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  • Osborne and Gaebler
  • Note of caution – it is impossible to set effective KPIs unless they are integrated with Norcare’s strategy.
  • Referrals – Annual Review shows this as a KPI. However source of referrals (as opposed to number) does not necessarily affect outcomes
  • As idenfitied in Annual Report


  • 1. Key Performance Indicators Paul Leake
  • 2. Key Performance Indicators
    • What are Key Performance Indicators?
    • What is the process for identifying Key Performance Indicators?
    • What Key Performance Indicators may be suitable for Norcare
  • 3. Why measure performance?
    • “ If you don’t measure results, you can’t tell success from failure
    • If you can’t see success you can’t reward it
    • If you can’t reward success, you’re probably rewarding failure
    • If you can’t see success, you can’t learn from it
    • If you can’t recognise failure, you can’t correct it
    • If you can demonstrate results, you can win public support
    • What gets measured gets done.”
  • 4. What are Key Performance Indicators?
    • Monitor and measure service delivery and business performance
    • Those indicators that identify whether the organisation is meeting, or failing to meet, its aims and objectives
  • 5. Identifying KPIs
    • Related to strategic aims
    • Identify what makes the organisation a success or a failure
    • Controllable and Accountable
    • Owned by organisation
    • Outcomes or pre-requisites
    • Long-term / Short-term
    • Qualitative vs Quantitive
    • SMART
  • 6. SMART
    • Specific
    • Measurable
    • Achievable
    • Relevant
    • Timed
  • 7. Common Problems
    • KPIs not related to strategy
    • Short-termist
    • Backward looking
    • Used to ‘punish’ rather than motivate and equip
    • Too many measurements
  • 8. KPIs for Norcare
    • A note of caution…
    • Rejected KPIs
    • Suggested KPIs
  • 9. Rejected KPIs
    • Source of referrals*
    • Number of repairs to property
    • Number of complaints (SH)
  • 10. Suggested KPIs
    • Corporate’ KPIs
    • KPIs in each operational area
  • 11. Corporate KPIs
    • Staff Absences
    • Percentage of expenditure spent on direct charitable expenditure
    • Percentage of contract income from largest three commissioners
    • Percentage of staff meetings assessed training needs
  • 12. Service KPIs: Supported Housing
    • Numbers of referrals*
    • Occupancy rate
    • Length of stay
    • Destination on departure
    • Housing Management (eg repairs dealt with within one week, tenancy ‘turnaround time’)
    • Offending behaviour
  • 13. Service KPIs: Floating / Tenancy Support
    • Number of referrals*
    • Capacity
    • Length of support
    • Success rate in obtaining / maintaining accommodation
    • Offending behaviour
  • 14. Service KPIs: Addiction Services
    • Number of referrals
    • Stopped substance misuse
    • Reduced substance misuse
    • Accommodation obtained / maintained / secured
    • Gained employment
    • Entered education / training
  • 15. Service KPIs: Volunteer Services
    • New enquiries
    • New recruits
    • Total task / training hours
    • Volunteers moving into education or employment