Private Health Case Study

UK Residential Care company

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
• Improved management skills levels