Successfully implemented ‘CAMMS’ Performance Management System across the Council to over 900 users, including the management of key Corporate Plan actions, measures and risks, Service plans, audits, health and safety compliance projects and programmes following Prince 2 methodology.Project managing the re-procurement of the Performance Management System involving co-ordinating the project team members, liaising with procurement, preparing the specification and evaluation documents undertaking, benchmarking with other local authorities, learning from best practice and lessons learnt to ensure the project’s success.Working knowledge of Prince 2 methodologies for project and programme managementDesigned training plans, delivered the training, and wrote all relevant guidance notes for the systemCo-ordinate the Service Performance Reviews across departments and assist services in preparing their paperwork for these meetings working directly with the Business Managers from each departmentComplete guidance and training to services across the Council in preparing their service plans for the new financial year and ensure all information is updated in CAMMS ready to be monitored and reported uponEnsure accurate and timely data is available for key Council meetings including Scrutiny, Senior Leadership Team and Senior Management TeamReport on the Corporate Plan actions and measures on a half yearly basis, co-ordinating the data collection, reporting and analysis of informationPresenting the Corporate Plan report to Senior Management Team and ScrutinyResponsible for submitting key performance information to Welsh Government on behalf of the Council in the form of Performance Accountability Measures. This involves collating the information, checking the data to ensure accuracy, obtaining explanations of performance and reporting to Data Cymru.

A group managing a number of member organisations comprising of 9 Registered Social landlords owning over 38,000 homes in Liverpool, Manchester and Greater Manchester (now known as Onward).Successfully implementing Covalent at the strategic group level to bring together the performance at each subsidiary to evidence overall performance of groups key objectives in the form of actions, measures and risksUsed by 1100 staff to manage and maintain performance to the business, staff appraisals and reporting the data easily to maximise performance. Involved in key business planning across the Group to ensure that staff and managers can easily manage and maintain performance through Covalent to ensure the system is tailored for all usersRegularly report progress of project to Senior managers and Chief Executive of SymphonyRegularly attend the North West Covalent user group to learn from best practice and implement changes in house to ensure I was getting the best from the system for users.Good organisation skills co-ordinating the project across a total of 9 subsidiaries that made up Symphony Housing GroupTraining all members of staff on the system and identifying where further training is required to ensure full understanding and best use of system to ensure performance is sustainableIdentifying where other systems are being used and using Covalent to replace these in order to provide Value for Money across the organisationEmployment and line management of members of staff to assist with the implementation

A Registered Social Landlord owning approximately 6,000 homes in LiverpoolSuccessfully researched, recommended and implemented ‘SNAP’ survey software and ‘Covalent’ performance management software into the association which dramatically improved the reporting and quality of data captured which in turn lead to an improvement in overall performance and consistency.Collating key data through qualitative and quantitative research across all departments of the organisation, for example, inputting, analysing and reporting on satisfaction data for end of works results in relation to services customers have received in a timely and accurate manner. This highlights issues with staff and / or contractors and allows the organisation to make positive changes.Working directly with managers across the business to discuss KPI’s as appropriate to ensure real improvements can be made through project-based work moving forward.Recommending to teams how they should capture data and developing this in conjunction with them, for example in the form of surveys/ focus groupsBenchmarking key performance results to identify main areas for improvement and learn from best practice, utilising Housemark and being part of regular benchmarking groups.Using Customer Insight data from our Orchard Housing Management system to cross analyse data to identify trends and inconsistenciesResearch and report writing for customers, Senior Management and Board of Managers – all information being tailored to the specific audience.Presentation of performance data in a variety of methods, for example, Customer Service Standards from across the organisation (including: presentations, regular report writing, and quarterly newsletter articles for customers),Developing and maintaining Covalent Performance Management system – working with staff at all levels, understanding key business priorities, KPI’s, reporting to Management and Board and training staff on how to use the system.

Working within the Property Services team, co-ordinating a property services conference, involving both tenants and external agenciesData collection via quantitative and qualitative methods to identify Continuous Improvement with the home improvement programme taking place.