NHS Hull
NHS Hull commissioned SMSR to undertake 3 surveys in 2006 following a competitive process. The work consisted of a health and lifestyle survey (4000 respondents), a BME survey (1000) and a Gypsies and Travellers Survey (300).
SMSR proved themselves able to be able to pull in the diverse sampling frame and they successfully delivered the project on time and within budget. Their combination of qualitative and quantitative competence has been invaluable. Since this time they have successfully competitively tendered for other work with NHS Hull, such as a Children’s and Young People’s Lifestyle Survey (2008) and a Veteran’s (Retired Armed Forces) Survey (2010). In both these cases they succeeded in meeting the tender brief but also added value by bringing out the key messages.
Dr Andrew Taylor
Humberside Police Authority
The quality of the reports and data analysis we receive from SMSR is second to none. The service and support we receive from the technical staff and those who manage our contract is excellent and timely, they are always on hand to guide us through our planning processes and have a wealth of knowledge and expertise to fall back on.
Victoria Wise Strategic Development Officer
Heart of Birmingham PCT
Heart of Birmingham teaching PCT commissioned SMSR to develop its patient panel 2 years ago. The relationship isn’t merely one of commissioner/provider, it is very much a partnership. SMSR can grasp thoughts and concepts and turn them into a reality. Working with them feels like having extra, extremely competent members of the team. They offer good value for money and deliver what they say. We have since worked with SMSR on a number of other projects including the Pharmacy Needs Assessment and research into lifestyle in relation to physical activity and nutrition. SMSR come with abundant knowledge and experience and they go that extra mile to ensure projects are completed to time and within budget. We would definitely work with them again.
Rehana Ahmed Patient & Public Involvement Manager
Hull City Council
SMSR has undertaken our tenant satisfaction survey since 2006. We will have no hesitation in inviting them to tender for our next survey as they are guaranteed to deliver exactly what we require at a competitive price. They provide an efficient, reliable, flexible, professional and friendly service which always delivers on time when deadlines are tight.
Geoff Bradley Housing Performance Manager
Quality System Overview
MANAGEMENT RESPONSIBILITY [Clause 5]
Top Management ensure all aspects of the business operate in line with the
process approach methodology and with consideration to the 8 guiding principles, through regular audits of staff, business procedures and the quality management system itself; this occurs during staff reviews, monthly management meetings and quarterly quality management system review meetings. To ensure informed decision making results from monitoring, measurement and analysis and is fed into planning activities (IMP).
As well as monthly management meetings, on an annual basis Top Management meet to review the performance and effectiveness of the business (MAN), including its quality management system. Referencing records, results from previous internal audits and minutes from monthly management meetings and quarterly quality system review meetings. These reviews are fundamental in ensuring the business continues to achieve its non-monetary targets including key performance indicators, quality objectives, and customer requirements and satisfaction. The review highlights and promotes improvement activities (where underperformance is identified) and planning and objective setting for the next period.
Top Management also support the quality management system through setting its direction. They create and review the Quality Policy statement after which it is communicated business wide through scheduled staff meetings and then throughout the year by way of regular auditing/promotion of the quality management system (any changes are done in line with our Document Control procedure (DOC) thus new Quality Policy amendments will be signed off by top management before communication). This statement outlines desire and intention and, supported by objectives, makes clear to all staff the direction Top Management is setting for the organisation.
Top Management support the organisation staff in their understanding of the business and its customers through regular reviews and communication, focusing on business strategy, quality policy and quality objectives, key performance indicators and customer requirements and the importance of meeting these requirements. Communication methods vary however all are planned with consideration to the method and audience, as well as reviewed for effectiveness once completed. Such methods include cascading company information discussed in review meetings, communicating the company’s financial position and involving staff in customer site visits. The organisation considers the Client Feedback procedure (CUS) as an important tool in meeting both present and future customer requirements. The organisation endeavours to be constantly aware of its customers’ needs both before inception of a project (CUS) and during (PLA01, PLA02).
The organisational structure ensures that responsibilities and authorities are fully defined in each area, thereby supporting the process in ensuring responsibility for each stage of activity is clear, specific responsibilities are documented in section 5 of each process document (Process Responsibility). Each person responsible for a process has the opportunity to raise any issues or changes to the process during quality management review meetings and via email to Top Management and the quality system representative; changes will be dealt with following relevant procedures (DOC, IMP). Specifically, Top Management has appointed a member of the business management team as quality management system representative to take responsibility for the implementation and effectiveness of the system (Quality Systems Coordinator). This approach to quality management ensures there is a reference point/point of contact throughout each process within the quality management system.
RESOURCE MANAGEMENT [Clause 6]
Resource needs are reviewed formally during management review (MAN) to ensure that provisions are put in place to enable the achievement of targets and objectives set. Local level resources needs are reviewed as part of the planning activities for service provision (PLA02).
A full training and competency system has been implemented by the organisation to ensure that all staff have appropriate levels of competence to support effective operation of processes (T&C). Supplementing this system is a comprehensive induction programme for new employees (T&C-f4), mentoring and supervision and a formal performance management process (T&C-f3).
Infrastructure and equipment requirements are also reviewed during the management review activities to support their availability and appropriateness by assessing both live and pipelined projects and ensuring adequate resources are in place. In addition they are pro-actively maintained, serviced where appropriate and relationships have been built to ensure rapid rectification of any fault or failure. The organisation requires that an infrastructure check is completed on a weekly basis and held in the infrastructure check folder (INF). Data and business information is stored in secure systems and is backed-up at intervals to prevent loss; this is done automatically and is stored on the main system server. Security is a primary consideration when deciding where and how data and information should be stored. The organisation works to data protection laws and securely destroys any relating obsolete documentation (DBP, DSP). Work environment conditions are monitored and are in line with industry requirements and staff expectations.
PRODUCT REALISATION [Clause 7]
The organisation recognises the value of clear and open communication with customers and has implemented several processes to ensure that customers are able to interact effectively with the organisation, regardless of the nature of the communication. The organisation holds regular feedback meetings with customers and upon end of project endeavours to record customer feedback and act on this accordingly (CUS).
All provision processes are planned to ensure that they can be completed efficiently and effectively and to the satisfaction of all stakeholders. The full process, including inspection monitoring and measurement is established before activities commence usually by meeting with the customer and agreeing on their requirements and agreeing to feedback progress to the customer as the project progresses. All requirements, including specific customer requirements will be fully determined and understood before processing activities begin, these will be recorded in full on a project brief form (PLA02-f1). In addition these requirements will be widely communicated to ensure consistency of understanding by holding project meetings before, during and after the project (EVA02).
The organisation aims to work with its suppliers to ensure mutually beneficial relationships. As such, a robust supplier approval and monitoring process is operated. This process uses tools such as supplier audits, surveys and evaluation sheets to ensure the suppliers used support the process and add to the ability of the organisation to continue to deliver against customer requirements, supplier details are held centrally (SUP – f1/f2) and new suppliers must be approved before use. Delivered orders will be inspected and overall performance reviewed, as appropriate to ensure the service and provision is of a quality nature and to prevent any potential impact on the overall service.
All provision processes will be fully planned to ensure that activities are coordinated, managed and controlled. This includes full preparation ahead of activities taking place to ensure availability of resources, systems and processes. In addition all provision processes will contain suitable monitoring and measurement to ensure conformity to requirements.
Full traceability exists throughout the business to enable identification at every stage of processing along with the item or product inspection status; records of this and live projects are held centrally in a live project folder which is the responsibility of the Project Manager. A document tracking form (DELL11-f2) tracks the progress of the final report. Upon receipt of a request for quote/tender the project is given a unique identification number, this number is used throughout on all project related documents to allow for traceability. Customer property, including transactional data, is protected through safe and secure storage, with consideration to any specific requirements, to prevent loss, damage or misuse (DBP).
The storage and delivery activities associated will ensure full and appropriate protection of the product or service to ensure it reaches the end user in a suitable and controlled state.
MEASUREMENT, ANALYSIS & IMPROVEMENT [Clause 8]
The organisation has introduced a full system of monitoring and measurement activities to generate performance data on both product and process. This involves measures of obtaining client feedback (CUS), piloting surveys (PLA05), strict monitoring of customer complaints (CUS), monthly project reviews (EVA02), quarterly quality system reviews (MAN) and a regular scheduled auditing plan of quality system processes (INT). This data is collated and reviewed on a regular basis enabling non-conformance to be rectified and trends to be identified reviewed and acted upon for the improvement of the quality management system and overall service. Enquiries will be made on an ongoing basis to obtain perception and satisfaction feedback from customers. The type and method of request will vary dependent upon the customer and the nature of supply, however the information will be collated and reviewed to generate summary level information for management review (PLA02, PLA04, DEL11). Evidence is recorded in the live project folder, utilising project inception notes and project brief forms. As previously stated the organisation values customer feedback tools (CUS-f2) and records data from feedback (CUS-f1) for reviewing and acting upon.
To develop and introduce improvement the organisation operates an improvement process which takes the outputs from audit, complaints, and process monitoring activities and transforms them into system improvements.
East Lindsey District Council
Working with local authorities must prove very frustrating with the constant changing of demands and the either full on or full stop nature of the work but SMSR continue to work effectively to meet our ever changing requirements.
Richard Garbutt Team Leader – Performance and Consultation Team