Engaged Communities Appropriate Skills and Knowledge The implementation of many Government policies and programmes which rely heavily on partnership working are often described as “challenging” in two tier areas. The Forum recognises that it is operating within a political environment that is particularly sensitive in the wake of the Action Plan every 6 monthsdecision not to progress with options for developing unitary status across the county. We publish an Annual Review Recently Leaders and Chief Executives of local authorities met to re-affirm their commitment to enhanced two-tier working arrangements designed to maximise the opportunities of partnership working, in particular to ▇▇▇▇▇▇ good will, faith and respect Develop shared objectives Compromise and trade off, resulting in win-win solutions Inclusivity and heightened communication with the intention of breeding confidence in relationships Working strategically and acting locally – having strategic goals but recognising the need for local delivery Joint leadership and governance – encouraging a partnership of equals These principles of enhanced two tier working fit seamlessly with the hallmarks of effective partnership and should ensure that all members of the Council Plan, although it is subjected to quarterly monitoring by Forum can approach the Council’s Corporate Management Team, again, using a “traffic lights system”. The Scrutiny Committee examines progress of the Action Plan every 6 months. We also annually update Forum and extend the Council Plan – Action Plan by one year, thus ensuring that it continuously sets the Council’s agenda for the following three years. Service Plans are monitored through the submission of service performance reporting to the Scrutiny Committee every 6 months. Regular reports on the Council’s capital its business with positively and revenue budgets are submitted to the Executive Committee and thereafter to the Scrutiny Committee for further examination. The other plans and strategies are also subject to separate monitoring arrangements, as required. The performance of the Chief Executive, Corporate Directors, Assistant Chief Executives and Heads of Service is tracked on an annual basis through the Chief Officers’ Appraisal System. Performance of other employees is assessed annually through a Personal Development Review (or similar) system. The Council has agreed to adopt the Public Service Improvement Framework (PSIF) as its core approach to self-assessment. This will further enhance the present performance management arrangements. The PSIF also has potential to be applied in a Community Planning context. North Ayrshire Council has operated an integrated strategic planning, risk management and budgeting framework for a number of years. The processes to update and review the Council Plan and the North Ayrshire Community Plan also incorporate risk management techniques facilitated by the Council’s Risk Manager. Clearly, there will be a number of obstacles that could prevent achieving any or all of the desired outcomes and targets in this agreement. The new partnership between the Scottish Government and local government will ensure that any areas where progress is not as planned will be discussed fully by the partners to understand the reasons and adjust the agreement accordinglywith confidence.