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Section 4 Techniques and Tools

4A Using existing information

There is great scope to make better use of information that already exists (that may have been collected for other purposes) before embarking on the collection of new information. Whilst there may be concerns that information can soon become out of date or may not relate directly to the purpose of the research and consultation exercise, information collected for monitoring purposes is not always analysed as fully as it could be.

Know what is already known

When considering research and consultation on any issue it is important to first consider what is already known, before designing new data collection procedures. This is linked to the need to take a planned, strategic approach to research and consultation. Such a strategy would review the availability and use of existing information and identify gaps in knowledge which new research is needed to fill.

Small changes to the way that existing data systems work may well yield more useful data for service improvement.

Measure what matters

It’s common to measure the aspects of work processes that are easiest to measure, usually those things that can be counted. The measures used tend to define what is meaningful rather than the larger purpose of the work defining which measures are used. Performance measurement systems tend to focus on outputs. Many measures rarely provide much useful information about critical capacities and behaviours that influence service quality outcomes, such as commitment, learning, teamwork, quality and innovation.

Practice Point

• It’s worth undertaking a review of routine data collection to see whether it actually measures the kind of things that can inform an assessment of service quality. This may be one of the reasons why the data is not used as fully as it might be.

To meet the challenges of continuous improvement, social landlords need to go beyond measurement systems that focus on outputs and find ways to ways to measure outcomes that are less easily defined and operationalised than, say lettings, rent collection and maintenance.

Use existing information on service standards in a consultative way

There are a range of performance management tools that will help organisations to develop appropriate measures. Most landlords do report performance information against key targets in their annual reports; however, few go beyond this rather limited approach.

Qualitative aspects of work are best defined and used through a participatory process involving staff and service users, so that they identify what is important to track and which measures are critical to success. Management information systems designed in this way are more likely to provide useful feedback which provides critical information in real time, is more open to new and surprising information and which can adapt to changing circumstances.

If the appropriate information about performance against standards is available there is likely to be scope to use this information in a deliberately consultative and more proactive way in order to seek questioning and challenge from service users.

Using existing information: checklist

√ Consider what information is collected on a routine basis that might contribute to a better understanding of service quality issues.

√ Consider whether small changes to the way that administrative and management data is collected could make it more useful for the assessment of service quality.

√ Appraise the limitations of existing information to develop an understanding of where the gaps in knowledge are.

√ Undertake a review of routine data collection to assess how far it serves quality assessment and continuous improvement.

√ Be prepared to change what is measured to reflect changing circumstances and priorities.

√ Involve staff and service users in a review and in defining any new measures.

√ Use existing information in a more deliberately consultative and proactive way.

√ Make sure you know in advance how all new data is to be used and by whom; when collecting new data ‘design use in’.

Alternative and related approaches:

• Significant event analysis

• Using staff

• Assessing satisfaction and expectations

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