New "Middle Manager"

I have been managing a team of front line employees or individual contributors, as my boss calls my directs, for several years.  We have been quite successful and the group has grown over time. 

I have now hired an experienced manager to take over part of my team. My group is comprised of the following:

7 individual contributors, 1 administrative assistant, 1 manager with 7 direct reports of her own

The performance of the group of people that reports directly to me is fine.  I am a long time listener to th MT Podcasts and apply much of what I have learned here to the day to day management of my team. 

I am not getting the results that I would like from the new manager and her team.  She has been with me for 9 months now and I am not confident that she is "getting it".  We used to have weekly one on ones but, that wasn't working because her people needed information faster than she was able to get it to them (due to her learning curve) and they were bypassing her and coming directly to me.  We adjusted the one on ones to 20-30 minutes at the end of each day.  We talk either in person or via phone when we are commuting home on the train. 

I feel that if I wasn't reminding her to do everything, nothing would get done.  I find myself reminding her both verbally and in writing that certain reports are due multiple times.  Everything is getting done at the last minute (even though I have accelerated deadlines for her by at least 24 hours). 

Standard reporting of sales numbers that should be done weekly is talked about each day and at the end of the week, it isn't done.  This month, I actually questioned her about a particular person's sales results for 3 weeks straight because they were at a 0 and two days after the month ended, they were still not right.  Ultimately, I had to go in and fix it myself because her number rolls to mine so, if I didn't, it would affect my compensation as well.

It has been made clear to me that her failure would be my failure.  I understand this, I hired her, I need to make sure she is trained and has the tools she needs to effectively manage her team.  The problem I am having is that I am so busy filling in the gaps that I can't seem to address the root cause.  She has gone to the formal trainings that we offer.  I do have to force her to take a lot of the ancillary training that the company offers - she shows no initiative to seek out training on her own.

During the interview process, we established that this is not a 9 to 5 job.  Managers are often required to work in the evenings and on weekeds to keep up.  She never logs in from home in the evenings or weekends and as a result is constantly behind on email.  I get read receipts for emails that I sent to her days after they were sent.  I know that some messages are not getting to the team in a timely manner as a result. I see her direct reports suffering as a result and find myself reviewing a lot of this information in our skip level meetings. 

I am frustrated and angry about this.  I am stressed at the end of every single day and I know that this is showing with my team.  I have never been like this before and I am not sure how to address it.  It is having a negative affect on me and the team of people I manage.

Anyone have any suggestions on how I should adjust my approach to managing now that I am managing a manager? 

Thanks!!!!