Leaflet Ordering and Displaying Leaflets within Knowsley Housing Trust - Term Paper Example

PROJECT ON LEAFLET ORDERING AND DISPLAYING LEAFLETS WITHIN KNOWSLEY HOUSING TRUST Knowsley Housing Trust (KHT) is an independent Housing Association run on not-for-profit principles. KHT is based at Knowsley, “a vibrant and dynamic urban area of Merseyside” (Knowsley Housing Trust, 2005). The Trust manages over 13,000 high quality homes provided to tenants at affordable rents. KHT is a limited company registered in England and Wales as well as with the Housing Corporation. It is also a charity organization registered with the Charity Commission. The Trust’s Registered Office is in Prescot, Merseyside, and there are six offices across the borough, all of which display KHT leaflets. These provide customers with comprehensive information regarding tenancy, ownership, entitlements, neighborhood plans, safety, security, and all supportive systems forming part of the housing scheme. www.k-h-t.org This report presents the findings from a project undertaken to meet the assessment requirements of the FDSC in Housing Practice. The project was undertaken for KHT, the organization that sponsored the project leader on the FDSC. The overall aim of the project was to put a new system in place for ordering leaflets within the workplace. This involved developing a new system for ordering, storing and displaying leaflets, and gaining feedback from staff and service users on whether the changes had enhanced the availability of leaflets. The project report that follows provides an explanation of the context and rationale for the project, an outline of the previous system for ordering and displaying leaflets and its weaknesses; a description of the changes introduced identifying how each has helped to overcome weaknesses in the previous system; an outline of how the project was undertaken (i.e. the methodology); and findings from the initial evaluation and recommendations. The purpose of this project was to investigate the process and effectiveness of changes implemented in the ordering and displaying of customer information leaflets at KHT’s six offices across the borough. It was picked up on a short notice inspection that some leaflets that were being displayed were out of date. A new system of leaflet ordering was required to ensure the provision of current and up-to-date information to customers. Furthermore, in view of the need for cost-cutting during the current recession, it was considered essential to order all leaflets at one time, specifying accurately the total number of each type of leaflet required by all the offices. Additionally, an effective review process was required to ensure that the information conveyed to customers through the leaflets remained correct. Besides external factors such as legislation, improved technology, and competition, the need for change in an organizational system may arise from internal triggers. Examples of internal triggers are new organizational structures, changes in job responsibilities, new marketing strategy, etc. In the case of leaflet ordering and distribution at KHT, a need arose for improved functioning to cut expenses caused by wastage and duplication of leaflet orders, and to meet the crucial need for providing up-to-date information to the customers. Effective and efficient contact with customers has to be ensured at all the offices of and to customers, irrelevance due to being out of date, non-availability of current information, over-stocking and wastage, poor display and distribution. These risks are inherent in the leaflet life cycle, from conception to use by the customers, and need to be monitored for achieving optimal outcomes. (NAO2006) Importance of accurate and complete information easily available to customers Effective communication is crucial for Knowsley Housing Trust to function for the customers’ benefit. This is done through the leaflets, which are well-designed brochures that convey all the vital information of the various services and privileges provided by the housing scheme to fulfill the needs of the customers. Information regarding the services available, how they can be accessed, and awareness of consumer rights and responsibilities form the essential information conveyed through the printed leaflets. Often, complex information has to be conveyed in a concise and accessible form that also needs to be complete and accurate. The provision of up-to-date and accurate information is crucial to help customers identify relevant schemes and provisions. However, accuracy has to be balanced with the use of simplified language that is not overly technical or legalistic. Some design changes to make leaflets easier to understand include sign posting by means of a contents page and the use of clear headings. However, the needs of an increasingly diverse population have to be taken into account (NAO 2006). … It is vital that people can rely on the accuracy of the leaflets the government produces to make informed choices about their lives. And it is vital that they hold of these leaflets and easily understand them when they do… (NAO 2006) www.nao.orguk/publications Established means of communication through leaflets and letters continue to play an important part in spite of increasing roles of new technology. This is because of the requirement for detailed written information as confirmation of a discussion, or as a document that is useful for reference. All of the customers may not use or access the Internet for obtaining the required information. Though new technology may be more cost saving, its effectiveness is dependent on particular characteristics such as customers’ age, income, and location. Though relatively expensive, making leaflets available is vital in providing customers with all the information. Knowsley Housing Trust has to make a range of information available to the public to enable communication with customers. Besides providing information about the Trust’s purpose and activities, using separate leaflets for information is provided on various topics at all the six offices of the KHT. The Support for You leaflet gives all the details regarding facilities and services provided, in addition to the help and support leaflet, adaptations leaflet, responsive repairs leaflet, service standards leaflet, gas and electricity safety checks leaflet, the standards you can expect leaflet, and the handy person scheme leaflet. The safety and security leaflet, data protection leaflet, dealing with anti-social behavior leaflet, equality and diversity leaflet, domestic violence leaflet, and hate crimes leaflet collectively help to ensure increased security in the housing scheme. Furthermore, information on eligibility for claims such as rights to compensation, rights regarding tenancy/ ownership, joint tenancies, your rent account, passing on your tenancy, living in flats, purchasing your home, moving home, neighborhood plans, regeneration customer charter, and sheltered housing are all made available to customers as various leaflets should they seek them. However, the customers’ point of view and responses are sought out, encouraging two-way dialogue through complaints and compliments leaflets, customer consultation leaflets, and the let us know leaflets. All communication is conducted through the use of these leaflets, making them a vital part of the organization. Effective and efficient contact with customers has to be ensured at all the offices. If these leaflets are incomprehensible to customers, irrelevant due to being out of date, non-availability of current information, over-stocking and wastage, poor display and distribution, they do not serve the purpose that they were designed for. These risks are inherent in the leaflet life cycle, from conception to use by the customers, and have to be monitored for achieving optimal outcomes. KHT (09) Customer service and access to services The leaflets were created with the customer in mind. To allow their own ability to seek information without having to resort to questioning staff members, a variety of leaflets based on numerous topics were made available to customers. The process was a simple one, providing a display case with an array of information where customers can access this information immediately. This ease of access to the services that KHT provides acts as a support structure between customers and the organization. The more content and pleased that customers are with the services they are granted, which include the ease of access and array of information given to them in the leaflets, the better that the organization fares. Prior to the changes made to the access, display, and distribution of the leaflets, staff members would have to take time out of their set plans for the day to help customers with their needs. Not only does this cause the organization to suffer, but also causes customers to lose their independence when they seek out information. Customers appreciate being able to gather information on their own, finding it time consuming when they have access to information that is outdated, thus causing them to ask a staff member about it. It defeats the purpose of the leaflets, causing disadvantages for customers and staff members alike. Weaknesses in the existing system for the ordering and displaying of KHT leaflets To ensure a comprehensive service, the following tasks must be undertaken on a weekly basis by the appointed housing officer. Firstly, they must check if the leaflets are up to date and are displayed correctly. A short notice inspection with the audit commission carried out on 23 August 2009 revealed that some of the leaflets displayed were out of date; while some leaflets displayed elements of good practice, the layout and language used in some made them difficult to understand. Secondly, it was found that front line staff members were not willing to take responsibility towards taking stock and ordering fresh stocks according to requirements. www.auditcommision.co.uk (KLOE 1998 tenancy management act 41a and 41b) The requirement for change in the ordering and display of KHT leaflets The work includes travelling to each of the Knowsley Housing Trust offices on a weekly basis to check whether all leaflets are up-to date and displayed correctly. A short notice inspection revealed that some of the leaflets displayed were out of date. Secondly, it was found that staff members were not willing to take responsibility towards taking stock and ordering fresh stock, which resulted in the ordering of excessive numbers of the information leaflets, causing expensive wastage and also storing inappropriate information and taking up large spaces. When undertaking changes in any part of an organization’s functioning, the individual team and organizational levels need to be taken into account. Effectively addressing the issues that require change through relevant management processes leads to the desired results. (KHT 2010) “Effective management of change provides competitive advantage, improves enterprise and helps to consistently meet organizational goals. (Cameron E and Green) 15th February 2010 pg. 85. A complete overall reconstruction of the existing system was necessary; all the out-of-date leaflets displayed at the six offices of KHT in the borough were removed and destroyed. A spreadsheet was set up to order all types of leaflets for all the branch offices of KHT so that all information could be collated on the same sheet and sent direct via email. The spreadsheet contains information in regard to the all of the leaflets that are available for order, as well as slots to allow for the number of leaflets to be ordered. The spreadsheet in the email is then sent to the continuous improvement officer who is employed in the continuous improvement team. The required numbers of leaflets are ordered and if feel any amendments need to be implemented in any of them they are directed to the officer working in the continuous improvement department, then sent to the supplier. A new ‘print and hold’ service has recently been implemented, which is a service where the continuous improvement officer receives updated spreadsheets via email that leaflet stocks are running low. The stock can be stored, printed, and sent to each office when requested. Action plan To initiate the project, the manager of Knowsley Metropolitan Borough Council was contacted on many occasions to see if Knowsley Housing Trust could be granted more space in two of the one stop shops where KHT rented a small limited space from KMBC. The space that KHT allocated did not allow all leaflets to be displayed as was necessary. In mid-December, all front line staff members were informed that a computerized survey was to be completed with all the staff that works on the front counters to explain the reasoning behind the changes. The changes implemented were those sent in an email directly to one staff member, where they collated all leaflet orders, then forwarded the requests to the continuous improvement officer for her to order the leaflets. The survey was to see if staff members were happy with the new system being implemented, or if there was any room for improvement, and to summarise any findings and amend if need be. All front line staff members were asked also for any suggestions and marketing teams’ request regarding the spreadsheet design. Most staff felt that they would leave it up to the marketing team as long as it was a system that worked. An excel spreadsheet to order the leaflets was implemented and the format of highlighting in various colours when stocks needed to be ordered. The excel spreadsheet was designed to make ordering leaflets simple yet as detailed as possible, providing places for the amount of leaflets to be ordered and the specific types of leaflets that need to be restocked. At the end of December after receiving feedback from colleagues regarding the survey, all front line staff members agreed that a new system would be less time consuming and more cost effective than the old one. Twenty staff members took part in the survey and the results are highlighted in the chart below: (Appendix 1) Thirteen percent of the staff members to respond to the survey were satisfied with the new system that was implemented to ensure the proper updating and placement of leaflets at the front counters. Four percent were satisfied with the changes, and three percent were neither satisfied nor dissatisfied with the changes that were made to the placement and distribution of the leaflets. Also at the end of December, all front counter staff members were informed that a small survey was going to be carried out with customers who called into the one stop shops to see if they were happy with the new leaflet displays, and also to ask them if they have had any problems when needing to access leaflets when ones requested were not displayed. In mid-January, it was agreed with the marketing team on the style of the form for the customer survey. Twenty copies were emailed to each of the six counters for them to ask customers to take part in the small survey regarding leaflet changes and that if there were any suggestions or room for improvement so that these results could be considered. In February, the full survey was implemented; all staff members on the front counters were informed that feedback surveys with customers would be carried out. The overall findings were collated and the final results are shown in the table below. (Appendix 2) Customers dislike leaflet design Customers Like leaflet design Some leaflet titles were misleading Help line number was on the front cover Leaflet was too long Leaflets had clear contents page Inappropriate images were used Important information was bolded Fourteen percent of customers thought that the new leaflet displays were very good, as well as the format of the leaflets themselves. Three percent thought the new displays were good. Two percent thought that the displays were average, finding nothing special or nothing new about them. One percent of customers thought the displays were poor, and that the leaflets themselves lacked the proper information. Initial teething problems were discussed and the One Stop Manager from Knowsley council made contact with KHT management regarding requests in December for a bit more space to be allocated in two of the one stop shop offices to able to display more leaflets as space previously granted was limited. This has now been implemented and two more stands are now displaying KHT leaflets. This allocated space has had a huge improvement on accessibility and the display of leaflets. Storage turned out to be problematic as the leaflets for distribution were stored in a narrow space. For health and safety practice leaflets had to be removed. Therefore, to store the leaflets ordered and received, a large space within the maintenance department had been allocated by the health and safety department. From this central point, a weekly stock check would be undertaken and leaflets requested would be distributed weekly to each office. To improve the reliability and accuracy of the information, regular and consistent reviews are carried out by the Housing officer based on the content of the leaflets. The reviews are well documented as specified to ensure that it is possible to identify the source of changes and whether key information holders have been consulted. Reviews also help to ensure the consistency of the key messages across all the leaflets rather than focusing solely on individual topics. Additionally, consistently reviewing specific leaflets is important to maintain their usefulness. Amendments suggested in customer feedback information is in the process of being looked into as follows: Too much information in leaflets Misleading titles Misguided by glossy images Monitoring of project The project was monitored by the weekly checks that involved the researcher attending each of the six offices and making sure that all of the appropriate leaflets were not only in stock but displayed appropriately. The researcher would check to make sure that all of the leaflets were up to date, ensuring that no information presented in the leaflets were irrelevant. The researcher would also make notes of changes that were made when customers would leave suggestions as to the proper display, access, and physical appearances of the leaflets. As the purpose of the leaflets were served towards the customers, it was vital that everything was implemented with the customers in mind. The questionnaires and surveys were also monitored as they were turned in, as well as the visible responses that staff members implemented into the offices to ensure that the surveys served their purposes in keeping both customers and staff members pleased with the running of the organization. Evaluation When undertaking any changes in any part of an organization’s functioning, the individual team and organizational levels need to be taken into account. Effectively addressing the issues that require change through relevant management processes leads to the required results. “It is essential to consider beneficial outcomes for customers, cost-effectiveness for the organization, and at the same time encourage team work. (Cameron and Green2004, pg 3). Effective management of change provides competitive advantages, improves enterprise and helps to consistently meet organizational goals. Managing change is a complex and challenging process (Paton and McCalman 2000. P2) involving assessment of the situation and implementing operational changes. As highlighted in Appendix 1, in order to determine the opinion of the staff regarding the new system, and whether there was any room for further improvement, a survey was completed. The evidence clearly indicated that all the staff members were satisfied with the new system since they could focus more on their daily work. They felt it took pressure of their daily workload; they no longer had to worry about leaflet stocks. Similarly, a customer survey (Appendix 2) was planned with questionnaires sent to all the KHT offices. Customers’ opinions had been obtained; they were also satisfied with the new display system and have commented on the efficiency of the staff and accessibility of leaflets. Any issues that needed to be addressed were also made known. According to most customers, they preferred leaflets that had a consistent design showing the leaflets as part of a series. The front page clearly displays what the leaflet is about; there is a contents page; the use of large plain text with important information is bolded; information is concise and given in the form of questions and answers; images used are appropriate; and a glossary of terms is included. Recommendations At present, Knowsley Housing Trust has been experiencing some problems due to losing a valued member of staff to retirement. We have been informed no replacement for a courier service has been implemented, which has caused many problems with internal mail reaching the correct destination. It has been highlighted that a courier service is a valuable service and funding may be available in April 2010 to employ a further Future Jobs Fund staff member to perform these actions. The Future Jobs Fund is an initiative set up by the government to enable unemployed people who have been out of work for a while to be able to go into an employment role and gain wok experience needed for them to be able to get permanent paid work in the future. It has also been revealed by a recent suggestion from a customer that a low level accessible leaflet display stand should be installed for easy access for wheel chair users and other customers who have any disabilities so they can easily gain information independently without having to request this from front line staff. Conclusion The new system has brought about a reduction in the use of KHT staff resource regarding stocktaking, ordering, distribution, and display of leaflets. This has helped to save staff time, besides cutting expense and wastage of unused or outdated leaflets. Being the sole person responsible for the collective ordering of required number of leaflets at all the six offices results in centralized responsibility and consequent clarity about the availability and effective distribution of the leaflets. A consistent strong review process to ensure that the content of leaflets is up-to-date and reliable and the use of simple language is easily understood has also contributed to improving the system. Additionally, a simplified supply arrangement from a core point where all the leaflets ordered are stored and distributed to the six offices has proved to be beneficial. Staff feels they can now concentrate on giving 100% customer services to the customer. References Cameron, E. and Green, M. (2004). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. London: Kogan Publishers. Knowsley Housing Trust. (2005). Knowsley Housing Trust: Home Page. Retrieved on 1st February, 2010 from: http://www.k-h-t.org/ NAO (National Audit Office). (2006). Using leaflets to communicate with the public about services and entitlements. Department for Work and Pensions. London: The Stationary Office. Retrieved on 2nd February, 2010 from: http://www.nao.org.uk/publications/0506/dwp_using_leaflets_to_communicate.aspx Paton, R.A. and McCalman, J. (2000). Change management: A guide to effective implementation. The United Kingdom: Sage Publications. Read More