scottish housing best value network fourth floor, 125 princes street, edinburgh eh2 4ad scottish...

Scottish Housing Best Value NetworkFourth Floor, 125 Princes Street, Edinburgh EH2 4AD

Scottish Housing Best Value Network is a registered charitable organisation. Charity number: SCO42381

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Delivering Improvement through Scrutiny - Workshop

November 2014



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



What is a Performance Management Framework?What is Scrutiny?

• Performance Tenant ledreporting inspection • Self assessment Benchmarking models Customer • Accreditation satisfaction andmodels other surveys• Service reviews Research• Focus groups



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?



What is a Performance Management Framework?Scrutiny Results

• Should be clear what and how they inform

• Should have an improvement plan

• Should be current, regularly updated and reported



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



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



What You Should Measure:

• InputsThe resources that contribute to production and delivery. Inputs

commonly include things such as staff, contractors, office costs.

• OutputsThe final products, or services delivered to the customer. For

example, the number of effective repairs delivered that meet the target.

• OutcomesThe impacts, or consequences for customers , the community or the

asset. For example, increased satisfaction of tenants, more tenants in employment.



Reporting a Balanced ViewReporting a Balanced View



What Balance Would You Have?ACTIVITY/OUTPUT PERFORMANCE

DATACUSTOMER

DATACOSTDATA

Void Repair

Allocations

Response Repairs

Planned Maintenance



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



Check List for Understanding Performance

1. Link clearly to strategic planning2. Map the Reporting Structure3. Agree where new or different reports are

required4. 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



Contact

Tim PogsonSHBVN

0131 240 [email protected]

www.shbvn.org.uk

scottish housing best value network fourth floor, 125 princes street, edinburgh eh2 4ad scottish...

Documents

edinburgh eh2

princes street

charity number

delivery of housing

reported slide

scrutiny results

performance tenant

picture performance