Key Performance Results

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Key Performance Results

• Equabench

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Presentation Outline

• Background Organisation Structure
• Background Business Excellence
• KPR System Approach
• Deployment
• Assessment Review
• Results Future Direction

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Leadership Constancy of Purpose

• The behaviour of an organisations leaders
  creates a clarity and unity of purpose within the
  organisation

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National Learning Network - Structure
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NLN Mission, Vision Values

• Vision A world of equal opportunities through
  learning
• Mission To promote equality by providing world
  class
• training, education and employment access
  services and by
• actively influencing the creation of a more
  inclusive society
• Values
• Courage
• Empowerment
• Honesty
• Innovation
• Mutual Respect
• Partnership
• Sustainability

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Business Excellence Background

• 2001 Rehab Group adopted BE as quality framework
• 2003 NLN defined Key Performance Results for
  planning review
• 2005 NLN achieved Index of Excellence award
• 2007 Group restructuring confirmed BE approach
  for all divisions
• 2008 NLN achieved Recognised for Excellence award

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KPR Process

• Management team agrees national KPRs in
  conjunction with staff, learners and external
  shareholders
• National KPRs are deployed through regional and
  functional structures
• Regions, centres and functions develop plans to
  contribute to national targets
• Reports issued on financial performance, places
  filled, outcomes etc.
• Progress is reviewed monthly

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• NLN Annual Planning Review

Management Set KPRs
Planning Guidelines to Regions, Centres,
Functions
Regions, Centres, Functions agree plans to
achieve
Plans approved by Management
Plans reviewed at Centre, Region, National Level
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Key Performance Result Areas

• Allocations
• Finance
• Outcomes
• Learner Involvement
• Human Resources
• Quality, Standards Supports
• Learning Assessment
• Marketing Communications
• Rehab Group
• Health Safety

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Example Learner Involvement

• Learner Involvement
• IAP Actions
• Achieve completion of 75 of IAP actions agreed
• Learner Satisfaction
• Achieve an overall Learner Satisfaction level of
  95
• Learner Complaints
• 80 of learner complaints recorded will be
  resolved within one month

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• Strategic Alignment

Organisation
Region/Centre/Function
Individual
Mission, Vision, Values
Strategic Plan
KPRs
Plans/Objectives
Plans/Objectives
Initiatives/Activities
Initiatives/Activities
Initiatives/Activities
Staff Development Review
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Leadership Role of KPR System

• Mechanism to define internal/external targets
• Aligns targets to Mission Vision
• Aligns targets to 3 year strategic plan
• Provides framework for regional/local/functional
  plans activities
• Provides framework for measuring progress

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• NLN Information Cascade

Network Management Team (NMT)
Regional Meetings Regional Director, Area
Managers, Regional Team
Area Meetings Area Manager, Instructors, Support
Staff
Local Representative Committee
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Advantages of System

• Provides clear focus on what we want to achieve
• Sets clear and measurable targets
• Leads to defining plans on how to achieve targets
• Promotes staff engagement accountability
• Provides framework for review
• Promotes continuous improvement

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Assessment Review

• Internal Formal review of process annually
• External Recognised for Excellence Assessment
  2008
• KPRs effectively deployed and understood
• Some KPRs do not have quantitative outcome
  measures
• Links with strategic plan objectives not clear
  enough

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Results

• Customised Database (Compass) records Places
  Filled, Training Outcomes, IAP Actions Achieved
• Accounts System records financial results
• Human Resource Database records Employment,
  Health Safety and Staff Training data
• Internal/external surveys record service user
  satisfaction experience and staff engagement
• Data recorded and reported at programme, area,
  region and national levels

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Example - Learner Satisfaction Survey
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Future Directions

• Maintaining Results focus in more challenging
  environment
• Refining management information systems
• Developing benchmarking opportunities
• Linking with process outcomes
• Closer alignment with staff appraisal
• Continuous Improvement

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Quotation

• There is clear evidence that the leadership team
  is leading and supporting continuous improvement
  activities through the Business Excellence model
  and reinforcing a culture of excellence in the
  organisation.
• EFQM Recognised for Excellence report 2008