Performance Management Framework 2006-2011
Performance Management Framework 2006-2011
AuthorPolicy Review officer
Date publishedJune 2006
Reviewed June 2009: No changes
Review dateJune 2010
Reported to Executive Committee June 2006
Policy Review Officer
Town Hall
Duke Street
Barrow-in-Furness
Cumbria
LA14 2LD
The Council’s Vision
In 2005 senior officers used their understanding of stakeholders needs and aspirations to develop a corporate vision that would give a stronger focus to the Council’s medium to long-term plans and compliment the aims of the Community Plan
The Community Plan vision is “in 2024, Barrow Borough will be a prosperous, pleasant, healthy and safe environment for our children and for us” and it aims to achieve this by:
- More and better jobs for local residents
- Better education at all levels
- Improved health for people living in the area
- Reduced crime and fear of crime
- Higher standards of housing and a more pleasant environment to live in
- Narrower gaps between the quality of life for the poorest people in our community and the average
The task groups identified by the Local Strategic Partnership to achieve these aims have now identified targets and these will be made available in the latest version of the Community Plan to be published in July 2006.
Barrow Borough Councils Vision and aims are detailed below:
To make sure that the vision becomes a reality, officers developed a performance management framework to give a stronger focus to the short-term plans and how they relate to the overarching vision. This was based on a three year improvement plan that identifies improvements from the perspectives of stakeholders, organisational improvement, learning and growth and financial implications.
The improvement plan was used to develop seven key priorities for the year that would deliver improvements to the community and contribute to the overall achievement of our vision.
These are supported by annual objectives which will facilitate the delivery of the Key Priorities. Action plans identifying specific tasks that need to be completed and measures to show progress against these tasks were also developed, these allow officers to focus on what needs to be done in 2006/07.
A corporate risk assessment was carried out on each of the annual objectives to determine their viability and identify major risks and put controls in place to mitigate the impact of those risks.
The performance framework is detailed in figure 1.