Performance Management, Service Plans and projects

Extensive experience of both large and small local authorities has been gained over the years and Trish is familiar with both rural and urban areas.

In local authorities the drive used to be to improve Audit Commission ‘ratings’ and to deliver top quartile performance. However the current lack of any performance system means that authorities have to be self-motivated and pro-active in ensuring their services are delivering at a high level without the involvement of a National performance framework.

Quote from a housing provider whose funding had been reduced

– an improvement plan put in place during 2015/16: ‘We’ve really appreciated and benefitted from your involvement so far. In case we don’t get chance to say thank you later on, I’ll say it now “thank you!”.

My experience includes:

Performance monitoring and management – I have extensive experience of monitoring performance both at service level and strategically. I can support you to establish quarterly performance monitoring reports along with customer satisfaction and service standards. However, monitoring in itself doesn’t improve performance and staff need to be managed effectively in order to deliver for you.
Service planning – This follows on from Strategy development and priorities and actions should directly cascade down into service plans and individual staff work plans. Service improvement will improve if staff are involved and fully engaged in the development of your service plans.
Project management – much of my work is project management, driving projects to delivery and implementation. While I’m familiar with the Prince II methodology, my style is slightly more straightforward, although just as effective in delivering results. It is however vital to establish exactly what is required and to be clear of the outcomes expected in order to deliver fully.

HOMELESS LINK
SHELTER
CHARTERED INSTITUTE OF HOUSING

Tel: 07979 868676