Thurrock Council - Performance Management Framework: Glossary


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Thurrock Council - Performance Management Framework: Glossary

  1. 1. Performance Management Framework (Glossary) Glossary of Terms and Abbreviations
  2. 2. Glossary Accountability A system or process for holding managers and workers responsible for the performance of their service, role or programme. Actual Data Also sometimes referred to as Outturn. This is the individual figure for the specific reporting period, as opposed to the cumulative, target or quartile data for example. Aim A general statement of broad intent or what a service is for. It does not necessarily have to be measurable. Ambition Something practical and measurable that will be achieved. APACS survey Assessment of Polices and Community Safety – This survey, part of the new performance framework, will focus on key services delivered by the police, working on their own or in partnership based on performance and diagnostic indicators set nationally, professional judgements relevant to the police and locally selected indicators which reflect local priorities for improvement. Appraisal Appraisals are regular reviews of individual or team performances and are used to monitor achievement of targets and to agree new targets. This is the Council’s One to One Performance and Development Review. Area Assessment An ‘area assessment’ is an overall joint judgement on the outcomes in Thurrock, not a direct assessment of Shaping Thurrock – our local strategic partnership – the Council, or any other local service provider. The area assessment will focus on the accountability of partners for their contribution to the Sustainable Community Strategy thereby reducing the level of detailed inspection of individual organisations. Balanced A strategic tool to help senior managers to manage strategy Scorecard (BSC) and evaluate progress by linking corporate /directorate objectives, measures and targets. Briefing Book The part of the PerformancePlus+™ system which allows users to view preset reports on performance. Business Analysis Understanding the practices, service components and processes that make up the service provided. BVPI Best Value Performance Indicator – A set of performance indicators which were set by Government for all authorities to report their performance. 2 Thurrock Council PMF – Glossary of terms and abbreviations
  3. 3. Budget A description of the funding of existing and /or proposed actions. Business Plans These comprise the Corporate, Directorate, Service and Team plans, which specify the key priorities and activities to be undertaken. CAA Comprehensive Area Assessment – Comprehensive Area Assessment (CAA) is the framework, that replaces CPA, through which the national inspectorates will work together to make assessments of how well people are being served by their local public services. Its focus is on the prospects for 'better outcomes’ in an area rather than the individual workings of the Council, the Police, the Primary Care Trust etc. Capital How the Council intends to spends its capital. Programme Causal Map A view on Performance Plus+™ which shows the relationships and links between different objectives, tasks and risks. CIPFA Chartered Institute of Public Finance and Accountancy – professional body responsible for the education and training of professional accountants and for their regulation through the setting and monitoring of professional standards. Uniquely among the professional accountancy bodies in the UK, CIPFA has responsibility for setting accounting standards for local government. Competencies A description of the skills, abilities and behaviours of employees that will make the Council successful. Everyone has an organisational role, objectives and tasks to achieve – the ‘WHAT’, whereas the competencies describe ‘HOW’ things should be done. Corporate The highest-level document, which sets out our approach to Equality Plan mainstreaming diversity across services and monitoring and reporting on outcomes regarding diversity issues, including statutory schemes such as race, disability and gender schemes. Corporate Risk The corporate database of the Council’s key risks /opportunities and Opportunity and management arrangements. Register Corporate Risks Corporate or cross cutting issues that are likely to and impact Opportunities upon more than one service. 3
  4. 4. Glossary Critical Friend An individual who objectively assesses a piece of work / document to give advice /opinion from someone unconnected. CSR Comprehensive Spending Review Cumulative Data The sum of more than one period’s performance e.g. 3 consecutive months data added together to form the cumulative data for the quarter. Customer /Client A person or organisation that benefits from service delivery. Data Quality The amount of confidence that the recorded performance of a particular performance indicator is based on accurate and auditable collation, calculation and reporting processes. The Council has adopted a Data Quality Statement as part of the Performance Management Framework. Data must be accurate, valid, timely, compete, relevant and reliable. Data Interchange A centralised data storage and data interchange facility Hub (the Hub) between government departments and local strategic partnerships to help with collating and monitoring of the National Indicators incorporated into the LAAs. Direction of Travel Whether an indicator or a service /organisation is improving, (DOT) deteriorating or remaining stable. DWP Department for Work and Pensions – one of the Central Government departments. “Economy” One of the 3 E’s – how inputs are used. “Efficiency” One of the 3 E’s – how outputs are produced. “Effectiveness” One of the 3 E’s – what outcomes are achieved. Equality Schemes The individual statutory schemes, which the Council is obliged by law to produce, set out the steps the Council will take towards eliminating unlawful discrimination with regards to race, disability and gender. Flags: Red Used as part of the CAA Area Assessment to show inspectors’ and Green judgement on the progress of Thurrock’s shared ambition. A red flag means that there are concerns about outcomes or performance and future prospects not being adequately addressed. A green flag means that there is innovative or exceptional practice in the area. 4 Thurrock Council PMF – Glossary of terms and abbreviations
  5. 5. Gap Analysis A business tool used to show where there are gaps in current service delivery. Goals and The components of a strategic or action plan. objectives Golden Thread The link between the different plans within an organisation. This helps to make sure that each individual’s contribution is directly linked to overall objectives and strategies. I&DeA Improvement and Development Agency – the organisation which works for local government improvement so councils can serve people and places better. It is owned by the Local Government Association and belongs to local government. i-know The part of the Thurrock Council website and internet which holds all the performance information including key strategies, priorities, partnership working and all components of the Performance Management Framework. Impact The potential effect on the Council if the risk occurs or the opportunity happens. Inphase The company who own Performance Plus+™. Input Inputs are ‘resources that contribute to production and delivery, or the resources (staff, materials and premises) employed to provide the service’. In other words, they are what go ‘into’ a service or activity. Investors in A recognised business improvement standard designed to People (IiP) show an organization is committed to improving its own performance through developing its people. KLOE Key Lines of Enquiry – one of the methods used in CAA for Local Authorities to evidence how good their practice is in certain areas. KPI Key Performance Indicator – a high profile performance indicator often associated with contractual obligations or strategic action plans. LAA Local Area Agreement – The LAA is a partnership agreement between the Government and local partners in Thurrock. The successful delivery against the ambitious targets agreed with Government is dependant on the cooperation and contributions of a range of lead and contributing partners. The LAA is the principle delivery plan for the Sustainable Community Strategy. 5
  6. 6. Glossary Likelihood The probability /chance of the risk occurring or the opportunity happening. LSP Local Strategic Partnership ( Shaping Thurrock) – Shaping Thurrock is the Local Strategic Partnership for Thurrock and works for the benefit of Thurrock’s businesses and citizens shaping the Thurrock vision – the Community Strategy – and the key priorities to make it happen. MAP Management Action Plan – the action plan required for all Risks which are deemed to be “Higher level”. Milestone Rather than just working towards a final ambition, milestones outline steps towards it. They help to assess progress mid-term toward a bigger objective. Minute Managers Summarised guides to the key elements of the Thurrock Performance Management Framework aimed at giving the basic information for managers to refer to for a quick reminder. MTFS Medium Term Financial Strategy – The Council’s strategy for maximising resources and ensuring they are used effectively and efficiently in order to meet the council’s aims and objectives. National Indicator From 1st April 2008 a set of Performance Indicators set by the (NI) Government for Authorities to report performance. Objective An objective is a precise statement about what a service is supposed to achieve. Objective /Task Shows how the link between Tasks and Objectives within Cascade different levels of business planning. One to One The Council’s adopted approach to individual performance Performance and assessment. Development Review (1:1 PDR) Operational Risks Operational level issues that are likely to have an impact on short and Opportunities term goals and tend to link to directorate or service level objectives and plans. Opportunity An uncertainty that will enhance the Council’s ability to achieve its objectives (positive effect). 6 Thurrock Council PMF – Glossary of terms and abbreviations
  7. 7. Organisational ‘Organisational Assessment’ combines a ‘use of resources’ and Assessment ‘performance management’ assessment in a combined assessment of ‘organisational effectiveness’. Use of Resources consists of three key questions: • Managing Finances – value for money, cost, financial reporting. • Governing the Business – involvement and engagement, customers, internal control, commissioning. • Managing Resources – managing people, assets and resources. Output Outputs are ‘the goods and services produced by the organisation”, i.e. what comes out of a service. For example, they include the bins that a local council empties, or the places in homes for older people. Outcomes The difference that services make to the lives or experience of service users (children, adults, families, businesses or communities) i.e. what happens as a result of the service. Overview and A panel of Members (Councillors) who regularly meet to review Scrutiny and scrutinize the performance and actions of the Council as part Committee of the democratic process. Partner A person or organisation that has a role to play in delivering services and improving results. PDR Performance Development Review (one to one) – see One to One Performance and Development Review. Performance A measure of the quality, cost or volume of service provided, Indicator (PI) and that helps quantify the achievement of a result (sometimes called a “performance measure”). Performance The computer based performance management system which the Plus+™ (Pplus) Council uses to record and report performance issues PLACE survey This survey asks local people for their perceptions about the area in which they live – it replaces the old 3 yearly Best Value General Satisfaction Survey and will feed into the new National Indicator Set and the CAA. Pie chart A pie chart is circular graph or chart divided into sectors (or slices) illustrating relative percentage or frequencies. Each sector of the pie is proportional to the quantity it represents. 7
  8. 8. Glossary PIG Performance Improvement Group – This is a cross-council and partners Corporate Working Group which oversees, develops and champions the holistic approach to the Performance Management Framework encapsulating performance, improvement, risk management, generic complaints management, service planning, data quality, research and intelligence, and linking in with related engagement and other organisational development issues. Plan-Do-Review- The model which has been adopted by the Council to show Revise the cycle for managing performance – for more information see the Performance Management Framework. Portfolio Holder The member of the Cabinet with the specific responsibility for an agenda /area of work within the Council. Priorities Priorities are actions or commitments that are more important than other things. Actions that are not priorities are less likely to be done quickly. Quadrant One of four sections of the Balanced Scorecard. The Balanced Scorecard is split into Customer /Community, Financial, Business Process /Service Delivery and People /Learning – See Balanced Scorecard. Quartile Used for benchmarking against other authorities, particularly associated with BVPI data, authorities are split into 4 quartiles for each indicator depending on the outturn of the previous years audited BVPI data. RAG – Red, This is a “traffic light” indicator of how far away from the Amber, Green target a particular indicator is performing, depending on the tolerances set. Red means significantly under performing, amber means within acceptable parameters and green means on or exceeding target. Risk An uncertainty that will adversely affect the Council achieving its objectives (negative effect). Risk and The planned and systematic approach used to identify, Opportunity evaluate and manage the risks to and the opportunities for the Management achievement of objectives. Risk and The framework that describes how risks and opportunities are Opportunity identified, evaluated, managed and reviewed in the Council. Management Framework 8 Thurrock Council PMF – Glossary of terms and abbreviations
  9. 9. Risk and The four-step cycle for identifying, evaluating, managing and Opportunity reviewing risk /opportunity. Management Process Risk and Management tool used to plot results of evaluation stage Opportunity (likelihood and impact assessments) to help identify high Matrix priorities and low priority issues. Risk and The summary of identified risks /opportunities and evaluation of Opportunity their seriousness (impact and likelihood levels). Profile Risk Register Documented and prioritized evaluation of the range of specific risks /opportunities faced by the Council, directorate or service. Seldom Heard This is the term used to describe sections within the community who, for whatever reason, do not generally have their opinion expressed. This is also sometimes referred to as “hard to reach”, “difficult to engage”, minorities or marginalized. Strategic A statement that specifies high level sets out a high how intention Objective to contribute to a Council /Community priority. Strategic Risks Strategic level issues that are likely to have an impact on the and Opportunities medium to long term goals and tend to link to the Council’s strategic objectives and priorities. Service Area A discrete area of work for the purpose of performance management. It might be an operational team, or a support service. SMART Specific, Measurable, Action-orientated, Realistic and Timely Stakeholder A person or organisation that has a significant stakeholder interest in the performance of a programme, partnership or service system. Strategy A coherent set of actions that are intended to improve results. The requirements are often stretching but have a reasonable chance of being successfully delivered. Strategic Plan A description of proposed actions to deliver the strategy. Sustainable Sets out the overarching vision for Thurrock, which will be Community delivered in partnership with all the statutory bodies, voluntary Strategy and community sector and local business. 9
  10. 10. Glossary Target A commitment made in advance to achieve a stated level of performance against a specific performance indicator. Task An activity/project /action which needs to be undertaken in order to achieve an objective. Thurrock Top 20 corporate objectives which are the key focus for CMT. Top Twenty Tolerances The parameters against which performance of PIs against their targets can be measured. E.g. a PI may not be meeting its target however, if it is just below the target then it might be within an acceptable range from the target, and thus within tolerance. Uncertainty (In relation to risk /opportunity management) – a risk or opportunity that could have adverse or beneficial effects on the achievement of objectives. VFM Value For Money – Obtaining the maximum benefit from goods and services within available resources. It is the relationship between costs of the services and the quality of those services. Thurrock has adopted some VFM guidelines as part of the Performance Management Framework. Weighting If there are a number of performance indicators within one objective it is possible to give some a larger weighting (i.e. more importance) than others. The overall status as shown on Performance Plus+™ would be influenced by the performance of those indicators with a larger weighting. 10 Thurrock Council PMF – Glossary of terms and abbreviations