The resultant formal and informal review process for the delivery plans should take the form that ensures that progress is monitored and risks dynamically assessed on ongoing basis. This should be managed without the requirement for excessive documentation or micromanagement of operational plan delivery. Therefore this should be conducted according to the following structure: Monthly exception reports from nominated local plan leads, on progress with delivery of plans, obstacles to delivery, resource, capacity and general service risks. This is coordinated and documented by the local Planning Team. Local risk registers will also be reviewed and updated at this point, with any substantial additions or changes escalated to the corporate register. The head of planning will then provide a summary verbal update to Bi-Monthly Strategy, Planning and Performance Committee. Quarterly progress reports to board regarding any substantial variances from planned actions will be produced to provide regular assurance as to the likelihood of delivering against development and performance objectives. This will include a populated copy of the assurance dashboard detailed below. Mid-Year and End of Year formal performance reviews will require local directorate leads to produce evidence of their performance, delivery against plan and dynamic risk management. A summary of these reviews, and any actions or emerging priorities for the following year, will be produced for review by the Board. Any feedback will then be shared with leads to ensure that any required changes in approach or priorities advocated by the board are acted upon promptly. Appendix
The resultant formal and informal review process for the delivery plans should take the form that ensures that progress is monitored and risks dynamically assessed on ongoing basis. This should be managed without the requirement for excessive documentation or micromanagement of operational plan delivery. Therefore this should be conducted according to the following structure: Monthly exception reports from nominated local plan leads, on progress with delivery of plans, obstacles to delivery, resource, capacity and general service risks. This is coordinated and documented by the local Planning Team. Local risk registers will also be reviewed and updated at this point, with any substantial additions or changes escalated to the corporate register. The head of planning will then provide a summary verbal update to Bi-Monthly Strategy, Planning and Performance Committee. Quarterly progress reports to board regarding any substantial variances from planned actions will be produced to provide regular assurance as to the likelihood of delivering against development and performance objectives. This will include a populated copy of the assurance dashboard detailed below. Mid-Year and End of Year formal performance reviews will require local directorate leads to produce evidence of their performance, delivery against plan and dynamic risk management. A summary of these reviews, and any actions or emerging priorities for the following year, will be produced for review by the Board. Any feedback will then be shared with leads to ensure that any required changes in approach or priorities advocated by the board are acted upon promptly. Appendix