Data Quality Policy

Rother District Council’s

Performance Data Quality Policy

2007 - 2010

1.An Introduction to Rother District Council’s Approach to Performance Data Quality

1.1Why do we need a Performance Data Quality Policy?

Rother District Council needs timely, accurate, relevant and comparable data in order to a) manage its performance and b) make the right decisions about its services and its strategic direction. The Policy is intended to ensure a consistent standard of quality is achieved in all performance management activity.

1.2Rother District Council is aiming to follow five key principles in its approach to data quality.

Clear strategic direction
Designated ownership and accountability
Robust systems
Monitoring and reporting
Analysis and use

1.3 Here is the Council’s simplified performance management framework, also known as Rother’s pyramid of plans.

2.Strategic Direction

The Council’s principle is that we will only collect and analyse data that is driven by the corporate goals. Our strategic direction will lead and inform the creation of performance indicators and the measurement of any data.

2.1It should be clear how the indicator demonstrates delivery of our corporate or strategic goals.

2.2Indicators should be set at minimal and proportional levels. We will not measure everything, only what is important and that will ‘indicate’ what is happening.

2.3Our indicators will be risk based. We will assess the risks of measuring, not measuring and not meeting our data quality standards.

3.Ownership and Accountability

The Council’s principles is that what we do should be accountable, attributable and as inclusive as possible. We want as many people as possible to take a role in the management of the Council’s performance. With that role comes certain responsibilities.

3.1Portfolio Holders have responsibility for -

establishing the Executive Priorities,
the direction and delivery of the Corporate Plan,
working with lead managers to ensure that the correct corporate performance indicators are measured
ensuring they are satisfied with performance
ensuring they are satisfied with the actions taken to improve performance.

3.2The Overview and Scrutiny Committee has responsibility:

to monitor, either itself or through its Sub Committee, the progress of the Annual Performance Plan and the Corporate Plan.

3.3The Strategic Management Team has responsibility:

to provide leadership on performance management systems and procedures,
to establish the strategic direction of services.

3.4The senior managers, in particular nominated Heads of Service, have responsibility:

to ensure that performance is properly measured
to ensure performance is appropriately monitored
to ensure actions are taken to improve performance.
to sign off performance data at the end of each year as accurate and correctly measured

3.5In order to account for this responsibility the Heads of Service are given ownership of specified performance indicators in the Council’s Annual Performance Plan.

3.6The Council’s managers and the Policy and Performance Unit has responsibility for:

ensuring that the right skills and training are available to staff, Members and our key partners:
so that they can use the systems and procedures,
achieve the standards required for our performance management system and
provide quality data.

4.Robust Systems

The Council’s principle is that it needs robust systems that are fit for purpose and that produce correct data at the right time. We need good definitions, good data gathering systems and good quality records. We also need good security arrangements.

4.1Clear definitions are very important to ensure that a measurement is calculated accurately and it produces comparable data when it is measured again. Definitions may include the purpose or aim of the indicator, the parameters and scope of the measurement, a formula and a worked example. See Appendix A – the Measurement Checklist.

4.2The measurement of Best Value Performance Indicators must use the definitions produced by the Communities and Local Government Department and any supporting guidance produced by the Audit Commission. All other local performance indicators must have their definitions written by the Council managers and officers responsible for the measurement.

Rother Measures
Service Plan measures
Executive Priority measures and milestones
Corporate and service strategies.

4.3Using the definition, a working methodology must be established that produces the correct data in a timely manner. Working papers must be kept including evidence of any calculations. Please refer to Appendix B - the Data Quality Checklist. In summary the procedures are:

Set up the systems
Set up system records
Spot check on a regular basis any data from others
Communication
Ask the Policy & Performance Unit
Before entering data look at the report
Use the comments facility
After entering data – check the report again
Report performance
Sign off at the end of year
Auditing programme

4.4All performance indicators for the Annual Performance Plan and the Corporate Plan must be incorporated into RtPM, the Council’s electronic performance management system. The administration of the RtPM system is the responsibility of the Policy and Performance Unit.

4.5Data must be input onto RtPM in line with the flowchart available at Appendix C - RtPM Data Entry Flowchart.

4.6Data must be checked and validated in line with the flowchart under Appendix D - RtPM Validation Flowchart.

4.7The Data Protection Act and the Freedom of Information Act apply.

4.8The Policy and Performance Unit will carry out securing the RtPM system and an internal audit role under the contract with the system provider.

5.Monitoring and Reporting

The Council’s principle is to be open and transparent and that good communication is an essential part of the ethos of this authority. We name responsible senior managers and Members. We support the sharing of information with colleagues, Members and the public.

5.1The Council will produce a data sharing protocol to clarify what data will be shared with whom.

5.2Any information in the Annual Performance Plan is in the public domain and can be shared.

5.3Performance management information is reported on at least a quarterly basis at three levels:

Strategic Management Team
Improvement and Resources Sub Committee
Cabinet

5.4Mid-year target changing procedures must be followed as laid out in Appendix E - RtPM Changing an End of Year Target in an Indicator Already in RtPM Flowchart.

5.5Benchmarking, including Peer review, will be used extensively in monitoring and reporting service performance.

5.6The Policy and Performance Unit will take the lead in reporting data to the Audit Commission. Other officers and partners have a responsibility to ensure that any data supplied is correctly calculated and timely and any supporting evidence is also supplied. Heads of Service have responsibility to ensure correct data is supplied to any other central data gathering agency or Government Department as appropriate to their service.

5.7Validation of any external data is important to the Council. Senior managers should ensure that data is correctly supplied and that the results are shared appropriately.

6.Analysis and Use

The Council’s principle is to validate data collection through analysis and use in directing the strategic focus of the authority. It is our aim to celebrate our success and manage our poor performance.

Data analysis will inform decision-making and bring about positive change in these strategic elements.

6.1Annual Review – the state of the district report

6.2Corporate Planning and executive priorities

6.3Service planning

6.4Individual Action Plans and Appraisals

Policy & Performance Unit

December 2006

Action Plan

Action / Responsible / End Date / Resources / Monitoring & measurement
Introduce sign off system for non BVPI measurements in Annual Perf Plan / All Heads of Service
PPU / March 2007 / PPU time / 100% of BVPP measurements signed off by Head of Service,
by Head of PPU
Communicate the Data Quality Policy / PPU / March 2007 / RtPM User Group
Perf Mgmt Group and PPU time / Head of PPU
Write a data sharing protocol / PPU with Heads of Service / July 2007 / PPU time & consultation with other lead officers / Production of protocol
Head of PPU
Communicate data sharing policy / PPU / December 2007 / RtPM User Group
Perf Mgmt Group
PPU / Head of PPU
Service plan indicators to have written definitions / Directors / March 2008 / Indicator measurers time / Through Service Plans
Directors
Undertake internal audit of performance indicators on sample basis / PPU / March 2007
March 2008
March 2009
March 2010 / PPU time / Minimum 1% audit of total indicators in BVPP
Revise Data quality policy / PPU / October 2009 / PPU time
& consultation with others / Policy to Report to I & R Sub Committee

Appendix A

RtPM

Checklist for Putting a Measurement on RtPM

Please refer to the notes which also contain examples and should assist the completion of this form.

1. / Indicator Title:
2.a / Brief Description of Indicator:
2.b / The purpose of measuring this indicator
3. / Supporting Document URL
4. / Date measurement starts / 5. / Date measurement ends
6. / Where the measurement should be located in Strategy Map: Objective
Please select 1 objective only
CO1 Engaging customers in shaping services / CO2 Deliver customer value and quality
CO3 Improve customer care standards / CO4 Improve communication and media management
CO5 Review strategy regularly / CO6 Direct our resources efficiently to deliver effective outcomes
CO7 Invest in learning and development / CO8 Align procurement with other agencies
CO9 Optimise sources of income / CO10 Understand and address deprivation in the district
CO11Enhance the feeling of safety, community pride & the quality of the environment / CO12 Promote diversity and inclusion
CO13 Increase community capacity for self help / CO14 Appraise partnership service delivery options
CO15 Develop as a best practice partner / CO16 Build trust and confident with partners
CO17 Maximise the value of selected partnerships / Local Strategic Partnership
- for Action Plan (write below)
7. / Service objective that the measurement will deliver: (if other than Exec Priority)
8. / Type of Measurement (check 1 box)
Number / Percentage (%)
Number with decimal point / Calendar Date
Currency (£) / Yes or No answer
Other (please specify
9. / Unit of Measurement(check 1 box)
Pounds Sterling (£) / Kilograms
Percentage (%) / Tonnes
Days / Weeks
Year / Date
Level / Square metres (m2)
Units
Other (please specify
10. / Category(check 1 box)
Amenities / Planning
Environmental Health / Housing
Regeneration / Audit & Business Improvement
Technology / Finance
Human Resources / Corporate Resources
Policy & Performance Unit
11. / Balanced Scorecard Perspective(check 1 box)
Customers and Community / Finance
Learning and Growth / Processes
12. / Additional Reporting Perspectives
13. / Success Indicator (1 box must be selected)
Higher is better / Lower is better
14. / Current Value Calculation – (choose one)
Cumulative
(system adds together all entries) / Snapshot
(each entry is pre-calculated year to date)
Average
(system averages all entries) / Equation Builder (Snapshot)
Raw data is entered & calculated by system
15. / How Often is this indicator to be Measured and Validates? – (choose one)
Daily / Quarterly
Weekly / Half-yearly
Fortnightly / Annually
Monthly / Tri-ennially (every three years)
Bi-monthly
Other (please specify)
16. / How Often is this indicator to be Reported? – (choose one)
Daily / Quarterly
Weekly / Half-yearly
Fortnightly / Annually
Monthly / Triennially (every three years)
Bi-monthly
Other (please specify)
17. / Name of the Officer Responsible for:
Data Input
Data Validation
Ownership of the indicator
18. / Detailed definition: Definition of all terms from the description and the scope or parameters of the measurement, including a calculation formula and worked example
19 / Targets
2007/8 / 2009/10
2008/9 / 2010/11 if applicable
20. / Interim or Phase Targets (normally coincide with data input frequency)
Period 1 / Period 7
Period 2 / Period 8
Period 3 / Period 9
Period 4 / Period 10
Period 5 / Period 11
Period 6 / Etc.
OPTIONAL INFORMATION:
21. / Past History
2006/7 result / 2005/6 result
22. / Benchmarking
National upper quartile (best 25%) / National median
National lower quartile
(worst 25%) / 1st Benchmarking Group’s upper quartile
2nd Benchmarking Group’s upper quartile

Policy & Performance Unit

December 2006

Appendix B

Data Quality Checklist for Data Gatherers and Validators

Set up the systems you need to gather in data and record it.

Use the definition written by the Government department or by your service staff. (Copies available on RtPM and if in doubt contact PPU.)
Check how you are meant to pre-calculate and report the data and what the system will do your data once entered. RtPM undertakes further calculations on many data entries – particularly those designated cumulative and average.

Set up system records e.g. Excel spreadsheets, tables, searches on electronic systems.

Your system should include keeping a file – electronic and/or paper based for each of the performance indicators that you measure. It will help you when the indicator is audited and it would help someone else take over the indicator if necessary.
Keep copies of all your records and calculations for each time that you enter data onto RtPM. This is to ensure that you can recreate any data in case of audits or system failure.

Keep copies of any correspondence or notes of discussions or decisions taken on any matters relating to the performance indicator.

Spot-checkon a regular basis any data given to you by other people or organisations so that you are sure it has been measured correctly.

Ask for a copy of their system or calculations or any other material that you think would be useful and keep it in your records or file.

Communicate: discuss and share information between data gatherers, validators, line manager and the Head of Service if necessary. You can print out RtPM reports and cut and paste the charts and tables into other documents if you need them for reporting purposes.
Ask the Policy and Performance Unit for help with anything you aren’t sure about regarding indicator definitions and calculations, etc. If they don’t know they may be able to find out.
Before entering your data onto RtPM take a look at the indicator’s report.

Check that the data you intend to enter looks in line with previous entries and that the report itself is correct.

When you enter your data use the comments facility to provide information and make sense of what you have measured. You may obtain and add comments from other staff or the line manager. The facility is intended to help other people using the system: Members, senior managers, etc. There are three sets of information that you might add:

Information setting the context of the result e.g. “a seasonally busy period that was planned for and is unlikely to affect the overall end of year result”.
Information explaining the calculations in more real terms e.g. “there were 20 actual burglaries during June which is calculated and reported as 0.47 per 1000 households”.
Action that is being taken to put the indicator back on target or increase, reduce or re-prioritise activity.

When you have entered the data check that it is correctly reported within RtPM by looking at the report again.
Each quarter the results of all Corporate Plan measurements are reported formally to Members. The report is ‘by default’. This means the report normally only contains performance information on those indicators that are significantly not on target. The report may contain your information from the comments facility on RtPM. The report will include recommendations for further action by the Head of Service and by the Cabinet Portfolio Holder.
There is one final data quality check: Signing Off. At the end of the financial year (April) data gatherers will be asked to report the performance indicator in detail. A form, originally designed by the Audit Commission, is provided for all Corporate Plan indicators.

Fill in the form as requested. On the front page enter the end of year result, any variation from the previous year, any known reason for that variation. Validators and line managers may wish to include their own comments and explanations on performance and are to be given that opportunity. On the following pages explain your systems and procedures and attach print outs from your records or indicator file demonstrating how the indicator was measured and calculated over the year.
A copy of the definition will be included in the form.
The form is passed to the Head of Service. It is the Head of Service’s responsibility, as the owner of the indicator, to sign off to say that the indicator was correctly calculated in line with its definition. That is why they need all your evidence so that they are confident to sign off.
Keep a copy of the form and attachments for your own records. (It will be useful to refer to next year.)
Return the signed form to the Policy and Performance Unit. The Policy and Performance Unit provides a completed file for all Best Value Performance Indicators to the Audit Commission’s auditor. The auditor will spot-check a few high risk indicators for quality each year.

The Policy and Performance Unit has a programme of auditing a selection of performance indicators each year for data and system quality.

Appendix C

Appendix D