Created in 2007, River Clyde Homes is Scotland's newest and third largest Social Landlord and run by a tenant led Board. Key commitments made to tenants include investment in core housing stock of £83m and the provision of 850 new homes by 2015.
Kevin Scarlett, Chief Executive, River Clyde Homes
With over 30 years' experience in the Housing and Regeneration sector, Kevin joined the organisation in 2012, having previously been with Salford based Salix Homes also in the capacity of Chief Executive. Here, he oversaw the implementation of Knowledge Maps in a drive to create consistency in the correct use of policies and procedures in their Customer Service Centre. Knowledge Maps were also used as a vehicle for keeping staff and customers informed as Salix underwent an Options Appraisal process.
Service Excellence also forms a key part of River Clyde's strategy and the organisation is shortly to go live with a new Customer Service Centre. The decision was therefore taken to implement the 100 Questions for Customer Service Knowledge Map as part of this initiative.
"Knowledge Maps are a really useful tool for disseminating information and change through the organisation", says Kevin. " They aid accuracy and reinforce consistent service delivery'.
As the project moves forward and service delivery continues to improve, the aim is to continue using Knowledge Maps to assist staff and further reduce errors across the organisation.
Jade McHale - Procurement Co-Ordinator
One year on from implementing the Procurement Knowledge Map from First Adapt, homes and community organisation livin have seen the benefits of the new system.
livin, was already in the process of centralising and updating its Procurement procedures when it was introduced to the Maps. Following a thorough evaluation and having put forward a successful business case, the project team set about implementing the Map. They took a staged approach to implementation, taking the opportunity to further streamline procedures as they went along. Implementing Knowledge Maps is an iterative process and livin found it useful to have First Adapt review what had been done to help make adjustments prior to going live.
Jade McHale, Procurement Co-ordinator for livin, who has been closely involved throughout, liaising with First Adapt and taking feedback and comments from users, said: “We had very clear ideas from the start of what we wanted the maps to achieve. One year on, they have exceeded our expectations. Most feedback has been positive and complimentary and usage has rapidly increased.”
livin has embraced the idea of having centralised points for Procurement Procedures and users have found the Document Library of particular benefit.
Jade added: “Introducing new systems always has to be approached sensitively. Users can become used to their own way of doing things and of course it’s important to keep hold of all of that individual knowledge and expertise when it comes to implementing a Map.
“Knowledge Maps are also an excellent source of information when it comes to new starters and because the Maps are so easy to navigate, they can be used as an effective training tool in their own right. It’s great when users tell you that they have found a system straightforward. It makes implementation worthwhile.”
Having successfully implemented the Procurement Map there is a chance that other areas of the business will see the benefit of expanding the use of Knowledge Maps further.
Excellent policies and procedures can even influence cultural and behavioural change in the work place, reinforcing good decision-making. So doesn't it make sense to have them readily available to everyone in a format that is easy to understand?
Policies are the over arching framework under which an organisation deals with everything from day to day operational matters to how to respond to legislative changes, regulations and code of practice. Procedures provide the detail on how this works in practice, who does what within an organisation and what individuals need to be aware of in relation to the specific job they do.
As well as being consistent with an organisation's business strategy and values, well-written policies and procedures should be consistent, clarify functions and responsibilities and show how they actually make life easier when it comes to dealing with routine and complex issues.
When it comes to developing policies and procedures, there are a few essential steps to consider.
• Do your research – see what other organisations in your sector are doing. Make sure you have the latest information in terms of new legislation and regulations.
• Make sure you have support from senior management when it comes to policies and procedures affecting staff – if staff can see that management take them seriously, they are more likely to take them seriously too.
• Don't be wooly – make sure your policies and procedures are explicit and easy to understand. Use examples to highlight your policy or procedure.
• Use plain English and make sure translations are available for staff (and customers) whose first language is not English.
• Agree on a common format for documents and obtain comments and feedback prior to the final version.
• Keep policies and procedures up to date. Not reviewing, revising and redistributing policies is, unfortunately, all too common.
Effective policies and procedures need to be well publicised to existing staff and new starters when they join. Making policies available via Knowledge Maps, which sit on the organisation's intranet, ensures that they are readily available, have a familiar organisational look and feel and, to reinforce the point, can be updated on a regular basis.
Given the benefits of having excellent policies and procedures in place, it is surprising how many organisation's fall foul of the risks. Housing organisations in particular hold a vast amount of extremely sensitive date on customers and communities. This, coupled with the increasing use of on line data and mobile technologies as well as sharing of data across departments and organisations, means that the risks associated with data protection and loss are of significant concern. If there is lack of clarity over data protection policies, breaches are all the more likely. The damage this can do to an organisation's reputation can be, as some have found to their cost, long lasting and difficult to repair.
Whilst data protection issues are very much at the sharp end of risk management, it is worth remembering that all policies and procedures are there to ensure that tasks and services are performed in a consistent manner. Consistency is the by word here for quality, control and delivery of excellent services.
By having consistent policies and procedures in place, organisations will see the following benefits:
• Staff know what is expected of them
• Customers know what services to expect
• Issues and emergencies can be resolved quickly and effectively
• Organisations can evidence their adherence to standards
• The reputation and image of an organisation is maintained
We are delighted to welcome Devon & Cornwall Housing Group (DCH) as our newest customer. DCH have taken the HR Knowledge Map which they will be implementing for use across the Group in support of their overall HR strategy and policies. With a staff of 700, DCH, which comprises Tor Homes, Penwith Housing Association, Independent Futures, Westco Properties, Devon & Cornwall Leasehold Solutions and Call24, manages over 19,500 properties.
Sheila Whelan, Group HR Director adds:
‘I always thought the HR Knowledge Map was a great idea when I first saw it several years ago when first launched. Since taking the post of Group HR director at a large geographically spread organisation we have bought the Map to enhance communication with staff across the Group, increase transparency and consistency and make our policies and procedures easy for staff to find and use. We will start implementing it shortly’.
More news on this story once implementation is underway.
With offices operating across 54 local authorities in the Midlands, Midland Heart own and manage 32,000 homes and invest more than £100 million every year. It is therefore no surprise that Procurement plays a key role in its overall business strategy.
Procurement at Midland Heart aims to provide customers with the very best of services, both in terms of quality and Value for Money. This doesn’t just happen by itself and Midland Heart has worked hard to develop a long-term strategic Procurement Strategy which will ensure adherence to legal and EU requirements, consistency of procurement activity across all areas of the business and also dovetail with its overall Corporate Strategy. All this at a time of enormous economic challenge faced by the housing sector.
The challenges faced by Midland Heart will resonate with many other housing organisations; high numbers of suppliers, high levels of manual transactions, disparate procurements systems, little use made of collaborative purchasing and lack of customer involvement in procurement activity.
The vision for Midland Heart was to achieve excellent Value for Money on all goods, works and services as well as ensuring efficiency gains in all procurement activities; managing risk, improve contract management and working smarter wherever possible.
Eliminating waste, supporting the organisation’s sustainability and environmental strategies has been embedded into how Procurement is managed. Encouraging staff, suppliers and customers to think about these objectives has been key to improving informed decision making. In this way, Procurement has become a vehicle for business process improvement across the organisation.
Improvements in the information available to staff and customers has also played a pivotal role. Midland Heart has implemented a Procurement Information Map (PIM) using Knowledge Maps from First Adapt. This is available via the intranet and informs employees of the best method of purchase. It also outlines the detailed processes to be followed when buying goods, works or services. The Map is used for all procurement activities and ensures that the relevant controls are in place. Standard templates, documents and terms and conditions are all available via a Document Library within the Map. In addition to Procurement, the Map covers other business critical areas such as Equality & Diversity, Health & Safety and Resident Involvement.
Amerjeet Keilah, Procurement Manager at Midland Heart highlights that the Map “supported the business desire to become more agile and has made the process of procuring much quicker and easier to understand”.
She adds, “It ensures that staff are following the correct procurement processes and that they can work independently without having to rely on the Procurement Team for lower value and less high risk orders”.
Midland Heart recognise the importance of continuous improvement in supplier relations and performance in all areas of front line and back office service delivery. And if the Procurement Team has become a bit more visible to the rest of the organisation as a result, Amerjeet and her colleagues are delighted.
First Adapt, leaders in the provision of Knowledge Maps, have been commissioned by the Institute of Mental Health to develop a Knowledge Map which will significantly help clinicians when it comes to simplifying the process of carrying out detailed research. Formed in 2006, the highly respected Institute of Mental Health is a partnership between Nottinghamshire Healthcare NHS Trust and the University of Nottingham. With their mission to achieve ‘Research Excellence for Innovation’, The Institute of Mental Health’s key activities are to promote research, support clinical practice, provide educational courses and act as an expert resource in promoting best practice.
First Adapt is delighted to have this opportunity to work with the Institute and looks forward to a successful collaboration over the coming months.
LMH and in-house contractor, Housing Maintenance Solutions (HMS) have been awarded ISO accreditation for not just one but three key areas - Quality Management (ISO9001) , Environmental Services (14001) and Health & Safety (OHSAS 18001).
These latest awards recognise LMH's overall commitment to both staff and customers in wanting to deliver first class services underpinned by a commitment to robust systems and procedures which support all key areas of work.
LMH acknowledge that ASK (their Advice and Support Knowledge Map) was a big part of how they were able to evidence their formal approach towards documenting processes.
ASK forms part of an initiative to provide a 24/7 on line resource for customers via the website and kiosks and provides answers to a wide range of frequently asked questions.
Want to take a look at ASK? Just click HERE.
Challenge, compare, consult and compete – the Value for Money (VfM) mantra by which providers must abide in order to stay ahead of the game. But what steps are required to ensure that this is truly embedded in how an organisation operates?
The first step has to be taken at the top and the Board needs to agree the main objectives of a VfM strategy and how these tie in with its overall business plan. This in itself requires a real understanding of how well the organisation is doing and how it compares with others in the sector. Time needs to be spent internally on performance evalution and externally via benchmarking with other providers. This will also give a steer of where improvements need to be made and where new services can be offered.
Developing clear operational plans from the top level strategy is crucial not only to ensure excellent communication at all levels within the organisation but also as a vehicle for staff involvement and performance management. By cascading objectives and actions, the strategy itself will remain dynamic and relevant to what is happening on a day to day basis.
But it is not just about buying goods and services at the price/quality mix. It is also about customer involvement since they are best placed to help shape these services so that they are tailored at the local level. This approach also favours the longer-term interests of the organisation, its customers and stakeholders. Collective procurement, partnering and Shared Services are also increasingly being adopted as routes to more professional procurement strategies.
Another important step is making sure that there is a comprehensive and up to date library of policies, processes and operational documents.
Our Procurement Map has been specially designed with this in mind and allows you to make this information available to all staff across via an organisational intranet.
So, is your organisation operating an efficient and easy- to-use tendering process in an environment which frees up staff to operate effectively?
A central database of standardised processes and template documents guarantees improved operational efficiency. The majority of our customers have chosen to implement the Procurement Map for these very reasons and with the experience we have gained from numerous projects, we can offer a standard template design which substantially reduces the amount of in-house resource required to implement the maps.
Download more information about our Procurement Map.
First Adapt is delighted to welcome Central Bedfordshire Council as its most recent customer. With its main offices based in the rural setting of Chicksands, Central Bedfordshire Council serves a population of approximately 255,600. The wide range of services provided by this Unitary Authority keep its staff busy at all time. No more so than those involved in Procurement, an area of increasing importance when it comes to ensuring efficient services are provided at the best possible value. Value for Money was a key deciding factor when Central Bedfordshire Council made the decision to buy the Procurement Knowledge Map from First Adapt. The solution, which helps to streamline policies and procedures and make documentation more readily accessible to staff, went through a rigorous tender process. Staff within the Procurement Team will shortly be embarking on a phased implementation of the Procurement Knowledge Map, working with First Adapt to ensure a smooth transition to the new system.
If you would like to find out more about the Procurement Knowledge Map or any of the Maps we have on offer, just get in touch.
When Midland Heart conducted a thorough review of their procedures and policies for Procurement, they were delighted to find that we had a tried and tested package that would do exactly what they needed. They found it slick and visually very attractive but recognised that beneath the veneer were multiple layers that made the solution particularly rich. They liked the idea that you could drill down to more detail if you needed to, but equally, if you just wanted to click through the process, you could do that as well.
Midland Heart's view of the Procurement Map is that it's a very interactive way of working and because the data is presented in an attractive way, users quickly find a level that suits their ability and knowledge. When Midland Heart was going through merger, it was of huge benefit to be able to adapt the map and pull together all the procurement policies and documents from legacy systems and organisations into one easily accessible place.
They now have a centralised system which is easy to use and gives greater access to documents needed by staff. Consistency of information has also greatly improved communications across the organisation and with staff able to find what they need first time round, efficiency savings have been achieved.
Read the full Midland Heart procurement knowledge map case study