| |
Minimum |
Good |
Best |
| Reaching Individuals |
Random Opinion Poll |
Developing database of involved
individuals, capturing all incoming enquiries |
Planned drive to reach
uninvolved |
| |
Unsolicited mailshot or leaflet
drop |
Responses prioritised eg post code etc |
Database prioritised towards groups or individual families by geographic area - ability to analyse data |
| Reaching Organisations |
Database of all local
organisations with contact and programme details |
Shared database with organisations |
Forum approach can reach through
the organisation to individuals |
| |
Established system for two-way
contacts where relevant |
Organisations committed and able
to update their data unprompted |
Established system for
continuous updating in which organisation becomes an inputting Information
Provider |
| Geographical Community |
Community mapped into discrete
detail in geographical areas |
Community ‘champions’ in each
area known and involved |
Programme to establish and
support local champions |
| |
Spheres of influence overlaid on
maps |
spheres understood and shared
across services |
spheres linked to community
aspirations |
| |
Influences on each area shown eg
peak traffic movements |
All service depts contribute to
total picture |
Total picture shared with
community |
| |
Healthy Community Indicators
mapped / measured and updates compared on continuous basis |
Agreement on HC Indicators
leading to cross service plan |
Full community partnership in
developing HC |
| Communities of Interest |
Communities identified |
Key actors in communities
identified and involved |
Development of representative
groups within communities |
| |
Census analysis of different
communities of interest |
Primary research/other secondary
research on communities of interest |
Themed research papers
with/through groups |
| |
Minimum |
Good |
Best |
| Life Episodes |
Agreed definition of all life
episodes with departments and partners (qv) |
|
Definitions shared across all
services |
| |
Discuss episodes and needs with
representatives of groups |
Primary research (quant/qual)
with users on needs |
Research on needs reaches wider
into the community |
| |
Pilot stage on 'the desktop' -
evaluated |
Wider pilot implemented and
evaluated with a real user group |
Roll-out is based on results
from pilot evaluations |
| |
Local contacts for each known
action on updateable database |
Breakdown of each episode into
individual actions |
Individual actions assembled
against key client groups e.g. children |
| |
Identify exceptional situations
and know how to handle |
Partners involved in developing
handling of exceptional situations |
Develop handling of exceptions
as a process of continual improvement |
| Defining Information |
Community consultation process
defined and outputs accepted on an on-going basis |
Consultation process results in
plans which are implementable and politically agreed |
Review process includes a
response group/process to comment on and empowered to adjust plans |
| |
'Go with the flow' identifies
services and interactions |
Needs are mapped against
services already available |
Services are defined and planned
via an informed planning process |
| |
Consult staff on break between
simple/complex and information/advice |
Specify break points and train
reception/first stop staff |
Develop and agree service
standards between departments and partners |
| |
Each service has named
information manager with agreement on standards |
|
All services offer information
updated through a known central point |
| |
Common standards implemented for
language, forms etc |
All service depts or partner
providers make own updates |
All leaflets are defined in
consultation with 'front-line' operations |
| One-Stops / Call Centres |
One-stop 'boundaries' are reflected by the systems in use |
|
Information available to
overstep boundaries for discretionary 'information only' use |
| |
Information problems
are monitored and a staff/management review process is in place |
Value of 'one-stop' staff is
recognised by corporate review processes |
'One-stop' management have a say
in all council strategic development |
| |
Minimum |
Good |
Best |
| Location |
Central point - for physical and
for phone callers |
Access in priority locations
supported by networked information |
Access in partner locations
across public sector, supported by networked information |
| Equality of Access |
Wheelchair access, blind people.
Lift available where access to more than one floor needed |
Automatic doors. Design uses
colour contrasts to help visually impaired. Induction loop available. |
Minicom/textphone available.
Signing available on demand (on site or video). |
| |
Play area for children with toys
in safe, good condition |
Breast feeding space available |
Staffed crèche |
| Space Allocation |
Screened off consultation areas
linked to and under control of central facility |
Closed rooms for confidential
interviews |
Space dedicated to - Youth
Information, Disability Living etc |
| Furniture |
Co-ordinated décor - new
carpets, tables, chairs etc |
Provision matched to expected
usage (eg. Youth) |
Identity and provision continued
throughout all locations |
| |
High seat chairs available,
counter height designed with disabled customers in mind. |
|
Purpose designed consulting
spaces offering access to visitors and security to staff |
| Technology |
Staff can view departmental
databases |
Staff have ability to search and
input to departmental databases to close an enquiry |
Public self-help to information |
| Leaflet / Display |
Leaflet display monitored and
updated daily |
Leaflets given personally to
clients after qualification |
All staff can explain all
leaflets |
| |
‘Most frequent use’ monitored
and stock held locally |
|
Print on demand |
| |
Leaflets indicate link to
electronic information systems |
|
Link between leaflets and
electronic information is consistent in all information areas |
| Telephones |
Staff divided between
consultants front desk and telephone answerers. Client interview never
interrupted by non-relevant incoming call. |
|
Staff able to track progress of
clients' enquiries and call them back as part of routine follow through |
| |
One number access, answering
standards, performance monitoring |
Out of hours call answering
directs caller to point(s) of help. |
Extended hours for telephone
access |
| Toilets |
Include disabled, nappy changing |
|
|
| Refreshments |
Vending machines available |
|
Dedicated ‘café’ acting as
community meeting place |
|
| Minimum
| Good
| Best
|
| Marketing |
Regular notices in local papers |
Notices with Council Tax
mailings etc |
Continuing plan to review and
develop marketing strategy |
| |
Promotional leaflets at key
access points |
Hot news (success stories) in
local press |
Marketing involves elected
members, reaches local MPs etc |
| |
Internal marketing to all
internal depts. |
More internal marketing - don’t
assume they know what you are doing |
Regular, scheduled review
meetings with service specialists |
| External Signs |
Clearly positioned, unambiguous
language. |
|
Direction signs in different
languages |
| Access |
Open hours take account of local
community needs |
Early and late opening for
specific purposes - lunch time opening |
Evening and weekend sessions
available (ultimately 24 hours 7 days a week !!) |
| |
Open hours well publicised |
Outreach to satellite sites at
given times |
Flexible roadshow ability |
| |
|
Staffed from within the
community |
Access to all services in mother
tongue |
| Internal Signs |
Braille signage at appropriate
points |
Braille or tape instructions
available |
Signs in all relevant languages
explaining what will happen next |
| |
Staff wear name badges |
|
|
| Ethnic Languages |
Information in community
languages |
Telephone interpreter available
on demand. |
Staff on site who speak locally
'most used' languages |
| Welcome |
Standards for how quickly people
will be welcomed / received |
Welcome process is monitored
Disruptive callers can be handled separately |
Repeat callers can be 'fast
tracked' |
| Queue Management |
Standards for how quickly
callers will be dealt with |
Standards for queuing apply at
all times |
Process for dealing with ‘log
jams’ |
| Violence |
Risk assessments have been
carried out and staff trained to handle danger situations |
|
Panic alarms in all sensitive
areas supported by rehearsed response procedures |
|
| Minimum
| Good
| Best
|
| Reception |
Customer details input to
logging system immediately |
Basic nature of enquiry
understood to ensure correct initial action |
Pre-qualify and place caller
accurately in the process to ensure fastest handling |
| Quickies |
Quick visitors - eg. Payment,
simple leaflet etc - can self-help |
Quick services points (eg. Bill
payment) at front of site, not the back |
Mechanisms in place to gather
evaluation data from quick visitors. |
| Consultant |
Seamless handover from reception |
Regular processes are
semi-automated |
Qualifies all the caller's needs
- including 'hidden' needs |
| |
Asks questions, listens,
explains what he/she is doing |
Computer screens shared with
customer cannot be overlooked |
Offers choices and explains
choices to caller where it is valid to do so |
| |
Summarises actions for caller
and obtains agreement to actions taken |
Caller will receive mail
confirmation of transactions |
Caller can (optionally) have
written record of transactions immediately |
| Referral |
Be able to pass quick callers on
seamlessly and quickly |
Able to check that departmental
action is taken post-referral |
Can close the caller's file once
issue raised in call is dealt with |
| Record Transaction |
Able to check that departmental
database record is updated |
Able to directly update
departmental database record(s) |
Data is also available for own
analysis and planning |
| Close |
Check caller is aware of state
of the transaction before leaving premises. |
|
Consultant has completed all
customer related work while customer is present |
| Goodbye |
Customer asked to complete
satisfaction cards or similar evaluation |
Cards are checked and data
analysed |
Specific points raised are
followed up by remedial action |
| Caller Tracking |
Log review to ensure that no
loose ends remain loose for long. |
Automated call tracking
highlights follow-up actions required/checks needed |
Departments automatically advise
when referred matters are cleared |
| Back Office |
|
Able to identify and resolve
data conflicts/duplications |
Monitor performance of service
agreements with depts and partners |
| Support |
Regular internal review of
partner and service department performance |
Regular management communication
with service departments and partners |
Formal review of performance and
of service agreements with departments and partners |
| Complaints |
Complaints procedure in place |
Review processes to inform
management re-quality |
Total Quality Management System
in place |
|
| Minimum
| Good
| Best
|
| Information Ownership |
Ownership of info at point it
enters council |
Corporate policy encourages
openness and sharing |
Corporate strategy demands that
there are no artificial information barriers |
| |
Control of publishing is
devolved from the centre |
Individuals take responsibility
for publishing according to need |
Centre operates as a
mediator/co-ordinator for shared actions |
| |
Info providers do not need to
refer content before publishing |
Content guidelines widely
available |
Publish what you like but it
must be named and attributable |
| |
Electronic replication mimics
paper |
Design guidelines for different
channels |
Self-help templates (eg. Lotus
Notes) |
| |
There is some reference to
examples of best practice |
Research into user needs and
practices is undertaken |
A structured programme of
feedback from publishers and users is implemented |
| |
Information and data is gathered
for management reports |
Mechanisms for review and change
are in place |
There is a considered process
for identifying and introducing new opportunities |
| The Nature of Needs Analysis |
Sampled polls based on
perceptions and/or stereotypes of needs |
Consultation through known
individuals, groups and organisations |
Active consultation process
seeks widest range of views/opportunities |
| |
Analysis of existing service
demands |
Existing service providers offer
and maintain flow of user data |
Service providers and
information 'centre' share a structured review of all data |
| |
User comments are sought and
analysed |
User feedback is regularly
reviewed in the context of development |
User feedback is sought in a
number of ways and informs review processes |
| Information Management |
Acquisitive 'collection'
approach |
Demand led information creation |
Needs analysis leads information
acquisition |
| |
Silos of information with few
tools (people or software) for accessing |
Tools for handling & accessing
information |
Information is matched to users
and uses |
| |
Information 'sell by' dates
sought but not always available |
Review of content on regular
basis |
All information dated and
flagged for review by owner |
| |
Processes for handling users
response in place but not integrated |
Information systems handle
two-way flows with users |
Information systems can track
users and the information flows involved with them |
| |
Agreement about what information
is irrelevant |
Non-relevant information
filtered from the system in the interest of keeping information base small
and accessible |
Monitoring process reviews
relevancy issues |
|
| Minimum
| Good
| Best
|
| Information Use |
Gatekeeper culture recognised
although a change may not yet be in place |
Information systems support
staff effectively |
Systems allow for self-help to
information as well as for expert intervention |
| |
Users are 'told' information
accurately |
Users have choices and can
assess the information offered |
Systems empower user choices and
support them in making choices |
| |
Council publications are being
weaned away from 'council speak' |
Clear use of plain language |
Information structures reflect
common parlance |
| |
Information separated from
response mechanisms |
Response mechanism readily
available 'alongside' all information |
Response mechanism is integrated
with all information processes |
| |
Language and Braille versions of
information are available |
Language and Braille versions of
information are maintained |
Updating of language and Braille
versions is an integral part of information processes |
| |
Organisation can respond to
demands of DPA (and FOI Act) |
Systems inform users of the
council's DPA (and FOI) obligations |
|
| Development Control |
Departmental and/or service area
hierarchies no longer create barriers to cross-departmental initiatives |
Managers have discretion to
initiate cross departmental initiatives |
Managers have discretion to act
within clear and appropriate limits |
| |
IT department acts in the
process chain |
IT department takes facilitative
role and acts in response to needs |
IT works with service providers
on continual improvement |
| |
An implementation plan is drawn
up and published |
Ambitions containable within
feasible and relevant plan |
Plan contains clear 'bite-able'
milestones within resource limitations |
| |
Implementation plan is drafted
in consultation with all involved |
|
Implementation plan is managed
by a review team |
| |
Review processes involve
departmental line managers |
Review processes involve all
staff - even the newest and most junior |
Formal review process undertaken
at each key milestone |
| Monitoring and Review |
Complaints procedure in place |
Customer surveys inform quality
assurance processes throughout the council |
Total Quality Management system
in place in council |
| |
Complaints procedure informs
review processes |
Partners share same complaints
procedures and report back conclusions |
TQM systems in place in all
partners and detail is shared between partners |
|
| Minimum
| Good
| Best
|
| Defining Partners |
Insular - reactive to partner
approaches |
Build ad hoc needs based
relationships |
Structured partnerships based on
shared needs and negotiation |
| |
Partner roles and their
objectives are understood |
|
Partner roles defined and
individual relationships managed accordingly |
| Engaging Partners |
Informally |
Formally but without operational
structure |
Formally through clear process
relationships |
| |
There is no analysis of their
information |
Their information is known to be
useful |
Their information fills gaps |
| |
Implied agreement on objectives |
Explicit agreement on objectives |
A vision matching exercise is
undertaken |
| |
Service is implied in the
agreement |
Service does stem from the
agreement |
The visions and shared
objectives are service oriented |
| |
There is no analysis of further
info gaps |
The need for further partners is
recognised |
Needs are known and further gaps
can be identified |
| |
There is no analysis of
dependency |
Everyone recognises
interdependency |
The long term partnership issues
are known and accepted |
| |
There is no mutual review
process |
Partners meet and discuss
occasionally |
Review of the partnership is a
formal process with actions |
| The Service Factors |
Information exchange is ad hoc |
Information is exchanged on
demand |
Information is exchanged in a
structured manner |
| |
There is no formal client
handover |
Client handover is logged |
Clients are logged and progress
chased following handover |
| |
Staff will handover clients any
old how |
Staff are aware of their
limitations |
Staff know when and how clients
must be referred |
|
| Minimum
| Good
| Best
|
| Location v. Access |
Existing high profile public
sector locations are chosen |
Locations are chosen with access
in mind |
Locations are chosen from all
available, within a structured view of access issues |
| |
Alternative technology access
channels are considered |
Alternative channels are
analysed and constraints understood |
Alternative technology channels
are subjected to an 'appropriateness' test |
| Information Technology Channels |
Supplier 'free' offers do not
influence the choice |
Supplier ideas are part of any
'solution' |
Appropriateness of supplier
solutions is tested more stringently than their technology |
| |
A review of public sector
experience is undertaken as a cross-check |
|
Experience is drawn from visits,
case studies and conferences/seminars |
| |
Contexts for the use of
technology are considered |
Contexts for the use of
technology are analysed and understood |
Technology 'solutions' are
subjected to user testing and evaluation |
| |
Choice of solution is not
determined solely by technologists |
|
Technology is chosen by a
balanced staff/management consultation |
| |
A mid- to long- term development
path is mapped out |
There is a strategic commitment
to following a development path |
A mid- to long- term development
path is in long-term budgets |
| Reacting to User Needs |
User expectations are understood |
User expectations are analysed
and handled in total implementation |
Analysis includes: user
profiling, user location factors, look and feel (HCI) |
| |
Some user trailing takes place
and lessons are applied |
|
Structured view of early use
(trials and staged roll-out) influences final design |
| |
External expertise is sought to
advise and evaluate user requirements |
The external expertise is
accredited independently in this area |
Multiple sources of advice are
invited to bid for work against a specification |
| Technology Choice |
If proprietary system is chosen
it is the 'best value' option on a long term view |
|
Proprietary systems are
supported by multiple suppliers |
| |
Technology integration is
planned |
IT integration will pre-date
launch of new public information systems |
IT integration is planned with
public information systems in mind |
| |
Specification for tender is
drawn against user knowledge |
|
Specification for tender is
user-oriented |
|
| Minimum
| Good
| Best
|
| Back Office Systems |
Back office implications of new
systems choices discussed |
Implications addressed by action
plan element of overall implementation plan |
Actions to exploit new systems
and build 'continuous improvement' in place |
| |
Structured staff training
programme for all staff planned and implemented |
Formal review process for
effective use of skills in place |
Review involves all users and
runs across departments |
| Staff Training |
There is a staff training plan
which starts with induction |
Staff training plan takes
account of individual skills - experienced staff are trained as trainers |
Staff training also includes
training from external experts |
| |
Training given to all staff
immediately on joining |
General and basic training is
delivered by managers and most experienced staff |
Service specific training is
delivered by service specialists |
| |
|
Training is available within the
functionality of the systems |
Training is tailored within the
systems for all levels of user |
| |
Personal targets/review take
account of training needs and meet them |
Training is available virtually
on-demand for all staff |
Training is on-demand for all
staff - most especially front-line public-facing staff |
| |
Regular team meetings |
Performance
development/appraisal system used to identify needs |
Open staff monitoring and
evaluation process |
| Skills Assessment |
All staff understand details of
the process by which the customer is handled |
Staff understand differences and
the key handover factors between face-to-face, screen supported, and distant
(eg. Telephone) enquirers for different needs |
All staff cam explain all
processes to any customers at any time |
| Council officers |
Council induction training has
full explanation and officer visit to the one-stop service |
Service area training covers
handovers with the one-stop service with input from one-stop staff |
Regular contact between trainers
to ensure update training as services develop |
| Member training |
New elected members induction
programme |
Scheduled review meeting with
Committee chairs at least annually |
Regular seminars to explore
specific member needs and to address their concerns |
|
| Minimum
| Good
| Best
|
| General |
Organisation maintains a view on
market developments |
Understanding and experience
within the organisation is shared |
Sharing includes current
suppliers and information partners |
| |
Council is not pushed into
action purely by political considerations |
Council accepts that giving
information is the start of 'access to service' |
Full consideration is given to
the information-advice-service continuum |
| |
A long term view of the
council/public information relationship is taken |
Conscious decision - council
only info or all public sector info |
Conscious decision on process
support - eg. Do we help with form filling |
| Self-Help Systems |
User
characteristics/expectations of the technology are understood |
|
User expectations from the
technology monitored and updating is continuous |
| (eg. Kiosks, Internet, |
Common database/dataset used for
any/all implementations |
|
There is an individual screen
design for each implementation |
| teletext, interactive |
|
Screen design can deliver user
expectations from the technology |
User expectations are met well -
judged by user feedback/response |
| TV) |
System offers a response route
readily available for use |
System's response route is well
handled by council systems |
Response route is integrated
with all other response routes |
| |
System can deliver a hard copy
for the users on request |
Systems can deliver a hard copy
on-demand |
Hard copy for the user is
customised following specific user input |
| |
There is a process for the
council to respond to an individual user |
|
The requirement to respond to a
user is a stated post/individual's responsibility |
| |
|
There is a follow-up process
which tracks users of the system |
There is a tracking system which
monitors progress of all 'remote' enquiries |
| One Stops / Call Centres |
|
Self-help terminals positioned
as support to service delivery |
Terminals explained by signs.
Reception staff can explain and encourage use. |
| |
Terminals may be dedicated to
specific usage (eg. Benefits) |
Terminals can take data input by
a customer and post it to a service department |
Customer data input to terminals
can be posted to consultant screens so that a handover to personal service
is immediate and transparent |
|
| Minimum
| Good
| Best
|
| Getting Systems Accepted |
Systems have a clear branding
which is not techie |
|
Systems branding is local,
relevant and supported by good 'retail' design |
| |
On-site systems are supported by
user and 'how to use' information |
Availability of system is widely
promoted |
All households are informed of
new initiative as it is implemented in their area |
| |
Staff can adopt a mentoring role
to help less-confident users |
Staff actively seek to introduce
systems to users |
An outreach programme to local
organisations introduces system to wide range of users |
| Staff and User Training |
User training is solely by
posters |
Help functions are available on
demand |
Context sensitive 'active' help
is available on-line which trains users |
| |
Basic helps functions built into
the generic software |
User needs influence the
software adaptation |
Needs are defined and
implemented for channel/location mix |
|
| Minimum
| Good
| Best
|
| Organisation Issues |
Priorities have been established for public
information processes |
Individual targets are in place for staff |
Individual targets are in place for Chief
Officers |
| |
Some 'gatekeeping' can still be detected |
Information guardians have been eliminated from
the council |
The 'gateway' philosophy is understood,
promoted and in place |
| |
The budget for CIS is departmentally determined |
The budget for CIS is 'top-sliced' from
departments on a 'user' analysis |
The budget for CIS is a centrally and
corporately determined |
| |
The CIS has been explained and promoted to all
members |
Members have regular contact and an informal
review role |
Member input has been include into the review
structure for the CIS |
| |
Members have direct contact with front-line CIS
staff |
|
Members have been 'trained' in CIS roles and
responsibilities |
| |
BPR processes in the council have accepted
information as a key area |
|
BPR takes full account of public information
developments |
| |
Public information processes are being mapped
into BPR activity |
The role of 'one-stop' access to information is
a BPR priority |
The role of 'one-stop' access to information is
driving the business process review |
| |
The council recognises that the information
society has arrived |
The council has arrived in the information
society |
The council is furthering the information
society |
