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Providing Excellent Customer Service in the Voluntary Sector 27 November 2006.

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Presentation on theme: "Providing Excellent Customer Service in the Voluntary Sector 27 November 2006."— Presentation transcript:

1 Providing Excellent Customer Service in the Voluntary Sector 27 November 2006

2 Gerry O’Neill Public Service Improvement Unit Delivery and Innovation Division

3 Role of PSIU To lever change to improve public services in Northern Ireland through reform and modernisation

4 Building capacity for reform Leadership Appropriate tools & methodologies Sharing of best practice

5 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

6 Contact Details Public Service Improvement Unit Tel: 028 90 765306

7 Charter Mark for the voluntary and community sector Jan Black Charter Mark Assessor

8 What is Charter Mark? National standard of customer service excellence for the public sector Quality improvement tool Centred around the needs of the customer

9 Why Charter Mark for voluntary and community organisations? 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

10 ‘Customers’ in the voluntary and community sector A customer is someone to whom you deliver a service Voluntary Clients / Other agencies / Supporters Volunteers may also be customers Community Housing Association tenants / leaseholders / Other agencies

11 How Charter Mark works 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

12 The Six Criteria 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

13 1. Set standards and perform well Precise and measurable standards Standards for core business and customer service Monitor performance against standards Achieve good levels of performance Publish standards and performance

14 2. Actively engage with your customers, partners and staff Planned and regular consultation Analyse and act on outcomes Provide reliable and easily understood information Effective partnership working to deliver coordinated services

15 3. Be fair and accessible to everyone and promote choice 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

16 4. Continuously develop and improve 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

17 5. Use your resources effectively and imaginatively Effective financial management Measure and monitor efficiency Staff awareness and involvement in efficiency measures Plan for improving value for money

18 6. Contribute to improving opportunities and quality of life in the communities you serve 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

19 External assessment Choice of four certification bodies certificationbodies certificationbodies Centre for Assessment Charter Mark Assessment Services (CMAS) East Midlands Quality Centre (EMQC) SGS United Kingdom Ltd

20 Same Standard – Different approaches Pre-assessment Evidence viewed on or off site Electronic submission Type of report Surveillance Corporate approaches Flexibility

21 YOU choose ALL will View documentary evidence Speak to customers, staff and partners Observe service delivery WHICH one Offers you the service you require Provides you with the best value for money (not necessarily the cheapest)

22 Certification Body websites Centre for Assessment Charter Mark Assessment Services(CMAS) East Midlands Quality Centre (EMQC) SGS United Kingdom Ltd

23 SCA Pauline Canavan Chief Executive

24 SCA SCA’s Mission Statement “We in SCA provide professional Support Care and Advice enabling social inclusion”.

25 SCA Values Caring, Charitable (not profit taking), Inclusive and Community Focused

26 SCA Vision SCA aims to deliver flexible comprehensive, professional services that will continue to meet the needs of the community

27 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

28 SCA Services: Day Care for older dependant people – Level II Training and Employment Programme 2 Nearly New Retail Outlets

29 SCA Free Independent Advice Centre Race and Ethnic Community Integration Project Volunteer Project Into Learning

30 SCA 2002 – SCA’s Board of Directors and Management reviewed SCA’s objectives Developed a new Strategic Plan

31 SCA Included in the Strategic Plan was An objective to attain a quality standard

32 SCA Management and Staff researched a Business Improvement tool To achieve a quality standard

33 SCA SCA - Awareness: Investors In People Charter Mark EFQM ( European Foundation for Quality Management)

34 SCA Research: Presentation in house by the Public Service Improvement Unit On each of the Models: IIP, Charter Mark and EFQM Literature review

35 SCA SCA staff made an informed decision to work towards achieving the Investors in People Quality Standard And Charter Mark

36 SCA SCA History and Ethos is about building capacity of staff, volunteers and people on Intermediate government employment schemes – investing in people

37 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

38 SCA SCA’s management, staff and volunteers have a commitment to provide “professional Support, Care and Advice” – customer focused

39 SCA SCA’s Mission Statement “We in SCA provide professional Support Care and Advice enabling social inclusion”.

40 SCA The confidence gained from the Achievement of attaining the Investors in People standard The sense of achievement

41 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”

42 SCA Team approach 5 Cost Centre Managers and Chief Executive met - single issue meetings to work Towards Charter Mark

43 SCA Serious work began November 2003 Researched the Criteria Organised Benchmarking visits

44 SCA Benchmarking visits: Marie Currie Blood Transfusion Service

45 SCA Criteria provided a excellent framework for self assessment and tool kit for improvement

46 SCA Charter Mark team meetings focused on assessing our position against standards identifying gaps agreeing action points

47 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

48 SCA Each completed criteria description was tabled at a team meeting The team carried out a critique – great support mechanism

49 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

50 SCA SCA sought quotations from 3 assessment bodies information of the method time frame of the assessment

51 SCA SGS appointed: local office Available for advice Local Assessor

52 SCA Assessment June 2005 Desk Top Review No pre assessment

53 SCA Cost £2,150 for the Assessment June 2005 £421 for the Action Plan Review 2006

54 SCA Benefits: Improved Customer focused Service – Satisfied Customers

55 SCA Enhanced reputation of SCA Improved Staff Morale

56 SCA Advice: Team approach Bench Marking visits Don’t reinvent the wheel



59 CHARTER MARK SEMINAR – 27 NOVEMBER 2006 – Eileen Thomson The Cedar Foundation

60 Presentation Overview 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

61 A snapshot of the Cedar Foundation 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

62 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

63 ALS - the Charter Mark Service New model of service delivery 1994 Partnership with N&W Belfast Care and Support 1998 Charter Mark Award Reapplication 2001 Reapplication 2004

64 The Journey to Chartermark 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

65 The Nuts and Bolts of Getting It Changing Criteria 1998-2005 Storybook – Evidence-based practice 9-6 Criteria Customer Measures User Forum Staff Measures ISO Accreditation Balanced Scorecard

66 Customer Measures Service User Satisfaction Purchaser Satisfaction Sustained Outcomes Customer Demand Customer Loyalty Complaints Internal Customers

67 People Measures Satisfaction Survey Stress Audit IiP Profile Investment in Training & Development Absence Turnover Involvement in Improvement Activity Uptake of Employee Benefits

68 Assessment Evaluation Report 2005/Grading across 63 criterion parts 56 full Compliance 7 Best Practice 4 Non Compliance Surveillance 2006 Challenge beyond core business

69 Why go for it? 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

70 The Journey after Chartermark 1999 ISO registration ALS 2000 Balanced Scorecards 2002 Mark of Excellence 2003 EQRM 2005 ISO organisation-wide 2006 NIQA

71 Celebrate!


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