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Improving Housing with Systems Thinking

This article explores the concept of systems thinking in housing management, discussing the benefits of changing management assumptions and implementing a systems approach. The article also highlights examples of how systems thinking has been applied in practice to reduce costs, increase tenant satisfaction, and improve employee morale.

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Improving Housing with Systems Thinking

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  1. Community Housing Cymru Group Regulation Network - 8th December 2014

  2. who are we ? Management Accountant 30 years public sector experience Audit Commission Finance Manager Married 2 children Andrew Harris Head of Change Management 15 years public sector experience Finance and Procurement background Married 2 children Leah Manna Change Management Officer

  3. Systems Thinking? Get the Right offiers Involved

  4. What is systems thinking • To understand how we currently work and perform – from the service users perspective • To understand why we work in that way • To then experiment with new principles in designing and managing work • To then make this the normal way we work Reduce Costs Increase Tenant Satisfaction Increase Employee Morale

  5. Changing CultureThinking Governs Performance Management Thinking analysis change System Performance Bed example

  6. Systems Thinking is about Changing management assumptions Systems thinking Command and controlthinking Outside-in / Customer Top-down perspective Customer Demand (expert to the front) Functional specialisation (split up of work) design Separated from work Integrated with work decision-making Budget, targets, standards, service levels, activity etc. measures Based on “What Matters” to customers Manage budgets and people (Targets) - control Management ethic Act on system (not person), learning across organisation

  7. Where have we been working • Sheltered Schemes • Building Services • Communications • Sickness • Landlord Services – Customer Demands • Application Review • Arrears / Welfare Reform

  8. Building Services ReviewNPT Homes

  9. Traditional Measurement How do we Measure success / Performance of the Service?

  10. Traditional Measurement What is it Telling us?

  11. Traditional MeasurementComplaints What is it Telling us?

  12. Mean Distribution http://en.wikipedia.org/wiki/68-95-99.7_rule 3 Std Deviations

  13. Systems Approach within NPT HomesRhodri the Carpenter

  14. WHAT MATTERS TO TENANTS “Communication, Let me know when you are coming at a time to suit me” (also let me know if you are not coming) “Do the job Right 1st Time, so you do not have to keep on coming back” “Good Quality job” “End to End time of job”, how long does it take from the time I phone

  15. What Stops Rhodri doing his job? What gets in my way is……….

  16. Asked the men what gets in their way when trying to do job right first time and within timescales No Access - cold calling Poor ticket information Schedule of rates – cheat the system Patch repairing rather than getting it right first time Working to strict order basis Other tradesmen not turning up

  17. How some properties are left for us Some properties costing us up to £4k to clear before we are able to undertake any work

  18. Redesign (some of the initial changes) Principle of no cold calling and getting it right 1st time Employees / Supervisors given new phones Van Stock for Carpenters and Plumbers All Tenants phoned to discuss problem and repairs system checked before any inspection Decision made if inspection is necessary or if work can go straight to Tradesman Appointments made with Tenants when work to be undertaken Meet with Employees to discuss and resolve any problems

  19. How do we measure success? Reduce Costs Increase Tenant Satisfaction Increase Employee Morale

  20. What do we Measure Now

  21. Financial Savings Reduction in Sub Contractor Transfer of employees to Voids team Freeze on certain vacant post (Plumbers 5-3) Productivity savings through no cold calling Fuel reduction Bringing in-house other wok DFG Showers / WOA Reduce costs

  22. Changing Culture? Link to insider magazine: (click here)

  23. To this (NPT Homes D.L.O.)

  24. Any Questions ? contact details: Andrew Harris Head of Change Management Tel: 01639 506609 Andrew.harris@npthomes.co.uk

  25. Sheltered Schemes Sheltered Scheme Review

  26. What Matters to Tenants • We spoke to all the tenants in two schemes to understand why they came into sheltered and what was important to them now and in the future. What we heard was: • I want to feel safe and secure in my home (there was a definite feeling that the schemes were their home) • I want help to retain my independence • I want you to understand and assist with my support needs • I want to live somewhere that is adaptable to my changing needs ( I do not want to go to residential care)

  27. Mrs Pritchard NPT Homes Install Lift to Benefit Residents in Sheltered Schemes.docx “It was great that NPT homes came and spoke to us about what was important and listened and acted upon what we said”

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