Norwood’s Cleaning Transformation with The Clean Space
Complaints from Norwood’s home managers since starting
NPS from last customer survey (November 2020)
Average Cleaning Audit Score since November 2020
Cost saving on waste collection services
Norwood transforms the lives of over 4,000 vulnerable people with learning disabilities and autism and their familities. Her Majesty Queen Elizabeth II has been Norwood’s Patron since 1952 and visits them on special
occasions. Norwood’s flagship site in Reading was established in 1953 and has evolved into a vibrant community, home to 112 people with a broad spectrum of needs.
Get a quick overview of our cleaning contract with Norwood, including key details like the project’s size, start date, the comprehensive range of services our expert team provided, and the specialist personnel we deployed to ensure a pristine and efficient result.
Norwood’s cleaning was in distress when they approached us. Previously managed by a large, corporate, multi-service FM company, there had been a lack of management and no action taken on underperformers which led to a breakdown in trust.
Norwood needed a partner to rebuild that trust and were looking specifically for a soft-services specialist cleaning company. The contract represented a first step into Reading for The Clean Space, a strategically important new area.
The contract posed some complex cleaning challenges both due to its vulnerable residents and its mixed-use facilities which frequently change in their purpose. Agility, flexibility and responsiveness was critical. It was also clear that winning the trust of the community
(both staff and residents) was key – more so than ever in a pandemic with people living on site categorised as ‘high-risk’ for Covid-19.
Norwood needed a long-term strategic partner to evolve their cleaning practices and reduce complaints. The new supplier would also need to work within new best practices in vendor governanance and compliance.
Upon taking over the contract, we had a
number of key issues to tackle quickly. There
were underperforming team members who
needed our help, support and direction to
enable them to perform at their best. Those
who didn’t show improvements were removed
from the team. All staff were retrained and
the cleaning specifications for each building
were reviewed and brought up to date. Our
priority was to professionally manage and resolve a number of long-term employment issues.
Reconciling data on costs, hours, shift patterns,
pay rates, sub-contractors, and the locations
and frequency of many key services was
crucial.
This gave the customer a single, accurate
starting point from which to work and
improve. It also helped to reinstate trust with
key stakeholders and allowed us to identify
opportunities for improved efficiency and cost
savings.
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