Performance

Overview

This article provides an outline of how members of the Adactus Group Structure monitor and report on their performance.

Monitoring the organisation's performance

We are committed to improving our services and adapting them to meet the needs of our customers. Measurement plays an important part in helping the board of management and senior management understand where we need to improve and how much change we have brought about. Publishing this information is also very important to help our stakeholders understand how we are performing and to hold us to account.

Each year, as part of the business planning process, the boards agree the key performance indicators (KPIs) that will be used to measure and monitor performance. The indicators selected help the boards assess the progress that is being made delivering the objectives set in the Business Plan. Some of these KPIs are are retained each year so that trends in performance can be analysed over long periods of time. Others are introduced to assist the boards determine how well we are coping with new challenges and priorities.

Through our Local Offers we also agree with tenants the activities and improvements that meet a real need in their neighbourhood and go beyond the National Standards required of us by our regulator. Local Offers were introduced in April 2011 and will be reviewed and updated annually.

In instances where the KPIs or measures show that performance is not at the level set by board or agreed with tenants, we provide an explanation as well as a description of the action being taken to bring performance back into line.

What are the performance measures?

Indicators are selected to provide current information on progress with our high level objectives or goals. Each indicator has a performance target set. Examples are provided in the table below.

Goal	Key Performance Indicator	Target
Increase resident satisfaction	% repairs completed on first visit. % calls answered within 15 seconds.	>75% >80%
Ensure a sustainable future for the business	Average DLO productivity Average relet time	>5.5 jobs per day per operative <30 days

Goal

Key Performance Indicator

Target

Increase resident satisfaction

% repairs completed on first visit.

% calls answered within 15 seconds.

>75%

>80%

Ensure a sustainable future for the business

Average DLO productivity

Average relet time

>5.5 jobs per day per operative

<30 days

All of the key activities of the organisation are measured: repairs, property condition, rents, void management, customer service, new property development, neighbourhood investment, ASB case handling.

Where is performance reported?

Performance is reported to board at each meeting held quarterly. These reports form part of the board paperwork published on our website in the news articles on board feedback.

We also report performance directly to customers as follows:

the tenants' annual reports contain information relevant to the TSA's National Standards
newsletters contain a range of performance information
local area panels receive regular performance information on the Local Offers agreed for their area.
core reports on Quarterly Performance for lettings

Other forms of performance information is available on the public domain on the TSA's website.

Benchmarking

The term benchmarking means the assessment of performance by comparing with other organisations, time periods or industry standards. Very useful benchmarking information is obtained from participating in accreditation schemes (e.g. CCA Global Standard).

The Group also takes an active role in organising exercises which provide comparative information with which to assess its services: e.g. market testing of the Group's in-house mainteance team in 2010 and benchmarking of the housing management and grounds maintenance services provided as part of the Miles Platting PFI project.