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Transforming Scheme Manager Service at Saxon Weald

Learn how Saxon Weald, a housing association in Horsham, West Sussex, improved its scheme manager service through a lean approach, enhancing customer experience and staff performance.

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Transforming Scheme Manager Service at Saxon Weald

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  1. Saxon WealdTransforming our scheme manager service through a lean approach Kath Hicks, Housing Director

  2. Who are Saxon Weald? • Housing association In Horsham, West Sussex formed in 2000 • 5800 affordable properties for people in housing need • USP - local market leader in older people’s housing, over 40 schemes, 30% of stock • Developed 10 extra care schemes in 9 years – capitalised on DH and old SHG funding

  3. Our scheme manager service • Enabling independence and helping residents improve their quality of life – support not care • Delivered by team of 40 scheme managers based at schemes • Historically was majority funded through government’s Supporting People • Therefore been exposed to political change and public sector funding cuts

  4. Age Our customers Disability or long term life limiting illness Benefit dependency

  5. Why a lean review?The problem……… • 40% cut in funding from 2012/13 to 2013/14 - restructure and staff cuts • Staff unclear about key purpose – many still working to old practices • Support planning was not actually delvering support! • Inadequate systems – reliance on paper, duplication, inconsistency, inability to measure or record • Future cuts inevitable – need efficiency and innovation

  6. Why a lean review?……..the solution! • Improvement needed but solutions not obvious • Scale of project required a robust structure and pace • Customer centred approach • Putting front line staff and managers at the heart of any change was vital

  7. The process

  8. Identified solutions Identified 3 key improvements; • New way of support planning • New ways of storing and accessing information • Integration of lean techniques into daily activity

  9. Key improvement 1Changing how we deliver support

  10. New Support Plan – Flow Chart

  11. Key improvement 2Transforming how we store and access information

  12. Key improvement 3Using lean techniques • Information centre – visual management tool • Ideas and concerns slips – continuous improvement and listening to staff • Managers trained in lean techniques to support on going improvement

  13. Case studies Ron says: With Alison giving me time I know all my paperwork is dealt with in a timely way and I have managed to save money on my energy bills. Other Scheme Managers that cover give me the same support Alison does.

  14. Case studies Bob says: ‘’I get more exercise than I used to. I enjoy our visits and have time to share things when I feel upset or worried’’

  15. ‘What new way of working means to me’ – a scheme manager perspective • Ability to keep track of own performance with instant access to KPI information for the scheme and the team I work in • Freeing up time to: • provide personalised support to people that need it • help residents set up new activities • be involved in different projects • Have more focus on each aspect of my role through the information centre i.e. what the weeks priority is (void, rent arrears, number of planned visits v re-active, outstanding issues/concerns)

  16. Comments from front line staff! • “I am really proud of what we have achieved – of designing the future way of working.” • ‘’For the first time in my job, I can really see the difference we are able to make’’ • “Planned visits are really fulfilling. You feel as if you have really achieved something – makes you focus on the tenant.” • “I love the new way of working. It frees up time to provide support to those who need it.” • “The new support plan captures all support, as it happens….” • ‘’The Information Centre is really useful from a cover point of view.” • re Information Centre “It has a purpose and it works, it shows my part in the bigger picture”

  17. Project outcomes achieved • Improved customer experience • Improved staff performance and job satisfaction (time management, clear purpose, less frustration, consistency, making a difference) • Helped develop culture of performance management (better management tools, better resource management, monitoring and reporting) • Efficiency and cost savings (less waste, less duplication)

  18. Our top tips for success in a business review! • Make time • Staff who do the job are your most valuable asset • The partnership with Ad-esse was key – be open to challenge but keep your values and identity close • Test before launch – give your people confidence

  19. Celebrate!

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