LAA Performance Management

Performance Management

We have robust arrangements in place to ensure accountability for delivery and effective performance management. In Bournemouth performance management starts well before the development of activities or the setting of targets.

It starts with a strong mandate from the residents of Bournemouth gained from widespread and inclusive engagement and the creation of a list of outcomes local people want which formed the Bournemouth Vision 2026, our Sustainable Community Strategy. It is this mandate alongside data and evidence of need that gives the partnership the authority to call partners to account for the delivery of services that can achieve the outcomes. This mandate works alongside the new duties for named partners to cooperate and have regard to Local Area Agreement targets.

Accountability and performance monitoring

Responsibility for delivering SCS goals and LAA targets is allocated to the themed Strategic Delivery Partnerships (SDPs). In addition action groups or operational partnerships often manage and support individual targets. The Investing In Communities Board is responsible for ensuring the delivery of our two LAAs and the Sustainable Community Strategy. The Board receive LAA performance reports highlighting exceptions every quarter and consider the action plans to achieve the Sustainable Community Strategy. The Council’s Scrutiny and Review Panels also receive quarterly LAA reports. Any concerns about performance that require further intervention are escalated to the Executive Board for further scrutiny and to agree actions. This performance management structure provides a mechanism for challenging poor performance and holding partners to account.

Each LAA target lead, with support from the Delivery Manager, is required to have an action plan, carry out a risk assessment (to be reviewed annually), set intervention levels for acceptable levels of performance, and carry out an equality impact needs assessment.

The Bournemouth 2026 Delivery Manager prepares quarterly LAA performance reports that contain baselines, targets, intervention levels and monitoring information which help to evaluate the effectiveness of actions and local initiatives and progression towards the LAA targets. The performance report format has been improved using feedback from partners and has easy to read graphs and information.

The reports are discussed within the performance management structure described above and made available to all partners and the community on the Bournemouth 2026 website. The commitment from all agencies is apparent as evidenced by the involvement of senior managers from partner organisations - including the Police, NHS Bournemouth & Poole, Fire & Rescue Service and the Council - demonstrating a commitment to working together towards achieving the Vision.

All partners are invited to the annual Bournemouth 2026 conference where performance information is made available. Last year’s conference focused on the way that the LAA had changed people’s lives in Bournemouth, video clips about each of our LAA1 targets were shown and delegates had the opportunity to ask questions about delivery. The video clips are available on the Bournemouth 2026 web portal at  http://www.bournemouth2026.org.uk/conference-videos.

Processes are in place to enable those targets which are not on track to be reassessed and measures taken to ensure they are achieved. LAA targets in danger of failing have been highlighted at an early stage. By working through the issues with other partners in the SDP’s and Consultation Forums who are not necessarily involved in the target delivery new effective ways of meeting the targets have been identified and implemented. One of these was the number of people having chlamydia screening and treatment. Not enough young people were being reached and screened to achieve the high numbers required to meet the target. However, through the partnership a link was made with Town Centre Management which has close links to the pubs and clubs in the area and an innovative project of screening people in these places has been set up. This target is now on track to be met and is likely to exceed the numbers required.

While individual agencies have their own performance management structures, Bournemouth 2026 is joining up Performance Management systems to streamline arrangements and ensure careful attention is paid to progress in achieving outcomes and LAA targets in particular. Our dedicated Delivery Manager performance manages the LAA’s and assists partners in the joining up of their performance management systems.

An example of partners holding the council to account is the regular meetings held between the Chamber of Commerce and the Economic Regeneration Unit on ‘recession busting’.

Performance Management Case Study 1 

Children and Young People - The multi agency Programme Group meets monthly to progress the implementation of the CYPP on behalf of the Children’s Trust/Change for Children Board and monitors outcomes. Targets are set based on evidence from the previous quarter and well established CYPP processes of evaluation and review. ‘Outcome Leads’ champion the co-ordination and development of work in the outcome areas. Strategy groups ensure co-ordination in cross-cutting areas such as economic wellbeing and reducing the impact of bullying and domestic abuse. Performance information on attainment is routinely used to drive improvements in the Enjoy and Achieve and Achieving Economic Wellbeing areas.  A steering group ensures that performance management in relation to locality working is effective and that commissioning and decommissioning take place. Feedback from locality teams and other professional groups inform the development of locality area team plans and co-ordination of strategy and action plans for presentation to the Programme Group and CFC Board. 

The Council now places greater emphasis on risk management and significant work is undertaken to maintain the risk register. Additional funds have been set aside to support projects that will reduce the overall risks faced by the Council.

 Performance Management Case Study 2

Housing - The total completion rate of new affordable housing is monitored as part of the LAA. It is also monitored through the Council’s Housing Strategy Review Group and Bournemouth’s Homelessness Strategy Group which meet quarterly to track progress with the agreed strategies.  Strategic Housing is an active member of the Bournemouth Housing Forum to help raise issues. The work of the Forum also assists in collaboratively addressing identified needs.   Up to date Housing Strategies are in place including a Housing Strategy, Homelessness Strategy, Supporting people Strategy, Learning Disability Housing Strategy and Private Sector Housing Renewal Strategy. The delivery of services to meet housing needs form part of each of these. Each identifies what work is required and provides a mechanism for monitoring this. Source: Bournemouth CAA document 2009