Delivering Improvement through Scrutiny - Workshop

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Delivering Improvement through Scrutiny - Workshop

• November 2014

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Why Scrutiny?

• SHR requirement
• Structure set out in Charter Outcomes
• GOOD BUSINESS MANAGEMENT
• Improved performance frameworks through the
  embedding of scrutiny (not the other way around)
• Improved performance in the delivery of housing
  services

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What is Scrutiny?
What is a Performance Management Framework?

• Performance ? Tenant led
• reporting inspection
• Self assessment ? Benchmarking
• models ? Customer
• Accreditation satisfaction and
• models other surveys
• Service reviews ? Research
• Focus groups

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Improving Services

• Any meeting or working group should have clear
  role in identifying improvements
• These should be clearly documented, planned,
  budgeted for and implemented
• Where do new ideas/service improvement
  suggestions come from?

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Scrutiny Results
What is a Performance Management Framework?

• Should be clear what and how they inform
• Should have an improvement plan
• Should be current, regularly updated and reported

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Need to Also Consider..

• What approaches will you use?
• Resource implications
• How and when the results will be used
• Who will be the lead officer
• Should it be repeated or a one off

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Part of a Picture

• Performance results HAVE to be seen within
  context
• The local area or operating context
• The organisations aims objectives
• Demographics
• Local targets
• External factors i.e. legislation

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What You Should Measure

• Inputs
• The resources that contribute to production and
  delivery. Inputs commonly include things such as
  staff, contractors, office costs.
• Outputs
• The final products, or services delivered to the
  customer. For example, the number of effective
  repairs delivered that meet the target.
• Outcomes
• The impacts, or consequences for customers , the
  community or the asset. For example, increased
  satisfaction of tenants, more tenants in
  employment.

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Reporting a Balanced View
Reporting a Balanced View
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What Balance Would You Have?
ACTIVITY/OUTPUT PERFORMANCE DATA CUSTOMER DATA COST DATA
Void Repair
Allocations
Response Repairs
Planned Maintenance
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Some Examples

• RESPONSE REPAIRS
• Monthly performance and cost reporting
• On-going customer satisfaction measurement
• Large Scale Survey 3 yearly
• Service Review 3-5 years
• Policy Review 3-5 years
• Mystery Shopping

• ANTI-SOCIAL BEHAVIOUR
• Monthly performance reporting
• On-going customer satisfaction measurement
• Focus group to tease out issues annually
• Large Scale Survey 3 yearly
• Service Review 3-5 years
• Policy Review 3-5 years
• Tenant Led Inspection

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Check List for Understanding Performance

1. Link clearly to strategic planning
2. Map the Reporting Structure
3. Agree where new or different reports are required
4. Adopt a high standard reporting style with
   customers
5. Develop co-ordination and expertise
6. Have a platform to discuss results, identify
   issues and influence service delivery

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Contact

• Tim Pogson
• SHBVN
• 0131 240 5226
• tim.pogson_at_shbvn.org
• www.shbvn.org.uk