Performance Management Framework Procedures for measuring and ...
Procedures for measuring and
managing performance in Lewisham
What is Performance Management? 5
Our Performance Management and Data Quality Policy 5
Why have a Performance Management Framework? 6
Lewisham’s Performance Management Framework 7
2 Bold Aspirations
Lewisham Strategic Partnership 8
Lewisham Community Strategy 8
Local Area Agreements 9
Major Statutory Plans 9
Corporate Priorities 10
Fast Forward & the Lewisham Way 10
Customer Services Strategy 11
3 Measures and Targets
Annual Business Cycle 13
Directorate Strategies 14
Annual Service Plans 14
Local Area Agreements 15
Mayor’s Pledges 16
Target Setting 16
Data Quality 16
4 Ownership and Accountability
Lewisham Strategic Partnership 17
The Mayor, Cabinet Members and Scrutiny Bodies 17
Frontline Staff 18
Performance System 18
5 Performance Review
Performance Evaluation System (PES) 19
Cross-Council Working 20
6 Reinforcement and Capacity Building
Leadership Programme 21
Audit and Inspection 21
Local Area Agreement 21
7 Looking into the Future
New Software System for Performance Management 22
In Conclusion 22
I Lewisham Community Strategy 2003-2013 Priorities 23
II Lewisham Corporate Priorities 24
III Lewisham’s 12 Second Generation Local Public Service Agreement targets 25
Version Updated By Date
Draft v0 Policy and Partnerships 2005
Draft v1 Fenella Beckman 24/3/2006
Draft v2 Joe Knappett 14 September 2006
Draft v3 Joe Knappett October 2006
Draft v4 Dave Cass November 2006
Final Joe Knappett January 2007
What is Performance Management?
The purpose of performance management is to deliver better outcomes and improved
quality of life for those people who live, work and learn in Lewisham. Performance
information indicates how well the Council is performing against its strategic aims and
Performance management involves taking action in response to actual performance in
order to make outcomes better than they would otherwise be.1 In order to know what
actions to take, performance has to be continually monitored, using
measures/indicators that assess the performance against predetermined criteria.
Performance management tools and techniques can then be applied to drive service
improvement and deliver better outcomes for local people.
Our Performance Management & Data Quality Policy
Our policy ensures effective performance management arrangements integrate
business planning, review and financial management systems to enable managers to
make informed decisions and improve services. Integration of service and financial
planning is key to ensuring that performance management results in actual
Setting challenging and realistic targets aim to ‘make a difference’ and reflect the
values and aims of both the Council and the service unit. The aim of target setting is
to improve performance and accountability by focusing decision making by policy
makers and managers, prioritise actions, provide a basis for monitoring and
measuring performance and clarify customers and users expectations.
Our performance management policy ensures we provide regular performance
management information, the Management Report is produced monthly for the
Executive Management Team and quarterly for the Mayor’s Briefing and Mayor and
Cabinet. This report is published on the Council’s official website. The Management
Report indicates how well the Council is performing against each of its corporate
priorities. The purpose of the Management Report is to report on a monthly basis,
achievement against targets, on service and project delivery and on management
control of risks and finance. Each month a full account of what is being done, what
has been achieved and what area require additional management attention to secure
future achievements will be made.
The Corporate Data Quality & Control Policy provides the framework to support
From “What is performance management” www.idea-knowledge.gov.uk,
performance improvement in data quality and identifies our data quality objectives,
management arrangements and the accountability for data quality throughout the
organisation. It is the responsibility of every member of staff entering, extracting or
analysing data from any information system. The policy feeds into the overall
performance management and service priorities of service areas, Directorates and the
Council. Data Quality risk areas are regularly monitored and reported to the
Strategic Performance Improvement Group. This policy is published on the Council’s
Why have a Performance Management Framework?
Good guidance suggests that frameworks need to be built around community and
corporate priorities. Priorities should be cascaded down, through directorates,
services areas and teams to an individual level through the service planning process.
The key elements of performance management have been summarised as five
building blocks in Choosing the Right Fabric: A framework for Performance
Bold aspirations to stretch and motivate the organisation
A coherent set of performance measures and targets to translate the
aspirations into a set of specific metrics against which performance and
progress can be measured
Ownership and accountability to ensure that individuals who are best
placed to ensure delivery of targets have real ownership for doing so
Rigorous performance review to ensure that continuously improving
performance is delivered in line with expectations
Reinforcement to motivate individuals to deliver the targeted performance
2 Choosing the Right Fabric: A framework for Performance Information, March 2001
Lewisham’s Performance Management Framework
This document uses the five building blocks outlined above to describe Lewisham's
performance management framework. This framework is continually being updated in
line with good practice.
The Council’s performance management framework is illustrated below.
2 Bold Aspirations
The Council has bold aspirations which have been derived from the needs and
concerns of its stakeholders, and has developed a clear and shared sense of
direction which will lead to the achievement of its aspirations.
Lewisham Strategic Partnership
The vision for Lewisham is long standing, ambitious and forward looking. This vision
was developed following consultation with Lewisham residents, public sector
agencies, local business, voluntary and community sector organisations. This vision is
not just for the Council, it has been adopted by the Lewisham Strategic Partnership
and continues to be a bold aspiration that stretches and motivates the Council and it’s
partners to set priorities and deliver services that will achieve the vision.
The Lewisham Strategic Partnership brings together twenty representatives from
across the public, private, community and voluntary sectors in Lewisham with the aim
of promoting and sustaining joint working across these sectors. Agencies coming
together in the LSP are responsible for over £1.25bn public sector expenditure in the
borough. The key strategic document for Lewisham and for the Lewisham Strategic
Partnership is the “Lewisham Community Strategy 2003-2013”.
Lewisham Community Strategy
At the highest level of the Performance Management Framework is the “Lewisham
Community Strategy 2003-2013” which contains the shared priorities for the borough.
The Community Strategy brings together the individual strategies and action plans of
different organisations within the borough, like the PCT, the Metropolitan Police,
University Hospital Lewisham and Lewisham Council’s corporate priorities.
The Lewisham Strategic Partnership agreed a set of ten priorities which form the
basis for concerted public action locally. These priorities reflect and have been
informed by the issues that are of most concern to residents and businesses in
Lewisham. The Community Strategy priorities are included in Appendix One.
The action plan for tackling the ten priorities identified in the Community Strategy
document is informed by the existing plans and strategies developed by partner
organisations and the activities in the action plan are being progressed by the
organisations represented on the Lewisham Strategic Partnership. The full “Lewisham
Community Strategy 2003-2013” document is available on
Local Area Agreements (LAA)
The LAA is an agreement that sets out priorities for a local area as agreed between
central government and a local area represented by a local authority and local
strategic partnership. Lewisham has mapped relevant Community strategy priorities to
the four LAA theme blocks as this describes, in the clearest possible way, the
consistency of our ambitions and intentions. Set out below is the relationship between
the Community strategy and the LAA:
• by raising educational achievement, skill levels and employability, we aim to make
a significant contribution to improving the well being of children and young
• by making Lewisham a safer place, reducing the fear of crime, developing cultural
vitality, securing sustainable regeneration and developing community capacity –
we aim to create safer and stronger communities;
• by sustaining and improving the health and well being of local people, promoting
independence and increasing the life chances of the most vulnerable – we aim to
promote health and improve quality of life for older people; and
• by fostering enterprise growth and sustainable business growth, we aim to
promote economic development and enterprise.
These broad areas are underpinned by a comprehensive set of indicators with agreed
targets that will be monitored as part of the performance management framework.
Major Statutory Plans
Local authorities are required by central Government to prepare and implement a
number of strategic plans. Examples of these plans include the Children and Young
People Plan, the transport Local Implementation Plan, the Crime and Disorder
Reduction Strategy and the Health Improvement Management Plan.
These statutory plans usually require multi agency working as well as the involvement
of community and voluntary sector organisations to deliver its objectives. They all feed
into the Lewisham Community Strategy, with clear links between statutory plans and
the Community Strategy Action Plan.
The Council’s corporate priorities set out what contribution the Council will make
towards delivery of the Community Strategy priorities. These Council priorities focus
on the needs of local people and are geared towards ensuring that, in delivering
services, the Council focuses on its citizens, functions coherently, is transparent and
responds to changing needs and demands.3 The Corporate priorities are set out in
Appendix Two. The Corporate Priorities are delivered through the work of the
Council’s directorates, most of whom work with partners to achieve their targets.
Fast Forward & the Lewisham Way
In addition to the council’s priorities ,plans and strategies, the Chief Executive has
provided leadership on two major organisational and culture change projects. Known
as ‘Fast Forward’ and the ‘Lewisham Way’ these projects are focused on changing
our organisational design and changing our culture. The development of Fast Forward
and the ‘Lewisham Way’ has arisen from the need for sustained improvements in
service performance and a more customer-facing service delivery design.
We have completed work on the new organisational design. It is based on the
Council’s main policy purposes. The new five programme area directorates provide a
clear focused base for connecting our service management to citizens and partners
locally. The project to reorganise the council’s structure is referred to as ‘’Fast
However, it is important to recognise that changing the structure alone will not achieve
our goals. We also need to change the way we think and feel about our workplace,
which in turn will improve the way we service the community. We need to create a
culture where people
• Focus on the customer connection and service for the customer
We put residents first and consistently deliver high-quality services to all our
different service users
• Deliver through improving performance
We are clear on what we need to do to succeed and are prepared to challenge
and change to find better ways of getting there
• Think and act ‘one council’ Lewisham
We work with others across the Council and beyond to deliver results; We value
“Your Council – Corporate Performance Plan 2006/07”
This project is known as the ‘Lewisham Way’ and since the start of the project, over a
100 teams have been through facilitated sessions to identify actions which will help
make the team focus on customer, improve performance and develop the ‘one
council’ ethos. Future events are planned in order that all staff can participate in the
‘Lewisham Way’ sessions.
Customer Services Strategy
Building on Fast Forward and the Lewisham Way, good progress has been made in
developing a new Customer Services strategy. Key elements of the Customer
Services strategy include:
• Creating a culture of customer services throughout the organisation
• Developing service standards that are owned, adhered to and monitored
throughout the council
• Delivering a comprehensive relevant training and development programme to
improve customer services
• Using a selection of delivery channels so that people have more choice in how
and where they access services.
• Use of relevant Information technology to do this and to provide services more
• Changing the way in we deliver services and redesigning processes based on
customer feedback and performance information
Value for Money
• Managing and prioritising investment, assets and revenue
• Ensuring effective performance management
Local Leadership role
• Alignment of the strategy with the Council’s local leadership role to join up and
improve public services across Lewisham
3 Measures and Targets
Having established what the Council is aspiring to achieve, the next step is to
translate these aspirations into measures and targets against which
performance can be measured.
The process through which the Directorates work to achieve Lewisham’s vision and
the Corporate Priorities is known as the Service Planning Process. This includes the
development of a Strategy for each Directorate and individual Service Plans for each
Service Area. This process enables strategic priorities to be addressed by each
directorate then at service level and through individual staff objectives and targets.
The service planning process also ensures that resources are allocated to achieve the
The Council’s strategic planning framework is shown below in diagrammatic form.
The framework has three levels:
• Multi-agency – working with partners and other agencies
• Strategic – vision, priorities and values informing service objectives
• Operational – service objectives and plans
Strategic (3-5years) Operational (1 year)
LAA’s and Major Statutory Plans
Corporate Strategy/ Plan
Table 1.2 Strategic Planning Framework
This framework provides a clear link between strategic documents agreed by the
Mayor and elected members and, by way of the Directorate Strategies and annual
service plans, the aims of, and services provided by, directorates down to the roles of
Measures and Targets
Annual Business Cycle
Using the business cycle the organisation is able to link political and corporate
planning with the budget round. The timing of Best Value reviews has also been
amended to ensure the outcome of reviews is reflected in the budget for the
Table 1.3 annual business cycle
Measures and Targets
The Council is structured into five directorates:-
Children and Young People
Each of the Directorates has a strategy which covers a period of three years,
(currently 2006-09). These documents link together the Directorate’s strategic
priorities, its budget decisions, and performance measurement to corporate priorities.
Directorate Strategies include a vision which is supported by a set of strategic aims
and key objectives for the Directorate. The strategic objectives are informed by
national as well as local priorities. The Directorate visions are all bold aspirations that
stretch the services within that Directorate into working to achieve the vision, and
thereby contributing to achieving the overall Lewisham vision.
Annual Service Plans
The annual service plans inform operational management/action planning and the
PES system. Where the work of a service is linked to the delivery of a major strategic
plan, these plans in many cases act as the individual service plan and it is for this
reason that the Planning Framework above illustrates major strategic plans as either
feeding directly into the Corporate Priorities, Directorate Strategy or a Service Plan.
The service planning process begins with each service area reviewing their
performance and key challenges for the year ahead, possibly using one of a range of
self-assessment tools. The intention is to ensure that service plans are developed in a
way that is better informed by an honest appraisal of known strengths and areas for
Lewisham has developed a template for service plans and it includes completing the
following information about each service:-
vision and objectives;
brief description of the service;
self evaluation, including:
o risk assessment
o value for money assessment;
information about customers – profile, needs, satisfaction survey results, equality
impact assessment results;
Measures and Targets
information about the resources (people and finance);
details of partnership working; and
use of information and communications technology.
Service plans provide an action plan for the year ahead with performance indicators
and targets to measure performance against the activities in the action plan. Further
information about the service planning process is set out in Appendix 4.
Local Area Agreement Targets
As set out in the chapter above, the Local Area Agreement between Lewisham and
central Government bodies is based on a wide range of indicators. Targets have been
established to measure performance in the four LAA areas.
The Lewisham Strategic Partnership is responsible for providing an overview of the
process and play a key role in monitoring performance. Four existing partnership
bodies, which correspond to the four LAA priority blocks, will monitor plans and
associated activities that will ensure action is taken to deliver on each indicator. The
diagram below illustrates how the partnerships and officer structures have been
configured and integrated.
Children & Health & Economic Safer Stronger
Young People Older People development Communities
Local Strategic Partnership – LAA Oversight Group?
Governance Children & Young Adult Employment & Community
Peoples Strategic Strategic Partnership Enterprise Safety & Drug Action
Partnership Board Board Partnership
Project LAA Steering Group
Economic Safer Stronger
Commissioning Development Communities
Groups Board Commissioning
Task Group Task Group
Best Value Performance Indicators
Joint Public Services Board
Measures and Targets
Since 1992, all local authorities are required to measure performance in accordance
with nationally agreed performance indicators. These cover the range of services
provided by local authorities and are integrated with data collection arrangements for
individual services, managed by either the relevant inspection body, the Chartered
Institute for Public Finance and Accounting (CIPFA) and/or the Audit Commission.
The Mayor of Lewisham periodically makes pledges to achieve particular outcomes
within a financial year. They focus on specific, high profile activities that are
associated with the Council priority areas. Pledges are not made in a local election
year, as they would set an inappropriate precedent for the incoming administration.
Each year, performance is benchmarked with other Councils and targets are set to
ensure continuous improvement. In addition to the national Local Area Agreement
targets, Lewisham also uses local indicators to measure performance more
holistically. Targets form an essential part of the performance process. Lewisham has
developed comprehensive target setting guidance. Performance indicators are used
by the Mayor, Cabinet and senior managers to measure progress in service delivery.
September - December Jan - Mar Apr - Jun
Gather outturn data, Targets cleared by
Review Performance Service sets 3 year
and any national HoS and DMT and
Indicators to be targets to reach next
benchmarking, fed into PM System
measured to ensure quartile or achieve a
historical data or and Performance
fit for purpose % improvement
establish a baseline Plan
Assess current performance level and trend as frequently as possible
Whole Year: April - March
Lewisham has drawn up a Corporate Data Quality & Control Policy which sits
alongside Lewisham’s Corporate performance management framework and identifies
the accountability for data quality throughout the organisation, which is the
responsibility of every member of staff entering, extracting or analysing data from any
from any information system including the corporate performance management
system ‘PerformancePlus’. It outlines Lewisham’s approach to improving data quality
across the Council to improve service outcomes. This Policy is issued to managers
and staff via the Intranet and will be revised and updated each year by to achieve
continual improvement reflecting learning from good practice and experience.
4 Ownership and Accountability
Lewisham Strategic Partnership (LSP)
Lewisham Strategic Partnership (LSP) brings together representatives from the public,
private, voluntary and community sectors. The partners on the LSP work together to
deliver improvements in the social, economic and environmental wellbeing of all those
who live, work and study in the borough. The LSP is at the centre of existing
partnerships and provides a strategic umbrella for policy developments and
performance monitoring to ensure that all partners and partnerships are working
towards the same goals.
The LSP is responsible for monitoring the implementation of the Community Strategy
and the Neighbourhood Renewal Strategy. It manages this through regular meetings
every two months, as well as four bodies that monitor work in different strategic areas:
• Safer Lewisham Partnership
• Children and Young Peoples Strategic Partnership
• Adult Strategic Partnership Board
• Employment and Enterprise Board
The Mayor, Cabinet Members and Scrutiny Bodies
In addition to his work as part of the LSP, the Mayor takes personal responsibility for
the performance of Council services. Advised by a cabinet of members who advise on
the work of each of the five directorates, as well as champions for the cross-cutting
themes of older people and community safety, regular performance information is
considered on a quarterly basis.
A range of scrutiny bodies also meet and work through a published programme of
business that includes review of mayor and officer decisions.
There is a clear performance management structure to manage performance, set
targets and make necessary service changes to improve where necessary. The
Executive Management Team (EMT) which includes the Chief Executive and
Executive Directors receive monthly reports setting out headline exceptions of good
and poor performance in a range of key indicators. The basket of indicators is
reviewed regularly. Each Directorate also manages performance at Directorate
Management Team meetings, also on a monthly basis.
Ownership and Accountability
In addition, there is a corporate policy and partnerships unit and divisions in each
directorate that take responsibility for policy and performance. The heads of each
division meet with officers from the corporate unit at a Strategy and Policy
Implementation Group (SPIG). This body considers the strategic approach to policy
and performance issues and provides the Mayor with strategic options to improve
Staff from performance units in each directorate also meet regularly at a Corporate
Performance Management Group and associated working group sessions. Work
focuses on the practical day-to-day issues of collecting information, data quality,
service performance and managing the senior officer monitoring process.
Performance data is mostly owned and managed by frontline staff, either through
recorded data on a supporting database or another robust system of measurement.
Lewisham also supports a range of user satisfaction surveys that are usually
supported by an external polling company such as MORI. Some data is provided by
other external agencies such as the Primary Care Trust (PCT) or the Met Police.
The whole performance system is supported by a range of performance officers who
ensure that systems are in place to collect the data and check for accuracy and
completeness. These officers may be located within the frontline service, the
Directorate or at the corporate centre, but all meet regularly to ensure consistency of
approach and sharing of best practice. The Council is currently implementing a new
performance management tool to further improve our performance management
arrangements. Inphase PerformancePlus software has been purchased to assist with
performance planning and reporting. A phased approach to implementation over the
next 12 months is being adopted, initially concentrating on corporate performance
processes and measures. The focus will then be on multi-agency arrangements,
enabling the Council and partners to share performance information, reduce
processing time and better inform performance management action planning and
service improvement across the local partnership.
This demonstrates the ‘Golden Thread’ that ensures that real services delivered at the
frontline by the Council, either directly or through external agencies, are monitored
and evaluated regularly so that issues that may arise can be addressed swiftly and
5 Performance Review
The Council's primary focus in terms of performance management is service delivery.
Of the 500 or so performance indicators that the Council regularly monitors, most are
operational (although the number of strategic and quality of life indicators is rising as
the community strategy develops).
Each Directorate and the Executive Management Team review performance against
agreed annual targets on a monthly basis. In addition, the Mayor and Cabinet look at
a similar range of indicators quarterly.
The Corporate Performance Plan is the principal means by which the Council is held
to account by the citizens of Lewisham and the Government. The review programme
ensures that key services are subject to a challenging and fundamental review and
the possibility of exposure to independent inspection.
The Performance Plan contains around 300 indicators and targets, of which about 100
are current statutory BVPIs. The Performance Plan is made available, by a variety of
means, to all service areas, members and partners ensuring circulation and
awareness of the Councils aims, current performance and future targets.
The Council has made information about its performance more accessible by
introducing a monitoring system which flags up good or bad performance as follows:
• Management Report to EMT (monthly) and Mayor and Cabinet (quarterly);
• DMT/other performance reports;
• self assessment;
• service plan reviews;
• service improvement programme; and
• software system.
Performance Evaluation System (PES)
The Council's performance evaluation system links individual objectives to service
aims (from annual service plans). Personal performance reviews, which take place
three times each year, drive personal development plans for all staff. These identify
specific objectives and training individual training requirements that will support the
All new permanent employees are taken through a corporate induction process, which
includes meeting the Mayor and Chief Executive. The importance of good
performance and the main objectives of the Council are also covered. At present, the
induction process and documentation is being reviewed, and will include more robust
information on performance management, including access to this and other
performance management tools.
Since the beginning of the Comprehensive Performance Assessment process,
Lewisham has been seeking to move ‘Fast Forward’ from ‘Good’ to ‘Great’. Three key
areas, ‘improving performance’, becoming ‘one Council’ and being ‘customer
focussed’ have been identified for all teams to look at how they work and whether they
need to improve. A team development programme, known as the ‘Lewisham Way’
was developed to manage this process and has been successfully run for over 100
teams across all directorates.
The latest technology from Microsoft, Sharepoint offers a collaborative approach that
has been hard to achieve before it was introduced. Training on and development of
the use of the tool continue, but it is especially helpful in maintaining good records of
performance and sharing best practice. It provides staff with access to a library of data
and guidance that can be maintained by a wide range of staff. The new performance
management tool PerformancePlus, accessed via the web browser, will provide a
‘briefing boo’ for each directorate and eventually to service teams which will contain
up to date performance information and data.
Sharepoint has also supported a range of partnership cross-Council working groups
that provide a joint approach to common issues and collective solutions to problems in
any one area of the Council. The groups include representation from all directorate as
well as the corporate Policy and Partnerships Unit.
6 Reinforcement and Capacity Building
The key to quality performance management information is the quality of the data recorded.
Systems of performance management need regular review, particularly where they are
dependent on manual data entry by frontline service providers. In-house training sessions
have been developed to assist frontline staff on data entry issues to both address any
existing inaccuracies and prevent future errors.
In addition, corporate and directorate policy and performance teams provide regular sessions
to support and enhance system improvements, including business systems analysis, service
reviews and ‘management bites’ sessions. These include a training element to address staff
development issues and also to disseminate good practice and new policy/performance
procedures or requirements.
Peer development opportunities are supported by a work-shadowing scheme that allows
employees to work in different areas and gain new skills, including exchanging jobs for a
Lewisham continues to invest in its middle managers to ensure that they have all the
necessary tools to provide effective management of frontline service delivery as well as
support succession planning and knowledge retention. To this end a corporate Leadership
Development programme is available to all managers, especially those aspiring to move into
senior management. The programme is generic, but includes aspects of good performance
management techniques as part of the curriculum.
Audit and Inspection
Lewisham is supported by robust audit and inspection arrangements. Locally, an internal
auditor supports services through in-depth reviews of their processes and systems, and this
is backed by an annual external audit of key performance indicators that check accuracy of
both process and data records.
Local Area Agreement
The LAA sets out a range of agreed targets for performance that are linked to additional
funding streams. These are monitored by the Lewisham Strategic Partnership and the
Government Office for London.
7 Looking into the Future
New Software Systems for Performance Management
At present, links with external partners to collect data occur manually. Extending data
collection to include partners will be assisted through the Council’s new performance
management system PerformancePlus procured in January 2007. A phased
approach to implementation over the next 12 months is being adopted.
It is important for Lewisham to have a robust performance management framework as
this enables the Council to:
have clear evidence of how it is performing against its targets;
compare its performance with others and benchmark effectively;
involve all staff in achieving the Directorate key objectives and strategic aims;
link the work of individual services to the achievement of the Council’s vision for
ensure that we progressively set and achieve increasing higher standards of
service delivery and continuous performance; and
achieve maximum value for money.
We believe this framework will enable us to work in partnership with officers to deliver
the highest quality services and through these make Lewisham the best place in
London to live work and learn.
Lewisham Community Strategy 2003 – 2013
The ten Community Strategy priorities are set out under three main themes:
Improve the well-being of the people of Lewisham
Make Lewisham a safer place and reduce the fear of crime
Sustain and improve the health and wellbeing of local people
Raise educational attainment, skills levels and employability
4. Enterprise and business growth
Foster enterprise and sustainable business growth including the creative industries
5. Cultural vitality
Develop cultural vitality by building on Lewisham’s distinctive cultures and diversity
Secure the sustainable regeneration of Lewisham – its housing, transport and
7. Welfare dependency
Reduce welfare dependency, promote independence and increase the life chances of
vulnerable members of the community
Develop and engage local communities
8. Engage local communities
Help local communities to develop the capacity to support themselves, act
independently and participate in providing services and wider support to the borough
Improve public sector performance and delivery
9. Equity in service delivery
Design diversity into local institutions and design out discrimination, ensuring equity in
10. Effectiveness, efficiency and sustainability of local public services
Improve the effectiveness, efficiency and sustainability of local public services;
optimise investment in infrastructure; and improve the management of assets
Lewisham Corporate Priorities
The ten Corporate Priorities are as follows:
11. Community Leadership and Empowerment
Developing opportunities for the active participation and engagement of people in the
life of the community
12. Young People’s achievement and involvement
Raising educational attainment and improving facilities for young people through
13. Clean, green and liveable
Improving environmental management, the cleanliness and care for roads and
pavements and promoting a sustainable environment
14. Safety, security and a visible presence
Partnership working with the Police and others and using the Council’s powers to
combat anti-social behaviour
15. Strengthening the local economy
Gaining resources to regenerate key localities, strengthen employment skills and
promote public transport
16. Decent Homes for all
Investment in social and affordable housing to achieve the Decent Homes Standard,
tackle homelessness and supply key worker housing
17. Protection of children
Better safeguarding and joined-up services for children at risk
18. Caring for adults and older people
Working with health services to support older people and adults in need of care
19. Active, healthy citizens
Leisure, sporting, learning and creative activities for everyone
20. Inspiring efficiency, effectiveness and equity
Ensuring efficiency, effectiveness and equity in the delivery of excellent services to
meet the needs of the community.
Lewisham’s 12 Second Generation Local Public
Service Agreement targets
1 a) To reduce the number of infants born in Lewisham who weigh less then 2500 grams
expressed as a percentage of all live births in the borough.
b) To increase the number of women in Lewisham attending the first antenatal care
appointment of their pregnancy by 10 weeks gestation.
2 To reduce the number of conceptions to under 18 year olds per thousand females aged 15-
17 calculated on a calendar year basis.
3 a) To increase the number of people, accessing the Lewisham smoking cessation service,
who are confirmed to have quit smoking at the 4 week stage.
b) To increase the number of people, accessing the Lewisham smoking cessation service
who are confirmed to have quit at the 4 week stage and remain abstinent at the 52
4 To increase the percentage of pupils achieving 5 + GCSE A*-C grades or equivalent.
5 a) To reduce the number of half days missed through authorised and unauthorised
absence expressed as a percentage of total number of half day sessions in Lewisham
b) To reduce the percentage of Lewisham looked after children, attending secondary
schools, who miss 25+ days of school.
c) To reduce the percentage of looked after children in year 11 who achieve 5 GCSEs at
6 a) To reduce the number of robberies (street crime) recorded by the Metropolitan Police in
the London Borough of Lewisham.
b) To reduce the percentage of 2008 Lewisham Annual Resident Survey respondents
who identify crime as an area of personal concern
c) To reduce the percentage of 2009 Lewisham BVPI survey respondents who answered
‘very big problem or fairly big problem’, when asked the question: ‘thinking about this
local area, how much of a problem do you think are:
noisy neighbours or loud parties
teenagers hanging around the streets
vandalism, graffiti and other deliberate damage to property and vehicles-
people using or dealing drugs
people sleeping rough on the streets or in other public places
rubbish and litter lying around Lewisham
abandoned or burnt out cars Lewisham'
7 To reduce the number of people killed or seriously injured (KSI) on the roads in Lewisham,
as measured by BVPI 99a(i).
12 Second Generation LPSA Targets
8 To increase the number of private sector properties, occupied by vulnerable households,
that are brought up to the Decent Homes Standard following intervention by Lewisham
9 To increase the number of jobless lone parents that are helped by the London Borough of
Lewisham into sustained employment
10 a) To increase the number of adults achieving an Entry Level (1, 2 or 3) qualification in
Literacy, Numeracy or ESOL (as defined by QCA/BSA) through Community Education
b) To increase the number of adults achieving a Level 1 qualification in Literacy,
Numeracy or ESOL (as defined by QCA/BSA) through Community Education
c) To increase the number of adults achieving a Level 2 qualification in Literacy,
Numeracy or ESOL (as defined by QCA/BSA) through Community Education
11 a) To increase the percentage of children in the care of the London Borough of Lewisham
who had been looked after continuously for at least four years who were in the same
foster placements where they had spent at least the past 2 years.
b) To increase the percentage of children in the care of the London Borough of Lewisham
under 16 who had been looked after continuously for at least 2.5 years who were in the
same placement where they spent at least the past 2 years.
c) To increase the number of looked after children in the care of the London Borough of
Lewisham adopted as a percentage of all looked after children in the care of the
London Borough of Lewisham.
12 To reduce the percentage of young offenders in (i) 2005 and (ii) 2006 who re-offend within