Transcript Providing Excellent Customer Service in Education

Providing Excellent Customer
Service in the Voluntary Sector
27 November 2006
Gerry O’Neill
Public Service Improvement Unit
Delivery and Innovation Division
Role of PSIU
To lever change to improve public
services in Northern Ireland through
reform and modernisation
Building capacity for reform
Programme
9.30 Introduction – Gerry O’Neill, PSIU
9.45 Jan Black, Charter Mark Assessor
10.45 Tea/coffee break
11.00 Pauline Canavan, Springfield
Charitable Association
11.45 Eileen Thomson, Cedar Foundation
12.45 Lunch
Contact Details
Public Service Improvement Unit
Tel: 028 90 765306
www.psruni.gov.uk
www.bestpracticeni.gov.uk
Charter Mark for the voluntary
and community sector
Jan Black
Charter Mark Assessor
What is Charter Mark?
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National standard of customer service
excellence for the public sector
Quality improvement tool
Centred around the needs of the
customer
Why Charter Mark for voluntary
and community organisations?
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To take an objective view of current
achievements
To enable a different perspective
To facilitate development and
improvement
To aid morale and motivation
To achieve recognition
‘Customers’ in the voluntary
and community sector
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A customer is someone to whom you
deliver a service
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Voluntary
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Clients / Other agencies / Supporters
Volunteers may also be customers
Community
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Housing Association tenants / leaseholders /
Other agencies
How Charter Mark works
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Six criteria cover all aspects of service
Broken down into 63 elements
Need to demonstrate a minimum of
70% full compliance within each
criterion
Self-assessment
Action plan
External validation
The Six Criteria
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1. Set standards and perform well
2. Actively engage with your customers,
partners and staff
3. Be fair and accessible to everyone and
promote choice
4. Continuously develop and improve
5. Use your resources effectively and
imaginatively
6. Contribute to improving opportunities and
quality of life in the communities you serve
1. Set standards and perform
well
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Precise and measurable standards
Standards for core business and
customer service
Monitor performance against standards
Achieve good levels of performance
Publish standards and performance
2. Actively engage with your
customers, partners and staff
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Planned and regular consultation
Analyse and act on outcomes
Provide reliable and easily understood
information
Effective partnership working to deliver
coordinated services
3. Be fair and accessible to
everyone and promote choice
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Range of means to access services
Customer care policies and practice
Staff training
Choice and flexibility in services and
service delivery
Adapt services for those with special
needs
4. Continuously develop and
improve
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Plan developments with costs, benefits
and timescales
Assess satisfaction and achieve high
levels
Deal effectively with complaints,
compliments and suggestions
Act in response to feedback to improve
services
5. Use your resources
effectively and imaginatively
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Effective financial management
Measure and monitor efficiency
Staff awareness and involvement in
efficiency measures
Plan for improving value for money
6. Contribute to improving
opportunities and quality of life in the
communities you serve
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Awareness of social, economic and
physical impact of the organisation
Identify potential usefulness of
resources to the community
Take positive action for community
involvement
Monitor and evaluate effectiveness of
action to inform further plans
External assessment
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Choice of four certification bodies
www.cabinetoffice.gov.uk/chartermark/
certificationbodies
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Centre for Assessment
Charter Mark Assessment Services (CMAS)
East Midlands Quality Centre (EMQC)
SGS United Kingdom Ltd
Same Standard –
Different approaches
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Pre-assessment
Evidence viewed on or off site
Electronic submission
Type of report
Surveillance
Corporate approaches
Flexibility
YOU choose
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ALL will
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View documentary evidence
Speak to customers, staff and partners
Observe service delivery
WHICH one
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Offers you the service you require
Provides you with the best value for money
(not necessarily the cheapest)
Certification Body websites
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Centre for Assessment
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Charter Mark Assessment Services(CMAS)
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www.cmadmin.co.uk
East Midlands Quality Centre (EMQC)
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www.carnw.co.uk
www.emqc.co.uk
SGS United Kingdom Ltd
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www.sgs.co.uk/chartermark
Pauline Canavan
Chief Executive
SCA
www.scaltd.net
SCA
SCA’s Mission Statement
“We in SCA provide professional Support Care and
Advice enabling social inclusion”.
SCA
Values
Caring, Charitable (not profit taking),
Inclusive and Community Focused
SCA
Vision
SCA aims to deliver flexible comprehensive,
professional services that will continue to
meet the needs of the community
SCA
Based in West Belfast – 26 years old
Operate from 3 different sites
Staff Levels:
21 Staff
63 Volunteers
30 Participants on New Deal Programme
SCA
Services:
•Day Care for older dependant people – Level II
•Training and Employment Programme
•2 Nearly New Retail Outlets
SCA
•Free Independent Advice Centre
•Race and Ethnic Community Integration Project
•Volunteer Project
•Into Learning
SCA
•2002 – SCA’s Board of Directors and
Management reviewed SCA’s objectives
•Developed a new Strategic Plan
SCA
Included in the Strategic Plan was
An objective to attain a quality standard
SCA
Management and Staff researched
a Business Improvement tool
To achieve a quality standard
SCA
•SCA - Awareness:
•Investors In People
•Charter Mark
• EFQM (European Foundation for Quality
Management)
SCA
Research:
Presentation in house by the
Public Service Improvement Unit
On each of the Models: IIP, Charter Mark and EFQM
Literature review
SCA
SCA staff made an informed decision to
work towards achieving
the Investors in People Quality Standard
And Charter Mark
SCA
SCA History and Ethos is about building
capacity of staff, volunteers and
people on Intermediate government
employment schemes
– investing in people
SCA
SCA achieved the Investors in People
Quality Standard in October 2003
SCA retained our Investor in People
Quality Standard and in some areas met
The Profile standards – November 2006
SCA
SCA’s management, staff and volunteers have
a commitment to provide “professional
Support, Care and Advice” – customer focused
SCA
SCA’s Mission Statement
“We in SCA provide professional Support
Care and Advice enabling social inclusion”.
SCA
The confidence gained from the
Achievement of attaining the Investors in
People standard
The sense of achievement
SCA
The independent review of SCA and the
recognition of our staff and volunteers
The celebration Nurtured the attitude “Charter Mark - we
can do it”
SCA
Team approach
5 Cost Centre Managers and Chief
Executive met - single issue meetings
to work Towards Charter Mark
SCA
Serious work began November 2003
Researched the Criteria
Organised Benchmarking visits
SCA
Benchmarking visits:
•Marie Currie
•Blood Transfusion Service
SCA
Criteria provided a excellent
framework for self assessment and
tool kit for improvement
SCA
Charter Mark team meetings focused
on assessing our position against
standards identifying gaps agreeing
action points
SCA
6 Criterion
Each member of the team (6) took one criteria
and wrote up a description of
activity or actions taken to meet the
requirements of their designated criterion
with support from their staff and volunteers
SCA
Each completed criteria description was
tabled at a team meeting
The team carried out a critique – great
support mechanism
SCA
Project Team meetings were organised staff
and volunteers Involved in evidence gathering
Customer focused services has to be within
the DNA of the organisation
SCA
SCA sought quotations from 3 assessment
bodies
•information of the method
•time frame of the assessment
SCA
SGS appointed:
•local office
•Available for advice
•Local Assessor
SCA
Assessment June 2005
Desk Top Review
No pre assessment
SCA
Cost
£2,150 for the Assessment June 2005
£421 for the Action Plan Review 2006
SCA
Benefits:
Improved Customer focused Service –
Satisfied Customers
SCA
•Enhanced reputation of SCA
•Improved Staff Morale
SCA
Advice:
•Team approach
•Bench Marking visits
•Don’t reinvent the wheel
SCA
•CELEBRATE
SCA
GOOD LUCK
CHARTER MARK SEMINAR
– 27 NOVEMBER 2006 –
Eileen Thomson
The Cedar Foundation
Presentation Overview
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A snapshot of the Cedar Foundation
ALS- the Charter Mark Service
The journey to Charter Mark
The nuts and bolts of getting it
Assessment Evaluation Report
Why go for it?
Celebrate!
The journey after Charter Mark
A snapshot of the Cedar
Foundation
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Established in 1941
Registered Charity + Company Ltd by Guarantee
Services for People with Physical Disability / Brain Injury
Living Options, Training, Children& Young People Services
Regional organisation with 19 service locations
2006 turnover of £5.5 million
Employs 220 staff /Supports 1400 Service Users
User Forum
Vision / Mission
• The Cedar Foundation’s Vision is to play a
leading role in the achievement of a community
in which people with disabilities are valued and
participate as equal citizens
• Our Mission is to deliver a range of services,
which empower and support people with
disabilities to be fully included in their communities
ALS - the Charter Mark
Service
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New model of service delivery 1994
Partnership with N&W Belfast
Care and Support
1998 Charter Mark Award
Reapplication 2001
Reapplication 2004
The Journey to
Chartermark
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Improving Organisation during 1990s
1993 Leadership Commitment to improvement
1994 Mission Statement/ Corporate Objectives
1995 User Satisfaction Surveys
1996 National Training Award
1997 IiP Recognition; User Involvement Focus
1998 Charter Mark Award
The Nuts and Bolts of
Getting It
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Changing Criteria 1998-2005
Storybook – Evidence-based practice
9-6 Criteria
Customer Measures
User Forum
Staff Measures
ISO Accreditation
Balanced Scorecard
Customer Measures
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Service User Satisfaction
Purchaser Satisfaction
Sustained Outcomes
Customer Demand
Customer Loyalty
Complaints
Internal Customers
People Measures
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Satisfaction Survey
Stress Audit
IiP Profile
Investment in Training & Development
Absence
Turnover
Involvement in Improvement Activity
Uptake of Employee Benefits
Assessment Evaluation
Report
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2005/Grading across 63 criterion parts
56 full Compliance
7 Best Practice
4 Non Compliance
Surveillance 2006
Challenge beyond core business
Why go for it?
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Benefits to service users,staff and funders
Provides a framework:
to provide an excellent service to users
to meet and exceed funder standards
External recognition a powerful motivator for staff
Competitive edge in highly competitive market
Quality becomes contagious
The Journey after
Chartermark
• 1999 ISO registration ALS
• 2000 Balanced Scorecards
• 2002 Mark of Excellence
• 2003 EQRM
• 2005 ISO organisation-wide
• 2006 NIQA
Celebrate!
www.cedar-foundation.org