Service Improvement Project for a Temporary Housing Scheme with 105 units and over 300 customers.
An initial business analysis highlighted low moral across colleagues due to numerous vacancies in the colleague team, inconsistencies in service delivery and very little communication or interaction with customer.
The need was to provide the colleagues with clear direction within their roles by implementing a number of new processes with clear process maps and a role matrix defining each role. Once these were implemented the next step was to give the customers a sense of ownership and embed a culture of coaching across the scheme.
Outcomes
Over the 6 months of the contract there has been a noticeable change within the scheme from customers, colleagues and wider stakeholders. There is now a full colleague team, additional quality bank colleagues, a customer involvement project group made up of colleagues and customers, and clear messages being delivered to customers.
During the summer holiday we had minimal ASB as a result of children on school holidays and rent arrears overall have reduced by 57% on former arrears and 26% for current arrears.
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