Continuous improvement
One of our values is commitment to delivering
services in the most efficient and effective way to our residents
and stakeholders.
To do this we have a comprehensive programme of continuous
improvement, which requires all service areas to be reviewed at
least every five years.
Our framework for delivering service improvement uses several
continuous improvement tools including Best Value and the Business
Excellence Model. As a result of the government’s efficiency
drive, service reviews also focus on demonstrating value for money
and achieving efficiency savings. The Audit Commission’s Key
Lines of Enquiry are used to self-assess our services against their
'excellent' criteria. All our services strive to reach three
stars.
Stakeholders and residents are heavily involved in continuously
improving services, through our wide-ranging consultation
methods.
Recommendations for improvement, as a result of these reviews
are implemented through action plans, which are monitored on a
monthly basis.
The following are examples of reviews that have
been completed in the last two years with some direct service
improvements.
- Environment (Group-wide) – A new strategy extended to all
members of Somer Housing Group. Ensuring we are 'greener' in
managing water, energy, and waste. Addressing the negative impacts
of work-related travel through a green transport plan. Conserving
the biodiversity of our natural environment through impact
assessments in new developments.
- Communications (Group-wide) – Improved residents’ newsletters
including production on recycled paper and more resident focused. A
new communications strategy which focuses on putting accessibility
at the heart of the Group.
- Resident Involvement (Redland) – Developing a Partnership
Agreement between Redland and its residents. This has formalised
resident involvement and will introduce service standards for all
service areas so residents know what service they can expect to
receive.
- Maintenance (Redland) – Customer care training for all staff,
expansion of methods to report repairs, database of preferred
communication methods with residents.
- Human Resources / Employment (Group-wide) – Tackling
confidentiality issues by changing everyday working practices.
Ensuring consistency of advice by sharing information across the
team. Attendance at departmental team meetings and shadowing to
have a better understanding of the business and potential issues.
Increased accessibility through off-site working.
- Equality and diversity (Group-wide) – A new five-year
strategy which will take the organisation to 3 stars, a structure
of action groups to deliver the strategy on the ground, and to
ensure ownership by all staff. Tailoring of services to individual
needs and preferences, moving away from a 'one size fits all'
approach.