Scottish Housing Best Value Network Fourth Floor, 125 Princes Street, Edinburgh EH2 4AD Scottish Housing Best Value Network is a registered charitable

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

Documents

Scottish Housing Best Value Network Fourth Floor, 125 Princes Street, Edinburgh EH2 4AD Scottish Housing Best Value Network is a registered charitable