CIB Analysis Workbook.

7/29/2019 CIB Analysis Workbook.

http://slidepdf.com/reader/full/cib-analysis-workbook 1/81

Continuous Improvement & Benchmarking

Continuous Improvement and

Benchmarking

Analysis - Workbook

This Analysis Workbook is to accompany the CIB Learning Toolkit CD. The Analysis Workbook, contains the sametemplates as the CD and is designed for use by the CIB team members to assist in completing their tasks.

You can access any page quickly by clicking on any line in the Contents (Control + click if your browser has started upMicrosoft Word and opened the document in a new window).

To return to the Contents page, press Control + Home.

Analyse Workbook Created: 20 Sept 07 Revised: © 2007 ADB Institute 1 of 81




Contents

ANALYZE 3

DEFINE THE SERVICE 4

UNDERSTAND THE SERVICE 8

MEASURE THE SERVICE 18

SURVEY CUSTOMERS 21

INVESTIGATE PROBLEMS 28

BENCHMARK 30

INNOVATE 49

SECURE FUNDING 59

APPROVE CIB IMPLEMENTATION 61

IMPLEMENT 64

BUILD THE IMPLEMENTATION TEAM 65

SUSTAIN 74





Analyze

The purpose of the Analyze phase of a CIB project is to investigate the current performanceof the service and find out the customers' and community's views on the service delivery.

The Analysis phase involves six tasks:

1. Define the service

2. Understand the service

3. Measure the service

4. Survey the customer 5. Consult the community (optional)

6. Investigate problems





Define the service

Analyze >

Purpose

To ensure the team focuses on improving the service processes that have the greatestimpact, and to ensure the project scope can be achieved within three months.

How to proceed

1. Research and document what the service entails using the Service definitionworksheet (use template below).

2. Define the service processes and rate their general performance and importanceusing the Process selection worksheet (use template below).

3. Rank and then select the service processes to be the subject of this CIB project.

4. Define the chosen service processes using the Process definition worksheet (usetemplate below).

5. Verify the chosen scope can be completed within three months, by reviewing the CIBproject plan.

6. Seek Steering committee endorsement of the Updated CIB project plan and theservice processes selected for analysis and improvement.





Service Definition for: ……………………………………

Service description

General description of theservice.

Service goals

What is the service meant toachieve in the long term?

CustomersWho are the customers served?

Service outputsWhat is delivered by theservice?

Service distribution

Describe geographical dispersionof the service, customer groups

Delivery means

Are any parts of the serviceoutsourced?

Service standards

Are there external standardscontrolling service delivery?

Legislation

What laws affect the operationof the service?

Stakeholders

What other people or groups

have a valid interest in theoperation of the service?

Opportunities for improvement

Are there known opportunitiesfor improvement?





Process Selection Worksheet for: ………………………………..

Processes Outputs

Problems

9 = very serious

6 = significant

3 = small

1 = very minor

Resourceusage

3 = large

2 = moderate1 = small

Impact on externalcustomer

3 = high impact

2 = medium impact1 = low impact

Totalscore

= sum of ratings

Rating





Process Definition worksheet for: ………………………………………………

Suppliers

Who supply what we use

_________________

_________________ _________________

Inputs

What we use

_________________

_________________ _________________

Process

What we do

Outputs

What we deliver

_________________

_________________ _________________

Customers

Who receive our outputs

_________________

_________________ _________________

Outcomes

What we achieve

_________________

_________________ _________________

2. Note any specific issues for this process

Service standards Problems delivering outputs Problems achieving desired outcomes





Understand the service

Analyze >

Purpose

To build the team's knowledge of how the service operates, what the transaction flows are,what operational and financial risks there may be and what the opportunities for improvement are.

How to proceed

1. Brief the service staff and advise them that the project team will interview some staff.

2. Plan the work ahead, how it will be conducted, who will be interviewed, how your records will be kept of the findings, and what photographs should be taken.

3. Arrange the interview schedule.

4. Interview service staff, walk through the process, photograph the process, inspectdocuments and forms, and role play the customer; use the service questions (seelisted below).

5. Process map the service processes using the Process mapping worksheet (seebelow).

6. Verify you have covered off all of the items using the Check list (see below).

7. Document current problems and the opportunities for improvement.

8. Thank the service staff for their participation and advise them on the CIB project’snext tasks.





Questions for investigating service processes

How to use this list

1. Read this list before you begin your investigations.

2. Decide which questions in this list need to be answered, and who you should ask.

Organization

What Acts, Regulations and official policies and procedures govern this service?

(Ask to view copies.)

What is the division of responsibilities between your organization and others withresponsibilities in this area (what are National / Provincial / Municipal / District / local levelgovernment roles)?

(Prepare by reviewing any official documents on division of responsibilities between thevarious levels of government.)

Are any changes to the organization structure planned or likely soon?

(This question is important because there is no point in doing a detailed analysis and improvement project on something that is soon to be changed through another reform.)

Are there any aid projects affecting this service or process?

Service Objectives

What are we trying to achieve in this service or process?

(Use this question only if you do not already know – it should have been established in theservice definition – check the Outcomes.)

What might happen if this service was closed down?

(The response will tell you how important the person thinks the service is – how critical it is for the achievement of important objectives.)

Are you achieving what you planned for the service or process ? If not, what has caused the

gap? What actions are planned to reduce the gap?

Planning and Budgeting

Is there a good planning process that forecasts users’ demand for the service and budgets theresources needed?

Who pays for the service? (What is the division of funding between various levels of government, are there any fee-for-service payments by the users of the service, is therefunding by aid donors etc.?)

Are the budget amounts (including any from donors) adequate for meeting service demand? If

not, how much is the shortfall?





Are the budgeted amounts actually made available during the year? If not, why not? If all thebudgeted amounts were made available, would the service delivery be satisfactory?

Financial Controls & Risk Management

Are there any risks of fraud or corruption in this service or process?

Is there an auditing procedure applied to this service or process? Who does it? How often?

What is the likelihood that any fraud or corruption would be detected? Are known breachesalways pursued? Are penalties imposed and enforced?

Are there any other financial risks associated with this service or process, for example:• bad debts,• errors in financial transactions,• over-payment of suppliers,

• loss of revenue due to poor record-keeping or • loss of revenue due to lack of follow-up (for example – failure to enforce payment of

taxes, levies or fines, or non-enforcement of contract penalty clauses).

If so, what is done about these risks?

Are any assets at risk of damage, theft or vandalism? If so, what is planned to prevent it?

Are major assets maintained adequately and available for use as planned?

Are employees provided with necessary safety equipment, clothing or footwear

Are employees trained on safety awareness and avoiding risk?

Are all accidents and incidents recorded and investigated, and corrective action taken?

Service Monitoring and Assessment

Is there an evaluation process to monitor the delivery of services in the field? Who does it? Arewritten reports available? (Ask to look at sample reports.)

What action is taken in response to service monitoring and assessment? Are there anyproblems with this?

Opportunities for use of technology

Are there any opportunities to automate the process in the short term for little cost, for exampleby increasing the use of computers that are already available?

Opportunities to shift activities

Can you move any processes or activities to another person or organization? For example,other levels of government, community associations, NGOs, private service providers, or theservice users themselves, by:

• Engaging community participation.• Outsourcing to a private service provider.• Getting the service user to participate more, e.g. by completing forms or providing data

instead of you filling in the information.





Process Mapping Worksheet

Stakeholder:

Stakeholder:

Stakeholder:

Stakeholder:


You can duplicate these symbols by clicking and then hit Ctrl “D” – then click and dragYou can also use a process mapping tool such as Microsoft Visio

In word – use the “AutoShapes” “Flowchart” in the Drawing toolbar




Understand the service – Check list

This check list is to be completed by the CIB Project team leader, after the initial work has been completed withinUnderstand the service task. The purpose of the check list, is to ensure that all relevant and important aspects of a

process have been investigated and analyzed by the team. For each of the following aspects of a process, pleaseindicate whether or not the aspect is relevant or not, and if it is relevant, whether or not the team has investigated thisaspect. If not, then further investigative work will be required.

Project title:…………………………………………

Service or process aspect to be reviewed Relevant

Yes/ No

Beenreviewed

Yes/ No

1. Forecast the demand for this service

2. Assess our capacity to meet future demand andplan our resources accordingly

3. Submit budget requests that clearly set out theforward demand and the costs to meet thisdemand

4. Recommend alternative revenue sources to fundthe forecast resources

5. The Objective (outcome) of this service is clearlydefined and performance measures reportwhether or not the service objective is being

achieved

6. Assessment of the service Objective or Outcomeis made annually and any failing in performance isanalyzed

7. Remedial action is planned by the servicemanager and changes are incorporated into thenew years business plan

8. The annual budget request includes recurrentcosts for the service plus a budget allocation for

service improvements

9. Service risks are identified and quantified andserious risks have a defined mitigation strategy

10. Fraud and corruption is tested periodically andany cases detected are dealt with promptly






Yes/ No

Beenreviewed

Yes/ No

11. Fraud and corruption is reported to the mostsenior management

12. Punitive action is always taken for those staff convicted of fraud or corruption

13. Pre-printed forms are used as much as possibleto control how the process is performed, andguide the process operator

14. Paper based records have been converted into

computer records to preserve them and toguarantee their accuracy and survival

15. Consideration has been given to outsourcing thisservice to a private business operator

16. The customer is required to provide transactiondata in a “request form” or “payment details” tominimize the data collection requirements of theCity

17. Doubtful debts are quickly identified and a debt

pursuit process is commenced

18. All records of debt (amounts owing) to the city arebacked up and totally secure and protected fromfire, theft or any other potential damage

19. Financial calculations such as interest, damages,charges, balance forward etc. are calculated by asecure computer program, and there is no chanceof a calculation error being made

20. All valid claims of the City on its suppliers and

customers are pursued in accordance with thestated and accepted terms of trade or contracts;all debts are pursued, all guarantees are pursued,and all insurance claims are pursued

21. Procedures are in place to ensure the city buys itsservices and supplies for the best price, being acombination of quality and cost






Yes/ No

Beenreviewed

Yes/ No

22. All major assets are recorded in the books of thecity and we know where each asset is located andwho is the custodian

23. Assets have a preventative maintenance program

24. Users of assets are training in the operation of theasset and know the assets limitations

25. Risks associated with the asset, eg, accidentrisks, public safety risks etc. and known and

appropriate insurance is taken out to mitigate anylosses by the city

26. Assets are routinely replaced at the end of their service life, and the annual budget has an assetreplacement allocation

27. Asset condition is regularly assessed, and isreconciled with the planned or expected servicelife remaining; rehabilitation maintenance isschedules when applicable

28. Adequate spare parts inventory is held to ensurethe asset is serviced and maintained correctly

29. Asset utilization is monitored; underutilized assetsmay be disposed of and overused assets may besupplemented with additional assets

30. We employ resources to cover the base load for this service, and peak demand times are servicedwith casual or hired employees and equipment

31. We redeploy permanent staff to other duties when

their capacity is not required in low demandperiods

32. We monitor staff and equipment efficiency toensure the right balance of resources to demandis there

33. The service is published in a service listing or similar, and the community is made aware of the






Yes/ No

Beenreviewed

Yes/ No

service and how it operates

34. At the service delivery point, the way in which theservice is delivered and the role of the customer inthe delivery process is clearly displayed for allcustomers to read and be aware of

35. Employees are trained on occupational health andsafety issues

36. Employees are issued with safety clothing and

safety equipment

37. All accidents and incidents are investigated andcorrective action is taken

38. Safety furniture is deployed at sites to safeguardthe public against accidents and risks

39. The manager communicates the objectives/purpose of the service to the employees and allemployees understand why the service exists

40. Employees have performance targets to achieve,either at the group level or team level

41. Employees can and do report their concerns or complaints back to their manager and areconfident their opinions are taken seriously

42. Employees that cannot perform their tasks wellare retrained or counseled to overcome their weakness

43. For each approved position within this service

there is a job description and a skill requirementclearly defined

44. Each employee is assessed on an annual basis toassess their skills and performance

45. A skills training schedule is made for eachemployee annually and their training is monitored






Yes/ No

Beenreviewed

Yes/ No

by their manager

46. Combustion engine emissions are measured for unacceptable levels of carbon monoxide andother gasses and when exceeding statutory limitsare withdrawn from service

47. Air conditioners and refrigeration equipment thatuse CFC gas are being withdrawn from service

48. Dependency upon non-renewable energy (oil,

coal, natural gas etc) is being targeted for replacement

49. Management reports are prepared monthly thatreport the key performance results of the service

Date checked:…………………

Check list completed by:…………………………………………………………………..





Measure the service

Analyze >

Purpose

To gather factual information to measure the performance of the service or process.

How to Proceed

1. Select the most important inputs, outputs and outcomes to measure, and their measurement aspects.

2. Name the performance measure title.

3. Define the measure using the Performance Measure Definition worksheet (usethe template below).

4. Source the data.

5. Collect the data.

6. Report the measure and your findings.





On the Performance Measure Definition Worksheet the columns refer to the following:1. Performance measure name – this is a very short title that describes the

measure; e.g. “The percentage of applications received, that arecomplete and correct” – its better to work from the positive angle rather than the negative angle – aim high for quality and short periods for timeliness. For customer satisfaction an index can be used with a scaleof 1-5.

2. Data required – this names the individual data items required to reportthe measure. Generally there will be two data items such as total costand number of outputs delivered; e.g. “time and date of the permit beingreceived, time and date of the application being issued, number of public holidays during the period”

3. Source of data – is the transaction, document or system or processwhere the data is being sourced from; e.g. date stamped onto the

application and date written on the permit, HACC client register, Jobsheets, or Asset register;

4. Calculations required – is the arithmetic needed to be applied to thedata required to calculate the performance value; it may be apercentage, an average, a median or elapsed time; Excel can assistwith these calculations; e.g. A/B*100

5. Responsibility for the data collection – this is the name of the unit or the person responsible for collecting the data, processing the data andproviding the performance value for the period. It could be a businessunit, a supplier, a person or even an external contracted person;

Other information that can be included with this format at your option is:

6. The frequency of reporting the measure; daily, weekly, monthly, quarterly7. The medium it will be reported on; poster, web page, management report8. The audience it will be reported to; employees, customers, suppliers,

senior management9. The aggregation path such as all pools added together, or will the

measure be reported for each pool; the path can be geographic, or demographic

10. The benchmark value or target that other councils or the private sector is actually achieving or you set for your own performance.

.





Performance Measure Definition Worksheet

Performance Measure

Name

Data required - itemise

(what individual pieces of data are

needed to build the performancemeasurement)

Source of Data

(exactly where you can

find the individual piecesof data)

Calculationsrequired

(show how the data are

used to calculate thefinal performance

measurement)

Personresponsible /target date

(who on the team willget the performance

data, & when)

Data collected

Individual data Calculated data

1: 1: 1:

2: 2: 2:

1: 1: 1:

2: 2: 2:

1: 1: 1:

2: 2: 2:

1: 1: 1:

2: 2: 2:





Survey customersAnalyze >

PurposeTo obtain a clear understanding of the customers’ opinion about the service’s performance.

How to Proceed

1. Design the customer survey using the “Customer Survey Design worksheet” (use templatebelow)

2. Prepare the questionnaire (use the template below).

3. Test the questionnaire with staff and sample customers.

4. Adjust the questionnaire

5. Deploy the survey.

6. Collect and process the survey results.

7. Graph the results.

8. Analyze the graphs and draw your conclusions from the results.





Customer Survey Design Worksheet

Service:

1. Purpose of the survey

What are we trying to find out byusing this survey

2. Quantity of customers, points

of contact and staff toillustrate the size of this

service

Number of customers served p.a.,

number of service points, service frequency, number of

transactions p.a., number of

staff.

3. Corporate goals for customer

service (relating to this service)

Specific stated Corporate goals

related to this service and how satisfied the customer should be

4. Service outputs (what the

customers receive)

List each of the specific outputs –

eg. Invoice, bill, statement,answer, repair, installation,connection, etc





5. Service standards

current agreed standards or targets for

delivery of the service - quality,timeliness, completeness, accuracy.

6. Customers

any specific groups with identifiable

needs, expectations or opinions which

differ from other groups – agedemographics, urban or rural, gender,

level of education etc

7. Key Performance Indicators

relating to this service and which may

impact customer satisfaction

8. Points of Contact

points at which the customer

experiences the service at home, at council hall, at reception, before

service delivery, post service delivery





9. Key Customer

Requirements

Evaluate what is most important

for the customer - at each point

of contact.

Consider :

Reliability

Consistency

Empathy Responsiveness

Assurance

Availability

Timeliness

Completeness

Accuracy

10. Survey approach to be used

Telephone interview, face to face

interview, mail out questionnaire, whowill carry out the survey and who will

process the results





11. Sample size

How many customers will be

interviewed or asked to respond, and

if more than one group – the number

for each specific customer grouping –

will our survey resources cover this

number in the sample

12. Length of the survey

How long will the customer be

questioned – how many questions can

be reasonably asked of the customer-

what is the minimum number of

questions required to adequately

inform us

13. What scaling will be used

1-5 Likert scale

Understanding of each score= 1,2,3,4,5

Do we need “importance” scores

Do we use “yes” “no”

14. Incentives, rewards to thecustomer for their

participation

Gift, promise

15. Introduction to the

customer

How do we introduce the survey and justify its deployment





Customer survey template

Customer survey to ascertain the level of satisfaction with thexxxxxxxxxxx service.

For each of the following aspects of Council’s xxxxxxxxxxxx service, please firstly rate theimportance of that aspect, then rate the degree to which we met your expectation

Importance Degree we Met yourexpectation

Not

applicable / Don’t

know

Very

Low

Low

Neither

HighnorLow

High

Very

High

Very

Low

Low

Neither

High

norLow

High

Very

High

At the time when thecustomer xxxxxxxxxxxxxx

The statement of expectation iswritten here

NA 1 2 3 4 5 1 2 3 4 5


NA 1 2 3 4 5 1 2 3 4 5

The statement of expectation is

written here

NA 1 2 3 4 5 1 2 3 4 5

At the time when thecustomer xxxxxxxxxxxxx


NA 1 2 3 4 5 1 2 3 4 5


NA 1 2 3 4 5 1 2 3 4 5


NA 1 2 3 4 5 1 2 3 4 5

Overall satisfaction withCouncil’s xxxxxxxxxxxxservice.

NA 1 2 3 4 5 1 2 3 4 5

If you rated our performance as Low or Very Low for any aspect, please tell us why:





(Optional)

Name: Contact phone:

-------------------------------------------- ----------------------------------





Investigate problemsAnalyze >

Purpose

To build the team's knowledge of underlying or 'root' causes of service problems andidentify opportunities for improvement.

How to proceed

1. Plan and schedule the problem-investigation sessions with service staff.

2. Choose the root cause analysis tool - Fishbone or Why-Why - best suited to your

team and the service problem being investigated.3. Conduct the analysis.

4. Record the analysis on the Fishbone diagram or Why-Why diagram form,depending on which analysis you used (use the templates below).

5. Verify the analysis by having a review session later with service staff and bychecking on key data to confirm which root causes are most important.

6. Document your opportunities for improvement.

7. Thank the service staff for their participation and advise them on the project's nexttasks.


http://var/www/apps/conversion/tmp/Support%20files/Analyze/Investigate_problems_worksheet.doc







Why? Why? Why? Why? Why?

Problem Statement

Team:

Date:





Benchmark

The purpose of the Benchmark phase is to provide the CI team with insightand an understanding of how other organizations, not just municipalities,

deliver their services of a similar nature, and how they may have improvedtheir services over recent years.

Why Benchmark ?

This insight and understanding is important to the team as it progressestowards developing its recommendations on how to improve your services. Itis very difficult to “come up with” innovative solutions to service issues, andmany have tried a range of solutions, so it is faster and more efficient to takeaccount of what other people have done, and to consider their experiences in

your local context and from that, develop your own recommendations.Benchmarking therefore, is the sharing and comparing of service deliveryprocesses, service standards, improvement solutions and the barriers thathave been encountered and how they have been overcome.

The Benchmarking phase involves five tasks:

1. Identify what to Benchmark

2. Research best practice providers

3. Develop the Benchmarking approach

4. Negotiate with Benchmark partners

5. Compare with partners





Identify what to benchmarkBenchmark>

Purpose

To identify what aspects or topics of your service you wish to Benchmark.

How to proceed

1. Review service performance, processes, issues, problems and root causes,and whether or not the desired outcome is being achieved.

2. List all the issues you wish to focus Benchmarking upon using the TopicSelection for Benchmarking worksheet (use template below).

3. Score then rank the issues list from most important to least important usingthe above worksheet.

4. Select the most important topics you want to Benchmark.

5. Define the Benchmarking Objectives for the selected topics (use the templatebelow)

.


http://var/www/apps/conversion/tmp/Support%20files/Benchmark/Topic%20selection%20for%20Benchmarking%20worksheet.doc









Topic Selection for Benchmarking Worksheet

Service: Page:

Topic: process / poor performance / problemCan beclearly

defined andarticulated

5-1

Is significantand affectsthe majority

of customersor our costs

5-1

Not highlyconfidentialor not of a

commerciallysensitive

nature

5-1

Small scopeand can bedealt with

inside a fewweeks

5-1.

Totalscore

1

2

3

4

5

6

7

8

9

10





Benchmarking Objectives Worksheet

Service: Page:

Selected Topic: process / poor performance / problem

Benchmarking Objective

1

2

3

4

5

6

7

8

9

10





Research best practice providersBenchmark>

Purpose

To discover who is delivering a similar service that you believe performs better than theservice you are currently delivering.

How to proceed

1. Discuss the topics selected for Benchmarking.

2. Brainstorm/ research potential Best Practice providers in your own city,state, country, and the World related to these topics.

3. Identify a shortlist and investigate more closely how they deliver their service.

4. Identify those potential Best Practice providers you wish to approach for negotiation using the Benchmarking partner assessment scoresheet (seetemplate below).





Benchmarking Partner Assessment Scoresheet

Potential Benchmarking Partner Establishedrelationship

withgovernment

5-1

Close bylocation

5-1

Opennessand no

conflict of interest

5-1

Comparable size

5-1

Wellknown for

its bestpractices

5-1

Aggregatescore





Develop the Benchmarking approach

Benchmark>

Purpose

To decide the specific Benchmarking approach to be taken by considering theBenchmarking topic and the potential Benchmarking partners.

How to proceed

1. Score your Benchmarking study needs using the Benchmarking StudyNeeds matrix (use template below).

2. Choose the best approach for the Benchmarking by comparing your needs with the Benchmarking model matrix best fit tool (use templatebelow).

3. Develop an initial Benchmarking study plan using the Benchmarking planworksheet (use template below)

4. Document the agreed approach and confirm your potential Benchmarkingpartners.


http://g/CIB%20Toolkit/Support%20files/Benchmark/Bencmarking%20study%20needs%20matrix.dot


http://g/CIB%20Toolkit/Support%20files/Benchmark/Benchmarking%20model%20matrix%20best%20fit%20tool.doc

http://g/CIB%20Toolkit/Support%20files/Benchmark/Benchmarking%20plan%20worksheet.doc




http://g/CIB%20Toolkit/Support%20files/Benchmark/Benchmarking%20model%20matrix%20best%20fit%20tool.doc






Different models for Benchmarking

Facilitated spoke model

Partner

Partner Partner Partner

Partner

Partner

Facilitator

Lead Partner

Partner Partner

Partner

The facilitator develops a survey and then sends the survey to selected partners; thismay be random or by specific selection. The partner completes the survey instrumentand sends the results back to the facilitator, who then processes the results and formatsconclusions, average performance or highs and lows. The consolidated results are thenpublished in a Benchmarking paper and returned to the original partners and in somecases to the media and professional bodies.

Facilitated network model

Partner

Partner

Partner

Partner

Partner

Partner

Facilitator

Partner

Partner

The partners meet together regularly, usually monthly, and compare performance,process features and then decide together what is Best practice. Each partner then





compares their own service/ or subject to the Best practice and develops a “Gapanalysis”. It is up to each partner to then decide upon their own improvement prioritiesand implementation approach. Normally, the partners will reconvene and compare noteson how successful they have been with their improvements.

Network model

Lead

Partner

Partner

Partner

Partner

Partner

Partner

Partner

Partner

The Network model is similar to the Facilitated network model, except that there is nofacilitator to assist with managing and facilitating the entire program. This model canwork if there is a Lead partner that takes on the responsibility of facilitator and wearsboth hats during the program.

Sole operator model

Lead Partner

Partner

Partner Partner

Partner

Partner

The Sole operator model is where the Lead partner takes the initiative and simplyacquires information from other “partners” and there is no feed back to the partners nor do the partners have any communication between each other. This approach is bestsuited to an industry that is competitive or the Benchmarking needs to be done quicklywith out the effort of formally contacting the partners to gain their cooperation andinvolvement.





This Sole Operator Approach can use:

• An arranged site meeting

• An unannounced visit

• A customer role play

• Research publicly available information

• Telephone interview





Benchmarking study needs matrix

Service, process or topic to be BenchmarkedI will seekdetailed

performancemeasurementinformation

=5

I will notrequest anyperformance

indicator information =

1

I will requestan in-depth

understanding of the

process = 5

I will notrequire an in-

depthunderstandin

g of theprocess =1

I have acomplex setof problemsto resolve

and will needpartner

assistance =5

My problemsare minimal

= 1

I mustcomplete the

Benchmarkinginside 2 weeks

= 5

I can affordseveral

months tocomplete the

study =1





Benchmarking Model Matrix – Best Fit Tool

Choose the best fit model by comparing the row of four numbers with each topic rated above in theBenchmarking Study Needs Matrix – there may not be a perfect match, therefore choose the closest fit row.

Benchmarking model ProvidesPerformance

indicatorsonly

Provides Indepth

understandingof processes

ProvidesComplexproblemsolving –

policydevelopment

ProvidesQuick –

shortduration –

aroundtwo weeks

Facilitated spoke model – hascentral facilitator calling for information and then distributesinformation back to the partners

5 2 1 4

Facilitated network model – hasa central facilitator; partners worktogether and meet to compareperformance and processes

5 4 4 1

Network model – no facilitator isinvolved and partnerscommunicate directly with eachother

3 2 2 2

Sole operator model – using anarranged site meeting or visit toobserve the process and seekinformation from the host partner

2 4 4 4

Sole operator model – using anunannounced visit to observethe process from the public’spoint of view

1 3 1 5

Sole operator model – using acustomer role play to see howthe process operates from theperspective of the customer

2 3 1 5

Sole operator model – usingpublic research, such as internet

pages, price lists, promotionmaterials to acquire publiclyavailable information without theneed to physically visit thepartner

2 2 1 4

Sole operator model – using atelephone interview to seek arange of information on the spot

3 3 2 5





Benchmarking Plan

Team: Date: Page:

Benchmarking steps Required yes/no Responsibility Month 1 Month 2 Month 3 Month 4 Month 5 Month 6

1. Appoint a facilitator

2. Approach Benchmarkingpartners and negotiate for their participation

3. Arrange the logistics for partners to meet andcommunicate with each other

4. Agree the overall plan with

each partner

5. Train the partners inBenchmarking techniques

6. Agree and define theprocesses to Benchmark

7. Define the performancemeasures

8. Collect performancemeasure data

9. Process map the processes

10.Compare performanceresults

11.Compare processes

12.Agree best practiceperformance and processfeatures

13.Complete a gap analysis

14.Develop improvement plan

15.Compare improvementsuccesses

Note: Months can be translated to weeks to suit your project. Only include those steps that are required for your Benchmarking model (approach). If you require more columns, setup this page to Landscape and insert more columns.





Negotiate with Benchmarking PartnersBenchmark>

Purpose

To negotiate with a selected number of potential Benchmarking partners to seek

their participation in a Benchmarking study of a specified service using aspecified approach.

How to Proceed

1. Agree on the organisations to target for Benchmarking negotiation.

2. Identify who is the best person to talk to and write to them, introducing theBenchmarking opportunity and seeking an initial meeting.

3. Prepare the Benchmarking information package.

4. Meet with the potential partner, outline the approach, present theBenchmarking package, and answer any questions they may have.

5. Modify your Benchmarking approach to accommodate their concerns or issues.

6. Prepare the Benchmarking partners' letter of agreement (see templatebelow) and Benchmarking code of conduct (use the template below).


http://var/www/apps/conversion/tmp/Support%20files/Benchmark/Benchmarking%20code%20of%20conduct%20for%20local%20governments.dot

http://var/www/apps/conversion/tmp/Support%20files/Benchmark/Benchmarking%20code%20of%20conduct%20for%20local%20governments.dot




Benchmarking partners letter of Agreement (Content)

1. The purpose of the Benchmarking study;

2. The starting and ending dates for the study;

3. The number and names of the Benchmarking partners;

4. The service or processes that will be Benchmarked;

5. The steps in the study and their timing;

6. Approximate resources required to prepare the inputs;

7. The schedule of meetings (date and time), the purpose of each meeting, and theinputs required from the partners for each of those meetings;

8. Agreement to the Code of conduct (see attached);

9. A schedule of likely costs that each partner may have to contribute;

10. Communication protocols – especially if your using a facilitator;

11. Method of lodging a complaint or dissatisfaction with the process or a partner;

12. Publication of the Benchmarking results and reporting the results back to thepartners; and

13. Assessment of satisfaction with the process at the end of the study.





Benchmarking code of conduct

We agree to abide by the following principles for Benchmarking with our Benchmarkingpartners.

1. KEEP IT LEGAL

If we have any concerns about the legality of an activity we will not proceed.

We will be aware of the implications of legislation, local laws and regulations indealings with competitors.

We will not benchmark sensitive or proprietary information with a competitor.

We will be aware of commercial sensitivities and refrain from obtaining trade

secrets by any means.

2. BE WILLING TO GIVE WHAT YOU GET

We will provide the same type and level of information to our Benchmarkingpartners as we expect to receive from them.

We will not request information we would not give.

We will communicate openly and honestly at all times

3. RESPECT CONFIDENTIALITY

We will treat benchmarking data as confidential between the Benchmarking

individuals and organizations involved.We will never talk about another Benchmarking organization without its permission.

4. KEEP INFORMATION INTERNAL

We will ensure information exchanged in a benchmarking study is kept confidential.We will not disclose this information to anyone outside the benchmarking study.

We will ensure information obtained from a benchmarking study will only be usedto make improvements to processes within the organizations involved in thatstudy.

5. USE BENCHMARKING CONTACTS

Our requests for any benchmarking study will be initiated through a benchmarkingcontact authorized by the benchmarking partners.

We will always identify ourselves, our organization and our purpose to thebenchmarking partners.





6. DON'T REFER WITHOUT PERMISSION

We will not pass on any information obtained through a benchmarking study to athird party without the permission of the first party.

7. BE PREPARED FROM THE START

We will be fully prepared before making an initial benchmarking contact and whenwe conduct a site visit. We will not waste our benchmarking partner's time.

We will give our benchmarking partner a copy of our questionnaire and agendabefore we undertake a site visit.

8. UNDERSTAND EXPECTATIONS

We understand how our benchmarking partners would like to be treated.

9. ACT IN ACCORD WITH EXPECTATIONS

We will treat our benchmarking partners as they would like to be treated.

10. BE HONEST

We will be open and honest in all our dealings with our benchmarking partners.

11. FOLLOW THROUGH WITH COMMITMENTS

We will follow through with each commitment made to our benchmarking partnersin a timely manner.

Signed by:………………………………………………………..Date: ………………………..

Source: International Benchmarking Clearing House, American Productivity and Quality Center, Houston,USA.





Compare with partnersBenchmark>

Purpose

To discover how your Benchmarking partners deliver their service and whatservice performance they are achieving.

How to proceed

1. Hold the first meeting to confirm the Benchmarking objectives, approach,tasks, schedule and participants.

2. Update the Benchmarking plan if necessary.3. Undertake the steps agreed to in the Benchmarking plan

4. Identify the best practices from the Benchmarking partners and perform a“Gap analysis” (use template below)





Best Practice Gap Analysis

Best practice featureImportance

5= Critical

4=Very important

3=Important

2=Not thatimportant

1=Not important atall

How we rate

5= At best

practice4=Very good

3= Good

2= Fair

1=Poor

Our gap toBest

PracticeImportance

minusrating

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.





Innovate

The Innovate phase is the point at which you take all of your hard work from Analysisand Benchmarking and develop your own ideas and recommendations on how to

improve your service.

The Innovate phase involves four tasks:

1. Identify preferred solutions

2. Recommend improvements

3. Secure funding

4. Approve CIB Implementation





Identify preferred solutionsInnovate>

PurposeTo select the best improvement opportunities.

How to Proceed

1. List all of the most important root causes and opportunities for improvement using the worksheet (use template below).

2. Score and then rank the most important root causes and opportunities.

3. Identify the optional solution strategies and list these for each importantroot cause (use the template below).

4. Score the optional solutions and rank them from highest to lowest.

5. Review the solutions for illogical results.

6. Agree the preferred solutions.





Most Important Root Causes and Opportunities Worksheet

All Root Causes and Opportunity for Improvement

Will directlyaffect most

existingcustomers

High affect 6

Medium affect 3

Low affect 1

Will extendthe service to

many morecustomers

Large extension6

Mediumextension 3

Low extension1

Will improveservice

performance

Highimprovement 6

Mediumimprovement 3

Low improvement 1

Will reduceunit output

costs

High reduction6

Mediumreduction 3

Low reduction1

Total

Add thescores





Advance a Solution Matrix

Most Important Root Cause or Opportunity for Improvement

(taken from the preceding worksheet)

Alternative Solution Strategies

Brainstorm different ways of addressing the Root Cause or Opportunity Ask: “What

other ways can this be done?”

Impact onimproving

the processperformance

High Impact 6 Medium 3

Low 1

How Cheap itwould be toimplement

Cheap 6

Acceptable 3

Expensive 1

How Quickly itcan be

implemented

Within 1 month:3

Medium –2 and 5 months: 2

Slow – morethan

6 months: 1

How Easily itcan be

implemented

Easy 3

Moderately

difficult 2

Very difficult 1

Total

Add thescores

Preferred Solutions

Write ‘Preferred Solution’ against the alternativeswith the highest total scores and any low-

scoring strategies which

are very important toimplement.

1.

2.

3.

1.

2.

3.

1.

2.

3.





Recommend improvementsInnovate>

Purpose

To present your findings and recommendations for improvement to your Steeringcommittee for their endorsement

How to Proceed

1. Agree on the Recommendations report index, (use the Report indexguideline below).

2. Collate the preferred solutions from the preceding task.

3. Develop an Implementation plan (use the Implementation plantemplate).

4. Estimate the implementation costs and benefits (use the Cost budgettemplate).

5. Complete an Impact Assessment (use the Impact assessmenttemplate).

6. Complete a Barrier Analysis (use the Barrier analysis template).

7. Draft the Recommendations report (use the Report template below)8. Quality check the draft Recommendations report.

9. Present the Recommendations report to the Steering Committee.





Recommendations report – Index guideline

1. A front cover that clearly states title, date and the CIB Project manager’s

name and contact details and the version (or issue date);2. Index page to all of the main headings;

3. Main headings dealing with:

a. Executive summary (1 page)

b. Background and Terms of reference (1 –2 pages)

c. Approach used (1 page)

d. Findings and root causes (1 – 8 pages)

e. Recommendations (1-3 pages)

f. Costs and benefits (1 page)g. Implementation (1-2 pages)

h. Actions required by the Steering Committee (1 page)

i. Appendices

i. Implementation plan

ii. Impact assessment

iii. Barrier analysis

iv. KPI results and future targets

v. Customer survey resultsvi. Community consultation results

vii. Process maps

viii. Example documents

ix. Photographs

x. Best practice gap analysis

xi. CIB project team members

xii. Acknowledgement of Benchmarking participants

xiii. Acknowledgement of other participants4. The paragraphs within the report are numbered, each page is numbered, and

each page has a version code;

5. Reference in made throughout the report to applicable appendices to supportthe findings and causes presented;

6. The report is bound with two covers to protect the quality of the pages; and

7. Where circulation is limited and strict confidentiality is required, each pageshould be numbered with the serial number of the report, a register bemaintained of who was issued which report serial, and the front cover shouldbe clearly marked “not to be reproduced or distributed”.





Implementation plan

Step Timing Responsibility End

date

Output Output

quantity

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.

21.

22.





Cost Budget for the Implementation

Step Output Output

quantity

Human

resources

Additional

externalcosts

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

17.

Total resources





Impact Assessment

Who will be impacted How will they beimpacted

Should thisbe redressed

Yes/ no

How should this be re-dressed





Secure funding

Innovate>

Purpose

To secure the funding necessary to pay for the proposed improvements.

How to Proceed

1. Develop a cash flow forecast; (use the Cash flow template below)

2. Prepare a financing proposal.

3. Seek an interview and negotiate the funding arrangements.

4. Update the implementation plan.






Cash flow forecast for the introduction of improved public toiletsYear 1 2 3 4 5

Cash inflowCurrent budget allocation from council 100,000 100,000 100,000 100,000 100,000

State government grant for this project already secured 200,000

Normal government subsidy we get to-day 10,000 10,000 10,000 10,000 10,000

Toilets in operation 20 170 220 270 270

New users per toilet (person visit) 500 500 500 500 500

New user charge quantity 10,000 85,000 110,000 135,000 135,000

New use charge fee rate 10 10 10 10 10

Total new user charges 100,000 850,000 1,100,000 1,350,000 1,350,000

Total cash inflow 410,000 960,000 1,210,000 1,460,000 1,460,000

Cash outflow

Recurrent labour 80,000 680000 880000 1080000 1080000

Recurrent consumables 15000 127500 165000 202500 202500

Recurrent utility charges - water, electricity 5000 42500 55000 67500 67500

New toilet construction number 20 150 50 50 0New toilet construction unit cost 5,000 5,000 5,000 5,000 5,000

New toilet construction total cost 100,000 750,000 250,000 250,000 -

Total cash outflow 200,000 1,600,000 1,350,000 1,600,000 1,350,000

Net cash flow position per annum 210,000 (640,000) (140,000) (140,000) 110,000

Cumulative net cash flow position 210,000 (430,000) (570,000) (710,000) (600,000)




Approve CIB Implementation

Innovate>

PurposeTo seek final approval from your Council to move ahead with theimplementation of the new or improved service.

How to proceed

1. Put your proposal on Council’s agenda.

2. Consider likely objections (use the Council members and their likelyobjections template below).

3. Prepare your proposal.

4. Issue your proposal to Council members.

5. Amend your proposal to accommodate Council changes (use theCouncil members’ amendments template).

6. Seek Council’s final endorsement





Council members and their Likely Objections

Councilor name Position on Council Their likely Objection How we will address this Objection

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.





Council Amendments

Councilor Objection or request How this has been dealt with Reference inside theamended Project

Proposal

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.





Implement

The Implement phase of a CI project is where you put your recommendationsinto action. The CI project team may carry out the implementation work, but if the service is a large service, such as solid waste collection, then a “Changeteam” that is made up of supervisors and staff from within the service unit maycarry out the implementation tasks.

The Implement phase involves the following eight tasks:

1. Build the implementation team

2. Involve managers and staff

3. Plan the change program

4. Document service standards and procedures

5. Deploy procedures and train staff

6. Train customers and suppliers

7. Recognize and reward success

8. Update the media





Build the implementation team

Implement>

Purpose

To build an implementation team that has the skills, knowledge and capacityto carry out the implementation tasks according to the schedule.

How to proceed

1. Agree the Implementation strategy.

2. Select the team members.3. Brief the team on the Implementation.

4. Consider the team’s requests.

5. Provide team members with individual plans and documents.

6. Monitor team progress and support the Implementation





Involve managers and staff Implement>

Purpose

To raise the awareness and knowledge of all affected managers and staff sothey will support the Implementation.

How to Proceed

1. Determine the service staff that needs to be briefed on theImplementation.

2. Prepare the briefing materials.

3. Organize venues, questionnaires, input forms, presentation materials,facilities, and presenters.

4. Promote the briefing event and issue invitations to staff.

5. Hold the briefing event and seek staff inputs.

6. Collate and consider all staff inputs.

7. Amend the Implementation plan if necessary





Plan the change programImplement>

Purpose

To develop a detailed plan of tasks and their timing so the Implementation isthorough and concludes according to the overall schedule accepted byCouncil.

How to Proceed

1. Determine whether or not a Change program needs to be defined atthe local level or the central level.

2. Assign responsibility to develop the Change program.

3. Develop the Change programs (detailed implementation plan).

4. Verify that all Change programs are consistent with the overallImplementation plan, finish dates, estimated resources and costs.

5. Approve the detailed Change programs.

6. Encode the Change programs with a Version control and/ or approvaldate and the name of the approver.





Document service standards and proceduresImplement>

Purpose

To document the service standards and operating procedures of the improved

service so that service staff and customers have a consistent understandingof how the service will operate and what performance level is expected.

How to Proceed

Define the service standards.

1. Obtain and review your Council’s standards for documenting Servicestandards and operating procedures.

2. If the above is not available, then define how Service standards are to be

documented and version controlled in your Council.3. Define the performance standards for the service in respect of:

Timeliness;

Quality;

Customer service and satisfaction;

Access.

4. Define the other components of the Service standard.

5. Develop a publication and distribution strategy.

Publication format and medium options are:

Service brochure;

Council internet site;

Council Service directory;

Service poster,

Sign board etc.

Distribution options are:

All households;

All school students;





All commercial businesses;

All customers;

All residents.

6. Publish and distribute the Service standards in the agreed format.

Define the operating procedures.

7. Obtain and review your Council’s standards for documenting operatingprocedures.

8. If the above is not available, then define how procedures are to bedocumented and version controlled in your Council.

9. Process map the improved service (how it will operate).

10. Agree the process map with the service manager.

11. Develop a publication and distribution strategy.

Publication format and medium options:

Procedure manual;

Loose leaf paper pages;

Cards;

Intranet site;

Electronic document on a central server.Distribution options:

All managers in the City;

All employees in the City;

All service staff involved in the procedure;

On a request basis;

Anybody using the Intranet or Internet.

12. Document the service procedure using the agreed format and medium.

13. Approve the new procedure and register it in the Procedure index (or version control).





Deploy procedures and train staff Implement>

Purpose

To provide information and direction to all service staff so they candeliver the improved service according to the improved design andachieve the expected service performance targets.

How to Proceed

1. Nominate the staff that requires training in the new procedure.2. Decide who will deliver the training and when.3. Decide upon the training medium and approach:

a. Face to face training;

b. Video show;c. Workshop;d. Teach;e. Practice;f. Experiment;g. Role play;h. Progressive or all at once.

4. Develop the training materials:a. Operating procedures,b. Case studies,

c. Role plays;d. Practice transactions. etc;

5. Publish all the required material for distribution to the staff.6. Organize a training venue, facilities and computer access if

required.7. Deliver the training.8. Seek staff feed back on operational difficulties or training

deficiencies.9. Re-dress operational difficulties or breach in the procedure.10. Update staff records to reflect their training and new skills.





Train customers and suppliersImplement>

Purpose

To raise the understanding of customers and suppliers on how the improved

service is to operate and what specific actions are required from them toensure service performance can be achieved as specified.

How to proceed

1. Define the customer and supplier categories that require training.

2. Define the training needs or the change in customer/ supplier behavior that is required.

3. Determine the best training medium to be used to reach thesecustomers and to achieve knowledge retention.

4. Negotiate with participating parties such as TV stations, other agenciesfor their support.

5. Agree upon a training schedule.

6. Develop the training materials that meet the needs and fit with thechosen medium and participating agencies.

7. Deliver the training as scheduled.

8. Measure the learning and behavior change.

9. Assess the learning and behavior change and schedule further trainingas required.





Recognize and reward successImplement>

PurposeTo recognize and reward service staff, the Implementation team, customersand suppliers for their contribution to the successful implementation of theimproved service.

How to proceed

1. Decide upon the event or results that define the end of theImplementation.

2. Measure the degree of success the Implementation has achieved.3. Define the people or groups that should be recognized for their

contributions.

4. Decide upon specific individuals or staff groups that should be offeredbenefits.

5. Decide upon the method and timing of the recognition.

6. Decide upon the timing, form and value of the benefits.

7. Conduct the recognition events.

8. Issue the benefits to individuals.9. Seek independent views on the degree of satisfaction with the

celebration events and reward benefits and note any dissatisfaction for future reference.





Update the mediaImplement>

Purpose

To provide information and evidence to the media with the expectation themedia will positively report upon the achievements of the municipality in it’s

service improvements.

How to proceed

1. Maintain a record of all current and completed CIB projects.

2. For each CIB Implementation, progressively build up evidential materialon the success and outcomes of CIB projects as they progress withtheir implementation;

a. Customer interviews (Video and recorded)

b. Supplier interviews

c. Service staff interviews

d. Photographs of changes (Video and still)

e. Key Performance Measure trends (use independent data collection)

f. Progress reports to the Steering Committee

3. Decide upon a media release strategy: when, how and who to.

4. Develop media release documents consistent with the media strategy.

5. Include customer interviews6. Include photographs Include KPI trend data

7. Release the above information to the media.

8. Coordinate media interviews with senior managers and the Mayor or councillors as requested.

9. Monitor media reports and validate their accuracy.

10.Correct any inaccurate or misleading media reports.

11.Report to the Steering Committee (or Council) on the extent of mediacoverage in respect of your CIB projects.





Sustain

The Sustain phase of a CI project is where all of the changes that have beensuccessfully implemented during the Implementation phase are now put firmlyin place and the new service delivery becomes the normal way.

The sustain phase of a CI project involves the following six tasks:

1. Accept feed back on new procedures

2. Measure on going performance

3. Adjust to counter poor performance

4. Update budget assumptions

5. Update the service standards

6. Audit compliance


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http://var/www/apps/conversion/tmp/scratch_4/content/Update%20budget%20assumptions.htm




Gather FeedbackSustain>

PurposeTo receive constructive feedback on the improved service or changed processfrom customers, suppliers and service staff, so that any initial problems areresolved and expected improvements are fully realized.

How to Proceed

1. Decide what feedback should be collected and when:

a. Service difficulties;

b. Customer satisfaction;

c. Supplier satisfaction;

d. Hazards or risks;

e. Access;

f. Responsiveness.

2. Decide upon the customer, supplier, staff groups to participate.

3. Plan the feedback approach:

a. Survey.

b. Workshop.

c. Focus group.

d. Interview.

e. Opinion box.

4. Prepare the survey instrument.

5. Test the questionnaire.

6. Conduct the surveys, focus groups, or workshops.

7. Collate and analyze the results.

8. Determine the changes necessary to further improve the new service. .





Measure on-going performanceSustain>

Purpose

To measure the ongoing performance of the improved service to ensure theinputs are being correctly supplied, the outputs are being delivered asplanned and the benefits from the service are being realized as expected.

How to proceed

1. Decide upon which inputs, outputs and outcomes are to be measured.

2. Decide upon which aspect of these should be measured.

3. Define the performance measure.

4. Collect the performance data.5. Process the data and produce the performance reports.

6. Monitor the results and identify any failings in expected performance.





Adjust to counter poor performanceSustain>

Purpose

To analyze the results from the customer, supplier and service staff feedbackand the performance results and take corrective action to ensure theimproved service reaches its expected performance.

How to Proceed

1. Identify implementation problems that need corrective action.

2. Complete a root cause analysis of each issue.

3. Select a preferred solution for each root cause.

4. Develop an Implementation plan for the preferred solutions.

5. Cost the additional corrective actions.

6. Present the Implementation plan and its costs to the SteeringCommittee.

7. Adjust the overall Implementation budget with the above approval.

8. Implement the actions according to the Implementation plan.





Update budget assumptionsSustain>

Purpose

To update the budget assumptions in relation to service access, service

standards, output unit costs, and demand management strategies so thatfuture budget allocations will provide sufficient funds to sustain the improvedservice.

How to Proceed

1. Define the service scope – what the service is, how it operates, anychanges to the service over the last year, and what is actuallydelivered.

2. Calculate the last year’s average output unit net cost.

3. Forecast the new year’s output unit quantity .

4. Adjust the output unit price (fee) based upon Council policy andinflation.

5. Multiply the new unit fee with the new forecast volumes.

6. Adjust the old average output unit cost for inflation and additionalscope.

7. Multiply the new output unit cost with the new output unit volumes.

8. Calculate the net cost based upon output units.

9. Prepare a line item budget for the new year.

10.Reconcile the two budgets at the net cost level to ensure resources areavailable to meet the new demand.

11.Adjust the service scope (standards) or output volume to achievereconciliation between the output based budget and the line itembudget

12. If the output volumes are reduced (compared to the forecast), ademand management strategy needs to be specified and included inthe adjusted service scope or standards.





Update service standardsSustain>

Purpose

To update the Service standards (or the Customer charter) to reflect theservice as it will be provided in the New Year, in respect of its description,access, fees, timeliness, quality, process and grievance redress.

How to Proceed

1. Understand your council’s standards for documenting Servicestandards.

2. Obtain the previous Service standard and review its contents.

3. Review the recent changes to the service.

4. Define the new Service standard.5. Develop a publication and distribution strategy.

a. Publication format and medium

i. Service brochure;

ii. Council internet site;

iii. Council Service directory;

iv. Service poster,

v. sign board etc.

b. Distribute to:

i. All households;

ii. All school students;

iii. All commercial businesses;

iv. All customers;

v. All residents.

6. Document the Service standards in the publication format.

7. Distribute the Service standard document.





Audit complianceSustain>

Purpose

To identify any processes that have become non-compliant with the standingprocedures and may result in inefficiencies, unacceptable risks or lead to poor performance.

How to proceed

1. Decide upon who will conduct the audit and approximately when.

2. The auditor plans the audit program in respect of:

a. What service processes will be audited; b. Timing of the audit;

c. Staff notification method;

d. Staff who will participate;

e. Standing procedures that will be the reference point;

f. Method of reviewing the current process;

g. Method of documenting non-compliance; and

h. How the results will be reported and discussed.

3. Notify staff of the internal audit schedule.

4. Obtain the current standing procedures.

5. Review current processes and reconcile with the procedures.

6. Document non-compliant processes.

7. Prepare the Audit report.

8. Discuss the Audit results with management and staff.

9. Agree on a course of action to correct non-compliant processes.

10.Agree on a schedule to follow up the planned corrective actions.





11.Review the actual corrective actions and confirm back to managementthese are complete and effective.

CIB Analysis Workbook.

Documents

Transcript of CIB Analysis Workbook.