Managing Our Local Area Agreement Performance in Salford by xdKhg06

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									Contents
                                                      Pages

Part 1      The purpose of this guide                 2 - 25
            Background
            What is Performance
            Management?
            Why do we need Performance
            Management for the LAA?
            Roles and responsibilities
            The LAA Reporting
            Framework

Part 2      Putting the theory in to                  26 - 32
            practice!
            Accessing PMF in 3 simple
            steps

Part 3      Putting the theory in to                  33 - 46
            practice!
            Editing, Inputting data and
            quarterly reporting in 5 easy
            steps

Part 4      The Next 2 Steps and                      47 - 48
            reporting deadlines

Part 5      Key contacts, assistance and              49 - 50
            support




Salford Local Area Agreement 2007-2010 Performance Management Reporting   1
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    Part 1: The Purpose of this
     Guide and background
            information




Salford Local Area Agreement 2007-2010 Performance Management Reporting   2
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Managing Our Local Area Agreement Performance
in Salford - a guide for new and existing users
The Purpose of this Guide

We have put this guide together to assist you in your new role as performance
administrator for the Local Area Agreement, whether you are totally new to
the PMF system or an existing user.

In particular the guide aims to take you through 10 user friendly steps that will:

   -   Raise overall awareness about the importance of performance
       management
   -   Clarify your individual role and responsibilities
   -   Provide a step by step guide to using the PMF for reporting against
       LAA targets
   -   Provide bespoke reference guide to the system post training
   -   Set key timescales and deadlines for providing performance
       information

Background Information

At a meeting of Salford’s Strategic Partnership Executive meeting in
December 2006, it was agreed that Salford City Council’s Performance
Management Framework software (PMF) would be used as the hub for
collecting and monitoring performance information for Salford’s Local Area
Agreement (LAA).

The Local Area Agreement was signed off by the Chair of the Local Strategic
partnership / Leader of the Council Cllr John Merry with national Government
in March 2007. For the last 12 months, partners of the Local Strategic
Partnership, such as Greater Manchester Police, the Primary Care Trust,
Probation Service, the Learning and Skills Council, Job Centre Plus, Fire
Service and the City Council have agreed to delivering transformational
improvement to public services in Salford. The improvements will be
measured through 85 quality of life performance indicators in the LAA. A full
list is provided in this training pack.

Each of the above organisations have made a commitment to delivering these
targets over the next 3 years and we now have to ensure that such progress
is being monitored.

We now have an ambitious task ahead of us, as we embark on the LAA
journey together and it is important that our system for monitoring our
performance is fit for purpose for future assessments, which is why your role
as performance administrator is extremely important to us!
Especially if we are to meet the rigorous assessment process that will assess
how we are doing against each of the LAA targets during November 2007.
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Your role is important to us….

With your ongoing support and commitment, we believe the Local Strategic
Partnership will be in a much better position to present an accurate picture of
how Salford is performing on a range of areas, spanning education,
employment, enterprise, health, environment, housing and community
engagement.

You have been nominated by your organisation to act as performance
administrator, because of your expertise in the targets concerned or because
you already hold a performance management role in your respective
organisation or may be because you have access to the data concerned. You
have been identified as the most appropriate person to fulfil a performance
collating and administrator function on behalf of your team and organisation.

So what is Performance Management?

It is useful to just recap what performance management is about and why it is
important. In your role, you are probably continually asked for ‘data on this’
and ‘data on that’. You may not always know where this data ends up or why
people are asking for it. This guide aims to answer some of these questions
so hopefully next time somebody asks for performance information you
understand why it is being asked for!

Putting it simply, performance management is about improving services
through effectively monitoring how we are doing to achieve better quality of
life outcomes for people in Salford. Performance can be measured at an
individual, team, service, corporate or community level. Performance
management therefore impacts on all of us.

Having an effective system for monitoring performance, allows us to:

        Recognise which services need to improve

        Record where services are delivering well

        Monitor whether we are on track to deliver the future targets

        Analyse evidence that enables us to change service delivery

        Influence resource allocation

        Identify where joint working can improve performance

        Inform strategic decision making



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Why do we need a system to monitor the LAA?

We need to understand how all the key public service deliverers sitting on the
Local Strategic Partnership are performing and require one place to store this
information – We will use the PMF to do this.

To help us to plan services effectively and influence decision making in the
city, we need reliable performance information which has to be regularly
monitored and, to do this, we need to have in place some performance
criteria.

In the LAA, our performance is measured against 5 overarching objectives, 30
quality of life outcomes and 85 performance indicators and targets. In order to
manage the LAA, we need to use a recognised system for collecting this
information. For the LAA, we will use the City Council’s Performance
Management Framework (PMF).

The PMF system allows us to:

        Plan the prioritisation of services to meet the needs of the community,
         monitoring services being delivered at ward level and where
         deprivation gaps are narrowing.
        Assess and manage risk to underperforming services
        Assess how services provide value for money for the tax payer
        Identify best practice of service delivery taking place and allow us to
         share this with partners




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The key elements of the Local Area Agreement’s performance management
cycle can be defined by the following stages:


                               BOLD ASPIRATIONS

                               5 LAA OBJECTIVES
                         -     ECONOMIC PROSPERITY
                         -     HEALTH
                         -     COMMUNITY SAFETY
                         -     ENVIRONMENT
                         -     COMMUNITY
                               ENGAGEMENT


                     A COHERENT SET OF PERFORMANCE
                                 MEASURES
                               30 LAA Outcomes
                      80 Performance indicators and targets


              OWNERSHIP AND                              REVIEWING
              ACCOUNTABILITY                          PERFORMANCE
             - SSP Executive                       - Quarterly monitoring
             - City Council                        - 6 mth LAA Self
                 Director’s Team                     Assessment
             - Objective leads                     - LSP Annual Review
             - Authorising Officers                - 12 mth LAA Review
             - Lead Officers
             - Performance
                 Administrators
                               SUPPORT AND ADVICE
                 To motivate and encourage organisations to deliver
                    transformational change to services in the city
                - Policy and Improvement Team, Salford City Council




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Roles and responsibilities
Who is responsible for providing Performance Management
information?

Three tiers of officers have been identified for differing levels of responsibility
for each of the outcomes and PIs in the Local Area Agreement. These have
been agreed with senior management within your organisation.

Clear lines of responsibility are important to ensure accountability throughout
the delivery of the LAA targets over the next 3 years.

The key people involved include:

   An Authorising Officer: usually the person within your organisation/
    department who is ultimately accountable to the LSP Executive for
    performance issues. This person will be accountable for consistent under
    performance issues that would need resolving at a strategic level.
    Reporting to the Executive on the LAAs targets will take place by
    exception.

   A Lead Officer: Usually who the middle manager responsible for resolving
    any under performance/poor reporting issues and providing risk based
    information in addition to data. This person will in most cases discuss LAA
    performance issues at the Salford Strategic Partnership Management
    Group.

   A Performance Administrator or collating officer: who will be
    responsible for collecting and inputting information in to PMF on a
    quarterly basis (a junior officer in most cases – but in some cases may be
    people who have access or expertise in relation to the specific
    performance measure.)

   The Policy and Improvement team will monitor performance information
    provided, undertake analysis and assess risk and make regular reports by
    exception to the Strategic Partnership Executive on the overall progress
    against each of the 30 LAA Outcomes.

The following Performance Reporting framework has been compiled to
provide clear lines of responsibility for the following Local Area Agreement
performance measures:

       5 Objectives
       30 Quality of Life Outcomes
       85 Performance Indicators and Targets



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The table, allows you to see which Performance Indicators you and your
organisation are responsible for. It also allows you to see what other
organisations are committed to delivering in Salford over the next 3 years.




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PMF PI      Objective 1: Improve economic                          Objective Lead: Emily Kynes & Bernie Vaudrey (Salford City
                                                                                              Council)
Code        prosperity through educational
            attainment, skills, employment and                    Authorising     Lead               Performance     Lead partner
            enterprise                                            Officer         officer            administrator

            Outcome 1 Improved achievement and                    Paul Greenway   John Stephens      N/A             SCC (CSD)
            enjoyment of children and young people
LAA 1       Percentage of pupils obtaining 5 GCSEs at A* -        Paul Greenway   Jan Rowney         John Coatman    SCC (CSD)
            C at the lowest performing schools (Harrop Fold,
            Moorside, Albion, Hope, Swinton, Wentworth,
            Buile Hill) - Annual
            Outcome 2 Raise standards in English,                 Paul Greenway   Jan Rowney         N/A             SCC (CSD)
            maths and science in secondary
            education so that by 2008, in all schools
            located in the districts in receipt of NRF,
            at least 50% of pupils achieve level five or
            above in each of English, maths and
            science (Mandatory)
LAA 2ai -   By 2008 all schools located in Local Authority        Paul Greenway   Jan Rowney         John Coatman    SCC (CSD)
LAA 2ciii   Districts in receipt of NRF to ensure that at least
            50% of pupils achieve level 5 or above in each of
            English, Maths, Science
LAA 3a +    The number of half days missed through                Paul Greenway   Denise Lynch       John Coatman    SCC (CSD)
LAA 3b      authorised and unauthorised absence expressed
            as a % of the total number of half day sessions in
            Salford schools - Annual
LAA 4       Percentage of 16 year olds achieving 5 GCSEs          Paul Greenway   Jan Rowney         John Coatman    SCC (CSD)
            at grade A* - C or equivalent - Annual
LAA 5a -    Looked After Children with GCSEs or equivalent        Paul Greenway   Carolyn Williams   John Coatman    SCC (CSD)


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                                                              April 2007
LAA 5c     - Annual
           Outcome 3 Improved economic wellbeing Paul Greenway                 Faith Mann          N/A               SCC (CSD) / LSC
           of young people
LAA 6a -   Percentage of 16-18 year olds not in education,     Paul Greenway   Faith Mann          John Coatman      SCC (CSD) / LSC
LAA 6d     employment or training - Annual

LAA 7a +   Percentage of young people achieving: Level 2       Emily Kynes     Jane Bracewell      Emma Nolan/Dave   LSC
LAA 7b     and 3 at the age of 19                                                                  Timperley/Zoe
                                                                                                   Busuttil
                                                               Emily Kynes     Matthew             N/A               JCP
           Outcome 4 Increased employment in the
                                                                               Ainsworth
           city
LAA 8      Increase in overall employment                      Emily Kynes     Matthew             Emma Nolan/Dave JCP
            rate for Salford                                                   Ainsworth           Timperley/Zoe
                                                                                                   Busuttil
           Outcome 5 Within each NRF district, for             Emily Kynes     Matthew Ainsworth   N/A             JCP
           those living in the wards identified by
           DWP as having the worst labour market
           position (as at February 2004),
           significantly improve their overall
           employment rate and reduce the
           difference between their employment rate
           and the overall employment rate for
           England
LAA 9      Within that NRF district a reduction by 2007-8 of   Emily Kynes     Matthew Ainsworth   Emma Nolan/Dave   JCP
           at least 1.6 percentage points in the overall                                           Timperley/Zoe
           benefits claim rate for those living in the Local                                       Busuttil
           Authority wards identified by DWP as having the
           worst initial labour market position1.




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LAA 10       Within that NRF district a reduction by 2007-8 of   Emily Kynes         Matthew Ainsworth   Emma Nolan/Dave   JCP
             at least 1.6 percentage points in the difference                                            Timperley/Zoe
             between the overall benefits claimant rate for                                              Busuttil
             England and the overall rate for the local
             authority wards with the worst labour market
             position.
LAA 10ai -   Number of residents in receipt of out of work       Emily Kynes         Matthew Ainsworth   Emma Nolan/Dave   JCP
LAA 10dvi    benefits in City Strategy target wards……..                                                  Timperley/Zoe
                                                                                                         Busuttil

             Outcome 6 Enabling local people to                  Emily Kynes         Matthew Ainsworth   N/A               SCC (ED)
             achieve their full potential
                                                                 Emily Kynes         Matthew Ainsworth   Emma Nolan/Dave   SCC (ED)
LAA 11       The number of people on incapacity benefit2
                                                                                                         Timperley/Zoe
             helped to gain sustained employment of over 16
                                                                                                         Busuttil
             hours per week for 13 consecutive weeks or
             more. - Quarterly

             Outcome 7 Significantly reduce child poverty        Emily Kynes/ Paul   Matthew             N/A               JCP/SCC/LSC
             in Salford                                          Greenway            Ainsworth/Paul
                                                                                     Greenway
LAA 12       The number of children living in families           Emily Kynes/ Paul   Matthew             Emma Nolan/Dave JCP/SCC/LSC
             receiving DWP working age benefits.                 Greenway            Ainsworth/Paul      Timperley/Zoe
                                                                                     Greenway            Busuttil
             Outcome 8 Improved basic and                        Jane Bracewell      Kevin Roswell       N/A             LSC
             employability skills of residents who are
             employed or economically inactive
LAA 13       Number of adults in the workforce who lack          Jane Bracewell      Kevin Roswell       Liz Haynes        LSC




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          NVQ2 or equivalent.
LAA 14    Number of adults gaining at least one skills for      Jane Bracewell   Kevin Roswell   Liz Haynes          LSC
          life qualification at Entry Level 3, Level 1 or Level
          2. - Quarterly
          Outcome 9 Increasing Enterprise -                     Bernie Vaudrey   Geoff Archer    N/A                 SCC (ED)
          Increase total entrepreneurial activity
          among the population in deprived areas
LAA 15a   Increase the city-wide self employment rate (to      Bernie Vaudrey    Geoff Archer    Joanne Hall/Geoff   SCC (ED)
          halt the downward trend by 2009)                                                       Lightford/Justin
                                                                                                 Bentham
LAA 15b   Increase the city-wide female self employment        Bernie Vaudrey    Geoff Archer    Joanne Hall/Geoff   SCC (ED)
          rate ( to meet the current NW average by 2009)                                         Lightford/Justin
                                                                                                 Bentham
LAA 16    Increase the proportion of Salford businesses        Bernie Vaudrey    Geoff Archer    Joanne Hall/Geoff   SCC (ED)
          based the five priority wards (to reverse the                                          Lightford/Justin
          downward trend by 2009 and to ensure that at                                           Bentham
          least 30% of all Salford businesses are based in
          the five priority wards by 2020)
                                                               Bernie Vaudrey    Geoff Archer    Joanne Hall/Geoff   SCC (ED)
LAA 17    Increase the business density across the city ( to
                                                                                                 Lightford/Justin
          meet the current national average (388 per
                                                                                                 Bentham
          10,000 residents by 2016)
          Outcome 10 Increased competition -                   Bernie Vaudrey    Geoff Archer    N/A                 SCC (ED)
          Support the sustainable growth and
          reduce the unnecessary failure, of locally
          owned businesses in deprived areas
LAA 18    Increase the number of new business start-ups        Bernie Vaudrey    Geoff Archer    Joanne Hall/Geoff   SCC (ED)
          across the city annually - Quarterly                                                   Lightford/Justin
                                                                                                 Bentham
                                                               Bernie Vaudrey    Geoff Archer    Joanne Hall/Geoff   SCC (ED)
LAA 19    Reduce the number of business failures across
                                                                                                 Lightford/Justin
          the city
                                                                                                 Bentham


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PMF PI      Objective 2: Improve health                     Objective lead: Julie Higgins (Salford Primary Care Trust)
Code        outcomes and reduce
            inequalities                                    Authorising     Lead             Performance      Lead
                                                            Officer         officer          administrator    partner
            Outcome 11 Improve health and                   Julie Higgins   Janice Lowndes   N/A              SPCT, Healthy City
            reduce health inequalities (Mandatory                                                             Executive
            outcome)
            The gap between Salford and the rest of         Julie Higgins   Muna Aziz        Muna Aziz        SPCT, Healthy City
LAA 20a +
            England in all age, all cause mortalities                                                         Executive
LAA 20b
LAA 21      The gap within the local area in all age, all   Julie Higgins   Muna Aziz        Muna Aziz        SPCT, Healthy City
            cause mortalities - DSR (ratio between the                                                        Executive
            rate in the most deprived quintile of LSOAs
            and average for area
            Outcome 12 Reduce premature                     Julie Higgins   Janice Lowndes   N/A              SPCT, Healthy City
            mortality rates and reduce                                                                        Executive
            inequalities in premature mortality
            rates between wards/neighbourhoods
            with a particular focus on reducing
            the risk factors for heart disease,
            stroke and related diseases
            (Cardiovascular Disease) (smoking,
            diet and physical activity) (Mandatory
            outcome)

                                                            Julie Higgins   Jane Bell        Jane Bell        SPCT, Healthy City
LAA 22      The percentage gap between Salford and
                                                                                                              Executive


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                                                               April 2007
            the rest of England and Wales for premature
            mortality rates from heart disease, stroke
            and related diseases.
            (directly standardised rate per 100,000) -
            Annual
LAA 23      The gap in premature mortality rates            Julie Higgins   Jenny Hacker       Jenny Hacker       SPCT, Healthy City
            between the most deprived 20% of                                                                      Executive
            wards/neighbourhoods and the least
            deprived 20%, with a particular focus on
            reducing the gap in smoking prevalence in
            those areas.

LAA 24      The cumulative number of people that stop       Julie Higgins   Erica Kinniburgh   Erica Kinniburgh   SPCT, Healthy City
            smoking for four weeks across the city. -                                                             Executive
            Quarterly
LAA 25b     The percentage of adults participating in at    Julie Higgins   Samantha Foster    Samantha Foster    SCC (CHSC)
            least 30 minutes moderate intensity sport
            and active recreation (inc.recreational
            walking) on 3 or more days a week, as
            measured by Sport England’s “Active
            People” Survey - Annual
LAA 25      The rate of increase of the proportion of       Julie Higgins   Jenny Hacker       Jenny Hacker       SPCT, Healthy City
            people with a Body Mass Index of over 30                                                              Executive
LAA 26a +   The number of hospitalised admissions due       Don Richards    Katrina Stephens   Katrina Stephens   SCC (CHSC) DAAT
LAA 26b     to all conditions attributed to alcohol
            Outcome 13 Give children the best               Julie Higgins   Janice Lowndes     N/A                SPCT/SCC (CSD)
            start at birth
LAA 27      The number of mothers initiating                Julie Higgins   Susan Slater       Susan Slater       SPCT/SCC (CSD)
            breastfeeding in the context of wider efforts
            to improve breastfeeding continuation up to
            6mths - Quarterly
LAA 28      The percentage of mothers continuing to         Julie Higgins   Erica Kinniburgh   Erica Kinniburgh   SPCT


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                                                               April 2007
         smoke at delivery - Quarterly
         Outcome 14 Improved Health of                    Julie Higgins       Janice Lowndes     N/A                SPCT/SCC (CSD)
         Children and Young People
LAA 29   The rate of increase in the proportion of        Julie Higgins       Jenny Hacker       Jenny Hacker       SPCT and
         children who are obese                                                                                     Children’s Services
LAA 30   The percentage of annual increase in the         Paul Greenway       Steve Glazebrook   John Coatman       SCC (CSD)
         number of schools with an approved travel
         plan
LAA 31   Reduction in the under -18 conception rate -     Faith Mann          Paul Woltman       John Coatman       SCC (CSD)
         Annual
LAA 32   Number of young people receiving an              Don Richards        Maggie Heavey      Katrina Stephens   SCC (CHSC)
         alcohol intervention from the young people's                                                               DAAT
         substance misuse service
LAA 33   Number of young people referred to a             Don Richards        Maggie Heavey      Katrina Stephens   SCC (CHSC)
         specialist service as a result of admission to                                                             DAAT
         A and E for drugs or alcohol misuse
         Outcome 15 To improve quality of life            Julie Higgins/Tom   Janice Lowndes     N/A                SPCT/SCC
         for older people                                 Mcdonald
LAA 34   Number emergency admissions due to               Tom McDonald        Emma Greene        Emma Greene        SPCT/SCC
         fractured proximal femur due to falls all
         ages.
         Outcome 16 Achieve economic                      Tom Mcdonald        Tom Mcdonald       N/A                SCC (CHSC)
         wellbeing

LAA 35   Number of successful new claims for benefit      Tom Mcdonald        Josette Phillips   Josette Phillips   SCC (CHSC)
         awarded to people aged over 60 with the
         help of Salford City Council welfare advice
         team - Quarterly
LAA 36   Number of older people accessing Warm            Bob Osbourne        Gary Rearden       Paula Mcguigan -   SCC (housing
         Front scheme                                                                            Stewart            services)



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PMF PI      Objective 3: Improve                        Objective Lead: Don Brown
Code        community safety                            (Community Safety – Salford City Council)

                                                        Authorising     Lead officer        Performance       Lead partner
                                                        Officer                             administrator
            Outcome 17 Reduce overall crime in Don Brown                Nigel Preston       N/A               GMP
            line with local Crime and Disorder
            Reduction Partnership targets and
            narrow the gap between the worst
            performing wards and/or
            neighbourhoods and other areas
            across the district (Mandatory
            outcome)
LAA 37a -   Reduce levels of overall crime in Salford   Don Brown       Nigel Preston       Dawn Atkinson     GMP
LAA 37h     (British Crime Survey Comparator crime),
            as recorded by Greater Manchester
            Police3. - Quarterly
LAA 38      Narrow the gap in performance to Overall    Don Brown       Nigel Preston       Dawn Atkinson     GMP
            Crime Reduction between the worst
            performing areas and the Best Performing
            Areas of Salford.




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                                                               April 2007
LAA 39a -   Reduce the incidence of vehicle crime i.e.   Don Brown       Nigel Preston      Dawn Atkinson       GMP
LAA 39h     thefts from motor vehicles - Quarterly?
LAA 40a -   Reduce the incidents of criminal damage      Don Brown       Nigel Preston      Dawn Atkinson       GMP
LAA 40h     offences (across all categories of damage
            offences)
LAA 41      Increase the number of domestic violence     Don Brown       Nigel Preston      PC Rachel Drinnan   GMP
            finalised prosecutions city-wide by 40%
LAA 42      Reduce the number of reported incidents      Don Brown       Nigel Preston      PC Rachel Drinnan   GMP
            of repeat domestic violence city-wide by
            15%
LAA 43      Increase the number of sanctioned            Don Brown       Nigel Preston      Dawn Atkinson       GMP
            detections of violence against the person
            offences (Section 39 and47 Assaults)
LAA 44      Decrease the incidence of Serious            Don Brown       Nigel Preston      Dawn Atkinson       GMP
            Violence Against the person city-wide
            (Section18 and 20 Assaults)
            Outcome 18 Reduce the proportion             Don Brown       Nigel Preston      N/A                 GMP
            of adult and young offenders, and
            prolific and other priority offenders
            who re-offend
LAA 45a -   Reduce the proportion of adult and young     Angie Buckley   Angie Buckley                          Probation
LAA 45c     offenders and prolific and other priority                                                           YOS
            offenders who re-offend                                                         a)Lynn Aimson/      SCC (CSU)
            a) Adults                                                                       Janine Smith
            b) Young Offenders                                                              b)Lee Harding
            c) Prolific and Priority offenders                                              c)Dawn Atkinson
            Outcome 19 Reassure the public,              Don Brown       Nigel Preston      N/A                 SCC (CSU)
            reducing the fear of crime
            (Mandatory outcome)



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LAA 46      Increase the percentage of people in the       Don Brown      Nigel Preston      Dawn Atkinson      SCC (CSU)
            whole of Salford who feel safer.4
LAA 47      Increase the detections of hate crime -        Don Brown      Nigel Preston      Dawn Atkinson      SCC (CSU)
            Quarterly
            Outcome 20 Reduce the harm                     Don Brown      Nigel Preston      N/A                DAAT
            caused by illegal drugs and misuse
            of alcohol (Mandatory outcome)
LAA 48a -   Reduce public perceptions of local drug        Don Richards   Steve Morton       Mark Knight        SCC (CHSC)
LAA 48b     dealing and use as a problem                                                                        DAAT DAAT
LAA 49      Increase the percentage of successful          Don Richards   Mark Knight        Mark Knight        SCC (CHSC)
            completions of drug treatment orders for                                                            DAAT
            those engaged in the criminal justice
            system
LAA 50      In respect of those in or leaving drug         Don Richards   Mark Knight        Mark Knight        SCC (CHSC)
            treatment increase the number in                                                                    DAAT
            structured day care
LAA 51      Decrease the under age alcohol test            Don Brown      Nigel Preston      Linda O'Connell    Trading standards
            purchase failure rate in respect of licensed                                     David Sorrigan
            premise visits
LAA 52      Increase the number of offenders referred      Don Richards   Katrina Stephens   Katrina Stephens   SCC (CHSC)
            for alcohol treatment                                                                               DAAT


            Outcome 21 Build ‘Respect’ in                  Don Brown      Nigel Preston      N/A                SCC (CSU)
            communities and reduce anti-social
            behaviour (Mandatory outcome)
LAA 53      Increase the percentage of people who feel     Don Brown      Nigel Preston      Dawn Atkinson      SCC (CSU)
            informed about what is being done to




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                                                               April 2007
             tackle anti-social behaviour in their local
             area. 5 - Every 3 years
LAA 54       Decrease the percentage of people                 Don Brown   Nigel Preston      Dawn Atkinson    SCC (CSU)
             who feel that parents in their local
             area are made to take responsibility
             for the behaviour of their children is a
             'very big problem' or a 'fairly big
             problem' in their local area- Every 3
             years
LAA 55       Decrease the percentage of people who             Don Brown   Nigel Preston      Dawn Atkinson    SCC (CSU)
             feel that people not treating other people
             with respect and consideration is a 'very
             big problem' or a 'fairly big problem' in their
             local area - Every 3 years
LAA 56       Decrease the perceived level of Anti Social       Don Brown   Nigel Preston      Dawn Atkinson    SCC (CSU)
             Behaviour
LAA 57ai -   Reduce the % or respondents to the                Don Brown   Nigel Preston      Dawn Atkinson    SCC (CSU)
LAA 57gii    Salford Citizens Panel Survey who when
             asked to consider specific issues listed
             below to be either a)‘a very big problem’ or
             b) ‘a fairly big
             problem’.
                 i. vandalism, graffiti and deliberate
                      damage;
                 ii. using or dealing drugs;
                 iii. teenagers hanging around on the
                      streets;
                 iv. rubbish and litter lying around; and
                 v. drunkenness or rowdiness in public




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                   places
               vi. Noisy neighbours or loud parties
            Abandoned or burnt out vehicles - Every 3
            years

            Outcome 22 Increase domestic fire            Geoff Akroyd    Geoff Akroyd       N/A              Fire and Rescue
            safety and reduce arson (Mandatory                                                               service
            outcome)
LAA 58      The number of deaths arising from            Geoff Akroyd    Geoff Akroyd       Paul Redford     Fire and Rescue
            accidental dwelling fires per 100,000                                                            service
            population
LAA 59      The number of injuries from accidental       Don Brown       Geoff Akroyd       Paul Redford     Fire and Rescue
            dwelling fires per 100,000                                                                       service
            Outcome 23 Improve the safety of             Paul Greenway   Paul Woltman       N/A
            children and young people
LAA 60      Number of children and young people          Paul Greenway   Paul Woltman       John Coatman     SCC (CSD)
            under 18 per 10,000 of the population who
            are looked after
LAA 61      Percentage of looked after children placed   Paul Greenway   Paul Woltman       John Coatman     SCC (CSD)
            outside Salford with independent or
            residential care
LAA 62      Number of looked after children and young    Paul Greenway   Paul Woltman       John Coatman     SCC (CSD)
            people under 18 per 10,000 of the
            population who are on the child protection
            register
LAA 63      Number of 10 to 17 year olds who are first   Paul Greenway   Tom Healy          Lee Harding      SCC (YOS)
            time entrants in the youth justice system
LAA 64a -   Percentage of pupils excluded from school    Paul Greenway   Lesley Taylor      John Coatman     SCC (CSD)
LAA 64b




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LAA 65   Number of people killed or seriously injured   Steven Lee    Andy Devine         Paula McGuigan-   SCC (Highways)
         (KSI) in road traffic collisions - Quarterly                                     Stuart




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                                                            April 2007
   PMF PI Objective 4: Improve                                 Objective Lead: Brian Wroe (Community Health and Social
   Code   community engagement                                 Care – Salford City Council)
                                                               Authorising    Lead                 Performance             Lead partner
                                                               Officer        officer              administrator
                 Outcome 24 Empower local people      Brian Wroe              Stephanie Mitchell   N/A                     SCVS
                 to have a greater choice and
                 influence over local decision making
                 and a greater role in public service
                 delivery (Mandatory outcome)
   LAA 69        The percentage of people (aged 16 or          Brian Wroe     Stephanie Mitchell   Stephanie Mitchell      SCVS
                 over) in Salford who undertake formal                                             (until new officer in
                 volunteering in groups, clubs or                                                  post (June)
                 organisations for an average of 100 hours
                 per 12 month period (an average of 2
                 hours per week) as measured by Salford
                 Lifestyle Survey - Annual
1. LAA 68a2.     Number of new people from socially            Brian Wroe     Stephanie Mitchell   Stephanie Mitchell      SCVS
   - LAA         excluded groups who                                                               (until new officer in
   68c           undertake formal volunteering for an                                              post (June)
                 average of 100 hours per year6
            a)           a)People with no qualifications
            b)           b)Black and minority ethnic
            c)           people
                         c)People with disabilities – Annual




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LAA 67     Percentage of people who feel that their      Brian Wroe      Shaun Clydesdale     Josette Phillips        SCC (CHSC)
           local area is a place where people can get
           on well together - Annual
LAA 66     Percentage of people who feel they can        Brian Wroe      Diana Martin         Josette Phillips        SCC (CHSC)
           influence decisions in their area7 - Annual



LAA 70ai   Percentage of voluntary and community         Brian Wroe      Stephanie Mitchell   Stephanie Mitchell      SCVS
- LAA      sector groups and organisations affirming                                          (until new officer in
70cii      growth in activity over the past year                                              post (June)
           in terms of financial turnover and
                volunteering
           Outcome 25 Empowerment of                     Paul Greenway   Paul Greenway        N/A                     SCC (CSD)
           children and young people
LAA 71     Percentage of children and young people       Paul Greenway   Paul Budis           John Coatman            SCC (CSD)
           asked who consider that their views are
           considered and that they can influence
           decisions in their area




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PMF PI Objective 5: Improve                                 Objective Lead: Wayne Priestley
Code   environment sustainability                           (Environmental Services -Salford City Council)
                                                            Authorising       Lead              Performance     Lead Partner
                                                            Officer           officer           administrator
           Outcome 26 Cleaner, greener and                  Wayne Priestley   Wayne Priestley   N/A             SCC (ES)
           safer public spaces (Mandatory
           outcome)
LAA 72a    Physical reduction in                            Wayne Priestley   Wayne Priestley   Peter Coxon     SCC (ES)
- LAA      a) street litter/dog fouling
72jiv      b) graffiti,
           fly posting - Every 3 years
LAA 73     The % of people satisfied with the cleanliness   Wayne Priestley   Wayne Priestley   Peter Coxon     SCC (ES)
           standard in their area - Every 3 years
LAA 74a    Proportion of population within catchment        Wayne Priestley   Wayne Priestley   Peter Coxon     SCC (ES)
- LAA      areas of Greenspace standard
74d
          Outcome 27 Improve the quality of life            Wayne Priestley   Wayne Priestley   N/A             SCC (ES)
          for people in the most disadvantaged
          neighbourhoods; make service providers
          more responsive to neighbourhood needs
          and improve service delivery (Mandatory
          outcome)
LAA 78a   Percentage of residents reporting an increase     Wayne Priestley   Wayne Priestley   Peter Coxon     SCC (ES)
- LAA 78c in satisfaction with the local environmental
          quality of their neighbourhoods as defined by
          BVPI199 (A) – (B) + Dog fouling - Every 3
          years


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LAA 79    Percentage of residents satisfied with local     Wayne Priestley   Wayne Priestley   Peter Coxon       SCC (ES)
          open spaces (including parks) that meet
          borough average - Every 3 years
LAA 86    The % of abandoned vehicles removed within       Wayne Priestley   Wayne Priestley   Peter Coxon       SCC (ES) / GMP
          24 hours from the point at which the authority
          is legally entitled to remove the vehicle




          Outcome 28 Reduce waste to landfill              Wayne Priestley   Wayne Priestley   N/A               SCC (ES)
          and increase recycling
LAA 77a   Proportion of households involved                Wayne Priestley   Damien Thornton   Linda             SCC (ES)
- LAA     in recycling of domestic waste                                                       o’Connell/David
77e                                                                                            Sorrigan
LAA 87    Increase in the percentage of municipal          Wayne Priestley   Damien Thornton   Linda             SCC (ES)
          waste recycled                                                                       o’Connell/David
                                                                                               Sorrigan
LAA 88    Reduction in the percentage of municipal         Wayne Priestley   Damien Thornton   Linda             SCC (ES)
          waste land filled                                                                    o’Connell/David
                                                                                               Sorrigan
          Outcome 29 As part of an overall                 Bob Osbourne      N/A               N/A               SCC (Housing and
          housing strategy for the district                                                                      Planning)
          ensure that all social housing is made
          decent by 2010, unless a later deadline
          is agreed by DCLG as part of the
          Decent Homes programme.
LAA 80    Non-decency targets to deliver Decent            Bob Osbourne      Gary Rearden      Paula             SCC (Housing and
          Homes by 2010 (or later deadline as                                                  McGuiganstuart    Planning)
          approved by DCLG) which are agreed with


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                                                            April 2007
           Government Offices and monitored at District
           Level against trajectories reported in LA
           BPSAs RSL and RSRs.
LAA 81a    The proportion of local authority homes which      Bob Osbourne      Gary Rearden    Paula            SCC (Housing and
+ LAA      were not decent at the beginning of the year -                                       McGuiganstuart   Planning)
81b        Annual                                                                               Rearden
LAA 82     The total number of private sector properties      Bob Osbourne      Gary Rearden    Paula            SCC (Housing and
           which were non decent at the beginning of                                            McGuiganstuart   Planning)
           the year occupied by owner or tenant in
           receipt of income related or disability benefits

LAA 83     Improve energy efficiency to public sector         Bob Osbourne      Gary Rearden    Paula            SCC (Housing and
           homes                                                                                McGuiganstuart   Planning)
           Outcome 30 Reduce environmental                    Wayne Priestley   Mark Cashin     N/A
           crime in the city
LAA 84a    The number of deliberate secondary fires in        Wayne Priestley   Geoff Akroyd    Roselyn Baker    Fire and Rescue
- LAA84e   Salford - Quarterly                                                                                   Service
LAA 85a    The number of primary vehicle fires in Salford     Wayne Priestley   Geoff Akroyd    Roselyn Baker    Fire and Rescue
– LAA85e   - Quarterly                                                                                           Service




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         Putting the theory in to
               practice….


         Part 2: Accessing PMF




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Accessing PMF in 3 simple steps
How do I access PMF?

The PMF is a web based system, that means, from within your organisation
you can access the system by a dedicated web site.

The following steps will take you through how to:

      Access PMF
      Log in
      How to find the Performance Indicators you and your organisation are
       responsible for
      How to input data
      How to interpret the terminology
      What type of information you need to provide i.e data or qualitative




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Step 1 – Accessing PMF
The web address for the PMF system is:-

The following home page will be displayed.



Step 2 – Log in

You will find the ‘Log in’ icon at the top right hand side of the PMF home page.

Click on the Log in icon to access the log in table




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A log in window will now appear.

Type in your username and password which has been provided to you. If you
have forgotten your log in details or wish to change them, then please contact
keeley.sutton@salford.gov.uk or 0161 793-3422.

Once you have input your username and password, please click on the ‘log in’
button.

You should have now successfully logged in.




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Step 3 Accessing your performance indicators?
After logging in, you will be returned to the homepage. In the top left hand
corner of the home page, click on the ‘My PMF’ icon.




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You will now be able to view all the performance indicators for which you have
‘performance administrator’ responsibility for. (N.B In the PMF, your name will
appear as a ‘Collating officer’).




To the left hand side of the page you will see a list of indicator codes.

By selecting the indicator code, you can then gain direct access to each
Performance Indicator you are responsible for.

For example; the code ‘LAA37a’ relates to the following indicator:-

      Reduce levels of overall crime in Salford (British Crime Survey
       Comparator Crime), as recorded by Greater Manchester Police: All
       Salford




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You will now be able to view the detail of the performance indicator you have
selected.




On this page, you will see that there are fields for inputting standard
information, which you will see has already been completed:-

Year: the year to which the indicator relates
Indicator: The code which has been allocated to the LAA indicator
Indicator type: All the indicators you will access are allocated as LAA
indicators
Description: The title of the indicator
Authorising Officer: The person ultimately accountable to the LSP and for
consistent under performance issues that would need resolving at a strategic
level.
Responsible Officer: The person who will be the middle manager or lead
officer responsible for resolving any under performance/poor reporting issues
and providing risk based information.
Collating officer: A Performance Administrator who will be responsible for
collecting and inputting information into the PMF.
Editorial access: Enables other users of the PMF to have editing access to
the respective indicator.

 *There are a number of other fields on the above screen which are not
 being utilised for the purposes of the LAA. If these fields are not
 mentioned in this guide then please ignore them**.

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         Putting the theory in to
               practice….


           Part 3: Inputting data




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Putting the theory in to practice….
By now, you have learned to access PMF, log in and navigate your way
through the system to the performance indicators you are responsible for.

The following exercise will enable you to gain a greater understanding of how
to use the system and to also think about the information which you will need
to input into the system in due course for the Performance Indicators which
you have input responsibility.

You are now ready to begin….(Refer to Steps 1 – 3 for guidance on Logging
in and accessing the system)

Step 4 – Editing
To input any data or text into the PMF system, you will need to select the
‘edit’ function.




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You will notice that the screen format has changed and that many of the fields
have ‘opened up’ to allow changes/additions to be made.

The screen you are now in should look like this:-




Step 5 Inputting targets and quarterly reporting
From this page, with your mouse scroll down until you reach the field which is
headed as ‘Performance data’. This is where annual targets and year end
figures are input.

For many of the LAA Performance Indicators, the target information has in
most cases already have been input as these have already been agreed by
your organisation in advance. See the example below:-




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Take some time to familiarise yourself with the targets. The performance data
table also allows you to add in other types of data.

Historic Data

Under performance data section you will see that historic data can be added,
going back to 2002/3. Where possible please complete actual targets
achieved for previous years. This will allow you to see trends occurring, i.e
how a service has performed previously and how that compares to current
performance.

Benchmarking

Benchmarking information, is a type of comparator information that enables us
to compare our services to other areas either at Greater Manchester Level,
regionally or nationally.

However each service or organisation has different criteria for comparing the
quality of their services to other areas. For instance, The Council’s Children’s
Services compares itself to authorities outside the Greater Manchester region,
to authorities in the North East of the country, because of demographic
similarities.



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Other teams and organisations compare themselves to neighbouring
authorities, such as Trafford or Manchester. There are other ways to
benchmark services and are individual to each organisation. Indeed,
benchmarking information isn’t always available or reliable so it is not always
possible to make such comparisons.

However where it does exist, we need to ensure we capture this.

The PMF has the capacity to hold 3 types of benchmarking information that
allows us to compare services to those being delivered else where.
You can use the following fields to do this, Top Q, Median, Bottom Q.

Use the following fields to input Benchmarking information actual data
(where it exists).

Projection: This field allows you to input a figure for the projected year end
figure which may be different from any annual target set. This may include
targets that are set nationally by the Government or other agencies.
Top Q: ) This fields allows you to input comparator data on how the best
performing organisations either locally, regionally or nationally are performing
and allows you to benchmark with other authorities.
Median: ) This field are for the input of comparator data. It is based on the
performance being achieved by the top 50% of local authorities or
organisations .
Bot Q: ) This fields allows you to input comparator data on how poorly
performing organisations either locally, regionally or nationally are performing
and allows you to benchmark with other authorities or organisations.
Average: This is the average performance being achieved by the comparator
group in question.

If you are unsure how your benchmarking information ‘fits’ into the Top
Q, Median or Bottom Q fields, please contact a member of the Policy and
Improvement Team, (page 50) and we will advise on this further.

 **It is good practice to save changes/additions as you go along. You
 can save changes /additions by clicking on the ‘Save’ button at the top
 of the screen. You will need to re-select the ‘Edit’ mode after saving**.




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Making Monthly Comparisons

Now you can scroll down to the section headed ‘Monthly comparisons’.
This section allows you to input and monitor monthly/quarterly/6-monthly
milestones.




Using the radio buttons (The ‘yes/No’ buttons under each month), you need to
select a quarterly reporting frequency. By selecting ‘yes’ for the months of
June, September, December and March.

By selecting these, you are stating that the performance information you are
providing is for the following quarters:-

Quarter 1= April - June
Quarter 2= July - September
Quarter 3= October - December
Quarter 4= January - March

Setting Milestones

Using the ‘Milestone’ field, complete some milestone information of how you
expect to be performing for the months of June, September, December and
March.

Reporting Actual Performance

At the end of each quarter, under ‘Actual’, you will need to input the actual
performance data that has been achieved.



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Remember to save the data you have added be using the ‘save’ icon at the
top of the page. Now select the ‘edit’ function using the ‘edit’ icon at the top of
the page to continue inputting.

Step 6 – Inputting Performance Commentary
During step 5, you learned to input data for the performance indicators you
are responsible for. In Step 6, you can learn how to provide some
commentary that will provide a written account of performance. You may need
to consult with your lead officer for this information.

Next….

Scroll down to the ‘Performance Commentary’ field on the screen which is
identified below:-




You will see a + icon which appears below the ‘Performance commentary’
heading. Select the + icon.




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The following page will now be displayed:




Under Performance Commentary, you will see, the field ‘month’. Click on the
drop down arrow at the right hand side:-

This allows you to select one of the months that you have selected as your
reporting frequency in step 5 . (June, September, December or March).
You should have already input data for these months.

Next….

Now input some comments on performance relating to the particular quarter
end you have selected. (This is to support the data you have provided in Step
5)

By selecting June, for example from the drop down list, you will be able to
input some commentary based on the respective quarters performance.

You can now enter comments in the ‘comments on current performance’
field. Type in some comments to provide some narrative. You may want to
cover the following:

      Reasons for over performance (i.e a success with a particular new
       initiative)
      Reasons for under performance ( i.e staffing problems, delay in
       activities commencing)
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      Examples of good practice of your organisation working in partnership
       with other organisations that are helping to achieve the LAAA targets

‘Comments on current performance’ will be based on how you have
performed based on the previous quarter, the annual target (after 4 quarters
only) and whether you’re on track to meet future milestone targets. You can
also provide some comments on how you are comparing to other areas. (To
do this you may wish to revisit Step 5, which covers ‘Monthly comparisons’.

Next…..

In the next field ‘Barriers/risks to achievement’, type in some comments that
will provide information on any barriers or risks which you feel are preventing
or hindering the achievement of targets, both for the previous quarter you are
reporting on and that may effect the achievement of future targets.




For example, some barriers or risks could be in relation to resource issues,
training needs, etc, but it is important that these are recorded so that these
barriers/risks can be addressed by the Local Strategic Partnership

Next….

Now you have completed Barriers/Risks, you can now input your ‘Future
actions’ that will address such risks and reverse any underperformance
trends enabling the longer term targets to be achieved. In this section you
may wish to include information about a specific action or series of activities
that will mitigate any risks.

Finally, in ‘value for money’ section, you should provide here comments in
respect of whether the service the PI relates to is providing good VFM. This is

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one of the essential requirements of the Government’s assessments of the
LAA.

When you have inputted some commentary in to the VFM box, you have now
finished the commentary section, make sure that you ‘save’ the text which
has been input.

Now click on the ‘Close’ icon at the top of the page. This will return you to the
main PI details screen:-




Congratulations! You have now successfully completed the first 6 simple
steps to performance management!

The next step will take you through, how to generate a report from the
information you have put in to the system.

Such reports are useful for internal team meetings and other groups who meet
to discuss the performance of services.

The information you have provided in PMF will be used to generate reports to
the Local Strategic Partnership.




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Step 7 – Generating Performance reports
Now you have input information for the last quarter (i.e June, September,
December or March), PMF has the facility to generate reports on the
information on all the LAA performance indicators and achievement against
targets that have been put in to the system.
If you would like to generate a report , you can do so by following these few
easy steps.

At the top of this page in the grey shaded area, you will see an icon headed
‘PI baskets’.




Now select the ‘PI Baskets’ icon. The following page will be displayed:




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Next…..

Now scroll down the screen and click on the heading- ‘Local Area
Agreement’. This will provide you with access to the ‘basket’ containing all
the LAA performance indicators.




From this page, you will be able to view all the LAA performance indicators.
To the right hand side of the screen is a ‘View monthly performance
summary’ icon.

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As you have already input data based on a quarterly reporting frequency of
June, September, December and March. Select a month from the drop down
menu e.g June

A report for the complete basket of LAA Performance Indicators will be
displayed incorporating the data and performance comments which you have
input.

You can repeat this exercise after each quarter.

For information on other reports that can be generated, please contact the
Policy and Improvement Team, Chief Executive’s 0161 793- 3446. Your
managers may be interested in receiving reports by LAA outcome or objective
and this is something that will be available in due course.




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Step 8 – Log out!
Logging out is simple, you will see the top right hand side of the screen has a
‘log out’ function. Select this icon and you will return to the PMF homepage,
where you can exit the site.




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         Putting the theory in to
               practice….


     Part 4: Next Steps & Post
   training reporting deadlines




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Next 2 Steps…
We have already come a long way in terms of getting our performance
management systems fit for purpose for monitoring progress of the Local Area
Agreement. We have a solid foundation in which we can build on and we now
need your help to ensure that every single LAA performance measure in the
PMF has accurate performance data and information in it.

If we are to tell Salford’s story in the LAA Self assessment in November 2007,
we need your help to ensure the performance against each of the 85
Performance indicators is accurate and up to date.

In your role as performance administrator, over the next 6 months - we need
your assistance to complete the following tasks for each LAA performance
indicator:

      Review the current information in the system. After doing so, for each
       Performance indicator you are responsible for; working with your lead
       officer, complete the following sections:
      Historic data (where this is available - See Step 5)
      Benchmarking (See Step 5)
      Monthly comparisons (See Step 5)
      Milestones (See Step 5)
      Actuals (See step 5)
      Performance commentary (See step 6)

Performance Reporting Deadlines

                                        Performance information
Deadline
                                        required

31st May 2007                           Historic Data
                                        Benchmarking data


30th June 2007                          Quarterly (future) Milestones


6th July 2007                           In addition to the above –
                                        Actuals, (based on April to June
                                        Quarter 1 performance)
                                        Performance commentary

                                        Actuals, (based on July to September
12th October 2007                       Quarter 2 performance) Performance
                                        commentary

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Part 5: PMF Follow up support




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OFFICER SUPPORT
We are here to help! Please do not hesitate to contact any of us should you
require any support in using the PMF system. If you have not received training
on the PMF system and are interested in receiving some, please also contact
us to arrange this.

Roz Catlow
Policy and Improvement Team
Chief Executive’s Department
Salford City Council

0161 793 3173
Roz.catlow@salford.gov.uk


Keeley Sutton
Policy and Improvement Team
Chief Executive’s Department
Salford City Council

0161 793 3422
Keeley.sutton@salford.gov.uk


Neil Watts
Policy and Improvement Team
Chief Executive’s Department
Salford City Council

0161 793 3446
Neil.watts@salford.gov.uk




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