Neighbourhood Partnerships Performance ... - Edinburgh Council

Communities and Neighbourhood Committee 10.00am, Tuesday 25 November 2014

Neighbourhood Partnerships – Performance Framework Item number

7.2

Report number Executive/routine Wards

Executive All

Executive summary Neighbourhood Partnerships (NPs) have developed a refreshed performance framework which provides a range of tools to support NPs in measuring their progress, enabling areas for improvement to be identified, and successes to be demonstrated. The framework is designed to be easy to access and understand, ensuring that performance information is readily available, regularly maintained and free of jargon. The new performance framework will complement and support the delivery of Local Community Plans (LCPs) which set out the vision, priorities and actions for each NP. The new plans, covering the period 2014 to 2017, have been developed based on local intelligence drawn from a range of sources such as partner service data, local research, national statistics and crucially ongoing dialogue with people in the area. The plans also provide a platform for a local focus to the delivery of the City Community Plan (SOA4) 2013-16 outcomes and Council strategic objectives. This report sets out the performance framework, together with details of future developments to ensure an outcome focussed shift at a local level is embedded in moving forward. This report is complementary to the Neighbourhood Partnerships Local Community Plans 2014-17 report also presented at this Committee meeting.

Links Coalition pledges P33 Council outcomes CO23, CO24 Single Outcome Agreement SO1, SO2, SO3,SO4

Report Neighbourhood Partnerships – Performance Framework Recommendations It is recommended that the Communities and Neighbourhoods Committee: 1.1

Notes and promotes the refreshed approach to performance management across the NPs;

1.2

Notes the progress made to date in embedding this approach;

1.3

Notes the alignment of NPs and Edinburgh Partnership performance reporting; and

1.4

Agrees to refer this report to the twelve NPs for consideration.

Background 2.1

The Neighbourhood Partnerships (NPs) have recently launched the third iteration of their Local Community Plans (LCPs) 2014-17, setting out the key community planning priorities for each area. With this refresh, NPs are realigning their work to ensure they meet their revised priorities. Embedding a consistent performance framework as part of this process will assist NPs to demonstrate their progress in delivering these priorities.

2.2

The Edinburgh Partnership (EP) is currently developing a new Single Outcome Agreement with appropriate performance measures. Work is being carried out to ensure that the NP and EP activity is complementary, providing a common platform for performance measurement and a consistency of approach at both the strategic and local levels.

Main report 3.1

The refreshed performance framework sets out the principles and a proposed methodology for NP performance reporting. This will assist the NPs to monitor and support partnership activity, highlight and communicate achievements and identify opportunities for improved joint working. This process will ensure the work is responsive to the needs and ambitions of the community.

3.2

The key principles of the performance framework are that information is: a. easy to access and understand; b. focussed on outcomes rather than outputs; and c. developed to ensure consistency with other performance processes.

Communities and Neighbourhood Committee – 25 November 2014

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This will ensure that reporting is made as useful as possible to partners and communities, and aims to make the monitoring process as efficient as possible. 3.3

The framework will support NPs in producing three key performance products, as follows: a. an action plan for each NP priority with appropriate milestones and measurements; b. regular reports on priorities; and c. annual scorecards detailing key outcome indicators. These will assist the NPs to monitor their work against the priorities in the LCP, standardise performance reporting in each NP, and promote consistency of measurement at city and local levels.

3.4

The framework guidance demonstrates how NPs can manage their action plans and provides a template to support this activity. This template details how NPs can detail the discrete actions it proposes to take forward to make improvements against a given priority. These can then be broken down into specific milestones which can be updated as work progresses. As dynamic documents, action plans will be reviewed on a regular basis, with the template providing the NPs with a tool not only to set out partnership activity but also to record and track progress against each action.

3.5

The tracking and reporting of progress will be supported by the use of the Covalent performance management system. This provides a standard approach across the NPs. By using this system, NPs will be able to monitor and report progress on the delivery of the LCPs using output and outcome performance indicators. This will enable performance reporting across the NPs to be as efficient as possible. It will also increase transparency and demonstrate the contribution NPs make to local communities and the city strategic outcomes for community planning.

3.6

The framework has been developed to build on the existing work carried out by NPs and to ensure that the recording, monitoring and reporting of partnership activity is comprehensive and accessible for all stakeholders. It is planned to embed the framework within each NP during 2014/15. Whilst the framework provides guidance for action plan development and performance monitoring and reporting, it is designed to be flexible, allowing each NP to implement it in a way best suited to the needs of its area and current work practices.

Measures of success 4.1

The rollout of the performance framework is planned to coincide with the launch of the new LCPs for each NP. The performance framework will be reviewed when these plans are renewed in 2017. Success will be measured in terms of how effectively each NP can demonstrate progress towards objectives, using the framework.

4.2

NPs measure their overall success through key indicators as measured through the Edinburgh People’s Survey. These are:


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•

Improved satisfaction with neighbourhoods as a place to live.

•

Satisfaction that people from different backgrounds can get on well together.

•

People feel they are able to have a say on things happening or how services are run in their local area.

Financial impact 5.1

The costs associated with the performance framework have been met within existing budgets.

Risk, policy, compliance and governance impact 6.1

The key risks within the performance framework are associated with achieving outcomes detailed in the LCPs. Inconsistent use of the framework provides an inaccurate picture of how effective partnership work has been and affects the ability of NPs to meet the needs of their community. The actions and the monitoring of those actions are owned by all the partners involved, while NP support teams will facilitate the process of performance reporting.

Equalities impact 7.1

Local community planning activity and the work of NPs contributes directly to the delivery of the Equality Act 2010 general duties of advancing equality of opportunity and fostering good relations. This is evidenced through the engagement strategies and plans which involve working with all partners and members of the community, detail how barriers to engagement will be removed and seek to promote buy in across communities to common goals. The performance framework supports this process and ensures that NPs make decisions based on accurate information.

Sustainability impact 8.1

There are no adverse environmental implications arising from this report.

Consultation and engagement 9.1

There has been ongoing consultation with the Services for Communities NP support teams which will facilitate the performance monitoring and reporting process and the Business Intelligence Team which will provide a key link with performance reporting to Edinburgh’s strategic partnerships, and as a provider of performance information.

9.2

As a partnership approach, NPs actively engage all stakeholders at a local level. Core to this is the involvement of the community, with people actively participating in all NP structures and processes.

Background reading/external references N/A


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John Bury Acting Director of Services for Communities Contact: Natalie McKail, Environmental Health / Scientific Services, Registration, Bereavement and Local Community Planning Manager / Mortonhall Action Team Manager E-mail: [email protected] | Tel: 07717224843 Contact: Christine Doherty, Partnership and Information Manager, South West Neighbourhood Team E-mail: [email protected] | Tel: 0131 527 3830

Links Coalition pledges

Council outcomes

Single Outcome Agreement

Appendices

P33 – Strengthen Neighbourhood Partnerships and further involve local people in decisions on how Council resources are used CO23 – Well engaged and well informed – Communities and individuals are empowered and supported to improve local outcomes and foster a sense of community CO24 – The Council communicates effectively internally and externally and has an excellent reputation for customer care SO1 – Edinburgh’s economy delivers increased investment, jobs and opportunities for all SO2 – Edinburgh’s citizens experience improved health and wellbeing, with reduced inequalities in health SO3 – Edinburgh’s children and young people enjoy their childhood and fulfil their potential SO4 – Edinburgh’s communities are safer and have improved physical and social fabric Appendix 1 – Neighbourhood Partnership Performance Framework.pdf


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Neighbourhood Partnership Performance Framework

Neighbourhood Partnership Performance Framework 2014-2017

It is important for every Neighbourhood Partnership to be able to measure its performance so that it can demonstrate its success and highlight areas for improvement across all joint work between community planning partners. This document sets out principles to support Neighbourhood Partnerships in doing this, and gives an overview of how information can be presented. The two appendices to this document offer further explanation and examples of how this can be achieved as well as definitions of key terms.

Principles of the Performance Framework Easy to access and understand Performance information needs to be readily available and regularly maintained, clearly laid out and free of jargon. Focused on outcomes rather than outputs Performance information is used to measure the difference made to local people and communities, rather than changes made to services. Consistency with other performance structures Performance information needs to be developed to promote consistency with the Edinburgh Partnership approach to ensure services are monitoring their work consistently at all organisational levels.

The Products of Performance Framework To assist Neighbourhood Partnerships report performance in line with these principles, there are three products: A

An action plan for each priority in the Local Community Plan.

B

A performance report bringing together the progress of the action plans.

C

An annual Partnership Scorecard report on a small number of agreed key indicators common across the Neighbourhood Partnerships.

The following sections explain these in further detail. For more information on how Neighbourhood Partnerships can embed these into Partnership business please refer to the guidance note in Appendix 1.

Performance Framework A

The Action Plans

Local Community Plans detail priorities that the community wants each Partnership to address. Action plans detail the activities undertaken to towards each priority. Every priority in the Local Community Plan will have an action plan, this will detail information such as: • • • •

What will occur; Who will do it (i.e. which partners are involved and who leads); When it will take place, and when it is expected to be complete; and What resources (i.e. money, staff, information) are needed.

The actions plans will shape and drive day-to-day partnership work. They will break each action down into tasks and milestones making clear the roles and responsibilities for each partner. Action plans are a tool which partners use to organise activities against a priority. They are designed to be flexible and their production need not be onerous. The action plan reports ensure discussions at the meeting are informed and progress can be easily monitored. In turn, active communication following meetings will ensure partners’ responsibilities are clearly defined.

B

The Performance Report

Local priorities will vary across the Neighbourhood Partnerships. A planned and consistent approach to performance reporting across the city will however, increase accountability and help demonstrate the value that Neighbourhood Partnerships add to local communities. It is proposed that each Neighbourhood Partnership presents a performance report at each Partnership meeting combining information on each of its Local Community Plan priorities. These will show both information from the action plans as well as outcome indicators related to the local priorities and the relevant Edinburgh Partnership outcome. Each Neighbourhood Partnership is also responsible for reporting progress against the priorities in its Local Community Plan to the wider public and a variety of communication tools can be used, including: • • • •

The Neighbourhood Partnership website; Other online tools such as social media, and performance reporting software; Visual displays in Neighbourhood Offices, libraries, at meetings and events; Promoting case studies.

It is important that all external communication is done clearly, and uses language that is easily understood. The Neighbourhood Partnerships’ strategic approach to communications sets out that communication needs to be: • • • • •

C

Clear and effective; Inclusive and accessible to all; Consistent in tone and key messages; In plain English using positive, action focused language; and Well timed and appropriately targeted.

The Annual Scorecard

The purpose of a Partnership Scorecard is to monitor a range of core outcome indicators at the local level. Over time, this will highlight where partnership activity undertaken towards local priorities, contributes to the strategic outcomes laid out by the Edinburgh Partnership Community Plan and the outcomes set out by the Scottish Government. The outcome indicators in the Scorecard will be focused on measuring changes in outcomes across the city. Each Partnership, when producing its Scorecard, will be able to link these indicators to local priorities where appropriate in order to illustrate the effects of local partnership work. The Scorecards will be produced annually, presented individually to each Neighbourhood Partnership, and collectively to each partner at a senior level, for example, the City of Edinburgh Council Communities and Neighbourhoods Committee.


Appendix 1 Guidance Note

1

Introduction The Neighbourhood Partnerships Performance Framework sets out the principles for performance reporting. In line with this and to deliver against priorities in the Local Community Plans, it will assist Neighbourhood Partnerships to develop a consistent routine of planning and reporting detailing how partners work together. The aim of this guidance note is to provide a point of reference for consistent terminology as well as setting out examples of how Partnerships may wish to implement the Performance Framework. It also provides guidance on creating an action plan, an overview of Covalent, and how these can be used to report progress to both the sub-group and the Neighbourhood Partnership. The majority of Neighbourhood Partnerships remit responsibility for taking forward actions to sub-groups. Responsibility for developing, implementing and reporting on progress towards each priority usually lies with each sub-group. This document establishes a process to ensure this is done in line with the SMART criteria (specific, measurable, achievable, relevant, and timely) so that partners know they are delivering the best services possible for local communities.

Outcomes, Priorities and Actions When discussing performance reporting it is important that terminology is used consistently. Figure 1 shows the relationship between inputs, outputs, and outcomes, where inputs are resources such as money, materials, or staff time, and outputs are produced as a result of various actions and tasks. An output can take a variety of forms including physical improvements such as buildings or renovations, or new processes such as an anti dog fouling campaign, or a youth tracking system. Outputs are separate from outcomes. Outcomes represent the change we want to see without defining a process, such as a cleaner environment or improved community safety. Figure 1 – Relationship between inputs, outputs, and outcomes

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For example, building a hospital requires inputs (labour and materials), it requires a range of actions and tasks (planning, construction and recruitment), and results in an output (a functioning hospital). The outcome is improved public health. There are direct links between inputs, actions, and outputs, however the outcome is separate and relates to why the work has been undertaken. A focus on outcomes rather than outputs encourages partners to look at different ways of working and encourages change to processes where they are no longer effective. It also recognises a holistic approach is necessary to achieving goals as positive outcomes are dependent on a number of additional factors often out with Partnership control. Figure 2 sets out the hierarchy of terms used in different layers of plans or strategies with a brief description. Figure 2 – Hierarchy of terms

The theme is the title for the area of work, such as ‘transport’ or ‘health’, and the outcomes are set goals within that area of work, such as ‘transport that is accessible for all’ or ‘people experience reduced inequalities in health’. Priorities are the interventions key to achieving an outcome, and these often differ in different communities. For example to see the biggest improvement in public health may require a focus on substance misuse in one community, while it may be achieved by promoting healthy eating and exercise in another. Actions set out work that needs to be done in relation to a priority, and tasks are distinct pieces of work undertaken by a partner towards completing an action. Milestones are set for each task and when achieved represent a success that can be demonstrated. The Edinburgh Community Plan sets outcomes to be achieved across the city and each Local Community Plan details the priorities for each neighbourhood area. Priorities in the Local Community Plans represent the areas of intervention that local people have highlighted as key to achieving positive outcomes for their neighbourhood. Actions and tasks are detailed in the action plans used by each Partnership to organise their activities.

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Figure 3 shows how action plans sit beneath the Local Community Plan, and priorities identified in the Local Community Plans complement the Edinburgh Community Plan Strategic Outcomes. Figure 3 – Hierarchy of Partnership Planning

Edinburgh Partnership Community Plan 1. Edinburgh’s economy delivers increased, investment, jobs, and opportunities for all

2. Edinburgh’s citizens experience improved health and wellbeing, with reduced inequalities in health

3. Edinburgh’s children and young people enjoy their childhood and fulfil their potential

4. Edinburgh’s communities are safer and have improved physical and social fabric

Local Community Plan Almond Neighbourhood Partnership

Health Priorities

Environment Priorities

Community Safety Priorities

Action Plan Health Priority #1 Activities in action plans

Activities in action plans



Children and Young People Priorities

Measurement As the relationship between actions and outcomes is more fluid than between actions and outputs, there is not always a direct link between partner activities and the positive change in an outcome. Changes in outcomes tend to happen very slowly, and we usually measure them through proxies (e.g. unemployment rates, disease incidences etc.) that have publication delays (i.e. newly published data relates to the previous year). As a result agencies often monitor their outputs to show progress immediately, this can be very useful but overall success should always be gauged by measures that focus on outcomes. The following lists ways to measure progress and how they should be approached: Milestones relate to the individual tasks partners need to do in order to complete an action. They are set when work is undertaken, the completion of tasks and achievement of milestones provide a qualitative measure of how work is progressing.

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Output indicators are used to describe specific service processes, e.g. how many social care assessments have been completed within a certain time, for a particular month. They are useful in illustrating operational changes and how actions are having an effect. As they are often collected internally by partners they usually benefit from showing very recent information, allowing partners to take immediate action if required. Obvious positives or negatives can be taken from some output indicators, however too much focus on whether a particular process trend is good or bad can take focus away from the intended outcome. As such, output indicators should always be accompanied by a narrative that explains the observed trend in terms of the desired outcome. Outcome indicators relate to the overall goal. As outcomes are normally concepts, such as people being safe, or people free from poverty, they are measured using proxies such as incidence of crime and fear of crime, or income and employment levels. It should always be remembered that a sudden change in this type of data is less common and often relies on many factors external to Partnership work. To ensure a clear focus across the city, it is proposed that the Neighbourhood Partnerships and Edinburgh Partnership use a common set of outcome indicators. Partnerships will be able to link priorities in their Local Community Plan to outcome indicators as appropriate. From this set there will be a small set of core indicators common across the Neighbourhood Partnerships used to form a Scorecard for each Partnership. This Scorecard will be produced annually for the Neighbourhood Partnerships and reported to partners at a senior level, for example the City of Edinburgh Council Communities and Neighbourhoods Committee. Consistency in measurement between the Neighbourhood Partnerships and the Edinburgh Partnership will aid a consistent approach to performance reporting, and will assist in aligning the delivery of the Local Community Plans and the Edinburgh Community Plan. Figure 4 shows the different layers of planning along with examples and highlights the common pool of outcome indicators used across the city. Additionally Figure 4 shows the Scottish Government Outcomes in relation to the Edinburgh community planning structure. The Scottish Government has set sixteen national outcomes of which local authorities must be mindful. Where possible, consistent outcome measures should be used at national, city and neighbourhood levels to ensure work at all three levels is complementary.

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Figure 4 – Examples for different levels of community planning and measurement

Focus

Example

Scottish Government Outcome

We live our lives safe from crime, disorder and danger.

Edinburgh Community Plan Strategic Outcome

Edinburgh's communities are safer and have improved physical and social fabic

Measurement Scottish Government Outcome Indicators

Outcome Indicators Local Community Plan Priority

Reduce anti‐social behaviour

Sub Group Action

Implement a youth tracking system

Partner Task

Supply information to all key partners on tracking systems elsewhere

Example / Description Scottish governement crime related indicators by which they monitor long term trends in crime.

Satisfaction with area as a safe place to live Anti‐social behaviour recorded per capita

Output Indicator

Number of young people on the tracking system

Milestone

All key partners know what a tracking system is and how it works 6

Partnership Work Partnership work is where activities are undertaken by a number of agencies or groups with the purpose of meeting jointly agreed outcomes. Often it is not obvious what qualifies as partnership work and partners may wish to use the criteria set out in Table 1 to help ensure focus on joint working rather than core service delivery. Table 1 – Assessing Partnership Actions Score Criteria

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A

Actions are being taken forward by two or more partners.

B

There is a clear link between the key action, and the outcomes the Partnership wants to achieve.

C

The Partnership has a very clear idea, based on evidence, of what the problems are locally, and what is causing them.

D

The actions being taken are known to be the best way of tackling the problems.

E

They are highly likely to work because they have worked before in a similar situation (they are best practice).

3

1

Actions are being taken forward by a lead partner and supported by other partners. There is some link between the key action and the outcomes the Partnership wants to achieve, but it could be more specific.

Actions are being taken forward by a single lead partner with no support from other partners. There are no obvious links between the key action and the outcomes the Partnership wants to achieve. Ideas of what the problems are locally are based on anecdotal rather than clear evidence. The Partnership has not made the link to what is causing problems. There is little evidence that the actions being taken are proven to be the best way of tackling the problems. There is some doubt that they will directly achieve the desired outcomes because they are untried, or the links to the outcomes are weak.

The Partnership has some evidence of what the problems are locally, and what is causing them. Some of the actions being taken are known to be the best way of tackling the problems. Some things are highly likely to work because they have worked before (they are best practice). For others, there is more doubt.

The scoring system set out above highlights five criteria through which actions can be assessed for Partnership work. A high score indicates that the Partnership should take action and should expect success in working towards the priority. A low score indicates Partnership working may not be appropriate or the action is less likely to succeed in taking forward the priority. The criteria however should only be used as a guide to help the Partnership decide whether actions are being taken where it is appropriate. Criteria A and B are important to ensure work is specifically suited to joint working rather than handled by a single group or agency. Criteria D and E help question the approach and highlight where work should be a success. Criteria C helps illustrate whether the Partnership has appropriate processes in place to tackle the work required.

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Using Covalent The Council uses the Covalent Performance Management System to report performance indicators to management teams and elected members. It also supports project, service plan and risk management. The system contains details of thousands of indicators and projects. These records can be viewed on screen, printed in reports and published to the web. Using Covalent to record and monitor sub-group action plans, Local Community Plan Priorities and Edinburgh Plan Outcomes will allow a single consistent approach to managing performance information. It is important that entries on Covalent are kept as up to date as possible so that partners get accurate information before agreeing actions. Table 3 (page 14) shows a standard Covalent report and below lists the fields with an explanation of each. Neighbourhood Priority

A priority identified in the Local Community Plan

Narrative

Elaboration of a priority, or explanation of a trend in an indicator. A graphic to indicate whether the target or priority is being met, or on track. An output or outcome measure attached to a Neighbourhood priority or action. An agreed figure, achievement of which denotes success. A graphic to indicate a positive, negative, or neutral trend in an indicator. An action attached to a Neighbourhood priority and contributing to achieving an outcome. Names of the partners responsible for delivering the action. The result of completing a task as part of an action.

Status Performance Indicator Target Long Term Trend Action Lead Milestone Progress Resources

A graphic to indicate how much work has been done relative to completion or the action. A brief list of the inputs available to complete the task.

Common in Covalent reports are progress bars and status icons that give a visual indication on how far work has developed. These should be used as a rough guide of progress to show when work has been complete and where targets have been missed. They may relate to the percentage of completed tasks, or in another appropriate fashion used consistently between actions. Similarly there are often trend graphics that can be set by the report author, these are rough guides and while they should be used consistently there is no set formula for their use.

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Action Plans An action plan is a tool to help organise activities around a particular priority. It can be used by Neighbourhood Partnerships to set out the way partners will each meet their goals. An action plan consists of a number of actions, which themselves are made up of individual tasks, each with agreed milestones that mark completion. Each action will include the following information: • • • •

What actions will occur Who will carry out these actions When they will take place, and when it is expected they will be complete What resources (i.e., money, staff) are needed to carry out these changes

The main benefits of using an action plan are: • • •

It ensures Partnership work is well organised and transparent. It helps partners understand what is possible to achieve. It increases accountability and makes it clear where responsibility lies.

Partnership sub-groups are often built around commonly themed priorities, e.g. related to health, or environment. As such, action plans for each priority may be grouped together as ‘sub-group action plans’ depending on the partnership structure. Each Partnership is different and approach joint work in different ways. Action planning needs to be presented in a form with which partners are comfortable, but still meet certain criteria. Partners need to ensure the action plan is: • • •

Complete Clear Current

It lists all the actions and tasks undertaken for each priority. It is obvious which partners will do what and by when. The action plan is up to date and reflects work in progress.

Table 2 shows an action plan template with information that needs to be collected, and Table 3 shows a corresponding covalent report. (see pages 13 & 14) While the Local Community Plan sets out priorities for each Neighbourhood, action plans detail what is being done to take each priority forward. Figure 5 details the information that needs to be covered in the action plan for a priority. A priority leads to a number of actions, which in turn will involve a number of tasks.

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Figure 5 – Action Plan Structure

Neighbourhood Priority ‐ Local Community Plan priority linked to an Edinburgh Community Plan Outcome Key Action (1) Description including partners involved , lead and due date

Key Action (2) Description including partners involved , lead and due date

Key Action (3) Description including partners involved , lead and due date

Task (1) Info and due date












Action plans need to be written in line with the SMART criteria, ensuring that all actions are: • • • • •

Specific – tasks are clear and aimed at explicit improvement Measurable – progress can be clearly monitored Achievable – results can realistically be achieved given resources Relevant – actions do what is required to meet the priority Timely – the timescale is acceptable and deadlines are understood

Action Planning Process The actions plans, whether delivered through sub-groups or by the Partnership, will shape and drive day-to-day partnership work. The action plans will need to be refreshed regularly as work progresses, Figure 6 shows the cycle through which action plans can be developed and maintained. Decisions taken in meetings can be supported by an action plan report circulated beforehand containing up to date information relating to each action, and decision notes circulated as soon as possible following the meeting so all partners are aware of their role. A decision note is a brief summary of the agreements made in the meeting and serves to ensure communication is consistent, and partners’ responsibilities are clearly defined, they are expected to be produced quickly and not be overly detailed. Prior to Partnership and sub-group meetings the chair needs to be briefed on how the actions will be recorded and may want to make a point of clarifying actions as they arise in the meeting. Following the decision to undertake work the supporting officer will create an action in Covalent. The decision note and the entry Covalent need to detail partner tasks and the milestones agreed in the meeting. As the action progresses the officer updates progress in Covalent so when meeting papers are produced for the next meeting an action plan report showing snapshot of progress can be circulated.

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Figure 6 – Action Planning Process Action Plan Report

Meeting

Current status of actions

Review and agreement to take action

Action Plan

Decision note

Updated as action progresses

Circulated following the meeting

After the Action Plan: Getting members to do what they said they would It is important that partners work together to ensure work progresses. There are several ways partners can support this, such as: • • • • • •

Immediately following the meeting a very brief decision note can be circulated with the list of actions that will be taken forward. Periodically distributing the updated action plan to all members of the group as work progresses. Regular phone calls to ask how partners are doing with their tasks. Making sure timelines (with due dates) are complete, clear and current. Ask partners to report on the tasks they have agreed to at the next meeting. Follow up on the action plan regularly.

Reporting Performance Action Plan Reports – to the Sub-group Action plan reports provide a snapshot of progress to help partners when they meet to discuss the development of work. These are intended for the group of partners responsible for delivering the actions, and will inform how the group reports back to the Neighbourhood Partnership. Using the Covalent reporting template shown in Table 2, they record milestones that have been achieved and present these along with relevant indicators in the Covalent report in Table 3. Tables 2 and 3 set out how the template can be used with actions from the following example. Example: South West Neighbourhood Partnership Skills and Employment priority 11

The Neighbourhood Partnership sought to: •

Improve local available information to get help finding work.

•

Increase access to help writing job applications and preparing for interviews for all age groups, in particular those leaving school or those who have been made unemployed after years in work.

•

Develop opportunities to gain work experience through better links with local employers, business and volunteering to improve skills levels and increase chances in finding paid work.

•

Improve links with local employers and business to help identify job opportunities for local people of all ages.

•

Work with partner organisations, schools and colleges to increase access to skills training and educational opportunities to improve job prospects.

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Table 2- Populated Action Plan Template Action

Lead

Resources

Jobcentre Plus staff JCP and members Libraries available in Library staff libraries at Development specified Officer Libraries IT times to facilities support online benefit claims

Library Development Officer

Map and streamline the Libraries local provision Senior and CLD of IT training Community staff across the Leaning and South West Development Officer

Key milestones

Milestone due date

Establish key contacts and Jan-14 referral processes Libraries to participate in Jobcentre Dec-13 Plus 50+ information day.

Milestone complete?

Milestone note

Yes

Information has been collated and circulated amongst the relevant partners

Yes

Information to be formatted and shared Jan-14 with frontline workers service users.

No

Identify take up and potential Dec-13 areas of need or duplication.

No

Action due Action Notes date

Libraries are Jan-14 amending the content of their IT courses to ensure they are more relevant for this age group. IT provision in the area has been largely mapped out some information is outstanding. Jan-14 The periods September – December 2013 will give a good overview of this.

Action complete. Progress will be monitored and an update given at the next action group meeting.

Action not yet complete Project leads to provide update to the action group.

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Table 3 – Populated Covalent Report Template The draft action plan in Table 1 input to Covalent results in the following.

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Performance Reports – to the Partnership Where Neighbourhood Partnerships devolve actions to sub-groups, each Partnership will have developed its own cycle of meetings and sub group meetings. Where a Partnership has sub-groups, a unified report on Local Community Plan priorities will be presented. This will combine information in the action plan reports with outcome indicators related to the local priorities and the Edinburgh Partnership Strategic Outcomes. Covalent can be used to easily collate all the priority action plans, along with information on key indicators. Where possible, sub group meetings should take place in advance of NP meetings to allow the production of reports in time for the Partnership meeting. Figure 7 outlines the general approach to developing, implementing and reporting progress on each sub group action plan. Figure 7 – Neighbourhood Partnership reporting process Sub‐group

Neighbourhood Partnership

Review actions and milestones in action plan

Progress reported using Covalent report

Actions and milestones updated in Covalent with descriptions and baseline information where appropriate

Performance Reports – to the Public Neighbourhood Partnerships need to ensure that performance reports are accessible to the public. This can be done in a variety of formats and updated regularly and easily. As standard, information needs to be available online so up to date information can be accessed at any time. This could be done through the Neighbourhood Partnerships’ website or alternatively using the Covalent web module. It is important that all external communication is done clearly, uses language that is easily understood, and data visualisations are used only where appropriate. When information is updated this can also be promoted through social media such as twitter and facebook, by all the agencies and groups involved in the Partnership.

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Effort should be made to incorporate performance information into other Partnership promotions to show where work has been effective. Where there is a Partnership presence at public events or conferences, information can be available as part of the display or on paper that details work in progress and recently completed Partnership actions. Some Partnerships have their own space on community centre or library notice boards and depending on how these are normally populated could also display performance related information. Information needs to be presented in a number of different forms. Combining numerical data with testimonials and case studies is useful as Covalent reports are often too complicated for people to take in quickly on notice boards. Partnership Scorecard Covalent can also be used to generate the Neighbourhood Partnership Scorecard. The purpose of the Scorecard is to keep partners focused on achieving outcomes. It is proposed each Partnership produce a Scorecard to illustrate their long term progress using a small set of outcome indicators common across all of the Neighbourhood Partnerships. These Scorecards will then be presented annually to partners at a senior level, e.g. the City of Edinburgh Council Communities and Neighbourhood Committee. Each Partnership Scorecard will link the core set of indicators to appropriate priorities in the Local Community Plan for that Neighbourhood. It is expected there will be gaps where Neighbourhoods do not have priorities to link to indicators, in these cases the indicator will remain in the document and if a negative trend is observed it may lead to a priority emerging in future. Table 4 shows an example Scorecard for South Central, the agreed priorities from the Local Community Plan are linked to outcomes from the Edinburgh Community Plan and indicators from the Scorecard indicator set. The Scorecard highlights the trend in indicators over the previous four years. Targets will be set appropriately given local circumstances and with reference to the city-wide targets. The common set of indicators allows unified reporting across the Neighbourhoods, and Table 5 gives an example of how an integrated summary could appear. Visual summaries such as this assist in providing an indication of what issues are emerging.

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Table 4 – Example of Partnership Scorecard Neighbourhood Partnership

Local Priorities

Edinburgh Community Plan Outcomes

A Improve the quality of life for residents’ of Dumbiedykes B Take action to make people feel safer both personally and in their community

South Central

Edinburgh’s communities are safer and have improved physical and social fabric.

C Reduce isolation amongst our older residents (50+)

Edinburgh’s citizens experience improved health and wellbeing, with reduced inequalities in health.

D Work with young people to improve their access to outdoor spaces and other services

Edinburgh’s children and young people enjoy their childhood and fulfil their potential.

Current City Wide Target 2013/14

Long Term Relevant Local Priorities Trend

Performance Indicator

2009/10 2010/11 2011/12 2012/13 2013/14

Employment rate

Median income

Physical activity

(D) Young People

Emergency hospital admissions

Childhood obesity

(D) Young People

Positive Destinations

(D) Young People

Feeling Safe

(B) Safety

Feel they have influence

(C) Isolation

Status

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Appendix 2 Glossary

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This glossary is to ensure that all parties have a common and consistent understanding of the terms used in the Performance Framework. Action An action is an agreement to do something towards meeting an outcome. Neighbourhood Partnerships agree actions between partners in line with priorities in their Local Community Plan, and this contributes to meeting outcomes in the Edinburgh Partnership Community Plan. Action Plan An action plan is a tool to help the organise activities around a particular priority. It groups together actions, and details the tasks that are being carried out to meet each action. Each priority in a Local Community Plan will have an action plan, and these may be grouped into a sub-group action plan, where a sub-group has delegated responsibility for meeting a number of priorities. Activities Collective term for tasks and actions, it usually a general term collectively referring to the work been done. Community Engagement This is encouraging and supporting local people to participate and be involved in decisions about their community and local area. Community Planning Community Planning is how public sector agencies, third sector organisations, and communities develop and implement a shared vision for a local area. Consultation Consultation is a time-limited exercise where opportunities are provided for all those who wish to express their opinions on proposals (such as identifying issues, developing or changing policies, testing proposals or evaluating provision) are able to in ways which inform and enhance that work. Covalent The Covalent performance management system is used to report performance to partners, the public and elected members. It supports risk, project, and service plan management, as well as hosting action plans and performance indicators, presenting them in a consistent format. Decision Note A brief note circulated immediately following a meeting detailing agreed actions and detailing responsibilities of each partner. It is designed to ensure that each partner can easily see their role and the responsibilities of others as soon as possible.

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Edinburgh Partnership This is the community planning partnership for Edinburgh and includes: • The City of Edinburgh Council • NHS Lothian • Edinburgh Chamber of Commerce • Edinburgh Association of Community Councils • Edinburgh College • Edinburgh Voluntary Organisations' Council • Scottish Government • Police Scotland • Scottish Fire and Rescue Service • Scottish Enterprise • The Edinburgh Universities • Armed forces based in Edinburgh Their aim is to improve services for the public through joint working, and as a result improve wellbeing of those who live and work in the City. Edinburgh Partnership Community Plan This is the Single Outcome Agreement for Edinburgh. It sets the outcomes the Edinburgh Partnership works towards, and provides an overview of how partners will work together to achieve community planning objectives across Edinburgh. Indicators Indicators are a set of standards or measurements against which performance can be measured over time. Inputs Inputs are the resources necessary for the production and delivery of a service. Inputs commonly include things such as labour, money, people, physical assets, or IT systems. Lead This refers to the partner who coordinates the action and has responsibility for seeing that it progresses. Local Community Plan Each Neighbourhood Partnership has a Local Community Plan that outlines the key priorities important to local people in the area. Milestone These are set as part of an action and relate to tasks undertaken by individual partners. A milestone is reached when a task is complete. Narrative This is the description that sits alongside certain performance information. It normally refers to an explanation of trends in output indicators. 21

Neighbourhood Partnership These are constituted as Advisory Committees to Edinburgh Council, made up of local councillors, local community representatives, public and third sector partners. They are responsible for delivering locally based activity in line with the Local Community Plan. Neighbourhood Partnerships Strategic Communications to communications This document sets out the Neighbourhood Partnerships strategic approach to communications. It sets out how Partnerships will improve information to communities and partners, an outline of web engagement, and branding. Outcome An outcome is the consequence of activities, rather than the product of activities. Positive outcomes refer to the overall goals of work, and are normally concepts, such as people being safe, or people free from poverty. Organisations set outcomes they want to achieve as part of the community planning process. There are two sets of outcomes relevant to Edinburgh’s Neighbourhood Partnerships. Scottish Government National Outcomes The Scottish Government has identified sixteen long term outcomes that it wants to achieve. Edinburgh Partnership Strategic Outcomes The Edinburgh Partnership Community Plan sets out four outcomes that are to be achieved across the city. Output Outputs are the products of inputs. They are the goods or services produced by an organisation for the customer. They can be physical, such as buildings or roads, or the application of a particular process, such as an assessment and referral. Partner Partners can include anyone who has committed time or resources to providing a service. Partners work with each other to improve the community. Partnership Scorecard The Scorecard groups together a small set of indicators used to measure the progress of each Partnership against set outcomes. The priorities in each Neighbourhood are different but the indicators are the same. Performance Framework This is a document that sets out how performance will be monitored and reported. 22

Partnership Work Work that is undertaken by multiple agencies or groups with the purpose of meeting joint, agreed outcomes. Priority Priorities are where the local community want to see a difference made. All communities could be cleaner, safer, or healthier, but the local priority represents how the community wants that issue to be challenged. Only those who live and work in an area can say what action should be taken, these actions are often different for each area and are reflected in different priorities for each community. Resources This covers what partners contribute towards actions; it may include staff time, facilities, funding, or materials etc. If a partner is involved in delivering an action it will be contributing resources in some form. Single Outcome Agreement A single outcome agreement sets out how community planning partnerships will work together to deliver agreed national and local outcomes and be held accountable for their delivery. The Edinburgh Partnership Community Plan is the Single Outcome Agreement for Edinburgh. SMART This an acronym that highlights the most important criteria for action planning, that objectives should be Specific, Measurable, Achievable, Relevant, and Timely. Sub-group A sub-group brings together representatives from a broad range of local community and voluntary organisations and individuals representing particular interest groups to identify and address the needs and concerns of local areas, often grouped around a theme. Task This relates to an individual piece of work undertaken by a partner or partners as part of an action. Milestones are set as part of action planning and the work required to meet a milestone is a task. Theme These are the topics or headings, e.g. health, environment, employment. They are often how services are grouped, and as a result often lead to groupings of priorities and outcomes.

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