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Microsoft Word - performance_management_frameworkv2

  1. 1. Performance Management Framework Haringey’s Approach 1
  2. 2. 1. Introduction Haringey as an organisation has a strong performance culture. Our approach has been developed and improved over a number of years. Since 1999 the Council’s Senior Management Team and Members have been receiving regular reports on performance and have been reviewing service progress against a number of key indicators. Performance management is regarded by managers and Members as crucial in ensuring continuous improvement of the services we provide to our residents. It is an integral part of our financial and business planning as well as our people management. 2. Our performance management framework 2.1 An overview Haringey has a clear vision with strong political and managerial leadership. The vision is reflected in Haringey’s Community Strategy which sets out the ambitions for the borough and the outcomes we want to achieve. It provides the framework for all our plans and puts the community at the heart of everything we do. We have established a golden thread that links the Community Strategy to our Council Plan, business plans and performance appraisal of our staff. The diagram below shows our approach to performance management and how all the component parts fit together. η S u s t a in a b l e S e t t in g O b je c t iv e s C o m m u n ity S tra te g y η C o u n c il P la n η F in a n c i a l S t r a t e g y η B u s in e s s P l a n s η T h e P ro g ra m m e η L o c a l A re a A g re e m e n t S e t t in g T a r g e t s fo r Im p ro v e m e n t n A η S u s t a in a b l e C o m m u n i t y io ct ct io S tra te g y A n η H S P P e rfo rm a n c e F ra m e w o rk a n d P e rfo rm a n c e M a n a g e m e n t G ro u p η P r e B u s in e s s P l a n R e v ie w s R e v ie w in g D e liv e r in g R e v ie w in g η P r o je c t H ig h l ig h t r e p o r t s P e rfo rm a n c e P e rfo rm a n c e η F in a n c e & P e rfo rm a n c e s e r v ic e s R e p o rts (D a s h b o a rd s a n d S c o re c a rd s ) η P e r f o r m a n c e a p p r a is a ls η A n n u a l R e s id e n t s S u r v e y η S ta ff S u rv e y η C o m p la i n t s & M e m b e r n A io ct E n q u i r e s a n a ly s is ct io A n I m p r o v in g S e r v ic e s η S e r v ic e / E f f ic i e n c y r e v ie w s η B u s in e s s P r o c e s s R e d e s ig n η P r o je c t m a n a g e m e n t η S c r u t in y R e v ie w s 2
  3. 3. Three-year targets for improvement are set out in our Council Plan, business plans and in the Council’s Financial Strategy. Stretch targets have been agreed between Haringey and the Government in our Local Area Agreement (LAA). Our Local area agreement focuses specifically on addressing the big issues identified by the local community for the benefit of all in Haringey. We negotiated thirteen stretch targets in line with our priorities as part of our first LAA and have signed off a new LAA covering the period 2008/09 to 2010/11 including 35 key improvement targets and a number of local targets including these agreed stretch targets. The Programme of key projects ensures that the Council’s major projects align with our corporate objectives. Performance against objectives and targets is reviewed through a number of well- established mechanisms. The Community Strategy and progress against national and local improvement targets in our Local Area Agreement is monitored through an integrated performance management framework developed for the Haringey Strategic Partnership (HSP) with regular performance analysis in our thematic partnership boards. The HSP has now also created an executive performance management group who receive regular updates on areas key to both the delivery of the Community Strategy and the Local Area Agreement. Progress against the business plans is reviewed mid-year through the Pre-business Plan Review (PBPR) process. The review is reported to Scrutiny and Cabinet Members and feeds into budget planning ensuring that resources are directed to priorities. Business Plans are also reviewed at year end and at this stage, 3 year targets are set in line with top quartile performance, where this is realistic, to ensure that the council achieves its objective of delivering excellent services. Project highlight reports set out how key projects are performing against milestones, budgets, issues and risks. A summary highlight report is reported to the Council’s Management Board and to the Cabinet. Every month, Management Board and Cabinet Members receive a report (with a performance appendix) that tracks performance against a basket of key national and local indicators and expenditure against budget. The report focuses on monitoring and reviewing performance against our five council priorities but also includes routine monitoring of unit costs to allow us to make judgements around the activity and the cost of services and whether we are delivering value for money services. We have a well established performance appraisal scheme which ensures that our staff are clear about their contribution towards the council’s objectives and that they have the necessary skills to deliver quality services. A new Performance Appraisal, including the revised competency framework, was successfully launched in early 2007 with management standards and upward appraisal feedback introduced in 2008 in time for the new appraisal year. The council has long recognised the importance of the organisational culture and people’s behaviours as a major determinant of our ability to meet aims and aspirations. The views of our residents are important to us and we consider them as a key indicator of our performance although we recognise that it takes time to change perception. Every year we commission an independent residents survey which tracks perceptions over time and against other London authorities. This information informs 3
  4. 4. our business and other strategic plans. Every eighteen months we also carry out an independent staff survey which shapes the way we manage and develop our staff. We are also an accredited Investor in People employer. Complaints and Members' Enquires are key in identifying problem areas and in learning from our mistakes in order to improve services. Where we feel that performance can be improved we take action to do so. Some of the mechanisms we use include: service or efficiency reviews, Business Process Re- design and Scrutiny Reviews led by Overview and Scrutiny Members. To ensure that key projects are delivered within time and budget and to specified levels of quality we use our project management framework which is based on Prince2. The diagram below illustrates Haringey’s planning framework and shows how our council and partnership plans and strategies fit together. The components of our performance management framework are described in more detail in the following sections. 4
  5. 5. 2.2 Sustainable Community Strategy We have of developed a new Community Strategy and Neighbourhood Renewal Strategy together with a long term vision for the borough. The Vision for the borough to 2016 is: “A place for diverse communities that people are proud to belong to” The priorities of the new sustainable community strategy and the outcomes we want to see are: • people at the heart of change • an environmentally sustainable future • economic vitality and prosperity shared by all • safer for all • healthier people with a better quality of life, and • people and customer focused Our commitment to equality underpins all our actions and ensures that we provide equal access to our services on the basis of need. We aim to provide good quality services that benefit all our residents in a manner that is sensitive to the individual, whatever their background. The strategy runs from April 2007 to 2016, but it is reviewed annually and an action plan sets out what we have achieved each year as well as our plans for the coming year. 5
  6. 6. 3. Setting Targets for Improvement 3.1 Council Plan (Best Value Performance Plan) In 2006/07 we replaced our BVPP with a Corporate Plan and for 2007/08 and 2008/09 we have a Council Plan. For the past seven years Haringey has published a Performance Plan. For 2007/10 we have published a Council Plan. The Council Plan has three main parts: Part one sets out the strategic objectives of Haringey Council and outlines how the council will contribute to Haringey’s Sustainable Community Strategy. It highlights key achievements for 2007/08 as well as what needs to be achieved in the next three years. The detail of how our priorities will be achieved is contained within our 27 business plans (available on Harinet). The plan also gives details of: • Our Commitment • Our Vision, Values and Priorities • Our decision making arrangements • How we engage with our communities and partners • Valuing our staff • Financial Management and • Performance Management and Business Planning Part two provides information on the standards achieved in our performance indicators during the past year (2007/08) and looks ahead by setting targets for the next three years. The performance tables show the London and all England top and bottom quartile values as well as the London and England average for each national indicator so that the reader can see how Haringey is performing compared with other authorities. Indicators included are Best Value Performance Indicators (BVPIs), Performance Assessment Framework (PAF) Indicators and key local indicators. Part three sets out Haringey’s provisional performance for 2007/08 and three year targets for the new National Indicator set including our newly agreed Local Area Agreement targets for 2008/09 to 2010/11. Our Council Plan performance tables are available on Harinet so that business units can see all the indicators relevant to them and the targets that they are working towards. The quality of the plan is audited each year after publication by independent auditors. For each of the seven plans we have produced, the Audit Commission were satisfied that the contents were accurate and a fair representation of our performance. 3.2 Financial Strategy The Council prepares a three-year budget which is updated annually; this is the Medium Term Financial Strategy. This approach allows us to anticipate forthcoming opportunities, commitments and risks identified during the business planning process as well as allowing us to move resources to our priorities. 6
  7. 7. 3.3 Business Plans Our business planning process is the mechanism for putting our priorities into effect. The council is organised into 27 business units, each of which has a business plan which sets out how services are delivered and at what cost. The business plans also contain all the measures on which the performance of the business unit is judged. Guidance on preparing a business plan is included in our Business Planning Framework, which is available on Harinet The business plans set out how each business unit contributes to the council priorities and form the basis of action and work plans for individuals across the council. People plans accompany the business plans. These ensure that each unit has the required skills to be able to deliver the business. 3.4 Programme Management Programme management is essential in co-ordinating the delivery of a set of projects and ensuring that the outcomes of those projects align with our corporate objectives. Therefore, it is key to performance improvement and the realisation of our priorities. The Programme in Haringey encompasses all the Council’s major internal and external projects. Broadly speaking, this includes corporately significant projects where failure would have an impact across the organisation and projects that are key political priorities. By ensuring that major projects deliver their expected outcomes, the programme is one of the key ways in which the Council delivers its commitments under the Community Strategy. The Council’s corporate portfolio consists of three programmes, ‘Regeneration’, ‘Better Haringey’ and ‘Achieving Excellence’. These programmes each have a Programme Board, and Achieving Excellence will be structured with a number of stream boards, arranged by theme, and will be overseen by CEMB who will act as the programme board. All stream boards across the Achieving Excellence programme will include independent challenge from a CEMB director or assistant chief executive who is not directly involved in the delivery of projects within that stream. Project boards will be set up to monitor higher risk and complexity projects, with lower risk or lower complexity projects reporting straight through to the relevant stream board. 3.5 Haringey’s Local Area Agreement and Area Based Grant The Local Area Agreement (LAA) is a three year agreement that sets out the priorities for a local area, as identified in the Sustainable Community Strategy, which is agreed with Central Government. Haringey signed a new LAA which started in April 2008 and runs until March 2011. It comprises outcomes, indicators and targets. This LAA was developed by the Council working with the Haringey Strategic Partnership where we successfully negotiated 35 improvement indicators and a number of local targets as well as 16 mandatory DCSF early years and educational targets for the academic year 2008/09. 7
  8. 8. Improvement targets were built on agreed priorities for Haringey, what residents told us was important, our knowledge of the local area and our understanding of where we need to do more to achieve our priorities. The idea behind the targets was to select areas where a partnership approach could add value as a number of the targets are cross-cutting and will need the input and co-operation of a number of partners/agencies in order to successfully deliver the outcome. The new LAA is no longer split into four blocks but tells the Haringey Story in terms of the present place, Haringey’s people, our key challenges and the Haringey Partnership. It sets out our vision as agreed for Haringey’s Sustainable Community Strategy and how the Local Area Agreement will take forward the six key outcomes set out in the strategy to deliver that vision. Area Based Grant Haringey will no longer receive specific grants to fund achievement of LAA targets as the Government has shifted considerable funding from ring-fenced grants into non ring fenced grant, including the Area Based Grant (ABG). Haringey will receive £22.24 million for 2008/09 and is free to use this un-ring fenced funding as it sees fit to support the delivery of local, regional and national priorities in the area including the achievement of LAA targets. Reward Element The new LAA contains a reward element for achievement of the ‘stretched’ or improvement targets which although somewhat smaller (thought to be an average £2.2million for each Local Area) retains the link to a reward payment for improvement across all of the 35 targets in the LAA. The thirteen “stretched” performance targets agreed as part of LAA1 remain as local indicators within the new LAA and will receive the performance reward grant agreed (approximately £7.2m) on achievement of the targets at the end of the 3 year period 2009/10. HM Government will pay a performance reward grant to the Council if the Partnership achieves the enhanced targets specified in the Reward Element, on condition that the Council provides audited information confirming the extent of improvement in performance relative to the targets. 4. Reviewing and Managing Performance 4.1 Pre-Business Plan Reviews This is a mid-year assessment of progress against the key objectives, indicators and budgets set out in the business plans. It facilitates planning for the years ahead, enables peer review and challenge and identifies interdependencies and cross-cutting areas of work. The key areas addressed in the Pre-Business Plans and Business Plans are: • Vision and service objectives for each business unit • Contribution of the service to our Community Strategy and Council Priorities (with links to other strategic plans) 8
  9. 9. • Policy context including legislative or regulatory change/ pressures- social, economical, environmental or demographic • Needs information • Customer Focus • Risk management including local management issues • Resources- planned budgets and expenditure • Efficiency savings • Investments • Performance • Value for money • Service delivery partnerships • Forthcoming procurement • Use of assets • Service improvement • Ensuring equal access and diversity including equality impact assessments • Consultation • Smart Working and managing resources including people, work methods and technology, natural resources and asset management • People Planning Pre-Business Plans for each business unit are reviewed by the Management Board and Members of the Council, including Overview and Scrutiny. 4.2 Project Highlight Reports Projects that report to the programme are required to produce a highlight report setting out progress and identifying key issues. These highlight reports are agreed by the stream boards and reported to the relevant Programme Board and Cabinet. They are the key way in which progress is monitored and help us to highlight and address problems at an early stage. The Council’s Programme Management Office also monitors and tracks each of the projects, ensuring that: • concerns with individual projects are flagged appropriately; • audit trails exist and are easily accessible for all projects; • key project documentation is produced and minutes of meetings for programme projects; • lessons learnt are captured and disseminated; • Interdependencies and benefits are tracked across the programme. 4.3 The Council’s Performance Management Framework From April 2008 a revised and more integrated approach to monitoring performance corporately was introduced. This was based on new arrangements to strengthen our activity and improvement monitoring linked to business planning. As part of this system arrangements for reviewing financial and human resource information alongside performance information including data quality were strengthened with integrated monthly review and challenge meetings attended by the Chief Executive, 9
  10. 10. Chief Financial Officer and the Assistant Chief Executives for Policy, Performance, Partnerships and Communications and People and Organisational Development (Monthly officer meetings). The previous six weekly meetings with the Chief Executive and the Leader were enhanced to be more challenging and hold Directors and their management teams to account for achievement of specific milestones as set out in their business improvement plans as well as finance, performance and capacity issues. A schedule of meetings for each Directorate/ Division was set up quarterly with Lead Cabinet Members for the relevant portfolio areas (Quarterly Member meetings). The scope and timetables for these meetings and submission of relevant paperwork are published on Harinet. All of this monitoring and review emanates in a monthly finance and performance report as described below. The performance appendix that accompanies the report includes routine monitoring of unit costs so that judgements can be made about whether costs are commensurate with activity and performance reflecting our on-going focus on value for money. The enhanced focus on activity enables more precise monitoring of projects/programmes and spend as well as any organisational or HR metrics that might impact on the capacity of the business unit to deliver it’s stated objectives. This feeds into the more detailed quarterly updates and enables progress against our priorities as set out in the Council Plan to be managed and reported more effectively. 4.4 Data Quality Data quality is extremely important in Haringey as we want to be sure that information on which we base decisions and inform our planning is robust. Our Data Quality Strategy sets out our aims and key actions we are taking to ensure the robustness of the Council’s data. The strategy sets out responsibilities for data quality across the organisation. Appendix one of this document shows roles and responsibilities. Although responsibility for data quality applies to everyone in the Council and our partners, the importance attached to it can be illustrated by the process for the enhanced performance review meetings where data quality is challenged. 10
  11. 11. A schedule with the dates that the performance reports are received by the Council’s Management Board and Cabinet is published on Harinet. 11
  12. 12. 4.5 Finance & Performance Reports For the past six years the Council’s Management Board and the Executive have received an integrated finance and performance report each month. These reports contain headline resource information arising from budget monitoring as well as key performance information. A basket of around sixty key national and local indicators linked to the council’s priorities are monitored monthly with a more detailed report prepared on a quarterly basis. Performance is illustrated and tracked using a traffic light system whereby both the monthly and year to date performance are annotated with a traffic light to show progress towards the target set for the year. In addition trend arrows depict progress since the last financial year so that ongoing improvement can also be monitored. Between them the lights and arrows enable the Management Board and the Cabinet to assess current performance and to track progress throughout the year against targets. Comparative data is also included in the scorecard that accompanies this report so that readers can gauge how the Council is performing in relation to the rest of England/ London or relevant statistical neighbours. Alongside the Council’s framework a new framework for monitoring performance in the Haringey Strategic Partnership has also been developed and is described in section 4.65 below. 4.6 Haringey Strategic Partnership’s Performance Management Framework For 2008/09 a new performance management framework was developed for the Haringey Strategic Partnership. It is an integrated framework which monitors progress against agreed targets, progress of projects and activity aimed at delivering the targets and outcomes and expenditure against agreed grants. This framework is aligned with the Council’s performance management framework but will enable progress to be managed on the delivery of the Local Area Agreement outcomes as well as those set out in our Sustainable Community Strategy. Thematic Boards will receive quarterly performance scorecards and reports to manage the risk of targets and outcomes not being met. The Boards will be accountable for delivery of agreed outcomes and ensuring value for money. They will have ownership of action plans with clear roles and responsibilities for a number of cross-cutting indicators within their remit. The scorecards contain measures not only where the Board is the lead on a specific LAA target but also where it has some interest or contribution to make on a number of other indicators within the 198 national indicator set. The HSP will also receive quarterly performance reports predominantly focussed on the achievement of LAA targets but also high level project highlights and financial performance and spend against the area based grant. They will also receive comments and action planned on an exception basis for areas where targets are not being met. A timetable for production of the scorecards and reports by the Thematic Boards has been published on Harinet. An executive performance management group for the HSP has been established to aid this process and they will be the accountable body for managing delivery of the LAA. They will also be the body with responsibility for making decisions with regard to 12
  13. 13. future commissioning of projects/ programmes to ensure that outcomes as set out in our Sustainable Community Strategy are managed, resourced accordingly and delivered. The Government Office for London will continue to assess our progress in delivering the LAA and meeting the outcomes for the community as set out in our strategy. Ultimately the achievements and performance of the Haringey Strategic Partnership will feed into the first Comprehensive Area Assessment. 4.7 Embedding a culture of performance management within the services Our services are delivered through 27 business units which are grouped together under four Directorates and two divisions within the Chief Executives service. Each Directorate/ Division holds regular performance management team meetings where performance issues are discussed in detail. In addition the services have a number of arrangements where senior management discuss performance. Some have specific performance management groups and others performance call-over meetings with front line staff and managers to ensure that there is a clear understanding of what each and every employee needs to deliver and how they contribute to meeting the performance targets. Staff are involved in development of their business plans and the mid year review where future resource allocation is intelligently assessed and aligned with priorities taking account of performance and achievement. In addition the arrangements for review of performance, finance and human resource information at a senior management level ensure that performance management is owned and led from the top of the organisation and the message about its importance is disseminated right through the ranks to individuals on the frontline delivering services. 4.8 Performance Appraisal Our performance appraisal process ensures that all employees know what their contribution is to meeting the Council’s aims and objectives specifically as identified in the service business plan. It is also our key mechanism for measuring performance at the individual level At the start of each year managers agree with employees the work priorities, competencies and any development or training needs to deliver the business plan. There is a formal mid-year review (around September /October) to assess progress against agreed objectives and a final assessment at the end of the financial year. For each group of staff we have a set of agreed competencies. Competencies are the skills, knowledge and behaviours of employees which drive performance and make a positive difference to what the Council is in business to achieve. They link performance with the service objectives and explicitly state the standards required of employees. In late 2005 Haringey developed key values to underpin the competency framework. These values describe the agreed way of working to achieve our goals and provide guidance on employee behaviours and everyday actions both individually and collectively. The Haringey agreed values are: 13
  14. 14. • Service • Integrity • Improvement • Passion and • One Council Detailed information on our People Strategy, the Council’s Performance Appraisal Framework and management standards as well as Leadership and Management activity is available on Harinet. The diagram below maps our activity and approach to managing people and performance outcomes to achieve results. People Strategy 2008-16 PLAN DO One Council: getting it right together REVIEW Clear vision and priorities Excellent member/officer Community Strategy Quality HR data & working Council/Corp Excellence through innovation information Developing leadership Strategy Knowledge sharing & Joint workforce planning skills and behaviour Business Plans management Integrated people and Promoting visible and People Plans What will it look like, feel like, business planning ambitious leadership PA be like WORKFORCE PLANNING, INNOVATION MAPPING AND SHAPING LEADERSHIP Enhancing Policies, services & organisational Core skills programme tools to manage and agility, flexibility, Management standards sustain first-rate diversity and Matrix/project working Talent Management people management responsiveness EXCELLENT PEOPLE Working across Developing our leaders MANAGEMENT AND organisation boundaries Skills programmes DEVELOPMENT People Strategy: COLLABORATION Internal/external One Council – getting partnerships Maintaining a it right together Providing organisational pathways into culture of learning employment in & success partnership Promote & embed haringey values Best council to work for HR/OD operational model Routes into A GREAT PLACE WAYS OF Staff engagement employment TO WORK WORKING People PI’s Recognise and reward Smart Working IiP Green ways Customer charter MANAGING PERFORMANCE OUTCOMES Internal comms planning Total reward packages ACHIEVING RESULTS Valuing people & investing in their Balance Scorecards skills, development, Monitoring & Review technology and Benefits tracking accommodation Big picture and detail attract recruit induct manage develop engage pay/reward leave 4.9 Residents' Survey Haringey carries out an annual survey of residents’ views of the Council and the services it delivers. We use the results from the residents’ survey to inform our Business Planning and to inform our target setting. The survey tracks perception levels over a number of years and in comparison to other London authorities. Some of the key indicators included in the Residents' Survey are: • Staff friendly • Better place to live 14
  15. 15. • Doing a good job • Informs • Better than a year ago • Listens • Difficult to phone • Not enough for me • Efficient / well run • Involves residents • Responsive • Value for money 4.10 Staff Survey Every 18 months Haringey carries out a staff survey to help us evaluate how our performance management culture is embedded and how enabled staff feel to deliver the Council objectives. Some of the questions from the recent survey are: • Percentage of staff who understand Haringey Council's aims and objectives • Percentage of staff who believe we are good at sharing ideas to make things work better • Percentage of staff who know how their work contributes to the team’s aims and objectives • Percentage of staff that have a written work plan or performance appraisal that sets out priorities and tasks for the year • Percentage of staff who felt that their last performance appraisal was useful The 2008 survey included questions about the culture of the organisation reflecting the introduction of values to guide the way we work. • Percentage of staff who feel they can make a difference in the organisation • Percentage of staff that believe we can be proud of what we do in Haringey Council • Percentage of staff who are excited about where the organisation is going • Percentage of staff that believe Senior Managers work in a way which is consistent with those values • Percentage of staff who believe that their performance has improved as a result of the learning and development activities they have undertaken. • Percentage of staff who feel valued and recognised for the work that they do The questions asked give a good indication of both the capacity and culture within Haringey as well as the importance of learning and development. 4.11 Complaints and Members' Enquiries We want to provide good quality services for everyone but things can go wrong. If they do, we need to know we can put them right and learn from them. We welcome all feedback about our services. This helps us to improve services and ensure we treat everyone fairly. Haringey has a three step complaints procedure: Local Resolution 15
  16. 16. This is where we try to sort out the problem straight away and endeavour to find a solution to the problem locally i.e. within the service the complaint is about. When the complaint is received complainants are written to within two working days to advise the name and phone number of the person dealing with the complaint. We also aim to provide a full reply within 10 working days. Service Investigation If customers are not happy with the local resolution response a service investigation is undertaken. This is a detailed investigation carried out by a manager who has not been involved with the complaint before. Again complainants are written to within two working days to give the name and phone number of the person dealing with the service investigation. We hope to provide a full reply within 25 working days. Independent Review If customers are not happy with the service investigation response, a team independent of the services will carry out an unbiased investigation of the complaint. Complaints are acknowledged within two working days and a full reply made within 20 working days. We also encourage complaints from children and young people and from adults and older people about Social Services. Leaflets are available in our reception areas and on the website explaining how to complain and setting out how we deal with complaints. Complaints/ feedback can be made: • By completing the form in the leaflet • By letter • By fax • By phone • By e-mail • By using the link on the website • In person 4.12 Members' Enquiries The Members’ Enquiries Officer and the Central Feedback Team are responsible for providing effective support to members in the overall handling of their enquiries. This includes tracking enquiries and ensuring that cross-directorate cases are effectively handled. Our target is to respond to 90% of enquiries within ten working days of receiving them. Enquiries are analysed to form a picture of what constituents are concerned with, locally and borough-wide. We regularly report our performance in dealing with complaints and Members' Enquiries to the Cabinet. 16
  17. 17. 5. Improving Services 5.1 Service / Efficiency Reviews Each year we submit an efficiency statement to the Department of Communities and Local Government outlining our key strategies and tasks for achieving these. These statements are audited as part of the CPA Use of Resources assessment. New efficiency targets are being set as part of the 2007 Comprehensive Spending Review. As part of our Efficiency Programme and in line with the value for money agenda, Haringey carries out value for money reviews. It has a methodology which aims to release resources for the front line and focus on efficiencies that can be achieved in back office activities. The reviews examine some or all of the following areas: • Procurement • Price / Cost • Performance / Perception • Productivity • Process • Policy • People • Service Specific issues as highlighted by Gershon 5.2 Business Process Re-design Business Process Redesign (BPR) is a tool that helps improve the way we work so that we can deliver a better quality of service to our customers. Business processes are the sequence of activities we perform to provide a particular output or service. BPR helps us map out these processes, analyse them and improve them by removing the activities that do not add value to our customers. In doing so, BPR puts the customer’s perspective at the centre of all work activity. BPR in Haringey translates into 4 key steps shown below: Define Objectives Agree the “As Is” Define the “To Be” Implement 17
  18. 18. We take a workshop-based approach to BPR that involves staff from the areas under review. By involving staff in every step of the process we seek to ensure that the outcomes of reviews and proposals for change are agreed by the people they affect. More information on the Council’s BPR methodology can be found on Harinet. 5.3 Project Management In Haringey, in order to ensure that we implement change within budget to timescales and to agreed quality, we have a project management framework. This acts as a guide to staff undertaking projects across the Council. The framework aims to ensure that projects are well-managed and hence likely to be more successful, and helps to avoid some of the common causes of project failure such as: • Unclear objectives • Poor planning • Poor control • Lack of communication • Resistance from staff • Poor estimation of time or budget Project Management is a key component of our performance management framework. The framework is a way of ensuring that we have a common approach to project management across the Council. The advantages of this are: • A clear, transparent methodology easily understood by those involved in or affected by a project • Clear and consistent communication • People from different teams, working across a project, have one clear and consistent method to follow • Standard documentation that can be used and re-used across projects • A means of achieving continuous improvement by capturing lessons learned • It is easy to restart projects if they have to be suspended More information on the Council’s Project Management Framework can be found on Harinet. 5.4 Scrutiny Reviews The scrutiny process gives Non-Executive Councillors an opportunity to be involved in scrutinising Council policies and developing and improving Council services. The scrutiny function is independent of the Cabinet. In Haringey it is performed by an Overview and Scrutiny Committee, consisting of seven nominated Non-executive Councillors, five statutory co-optees (parent governor and church representatives) and two non-statutory co-optees (REJCC representatives). Non-executive members must reflect the political balance of Full Council i.e. there is proportionality. 18
  19. 19. In addition the Committee can establish task and finish scrutiny review panels, chaired by one of its Councillor members and containing other Non-executive Councillors, to look at a specific problem, topic or theme in detail. The aim of the scrutiny review panel is to make recommendations to the Cabinet on possible policy or service improvements. Unless there are special reasons, all scrutiny meetings are open to the public. The general role of scrutiny in Haringey and its specific functions are detailed in Part I.1 of the Council’s Constitution. Whilst scrutiny bodies have no direct decision-making powers they perform the following important tasks: • Developing and reviewing policy in an inclusive cross-party manner that, where possible, involves local communities, service delivery partners and other interested parties. • Reviewing the performance of the Council and suggesting possible improvements. • Reviewing decisions of the Cabinet and the ways in which they are implemented. • External scrutiny, e.g. Health services. In recent years, the Overview and Scrutiny Committee have commissioned a number of in depth reviews on a wide variety of topics, ranging from housing allocations to Community Safety role of CCTV, Highways repairs and Benefits take-up/income maximisation. In 2007/08 a number of reviews including access to services for Older People, Primary Care Strategy, Children’s Centres and Barnet, Haringey and Enfield Mental Health Trust were undertaken. For each ‘task and finish’ scrutiny review a panel of Councillors was appointed, to consider the existing position, discuss possible courses of action with Cabinet members, officers, independent experts and the public and to make recommendations that add value to what was already done. Once these recommendations had been ratified by the Overview and Scrutiny Committee, they were considered by the Cabinet. In addition the Overview and Scrutiny Committee scrutinise the budget proposals each year and consider one-off reports on a range of topics, such as exam results. Scrutiny Members have a key role in helping to improve performance of the authority but also partners and Health bodies. One of the ways they do this is by considering performance, audit and inspection reports. Examples of performance reports and updates that Overview and Scrutiny receive are: Council performance and budget, The Council Plan, Local Area Agreement, School places planning, Homes for Haringey performance, Annual service updates and Health checks e.g. for Adults and NHS performance ratings. These can help identify areas where scrutiny may wish to become involved and add some value in delivering successful outcomes and improved services for the community. Fuller details of past reviews, meetings and reports along with reviews planned for 2008/09 are available on the scrutiny pages of the Council’s web-site. 19
  20. 20. 6. More information If you want to know more about any of the above components of the Council’s Performance Management Framework, please contact: Eve Pelekanos 020 8489 2508 Margaret Gallagher 020 8489 2553 Richard Hutton 020 8489 2549 20
  21. 21. Appendix 1 Data Quality Responsibilities Responsibility for data quality does not lie with any one single individual but with each and every member of staff at all levels within the council. The following table outlines the specific key responsibilities and accountabilities for all employees around data quality. Role Responsibilities All employees Accurate and timely recording of data on appropriate systems Performance appraisals to set out individual specific responsibilities regarding data quality Directorate Knowledge of relevant Performance Indicator definitions and guidance Performance Ensure compliance with indicator definitions and guidance. Officers/ Input accurate information onto Covalent Managers Up-to-date record keeping (not entered in a block) Maintain a robust control environment Identify and rectify gaps in control environment Training/guidance Corporate Maintain and update Data Quality Strategy action plan. Performance Co-ordinate risk assessment of systems and PI Audits, liaising with Manager internal and external auditors and performance leads Ensuring improvements have been implemented Communicating the commitment to Data Quality Reporting progress on Data Quality to monthly performance review meetings and CEMB Head of Service Ensuring the data is accurate for their service for presentation to Director for sign-off Ensuring that actions arising from data quality audits are satisfactorily addressed Departments Overall responsibility for sign off of data and the reliability of performance (Directors) information presented at CEMB and completion of actions arising from data quality audits. 21