Housing Executive – Our approach to Self Assessment

1. Housing Executive – Our approach to Self Assessment Maurice Jennings Lorraine Campbell Peter McElhinney

2. Business Improvement – Main Themes Maurice Jennings Assistant Director Personnel & Development Services

3. Outline • Background • Business Improvement – Main Themes • Self Assessment for Front Line Services • Self Assessment for Support Services • Hosted Events

4. Starting Point • Established in 1971 • Single comprehensive housing authority • Leading role in regeneration • Budget of £618 million • Landlord of 100,000 homes • Unique Organisation

5. Structure • HQ Functions • 5 Areas • 37 District Offices • 13 Grants Offices • Depots/Stores • 3,200 Staff

6. EFQM Journey • EFQM adopted in 1995 • 1998 - Short listed for NI Quality Award • 1999 - EFQM Self Assessment Programme • 2001 - Steps to Excellence Silver Award • 2002 - Steps to Excellence Gold Award • 2004 - Prize Winner Status / Mark of Excellence

7. The EFQM – journey plan People IIP People Results IIP Key Performance Results IIP, ISO Chartermark ‘3 Star’ Balanced Scorecard Leadership IIP ISO 9000 ISO 14000 Chartermark ‘3 Star’ Processes IIP ISO 9000 ISO 14000 Chartermark ‘3 Star’ Customer Results IIP, ISO Chartermark ‘3 Star’ Policy & Strategy IIP, ISO Chartermark ‘3 Star’ Balanced Scorecard Society Results ISO 14000 Partnerships & Resources ISO

8. Local Business Plan Corporate Plan/ Business Plan Divisional Business Plan Staff Appraisal Business Improvement Strategy Divisional Improvement Plan Local Improvement Plan Keeping everything on track Chief Executive (CXRG) Directors Staff Line Managers

9. Where we’ve got to - 2004 Mark of Excellence Feedback • Continuous improvement evident over 20 years • EFQM, Charter Mark, IIP etc., well used to support improvement • Well defined policies, strategies and processes • Highly developed Corporate Management Information • Well structured framework of partnerships • A role model for consultation with stakeholders • Culture of loyalty and pride amongst staff • A champion of Employer Supported Volunteering

10. Where we’ve got to go - • Develop our Business Improvement Strategy • Internal Communication • Leadership & Management / IiP • Addressing the needs of our (formerly) manual staff • Sharing Best Practice • Performance Review • Corporate Social Responsibility ….Continue to deliver the service

11. Self Assessment for Front Line Services Lorraine Campbell Assistant Director Housing & Regeneration

12. Background to Charter Mark Voluntary submissions • External Validation • Focus on “softer performance” • Staff empowerment • Team Building • Customer Champions

13. Revised Approach Compulsory submissions • Consistency across outlets • Concern not to lose benefits

14. Revised Approach • Self-assessment • Staff involvement • Centre Facilitation • Action Planning • Agreed timing for submission Result: 21 offices achieved awards (17 District Offices, 4 Grants Offices)

15. NewScheme • Self-assessment against new standards • Corporate Submission, local assessment • Programme for all outlets to achieve Charter Mark by 2006

16. New Standards • Set Standards and Perform Well • Be Actively Engaged With Users Partners and Staff • Be Fair and Accessible to all and Promote Choice • Continuously Develop and Improve • Use Resources Effectively and Imaginatively • Contribute to Enhancing Opportunity & Quality of Life in your Community

17. Personal Standards of Service In short, treat other people the way you would like to be treated yourself

18. Management Charter • Listen to staff views • Promote opportunities for staff • Involve staff in unit’s business plan • Recognise staff’s achievements • Ensure health, safety & welfare of staff • Complete staff appraisal • Agree personal development plan

19. Customer Feedback • Housing Community Network • Customer Research • exit polls • phone surveys • postal surveys • Mystery Shopping

20. Comparing Performance • Internal Benchmarking • Excellence Inspection • Major Housing Organisations • Housemark • Audit Commission

21. Lessons Learned • Involve all staff • Involve customers early • Steal ideas! • Welcome cynics • Keep good records • Be prepared for criticism • Celebrate success!

22. Self Assessment for Support Services Peter McElhinney Business Improvement Officer

23. Self Assessment for Support Services • Our approach • Further Improvement • Facilities Services – a Case Study • Hosted Events

24. Business Improvement in Support Services • Deployment – a key challenge • Building on success • Over 20 years • Range of frameworks, improvement tools • Self Assessment • In support of formal accreditation • To identify areas for improvement at unit level • EFQM at Corporate Level • Charter Mark at Unit Level – Front Line & Support Services

25. Enabling Full Deployment • Aim – All parts of the Organisation aligned to Charter Mark • All Unit Business Plans address the Charter Mark Criteria • Promote Charter Mark Self Assessment • System of ‘Peer Review’ of Improvement Plans

26. A Case Study – Facilities Services • Services – Purchasing, H & S, Accommodation, Facilities Management Services • 60+ staff • Business Improvement Group formed to involve staff and raise awareness

27. Progress • 2001 – EFQM Self Assessment • Management Commitment • Cross section of junior staff • Feedback presented to Management Team • Action Plan agreed • Responsible Officers / Time Bound • Progress • Staff Surveys – improved results across all areas • Process Improvement Projects • Trained Facilitators

28. Progress • 2004 Charter Mark Self Assessment • Involve Staff • Timetable • Feedback and Key Themes • Action Plan • Monitor Progress • Features of this approach • Strong business focus • Measured improvements • Clear link between action taken and results achieved • Not just about strategy

29. Hosted Events • Best Practice Theme - Self Assessment • Our Commitment - 4 events over two year - Informal opportunities