Whether it’s due to the new audit commission regulations or it’s a time to get one’s house in order, we’ve seen an increase in demand for performance managers in housing.
Since January we have seen an increased demand in the need for operational performance managers in the housing sector. It’s questionable whether this is to do with the recently introduced short notice inspections (SNAP) or just a case of a new-year-no-nonsense policy; professionals in the market place suspect it’s a combination of both.
With the introduction of SNAP, this new way of governing housing associations comes at a time when getting one’s ‘house in order’ has never been more important to weather the economic storm. So the use of a subjective operational performance manager can drive those all important cost-effective business practices, while delivering a high level of service.
There are a number of additional business drivers which are increasing the demand for these skills on an interim basis
As a seasoned interim performance manager, Denise Harrison, agrees: “Strong operational and strategic performance managers are vital to the success of any organisation and there are a number of additional business drivers which are increasing the demand for these skills on an interim basis. I’ve worked with a number or organisations to assist them in preparing for audit commission inspections with the aim of increasing the chances of accessing more funding and to gain cost efficiencies. Further down the line I expect that organisations will want additional advice and support particularly in the area of tenant engagement following the set up of the TSA.”
Brought in to review and advise on business operations, performance managers help housing organisations fine tune their processes and procedures and delivery of services for the short and long term, with a view to improving their star rating.
Organisations who are recruiting these roles are looking for people with a strong operational background who are willing to role their sleeves up and take the task in hand producing quick wins. The majority are brought in on an interim basis so an ability to hit the ground running is essential.
Those looking to get into this form of work often need to have operated at a more senior level than the post requires. This is so that they have the ability to identify and understand the challenges the department is facing and drive change in a systematic way to deliver timely performance improvements.
