PERFORMANCE MANAGEMENT FRAMEWORK - OVH

1 PERFORMANCE MANAGEMENT and Service Improvement FRAMEWORK Author Marcus Evans, Operational Director - PERFORMANCE and Customer Insight Date: December 2015 Sovini PERFORMANCE MANAGEMENT FRAMEWORK December 2015 2 Contents Page 1. Introduction 3 2. Strategic Planning process 5 a. Sovini Golden Thread 5 b. Sovini Corporate Plans 6 c. Strategic Plans 6 d. Service Delivery Plans 6 e. PERFORMANCE Appraisals 6 f. Key PERFORMANCE Indicators 7 g. Timetable 8 3. PERFORMANCE Monitoring 9 a. Covalent PERFORMANCE MANAGEMENT Software 9 i. Actions 9 ii. PERFORMANCE Indicators 9 iii. Risks 10 iv. Appraisals 10 b. PERFORMANCE Review 10 i. Board meetings 10 ii. Executive MANAGEMENT Meetings 10 iii. Customer Review and Scrutiny 10 iv. Manager s PERFORMANCE Briefing 11 v.

2 Team Meetings 11 vi. 1-2-2 Meetings 11 4. Improving PERFORMANCE 12 a. Business Intelligence and Customer Insight 12 b. Policy Reviews 12 c. Business Critical Process Reviews 12 d. Self-Assessment reviews 13 e. Benchmarking 13 f. Target Settings 13 5. MANAGEMENT of Sovini s PMF 15 Appendices Appendix 1 Service Delivery Planning Checklist 18 Appendix 2 Target Setting Checklist 19 Appendix 3 Service Review Flowchart 20 Sovini PERFORMANCE MANAGEMENT FRAMEWORK December 2015 3 1 Introduction Sovini s PERFORMANCE MANAGEMENT FRAMEWORK (PMF) has been developed to support the Group in achieving its vision of creating an environment for success. The PMF sets out the strategic planning FRAMEWORK and the way we monitor progress against our plans and targets through our actions, PERFORMANCE indicators, risks and staff appraisals.

3 The PMF also details our approach to service improvement through a proactive culture of monitoring business intelligence and customer insight information as well as completing policy reviews, business critical process audits, service reviews and self-assessments. This approach follows the clear cycle of plan-do-check-act as shown in the diagram below. The PMF ensures that the monitoring and improvement activity is undertaken on a consistent basis, and that a demonstrable link (The Sovini Golden Thread) exists between operational actions delivered by the partners and the five year strategic aims of the Group. PERFORMANCE MANAGEMENT is a key organisational tool that translates our vision into effective actions.

4 It ensures that all staff within the Group: DoService Delivery PlansPerformance AppraisalsCheckBoard MeetingsCustomer ReviewBalanced ScorecardsPerformance Review Meetings1-2-1 MeetingsBenchmarkingSelf-assessmentActBu siness IntelligenceCustomer InsightPolicy ReviewsBusiness Critical ProcessService ReviewsPlanSovini Corporate StrategyVisionCorporate PrinciplesStrategic PlansSovini PERFORMANCE MANAGEMENT FRAMEWORK December 2015 4 Understand how their individual contribution supports our vision and corporate principles Recognise what it expected of them Have the skills and ability to meet these expectations Receive feedback and support in relation to their PERFORMANCE Have the opportunity to contribute to the strategic direction of the organisation Understand that

5 PERFORMANCE MANAGEMENT is an intrinsic element of the day job. The PMF is revised annually to ensure that it continues to support changes to the way we work or are regulated, with the last revision taking place in December 2015. Sovini PERFORMANCE MANAGEMENT FRAMEWORK December 2015 5 2 Strategic Planning Process 2. a The Sovini Golden Thread The PMF sets out the stages involved in translating our ideas into effective action through the Sovini Golden Thread. The following diagram illustrates the organisational Golden Thread demonstrating how we manage PERFORMANCE and deliver the Sovini vision alongside the objectives of each partner. Each stage is supported by a number of agreed actions, PERFORMANCE indicators, risks and targets.

6 Sovini Corporate Strategy 5 year plan One Vision Housing Strategic Plan (5 year) Service Delivery Plan (annually) Pine Court Housing Association Strategic Plan (5 year) Service Delivery Plan (annually) Sovini Property Services Strategic Plan (5 year) Service Delivery Plan (annually) Sovini Trade Supplies Strategic Plan (5 year) Service Delivery Plan (annually) Sovini Corporate Services Strategic Plan (5 year) Service Delivery Plan (annually) Individual appraisals (annual) and 1-2-1s (monthly) Key PERFORMANCE Indicators (monthly) Customer feedback (monthly) Improvement Plans (as required) Sovini PERFORMANCE MANAGEMENT FRAMEWORK December 2015 6 2. b Sovini Corporate Strategy The Sovini Corporate Strategy sets out the vision and corporate priorities for the organisation over a five year period and sits above the five year strategic plans for each partner organisation.

7 The Strategy is owned by the Board and the Executive MANAGEMENT Team. The Sovini Corporate Strategy is developed through staff and customer involvement, using business intelligence and customer feedback as well as scanning the horizon for regulatory, legal and Government policy changes that could influence our business alongside rigorous financial planning. 2. c Strategic Plans The Sovini Corporate Strategy is supported by the following five year Strategic Plans: One Vision Housing Pine Court Housing Association Sovini Property Services Sovini Trade Supplies Sovini Corporate These strategic plans give the vision, mission and values of each of the partners, followed by the aims and objectives of the organisation, all of which clearly link back up to the Sovini Corporate Plan.

8 These plans are based on customer priorities, regulatory requirements, business needs and financial capacity. 2. d Service Delivery Plans To deliver the objectives with each of the Strategic Plans we use annual Service Delivery Plans (SDP s), managed by the relevant Strategic Directors. The plans contain specific actions identifying how each partner will contribute to delivering the aims and objectives of their Strategic Plan. Each Service Delivery Plan details how specific actions link with the objectives contained within the organisational Strategic Plans and the Sovini Corporate Strategy thereby maintaining the Sovini Golden Thread. Sitting within the Service Delivery Plans are SMART actions and milestones which relate to specific tasks and are assigned to each team and individual member of staff across each partner organisation.

9 Using actions and milestones enables managers and individuals to understand and agree their own contributions towards achieving organisational objectives. Managers write their service delivery plans and are encouraged to follow the checklist in Appendix 1 to help structure and evidence their action planning. By using this approach it reinforces the Sovini Golden Thread, making sure that every member of staff is empowered and accountable for PERFORMANCE . 2. e PERFORMANCE Appraisals Individual PERFORMANCE appraisals are undertaken on an annual basis and are an opportunity to discuss progress and PERFORMANCE over the past year and also to set and agree personal objectives and targets for the coming year through a Personal Development Plan.

10 These actions and targets are linked directly to the organisational objectives in SDP s with progress Sovini PERFORMANCE MANAGEMENT FRAMEWORK December 2015 7 discussed at monthly one to one meetings. The appraisal process is an important part of Sovini s PMF helping to identify training needs and remove barriers to improved PERFORMANCE through learning and development. 2. f Key PERFORMANCE Indicators When the SDPs have been agreed the list of relevant PERFORMANCE indicators are agreed. These are indicators that help to monitor the impact of our services either through: Economy: the cost of providing a service, for example average cost of a repair Efficiency: the measure how a service is delivered, for example the number of repairs per home Effectiveness: how happy our customers are with the service, for example satisfaction with a repair The PERFORMANCE and Customer Insight Team work with Managers and teams across Sovini to shown PERFORMANCE trends, to understand how others perform with benchmarking and to set clearly thought through targets.