This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
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.
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)
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.
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.
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
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
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.
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
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
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
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:…………………………………………………………………..
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.
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
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.
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).
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.
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
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.
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.
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.
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
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”.
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:
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.
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.
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.
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.
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:
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. .
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.
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.
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.
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.
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.