Residential care company suffering from rapid expansion and increased competition
Programme to move towards a single culture through implementation of the standard roster and migration of best working practices
THE ORGANISATION
Major company within the Residential Care services sector
127 residential homes within three Divisions, North, Central and South
THE ISSUES / PROBLEMS
Period of rapid expansion through acquisition, both recent and future anticipated
Inherited variations in organisation cultures, styles, administrative processes and performance levels (hours per resident week)
Increasing competitiveness in the Care sector
Need to reduce operational costs whilst maintaining the highest levels of resident care
PROJECT ACTIVITIES
Confirmed validity of previously conducted workload analysis and assessment
Developed a 'model roster' for implementation across 90 of Ashbourne's homes to achieve target hours per resident week ratio (1 hour / resident week equated to approx. £700K)
Developed and migrated 'best working practices' across the portfolio of homes
Conducted workshop programme with senior management groups to facilitate implementation programme
Carried out implementation programme across 48 selected homes
Developed internal skills necessary to take the process forward across the balance of the 90 homes
PROJECT RESULTS
Significant movement towards a single culture through implementation of the standard roster and migration of best working practices
Significant reduction in the hours per resident week ratio across the portfolio of homes
Improved consistency in relationships with Local Health Authorities