YHN Delivery Plan 2012-13 - Your Homes Newcastle

The principles behind managingperformance are that we:Ensure all targets are SMART(Specific, Measurable, Achievable,Realistic, Time-bound) and areoutcome focused where possible;Benchmark our performance withothers and look at trends to help usunderstand the issues;Produce ‘traffic light’ reports so thatcustomers and stakeholders canget a snapshot picture of ourperformance;Keep all customers andstakeholders involved and informedabout performance issues;Focus on action for recovery inareas of under-performance; andOperate a consistent approach tosupervision, workplans andappraisals.We continuously strive to improve theways in which we gather, report anduse performance information. In2012/2013 we will be making someconsiderable improvements to the wayin which we manage performance,moving the focus much more towardshow we use performance informationto help us improve our services.Further information about thesechanges will be provided on ourwebsite.Performance targetsWe first introduced a new set of ‘Top20’ and ‘Wider Management Team’targets in 2008. The intention of thiswas to provide relevant information toour Board and customers about‘business critical’ targets, and toensure that senior managersconcentrate attention on ‘headline’targets for each service. We believethis approach provides a focusedapproach that is easy for customers,Board members, the City Council andstaff to understand. These targets areupdated every year to ensure that theyreflect up to date priorities.Our ‘Top 20’ targets. These are20 key targets that provide anoverview of how we are doingacross all of our services.Performance against these targetsis reported to our PerformanceCommittee on a quarterly basis,and is reported to NCC and to ourcustomers. If any targets are nothit, an action plan is developed toensure an improvement inperformance is achieved.Our ‘Wider Management Team’targets. This is an additional set oftargets identified by managers torepresent overall serviceperformance and key serviceactions. Performance againstthese and the ‘Top 20’ targets isdiscussed by the team at regularmeetings, and any action requiredwhere targets are not being met isagreed. Wider Management Teamis made up of all senior managerswithin YHN.Team targets. This is a larger setof targets for each team withinYHN. Managers and their teamsdetermine their team targets for thefollowing year as part of ourbusiness and financial planningprocess. Once agreed thesetargets are then used locally as abasis for monitoring performancewithin teams, linking with teamworkplans, staff supervision, andannual staff appraisals.Local offers. One of the ways wemonitor performance is throughlocal offers. They are a set ofmeasurable commitments betweenYHN and our customers to ensurewe deliver the services they said12