structures, local performance processes will vary widely. It’s best to begin by finding out what regular reporting tasks your team supports, and then understanding the wider service-wide and corporate frameworks which also happen. You’ll probably find: Daily/weekly reporting on critical measures, especially focused on “front door” activity and CIN/CP/CLA cohort sizes, watching for sudden changes. Sometimes provided to corporate directors and/or councillors as well as service leaders. May generate ad hoc analysis requests. Weekly/monthly service-level operational reporting typically covers the core CSC services and processes, possibly using a dashboard, suite of reports, or a tool like ChAT, to give service leads an overview of performance and activity levels for further analysis. Should generate ad hoc requests. Special reporting on niche service areas will vary based on requirements of key individual service leads, and will help manage specific services (e.g. adopter recruitment, care leavers, etc.) Corporate performance reporting typically involves a survey of quarterly and annual KPI trends, with additional detailed analysis on highlighted areas. Will often become publicly available. Regional and national benchmarking is a mix of quarterly aggregate data production and annual client-level data returns requiring intensive data quality work. Benchmarking work uses the national or regional outputs of these exercises to compare local activity to that of other LAs. Ad hoc analysis requests can come from a wide range of stakeholders. In a well-functioning local system, good performance information should generate ad hoc analysis work to inform future plans. This may be performed by the originator of the regular report, or by someone else. 15 5. References The following pag