CIB Facilitators Handbook.

7/29/2019 CIB Facilitators Handbook.

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Continuous Improvement & Benchmarking

Continuous Improvement and

Benchmarking

Facilitator’s Handbook

This Handbook is to accompany the CIB Learning Toolkit CD. The Handbook, contains the same materialas the CD, except for the PowerPoint slide shows, which may be accessed from the Toolkit CD.

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

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

124733571.doc Created: 24-Sep-07 Revised: © 2004 ADB Institute 1 of 124




Contents

WELCOME ......................................................................................................................3

INTRODUCTION ..............................................................................................................5

FACTORS FOR SUCCESS .............................................................................................7

STAKEHOLDERS' ROLES ..............................................................................................9

READINESS ..................................................................................................................12

PREPARE ......................................................................................................................15

APPOINT THE ACCOUNTABLE OFFICER .................................................................16

ORGANIZE A STEERING COMMITTEE .......................................................................19

ORGANIZE A CIB WORKING GROUP .........................................................................22

APPOINT THE FACILITATOR .......................................................................................25

PLAN PILOT CIB IMPLEMENTATION .........................................................................28

ORGANISE ....................................................................................................................38

INSTITUTIONALIZE ......................................................................................................42

PLAN FOR A FULL CIB IMPLEMENTATIONINSTITUTIONALIZE> ...................................................................................................43

ROLE OF THE FACILITATOR ......................................................................................75

ASSESSMENT ANSWERS ...........................................................................................77

GLOSSARY OF TERMS - ENGLISH ...........................................................................117





Welcome

Welcome to the Continuous Improvement and Benchmarking (CIB) learningtoolkit, designed to assist service delivery agencies improve and extend their services to their communities.

Purpose of the toolkitThe purpose of this Learning toolkit is to make municipal service providers awareof CIB and provide them with a practical guide on how to successfully applythese techniques to improve services1.

Who can use the toolkit

The toolkit is designed for local governments but can be applied by any level of government. You will need to make adjustments to organization, unit and positionnames to suit your own organization. The toolkit will be of most benefit toindividuals involved in teams focused on improving services. This can include

municipal staff, managers, contractors and NGOs.

How to use the toolkit

This toolkit provides a structured, step-by-step instruction on how to improve aservice. Work through the modules in sequence, using the CD. This Toolkit isdesigned for use in learning programs assisted by a skilled Facilitator. Theprogram should be worked through in sequence, with guidance and assessmentof learning progress. This Handbook is intended for use only when a computer isnot available for use during the learning process.

Getting started

If you are new to CIB, please read the Introduction first. We strongly recommend youtake the Tour of the Toolkit by following the link on the Home Page or in the Introductionpage on the CD. If you have decided to proceed with CIB and want to plan a pilot

1 Disclaimer The views expressed in this CD-ROM are the views of the authors and do not necessarilyreflect the views or policies of the Asian Development Bank (ADB) or Asian Development Bank Institute(ADBI), or their Board of Directors, or the governments they represent. ADB does not guarantee theaccuracy of the data included in this package and accepts no responsibility for any consequences of their use. Terminology used may not necessarily be consistent with ADB official terms.




Continuous Improvement & Benchmarking program, go to Prepare. If you have completed a pilot and are forming new CIB teams,go to Module 1: Organize.





Introduction

CIB is the combination of two powerful techniques to achieve change -continuous improvement and benchmarking .

Continuous Improvement is a systematic method to improve service delivery for

access, timeliness, quality, cost, community satisfaction and affordability.Benchmarking compares services with others, to improve your own servicedelivery. This is done by comparing performance and sharing information aboutservice practices, to find the 'best' practices and increase service standards.

Continuous improvement and benchmarking have enabled service deliveryimprovements in many organizations, government and private, in numerouscountries around the world.

The ADB has piloted the approach in two major regional projects and itsexperience has culminated in the creation of this toolkit.

Maximizing successThe ADB's pilot projects discovered 12 critical factors for success for CIB, andthese form the basis of the self-assessment, below.

To help maximize success, all stakeholder groups need to understand their ownroles and responsibilities.

A number of Asian cities have been successful in using CIB to improve servicessuch as solid waste management, property tax collection, parking, street vendingcontrol and customer complaint handling, among others.

What is involved?

A CIB initiative starts with a decision to proceed by the Mayor, Council or themost senior manager.

It is best to start with a pilot of two or three small scale projects, to gainexperience with the techniques and learn how to modify them for your organization. These pilot projects are completed within three months, then theMayor, Council and senior management assess the results and decide further CIB initiatives.




Continuous Improvement & Benchmarking A full implementation will eventually involve a large part of the municipality's staff working in teams finding better ways to deliver services.

Getting started

First - print out the Readiness self-assessment and decide whether your organization is ready for CIB.

Then read about How to use the toolkit.





Factors for success

There are twelve pre-requisites for successful CIB implementation.

1. Clear and visible support from the most senior executive and the most senior elected official.

2. Continuous leadership by a senior executive for the CIB initiative,preferably for at least three years.

3. A critical mass of trained CIB team members - to ensure competingpriorities and normal staff turnover do not slow the initiative down .

4. Training in CIB techniques and tools, supported initially by a professionallearning facilitator.

5.· A permanent resource such as a dedicated facilitator and a CIB workinggroup to manage the CIB process and drive improvements;

6.· An inclusive approach - the Mayor, councilors, service managers, staff,customers, the community and NGOs must all play a part in the CIB process.

7. · Financial support - to ensure service investigation and improvements are apriority for the municipality.

8. Allocation of adequate staff time to CIB projects, with the projects takingpriority over day-to-day work for the time required.

9. A “performance culture” - the Mayor and council must focus on service

performance and take action to improve it.

10. Professional management practices - meetings must be attended by thoseinvited, be conducted properly and commitments followed through.

11. A “team culture” - CIB team members must be able to interact with senior managers and offer constructive criticism without fear of compromising their career.





12. A positive culture to accept change, and a willingness to try new approacheswhen needed.





Stakeholders' roles

Mayor

Study the CIB initiative and evaluate the benefits·

Make the initial decision and issue directive to commence a CIB pilot project.Chair the CIB Steering committee in the first year.

Be the Public face of the CIB initiative for the media and Council in the first twoyears.

Have some involvement in the implementation of early improvements – publicspeaking, political guidance, promoting change, supporting CIB project teamleaders.

Council

Debate the benefits of a CIB initiative with the Mayor.Support the Mayor in commencing a CIB pilot project with vote of confidence.

Possibly one seat on the CIB Steering committee for the first year.

Keep abreast of CIB project progress and communicate progress to their constituents.

Final endorsement of improvement recommendations in the first two years.

Deputy Mayor, Commissioner or Chief Executive Officer

Same as the Mayor, should they take the lead role instead of the Mayor.

Directors or Deputy Commissioners

Member of the CIB Steering Committee.

Member of the CIB Working group.

Possibly the Accountable officer.

Possibly one of the coordinators.





Service Managers

Participate on a CIB improvement project.

Evaluate CIB recommendations.

Manage the CIB Change program or change implementations.

Service delivery staff

Lead CIB project teams and train other staff (see CIB coordinator below).

Participate on CIB project teams (see CIB team member below).

Deploy customer and citizen surveys.

Assist in the CIB change implementation.

Test new operating procedures and assist in their refinement.

CIB Facilitator

(may come from a supportive educational institute)

Champion the CIB cause.

Train initial staff within the municipality

Manage the first 2 – 3 CIB projects

Member of the CIB Steering committee

Member of the CIB Working party

Monitor the effectiveness of the CIB change program and assist where necessary Assess CIB team member training tests and issue competency certificates

CIB Coordinator

Participant in the initial CIB project teams

CIB project team leader for the initial projects

CIB trainer, mentor, coach

Coordinates CIB projects and staff allocated to the teams

Member of the CIB Steering committeeMember of the CIB Working group

CIB project team leader

Lead a CIB project

Present CIB project results to the Steering committee




Continuous Improvement & Benchmarking Assist CIB project team members

Coach CIB team members

CIB project team membersContribute to the CIB phases 2 to 6 (Analyze - Implement) for the CIB project .

Service users

Participate in customer surveys, discussion groups

Provide feed back to Council on service improvements

Citizen representative groups

Participate in citizen surveys and discussion groups.

Possible member of the CIB Steering committee.Possibly assist in implementation monitoring.

Non-government organizations

Possible member of the CIB Steering committee.

Assist in customer and citizen surveys

Provide the Citizen scorecard results to assist in prioritizing services for improvement

Possibly assist in implementation monitoring.

Funding agencies

Fund the Facilitator for the first two years.

Fund selected CIB recommendations.

Monitor CIB implementation success

The media

Assist in citizen surveys.

Promote the benefits of CIB and the improved services that result.

Assist in publicizing how to use a new service.





Readiness

Not every organization is ready to use Continuous Improvement andBenchmarking straight away.

To help you decide whether you are ready to take on this change initiative, we

have provided a self-assessment guide. You can score your organization on 14criteria, including support from senior elected officials and managers, resourcesand organization culture.

Print out the Readiness self-assessment form (see below) and use it to decidewhether your organization is ready for CIB.





Self Assessment to Determine Suitability for CIB

For a Continuous Improvement and Benchmarking initiative to succeed there are a

number of pre-conditions that must exist in your municipality.These conditions will never be perfect, however there needs to be a minimum levelbefore you begin to apply CIB.

Please print this sheet, fill in the ratings in the survey below.

Please rate your municipality on each pre-condition, and circle the score for each on thescale between 1 and 5.

Add the total of your scores and assess the total against the minimum score value, over.

Pre-condition

Rating

Not at all

1

To some

extent2

Moderately

so3

Quite a

lot4

Very

much so5

1. The Mayor or most senior official in your municipality will personally support and endorseyour CIB initiative.

2. The Mayor or most senior official has at leasttwo years to run to their re-election or two yearstenure remaining in their position.

3. The Mayor or most senior official has a clear party majority in Council.

4. Your municipality has access to aneducational facility or consultancy that canprovide a facilitator for at least two years on apart time basis.

5. Your municipality has the funds to pay for apart time professional facilitator for around 100days per year for the first two years.

6. Management meetings: are scheduled andplanned by the issue of a formal agenda, areattended by all invited participants, start on time,

conclude on time, and minutes are taken anddistributed to the participants.

7. Your municipality can nominate at least ten(10) staff that are available for around 50 dayseach to participate as CIB team members, teamleaders and coordinators within the first year.





8. The CIB team members (10) will be directedand authorized by the Mayor to allocate aminimum of 50 days of their time to their initialCIB projects in the first year.

9. The policy (or culture) of the municipality isone of openness and inclusiveness, with regular and effective consultation made with NGOs,resident action groups, resident representationgroups, and service delivery staff.

10. The management culture allows for opendiscussion and interaction between staff,supervisors and management, and staff do offer their constructive and thoughtful views.

11. The Mayor and council is prepared to fundthe very first improvement recommendations toa small financial amount likely to the equivalentof around USD$10,000.

12. The municipal culture is a positive one, andrecommendations for change are welcomed andembraced by the managers and staff.

13. The municipality has a positive relationshipwith the media and positive stories andeditorials are evident in the media.

14. The Mayor and council do recognize andreward municipal managers and staff for their excellent service delivery performance.

Total score: __________

If your total score is greater than forty (> 40), then conditions are suitable to commencea CIB initiative.

If your total score is less than forty (<40) then we recommend you analyze your responses and identify those conditions that can be improved. Once theseimprovements have been made, then you can re-assess your suitability by re-scoring thequestionnaire.





Prepare

In this phase you will establish the management structure to plan,implement and sustain the first pilot CIB projects.

There are five steps:

1. Appoint an Accountable officer .

2. Organize a Steering committee.

3. Organize a Working group.

4. Appoint an external Facilitator .

5. Plan a Pilot CIB implementation.


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Appoint the Accountable Officer

Prepare>

Purpose

To appoint a capable individual who will ensure your CIB initiativesucceeds.

Why do you need an Accountable Officer?

For a CIB initiative to succeed it is critical to have one person that isaccountable for its implementation.

This person should be a senior person with the authority, the interest andthe commitment to make sure your CIB initiative succeeds.

Who does this task?

The senior official who made the decision to proceed with a CIB initiativedoes this task. It is likely to be the Mayor, a Councillor, the Commissioner or the Chief Executive.

How to proceed

1. Specify the position of CIB Accountable Officer - see the Role guide provided below.

2. Identify a short list of suitable candidates.

3. Interview candidates and assess their suitability.

4. Appoint the officer.


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5. Communicate the appointment to the organization.

Accountable Officer – Role Guide (example you can use)

Purpose of position

The purpose of the Accountable Officer position is to make sure the CIB programcontinues to progress at all times.

The Accountable Officer is the day to day manager of the program, convener of theSteering Committee and secretary to Steering Committee meetings.

As the overall leader of the improvement program, the Accountable Officer has a major impact on the institutionalization of service improvement. The Accountable Officer mustconstantly promote service improvement across the organization.

Reporting

The Accountable Officer is appointed by the Mayor or Commissioner or CEO and reportsto that person.

Tasks

This position is part-time, with the responsibilities expected to take about two days per week of the person’s working time, on average over the program. There may be shortperiods when the time required to fulfill the duties is more than two days per week.

The Accountable Officer:

• is the day to day leader of the CIB program of service improvement andbenchmarking;

• convenes the Steering Committee and acts as secretary to Committee meetings;

• oversees implementation of CIB projects;

• provides support to Team Leaders;

• liaises with Facilitators (internal or external) who are training and facilitating teams;

• reports progress of CIB projects to the Steering Committee;

• reviews and evaluates the success of teams, CIB projects and the overall program,and recommends remedial action to the Steering Committee if required.

Time

This task should take no more than two weeks.





Next task

Organize a Steering committee.







Organize a Steering Committee

Prepare>

Purpose

To appoint a group of senior managers to oversee the CIB initiative.

Why do you need a Steering Committee?

The implementation of a CIB initiative requires considerable organising andmanagement. A Steering Committee is usually appointed to oversee theimplementation and deal with issues such as:

•

selection of new projects• recommending members for project teams• monitoring progress of teams• dealing with any barriers that prevent teams from moving forward• receiving reports from teams• assessing team recommendations.

The Steering Committees is usually made up of a range of people thathave a well-rounded understanding of the needs and priorities of thecommunity and how the municipality operates. It can include managers,staff and external representatives.





Who does this task?

The Accountable Officer recommends the Steering Committee members tothe senior person within your municipality who decided to introduce theCIB initiative.

How to proceed

1. Agree the role of the Steering Committee - a Guide is provided for you.

2. Identify suitable candidates.3. Seek senior management approval.4. Issue invitation to join.5. Appoint Steering Committee members.6. Convene Steering Committee meetings. A Standing Agenda is

provided below.

CIB Steering Committee – Role Guide

The role of the Committee is to ensure that the momentum of the CIB program ismaintained, by:

• Systematically identifying services to be the subject of CIB projects.

• Managing the rate of implementation and ensuring resources are availablefor projects.

• Providing teams with guidance on objectives, scope, expectations and soon.

• Regularly reviewing the progress of improvement teams and initiatingremedial action if they get off track.

• Approving recommendations for improvement of services.

• Ensuring that improvement team members are adequately trained in thetechniques of benchmarking and continuous improvement.

•

Recognizing improvement teams for their efforts.• Promoting service improvement to all staff and to those external to the

organization.

• Reporting to the Mayor on progress of service improvement.

Standing Agenda

1. Status of CIB Implementation Plan.


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Continuous Improvement & Benchmarking 2. Progress reports from CIB teams working on municipal services.

3. Policies and procedures for CIB – approval or review.

4. Community feedback on Municipality performance.

5. Commitments to Partner Cities.

6. Matters to be referred to the Working Group.

7. Matters to be referred to the Mayor or Council or CEO.

8. Review of Performance Indicators for CIB at the Municipality.

Time

This task should take no more than two weeks.Next task

Organize a working group







Organize a CIB Working Group

Prepare>

Purpose

To appoint a CIB Working Group to assist CIB project teams

Who does this task?

The Accountable Officer selects and recommends the Working Group,then seeks endorsement from the Steering Committee.

Why do you need a Working Group?

The Working Group is needed in addition to the Steering Committeebecause the latter group is made up of senior managers who may not havetime to devote to the routine support activities needed for CIB teamsupport.

The Working Group carries out many tasks to set up the program while theSteering Committee focuses on overseeing the initiative.

The Working Group usually consists of 4 or 5 middle to senior managersand should include the Accountable Officer and the Facilitator.

The working Group usually meets every fortnight during the early stages of the CIB implementation.





How to proceed

Agree Terms of Reference for the Working Group - see the Guide provided.

1. Identify suitable candidates.

2. Seek Steering Committee endorsement.

3. Invite candidates to join Working Group.

4. Appoint members to the Working Group.

5. Notify rest of the Organization about appointments.

6. Conduct working meetings - a Standing Agenda is attached.

Working group – Role Guide

Tasks

1. Act as secretariat to the Steering Committee and carry out any actions requiredby the Committee.

2. Ensure there are guidelines, policies and procedures that address keyaspects of continuous improvement & benchmarking, such as selection of services for improvement, prioritization, initiation, staffing, analyzing, proposing

improvements, implementing, monitoring, varying, celebrating and integratingwith budgets.

3. Maintain a register of new and potential CIB projects.

4. Work closely with CIB teams, providing facilitation and leadership whennecessary.

5. Assist CIB teams to prepare presentations to the Steering Committee atproject milestone points.

6. Communicate lessons learned by CIB teams to others in the organization.

7. Maintain reference information on service delivery, service standards, skillcapacity and change initiatives so that reports can be submitted to the Steering

Committee on the extent to which the Municipality is achieving institutionalizing of continuous improvement.

8. Communicate progress of CIB to all staff and to residents on behalf of theSteering Committee.

9. Ensure the Municipality meets its commitments to its benchmarking partners.


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Standing Agenda

1. Status of CIB Implementation Plan and updating, if applicable.

2. Progress reports from CIB teams reviewing services.

3. Recommendations for actions on services under review.

4. Matters to be referred to the Steering Committee.

5. Matters to be referred to the Mayor/CEO/Commissioner.

6. Review of Performance Indicators for CIB at the Municipality.

Time

This task should take no more than two weeks.

Next task

Appoint the Facilitator .







Appoint the Facilitator

Prepare>

Purpose

To appoint a capable and dedicated individual who will fully support your CIB team members in their projects. The facilitator will be their coach,mentor and trainer.

Why do you need to appoint a facilitator?

There are always day to day issues that arise for people working on CIBprojects.

Although a lot of answers can be found in the CIB Learning toolkit, thereare times when people need to refer to someone who is more skilled andexperienced in CIB than themselves. This is the role of the facilitator.

The facilitator role can be as a coach, mentor, trainer or leader, dependingon the circumstances. It needs to be someone who is familiar with the CIBimplementation process and the tools and techniques used and who iskeen to help others through the process.

Who does this task?

The Accountable officer should appoint the facilitator.





How to Proceed

1. Specify the position of Facilitator - see the Role guide provided.

2. Identify a short list of suitable candidates.3. Interview candidates and assess their suitability.

4. Appoint the Facilitator.

5. Communicate the appointment to the organization.

Facilitator Role Guide

Purpose of position

Facilitators act as consultants to teams in the CIB process. They are experts incontinuous improvement and benchmarking tools and techniques, projectmanagement and teamwork.

The facilitator should provide an experienced external point of view, train the teams inthe tools and techniques and help them operate by focusing on the team’sworking methods and helping the team to make progress on the content of their project.

Reporting

The Facilitator is appointed by, and reports to, the Responsible Officer.

Tasks

The role of the Facilitator is to:

• Provide team training in CIB tools and techniques;

• Help the team follow the improvement process, keeping it on track and dealingwith any group dynamics issues;

• Act as an expert and provide additional knowledge about the CIB process (thismay involve providing the team direction);

•

Assist the team leader through preparation, direction or decisions about whataction to take. The Facilitator often works behind the scenes as adviser to theteam leader;

• Provide and share experiences gained from working with other teams.


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Continuous Improvement & Benchmarking The Facilitator must be highly skilled, knowledgeable and experienced

The Facilitator must have:

• appropriate qualifications such as a degree or diploma in public administration, or

equivalent business or technical education achievement;

• at least three years experience in managing or advising government organizations;

• qualifications in training such as a Training-of-Trainers’ Certificate or equivalent;

• experience assisting organizations with major change programs;

The Responsible Officer should obtain at least two favorable references attesting to the

above from officers in government organizations which have been assisted by thecandidate.

Time

This task should take between two and four weeks.

Next

Plan pilot implementation .







Plan pilot CIB implementation

Prepare>

Purpose

To develop a plan for up to three pilot CIB projects, to enable evaluation of the approach and modification to suit the organization.

Why plan a pilot?

Before a municipality embarks upon a major initiative such as Continuous

Improvement and Benchmarking, the Mayor and council must be confidentthat the effort and resources will yield benefits that are practical andsustainable.

To develop this level of confidence, we recommend you run several CIBpilot projects.

They will provide evidence of the effectiveness of the approach. You willalso learn how to modify the approach to best fit your organisation.

We expect that every effort will be made to ensure these pilot projects do

succeed, and you can apply the CIB process to more projects with wider benefits.

Who does this task?

The CIB Working group will develop the Pilot Implementation plan, andseek its endorsement by the Steering Committee.





To get the most out of the pilot projects, there will be more tasks tocomplete than the pilot projects themselves; you will need to brief theMayor and council, you will need to use the media to promote your

successes and you will need to update your managers so they can see thebenefits of these improvements.

How to proceed

1. Agree the objectives of running a small number of CIB Pilot projects.2. Nominate the services to be the subject of the Pilot projects and the

CIB project team leaders.3. List the tasks needed to complete the CIB Pilot projects.4. Agree start and finish dates for each of the major tasks.5. Agree the financial resources to fund each pilot project.6. Document a funding request for the CIB Pilot Plan.7. Submit the Plan and funding request , using the Pilot Implementation

Plan guide to the Steering Committee for their endorsement.8. Commence the approved Pilot projects.

CIB Pilot Implementation Proposal

Purpose of this proposal

This proposal is to clearly define the reasons why this CIB pilot program is to beundertaken, to define the services that will be the subject of the pilot CIB projects, to

define the tasks to be completed and to request funding for the overall pilotimplementation.

The Objectives of this CIB pilot implementation are:

(insert why this pilot is to be carried out)

The services nominated to be the subjects of the CIB Pilotprojects are:

(insert the names of the services that will be the subject of the CIB Pilot projects)


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The financial budget requested for the implementation is:

1. For the “Organize” phase :

2. For the individual CIB projects:

3. For the post evaluation phase:

Total Budget request:

Attachments

1. Draft letter to the Steering Committee seeking their endorsement of this plan2. CIB Pilot implementation financial budget

3. CIB Pilot implementation tasks and timing schedule

4. CIB Project proposal for each service nominated above





Attachments

Draft letter to the Steering committee seeking endorsement of this plan

To: CIB Steering Committee

From: (the Accountable officer)

Date: 19 October 2004

Subject: Request for endorsement of the CIB Pilot implementation and approval of thebudget request.

This request seeks endorsement from the Steering committee to proceed with a CIBPilot implementation according to the attached proposal.

Signed:

Dated:





CIB Pilot Implementation Financial Budget

Phase and line item Explanation Budget cost

Organize phase

1. Facilitator consultingfees

3 days per week for three months atnnnnnnn per day

2. Steering committeemeeting refreshments

Two meetings per month for threemonths at nnnn per meeting

3. Working group traveland accommodation

Only if additional travel costs andaccommodation is required

4. Working group meetingrefreshments

One meeting per week for 12 weeks atnnnnnn per meeting

5. Stationery andconsumables for both

Estimate

Project costs

6. Team meetingrefreshments

One meeting per week for 12 weeks atnnnnnn per meeting

7. Stationery andconsumables

Estimate

8. Telephone and internetaccess

Estimate

9. Travel andaccommodation

Estimate

10. Customer survey costs Cost of a survey agent

11. Community consultationcosts

Cost of a consultation facilitator

12. Report preparation,

photocopying

Estimate

Evaluation phase

13. Survey customersaffected by the change

Cost of a survey agent

14. Survey staff affected bythe change

Cost of a survey agent





Total Budget request





CIB Pilot Implementation tasks and timing schedule

Phase and tasks Responsibility Start Finish

Organize phase

1. Approve the CIB pilot proposal Steeringcommittee

Week 0

Pilot Project 1.

2. Organize phase Project team Week 1 Week 1

3. Analyze phase Project team Week 2 Week 5

4. Benchmark phase Project team Week 6 Week 7

5. Innovate phase Project team Week 8 Week 9

6. Implement phase Project team Week 10 Week 12

Pilot Project 2.

7. Organize phase Project team Week 1 Week 1

8. Analyze phase Project team Week 2 Week 5

9. Benchmark phase Project team Week 6 Week 7

10. Innovate phase Project team Week 8 Week 9

11. Implement phase Project team Week 10 Week 12

Evaluation

12. Survey customers of improved service Project team Week 12 Week 12

13. Survey staff of improved process Project team Week 11 Week 11

14. Survey CIB project team members Working group Week 10 Week 10

15. Evaluate successes and weaknesses of the pilot implementation

Working group Week 13 Week 14

16. Make recommendations to the Steeringcommittee on continuance or abandonment of CIB

Accountableofficer or theWorking group

Week 15

17. Make recommendations to Council or Mayor on continuance or abandonment of CIB

Steeringcommittee

Week 16





CIB Project proposal

Purpose of this proposal: To define clearly what service is to be reviewed, what the

CIB team is expected to achieve and to seek approval from the Steering committee toproceed with this CIB project.

Project title: (Unique name for this CIB project – can be the service name)

Service scope: (Overview of what parts of the service are to be included, and what is to be excluded-

may be area, functions, or customer groups)

Justification for nominating this service (What issues, events, or information led to the choice

of this service for improvement )

Improvement objective: (What improvements are expected from this CIB project)

Service manager: (Name and contact details of the current manager responsible for the chosen

service)

CIB Team Leader: (Name of the CIB project team leader who will form the CIB project team and lead

them through their project)

Expected start and finish date:

Start date required: Finish date required:

Submitted by:

Name: Signature:………………………………….

Position: Date:





CIB Project nomination – Example

Distribution of Medical Supplies to Health CentersPurpose of this proposal: To define clearly what service is to be reviewed, what the CIBteam is expected to achieve and to seek approval from the Steering committee to proceedwith this CIB project.


Distribution of Medical Supplies to Health Centers

Service scope: (Overview of what parts of the service are to be included, and what is to be excluded- may

be area, functions, or customer groups)

This project includes the process of tendering for supplies by Central Store, receipt of goods,storage at the Central Store, distribution to sub-stores, ordering by Health Centers,

distribution to Health Centers, and stock control at all points.

This project does not include a review of the Essential Drugs List.

Justification for nominating this service: (What issues, events, or information led to the choice

of this service for improvement )

Many Health Centers, especially in the rural regions, cannot provide adequate servicesbecause they are often out of stock of commonly used medical supplies and usually do notreceive their full quota when they order.

The Central Store has numerous stock-outs and short supplies, causing it to ration suppliesto the Health Centers. Tenders are submitted late and supplies often don’t arrive on time,contributing to the problem of stock outs.

There is an excessive number of emergency orders which results in excessive transportcosts and neglect of routine store processes as staff react to the emergencies.


1. Reduce stock-outs of medical supplies caused by failure in the supply chain

2. Reduce emergency orders

3. Reduce transport costs caused by emergency orders

Service manager: (Name and contact details of the current manager responsible for the chosen service)

Mr R Hernandes

CIB Team Leader: (Name of the CIB project team leader who will form the CIB project team and lead them

through their project)

Mrs J Ardosa


Start date required: 1 December 2004 Finish date required: 1 April 2005

Submitted by:

Name: Mr M Rubirosa Signature:………………………………….




Continuous Improvement & Benchmarking Position: Director Health Services Date:

Time

This task should take about two weeks.

Next task

Organize CIB Projects.


http://z/ACIG%20International/ADB/RETA%206072%20CIB%20Learning%20toolkit/Web%20pages%20without%20narrations/organise.htm

http://z/ACIG%20International/ADB/RETA%206072%20CIB%20Learning%20toolkit/Web%20pages%20without%20narrations/organise.htm




Organise

Purpose

To organize an individual CIB project.

How to proceed

1. Review the Service nomination from the Steering Committee.

2. Identify key stakeholders in the service.

3. Identify other initiatives that may impact this project.

4. Propose the project team members and confirm their availability.

5. Propose a resource budget.

6. Fill in the details, using the CIB Project Plan (use the template below).

7. Submit the proposed project plan to the Steering committee and seek their endorsement to proceed.





CIB Project plan – Example

Distribution of Medical Supplies to Health Centers

Purpose:

To update the project nomination, select the team and gain approval from the CIBSteering Committee to proceed with the project.

Stakeholders: Who are the stakeholders who must be consulted and communicated with during the project?

Consider: residents and service customers, elected representatives, managers, staff, internal customers, suppliers, NGOsand aid agencies.

Health Centre nurses and doctors; community representatives – village elders (on behalf of patients); Health Centre Boards of Management; WHO representative for rural health.

Provincial Health Department, National Government Ministry of Health.

Other initiatives in this area: Does this project overlap or complement any other government,

donor-funded or NGO projects? How will the CIB project fit in with other initiatives?

A project is about to commence that will rehabilitate 7 rural Health Centers over a periodof two years, funded by a loan from the ADB. Although this will not directly impact theCIB project, CIB team members should consult the Rehabilitation Project staff concerning their plans for medical supplies storage in the rehabilitated Health Centers.

Team Members: List the people who should join the team to work on improving the service. Consider the

manager responsible for the service, staff with in-depth knowledge of the service (the “experts”), staff who deliver theservice, suppliers, customers or residents, technical “experts” (such as from Finance, information technology, humanresources), NGOs etc.

Dr. F Pawan Health Department Chief Advisor

Mr J Purak Coordinator Health Extension

Ms T David Medical Supplies Manager

Mr J Dabodabu Medical Supplies Officer

Ms J Ediven Environment Health Officer

Dr R Nihai OIC Zone 3 Health Centre

Ms J Eddy OIC Zone 5 Health Centre

Team Leader: Ms J Ardosa Manager Community Health

Timing: What is the project start date, how long will it take and what are the dates for major reports to the Steering

Committee?

Project start date: 1 December 2004

Project finish date: 1 April 2005

Dates to report to Steering Committee: 4 January, 8 February, 8 March 2005





Project phases and timing

Note: individual tasks within each Phase

Phase and tasks Responsibility Start Finish

Approve the CIB project plan Steering Committee

Organize phase Project team 1 Dec 2004 7 Dec 2004

Analyze phase Project team 8 Dec 2004 8 Jan 2005

Benchmark phase Project team 8 Jan 2005 5 Feb 2005

Innovate phase Project team 1 Feb 2005 15 Feb 2005

Implement phase Project team 15 Feb 2005 1 April 2005

Resources: List what resources the team will need to carry out the project – attach a budget, for example for

travel expenses if members are coming in from outer districts or if other travel is needed. (Note – this does not include theresources for any improvement implementation plan – that will be estimated later.)

1. Budget for local travel: K2,000

2. Budget for materials, meeting costs etc: K1,000

Risks: Describe any potential risks to the project. Include strategies for reducing the risk of something going wrong.

A major tender is planned for January 2005. If the tender is placed without the supplyproblems being solved, there is a risk the tender quantities will be wrong for first half of 2005. The team must ensure problems are analyzed and corrected in time for thetender.

Submitted by:

Name: J Ardosa Signature:

Position: Manager Community Health Date: 15 November 2004





Time

Complete this task in the first week of the project.

Next task

After the Steering committee approves your project plan, proceed to the Analyzephase.





Institutionalize

Following the Implementation of your pilot CI projects, it is time for your municipality to assess whether or not it wishes to pursue ContinuousImprovement and Benchmarking as a normal operating culture.

If the decision is “yes” then the organization needs to establish thestructure, the information and the policy to make this happen.

If you are unfamiliar with the term “Institutional capacity” or would like to understand more about this subject read “An overview of what institutional capacity means” contained in the CIB Toolkit CD

To “Institutionalize” Continuous Improvement and Benchmarking there areeleven tasks to complete:

1. Plan for a full CI implementation.2. Name the CI initiative.

3. Link CI to rewards and recognition.

4. Establish a CI BM library resource.

5. Develop a service listing.

6. Identify pro-poor services as priorities.

7. Nominate CIB projects.

8. Monitor CI project progress.

9. Overcome barriers.

10.Create flexible decision-making.

11.Build up internal capacity.





Plan for a full CIB implementationInstitutionalize>

Purpose

To establish a plan for the full implementation of Continuous Improvement andBenchmarking as the agreed techniques for achieving excellent customer satisfaction on a sustainable basis.

Why plan for a full CIB implementation?

To institutionalize CIB in a sustainable manner, a number of facilities and itemsneed to be in place.

These range from human capacity to systems facilities, and require very specificimplementation tasks to ensure their completeness and effectiveness.

Who does this task?

The CIB Steering committee will plan for the full implementation of CIB.

How to proceed

1. Seek a formal resolution from your Council that your municipality will adoptCIB.

2. Advise all managers and staff that CIB is now a Council policy and all staff shall comply with this policy.

3. Review all of the tasks within the Institutionalize phase, as set out in thisToolkit.

4. Develop a CIB Implementation plan.

5. Seek Council approval of the CIB Implementation plan.




Continuous Improvement & Benchmarking 6. Issue the CIB Implementation plan.

Next taskName the CIB initiative





Name the CIB initiativeInstitutionalize>

PurposeTo decide upon a unique name for the CIB initiative so the initiative is easilyrecognizable and memorable, and clearly coveys the objective of council, whichis to continuously improve its services to its community, and particularly the poor.

Why name the CIB initiative?

For the CIB full implementation to succeed it needs to be elevated in importance,be recognizable and memorable with all service staff and be clearly supported bycouncil, the mayor and the senior management team.

Choosing and promoting a unique program name should achieve the“recognizable and memorable” objectives. The more unique and striking thechoice, the more memorable the program should be.

The name needs to also convey the objectives of council, being the continuousimprovement of municipal services.

• PRIDE - an acronym used in Australia by one city meaning Promoting andRecognizing Individuals when Delivering Excellence

• SPRING - an acronym used in the Philippines meaning SimplifyingPRocesses IN Government

• NIRANTARA - a name used in Bangalore India that means tocontinuously improve

• SIP an acronym used in Papua New Guinea that means ServiceImprovement Program

• DO BETTER a name used in Australia to reflect the intentions of abusiness to continuously improve its performance





Who does this task?The CIB Steering committee should develop a choice of names, but it is likelyyou’re council will approve the preferred name, logo and their application.

How to proceed

1. Agree a method to generate ideas for name choices, logo, colours andapplication:

a. Competition

b. Workshopc. Brainstorm

d. Research

2. Conduct the agreed method and generate a list of names, logos, coloursetc.

3. Critique the suggested names and vote on a preferred name.

4. Submit a preferred name and some alternatives to council for their approval.

5. Seek council’s formal endorsement for their choice of name.

6. Advise senior managers and staff of the name choice.

7. Have the Public information officer issue a press release that explainscouncil’s policy on CIB and use of the chosen name

Next task

Link CIB to rewards and recognition





Link CIB to rewards and recognitionInstitutionalize>

Purpose

To develop and implement a reward and recognition system that will motivateservice managers and staff to seriously pursue Continuous Improvement (“CI”) intheir service.

Why link CIB to rewards and recognition?

Continuous improvement may not be sustainable unless service staff ismotivated to pursue service efficiency and excellence. Continuous improvementprograms require extra attention and effort, and any change process has risks of failure.

Who does this task?

The Human Resources section should develop the rewards and recognitionpolicy and processes and have this endorsed by council.

How to Proceed

1. Seek council’s authorization to develop a proposal for an effective reward

and recognition policy and process.2. Develop the draft policy and a process concept for submission to council.

3. Seek union and staff representative bodies endorsement of the proposedpolicy and process concepts.

4. Seek council endorsement of the proposed policy and process concept.

5. Advise all affected staff of the new policy and the process concepts.




Continuous Improvement & Benchmarking 6. Implement the new policy and develop the new processes.

7. Request Internal/ External Audit to report upon the correct use of thereward and recognition policy and process and its effectiveness.

Next

Establish a CIB library resource





Establish a CIB library resourceInstitutionalize>

Purpose

To provide a supportive working environment and a source of knowledge tofacilitate future CIB project teams so they perform to their maximum ability.

Why establish a CIB library resource?

CIB project teams require support and facilities in the form of:

• Space to display the current status of all active CIB projects with their planned and current status;

• Space to display CIB team members contact details and methods of

consulting with them on any CIB project related matter;

• Space for the entire team to meet and discuss issues in their project;

• Space to display service flowcharts, examples, pictures and other materials generated from their project;

• Telephone and a private area from which they can telephone customers,suppliers and staff to interview them on the project service;

• Computer equipment and access to the internet so they can researchpotential Benchmarking partners, access Benchmarking information,prepare questionnaires, process performance information and prepare

reports;• Space to hold and display example information such as municipal plans

and annual reports, service charters, service offerings, promotion material,training materials, CIB recommendations, CIB performance measures andbest practice performance, customer and supplier surveys; and

• Space and facilities to train CIB team members that have not had theexperience of participating in a CIB project.




Continuous Improvement & Benchmarking An example is the Cebu SPRING Room (shown at the top of this page).

Who does this task?The CIB Steering committee should authorize the establishment of the CIBLibrary resource center, and the CIB Working group should carry out thenecessary tasks.

How to proceed

1. Determine the needs of future CIB project teams.

2. Develop a concept plan for the CIB library resource.

3. Cost the CIB library concept plan.4. Approve the concept plan and cost budget.

5. Implement the plan.

6. Promote the use of the CIB library to all CIB teams.

7. Monitor the CIB library utilization and the teams’ satisfaction with thefacility.

Next taskDevelop a service listing





Develop a service listingInstitutionalize>

Purpose

To prepare a listing of all municipal services and their current performance statusso that poor performing services can be identified, prioritized and nominated for aCIB project.

Why develop a service listing?

Continuous improvement as a process needs to focus upon a group of actions or activities, a product or a service.

A service, in the local government context is a group of activities that together satisfy a specific need of the community. A service can be broken down into sub-services so the CIB process can deal with specific issues and parts of the bigger service can be identified as priorities for improvement.Generally a local government will deliver around 100 services, and this number should provide adequate detail and focus for you to prioritize services for improvement.

Who does this task?

The CIB Working group should undertake this task, but it will require participationand cooperation from all service managers.

The service listing can also be developed by:

• The service managers independently;

• A specific project team set up to do this task;

• The facilitator; or

• A consultant hired to do this task.





How to Proceed

1. Agree on what defines a “service”.

2. Agree upon the information that is to be recorded for each service and/ or sub-service.

3. Develop the data collection method and resources.

a. Questionnaire to each Director/ manager

b. Staff interview

c. Manager workshop

d. Use financial budget/ costs center as a base

4. Collect the service data.

5. Process the data into a spreadsheet or computer file.

6. Return the service listing to the responsible managers for validation.

7. Correct the service listing.

8. Implement a procedure to keep the service listing updated

Next

Identify pro-poor services as priorities





Identify pro-poor services as prioritiesInstitutionalize>

Purpose

To identify and prioritize pro-poor services for improvement using the CIB toolkit.

How to identify pro-poor services?

A pro-poor service is a service that provides the minimum basic needs of acommunity in respect of:

• Water

• Waste collection

• Sewage and sanitation

• Electricity/ energy• Education

• Medical and hospital

• Housing

• Communications

• Employment or sustenance.

The minimum basic service level provides:

• Access by all members of the community that need it;

• A Quality output (i.e. fault free) that is safe, hygienic and does not inany way risk the health of the service user;

• A Timely output that does not inhibit service access;

• Pricing that is Affordable and does not inhibit service access; andachieve; and




Continuous Improvement & Benchmarking • Adequate customer Satisfaction.

Who does this task?The CIB Working group should complete this task, however the final decision onwhether or not a specific service should be improved using the CIB toolkit willremain with the CIB Steering committee (see Approve this CIB project within theOrganize phase).

How to Proceed

1. Obtain the Service listing prepared in the preceding task.

2. Agree upon the definition of a “pro-poor service”.3. Identify pro-poor services that currently have inadequate performance.

4. Grade these services according to their seriousness.

Next

Nominate CIB projects





Nominate CIB projectsInstitutionalise>

Purpose

To decide upon which service or service components will be the subject of a CIBproject and to state the expectations for improvement from that project.

How to nominate CIB projects?

The CIB Service nomination is a formal process to clearly set out theexpectations of the Steering committee in respect of improvements required for aparticular service.

The nomination information has four important elements, being:

1. The service or service components that is to be improved;

2. The expectation for improvement, or the objective;

3. The start and end dates; and

4. The CIB Project leader.

Who does this task?

The CIB Steering committee should complete this task, but much of the work

may be delegated to the CIB Working group.

How to Proceed

1. Obtain the listing of pro-poor services identified as priorities for improvement.




Continuous Improvement & Benchmarking 2. Decide upon the objectives or the expectation for improvement.

3. Decide upon the approximate start and end date.

4. Decide upon the CIB Project team leader.

5. Complete the CIB Service nomination form (form follows).

CIB Service nomination form (Example)

Purpose of this proposal: To define clearly what service is to be reviewed, what theCIB team is expected to achieve and to seek approval from the Steering committee toproceed with this CIB project.


Service scope: (Overview of what parts of the service are to be included, and what is to be excluded-

may be area, functions, or customer groups)

Justification for nominating this service: (What issues, events, or information led to the

choice of this service for improvement )


Service manager: (Name and contact details of the current manager responsible for the chosen

service)

CIB Team Leader: (Name of the CIB project team leader who will form the CIB project team and lead

them through their project)






Start date required: Finish date required:

Submitted by:

Name: Signature:………………………………….

Position: Date:

NextMonitor CIB project progress





Monitor CIB project progressInstitutionalize>

Purpose

To monitor the progress of all current CIB projects so that any delays, difficultiesor barriers may be dealt with, or instructions provided on how to maintain the

project’s schedule.

Why monitor CIB project progress?

As each CIB project advances it is likely that some difficulties and delays willarise. The team leader will capably deal many of these with, but others may needthe support of the Steering committee.

We refer to the most likely problems and issues, as “Barriers” and these are dealtwith in a separate page “Barriers, and how to overcome them”.

In the early years of a CIB pilot implementation, there may only be a handful of active projects at one time, but as the initiative gathers momentum, and moreprojects are commenced, it is conceivable that many projects will be active atonce.

Who does this task?

The CIB Steering committee completes the monitoring using updated projectstatus reports provided by each CIB project team leader.

Each CIB project leader should provide a Project status report on a monthly basis

(or more regularly if required).Where the Steering committee monitors only the summary report by exception,the facilitator or a member of the Working group will need to summarize all of theprojects and “flag” those requiring Steering committee review.





How to Proceed

1. Have “Review project progress” as a standing agenda item at the regular CIB Steering Committee meetings.

2. Brief each CIB project manager on the requirement to provide a monthlyproject progress report.

3. Receive and collate monthly CIB project progress reports.

4. Summarize the projects’ status on a Summary report.

5. Review each project and flag those requiring S/C attention

6. Review CIB projects by exception.

7. Agree on the root cause of any project problems.8. Decide upon a course of action.

9. Write up the minutes of the meeting and issue them to all members.

10.Advise the CIB project leader of the required action.

Next

Identify barriers and how to overcome them





Barriers, and how to overcome themInstitutionalize>

Purpose

To identify Barriers to the successful implementation of your CIB initiative and

implement strategies to minimize them.

Why identify Barriers and overcome them?

The following Barriers are the most common, and these would inhibit theimplementation of improvements:

• Individual staff performance is not measured;

• Staff do not have a personal training program;

• Managers and staff are not remunerated according to their performance;

• Budget allocation and justification method is weak;

• Provincial or Central Government hold the power of decision making;

• Managers are not rewarded or recognized for improving performance;

• Peers do not adequately support managers when change programs falter.

These are “fundamental barriers” to change and need to be dealt with at thewhole of municipal/ organization level. It is not effective to deal with these at aservice level or department level, because this would raise inequality betweenthose staff involved and those not.

The CIB toolkit can be applied to address your priority Barriers. The approachshould be to:

1. Organize a team to look at the Barrier(s);

2. Analyze the Barriers, particularly in completing a staff (customer) survey;

3. Benchmark how other municipalities have dealt with the same issue;




Continuous Improvement & Benchmarking 4. Innovate, complete a root cause analysis and identify your preferred

solutions; and

5. Implement changes over time, recognizing the capacity of staff and

managers to adapt.

Who does this task

The CIB Steering committee should complete this task, but in collaboration withinternal departments responsible for Human resource management, Staff training, Finance, and the Council secretariat.

How to proceed

1. Identify local Barriers that will definitely inhibit the successfulimplementation of your CIB initiative (use the Assessment of Barriers toChange template shown below).

2. Identify the priority Barriers (those you wish to minimize in the short term).

3. Decide whether or not these priority Barriers can be dealt with collectivelyor individually.

4. Complete a CIB Project nomination(s) to deal with individual or collectivepriority Barriers (see Nominate a CIB project).





Assessment of Barriers to Change (Example survey)

City/ Municipality________________________________________________________

Country: ___________________________________________________________

Name: ___________________________________________________________

Please score your personal opinion on how significant the following barriers are torestricting improvements in your City. Circle 3. if you believe the barrier is significant and

almost precludes improvements; circle 2. if the barrier exists and partially limitsimprovement programs; circle 1. if the barrier exists but does not seriously limitimprovement programs or does not exist at all.

Politics

Mayor does not have a majority following in the council 1 2 3

Mayor and majority party has made other specific electionpromises that take priority over service improvement programs

1 2 3

Mayor and council generally believe current services are adequateand improvements are not warranted

1 2 3

Provincial or Central Government holds the power for decisions 1 2 3

Mayor is newly elected, is unfamiliar with services and conditions 1 2 3

Mayor election term is ending and no commitments can be made 1 2 3

Newspapers and media are overly critical and do not recognizesuccessful improvement programs

1 2 3

Management authority

The Mayor makes most improvement decisions 1 2 3

Authority is not well delegated to lower management levels 1 2 3

Department managers are not confident to make decisions 1 2 3





Department managers want to protect their current authority and

are reluctant to delegate authority to subordinates

1 2 3

Department managers cannot influence other parts of theorganization to support their improvement program

1 2 3

Department managers see employee participation in discussionsand testing solutions as a weakness in their own capability andauthority

1 2 3

Risk taking

Department managers may lose privileges if improvements fail 1 2 3

Department managers are not prepared to make the extra effort for achieving change

1 2 3

Department managers are not rewarded or recognized for achieving improvements

1 2 3

Department managers are not adequately supported by senior peers when change programs falter

1 2 3

Remuneration and privileges

Department managers may lose privileges or authority if change isimplemented such as a lower salary, loss of staff vehicle

1 2 3

Department managers and staff are not remunerated according totheir performance

1 2 3

Individual staff performance is not measured 1 2 3

Human capacity

Managers are pre-occupied with daily activities, have no sparetime

1 2 3

Backlog of existing tasks that will take priority over new proposals 1 2 3

More significant projects involving large funding will take priority 1 2 3





Staff do not have a personal training program 1 2 3

Financial capacity

No budget allocation for change programs 1 2 3

Introducing additional fees for service is not acceptable 1 2 3

Budget allocation for a service is fixed and cannot be changed 1 2 3

Budget allocation and justification method is weak and does notreflect service size, priority and demand level

1 2 3

No budget allocation for formal staff training 1 2 3

City has reached its maximum capacity for revenue generation 1 2 3

Unions and Work place agreements

Existing awards and agreements limit change to work practices 1 2 3

Unions and union representatives are negative aboutimprovements

1 2 3

Union participation in improvement discussions is limited 1 2 3

Reducing staff numbers is difficult and costly 1 2 3

Systems and procedures

Existing computer or manual systems are old and inflexible 1 2 3

Accurate information is not available to managers for analysis 1 2 3

The control over information systems is centralized and seekingimprovements as a user is difficult

1 2 3

Management and staff follow-through on agreed actions is weak 1 2 3

Management and committee meetings are poorly organized andminutes of decisions made are not taken and distributed

1 2 3




Continuous Improvement & Benchmarking Thank you for your assessment.

Please ensure that you have completed your name and the name of your City of Municipality at the top of page 1.

Please hand this form to your Group facilitator.

Any other comments you may have can be written below:

...........................................................................................................................................

...........................................................................................................................................

Next task

Flexibility and decision-making





Flexibility and decision makingInstitutionalize>

Purpose

To delegate responsibility and accountability to managers and staff, so themunicipality can operate in a flexible and responsive manner to meet the needsof its community.

Why pursue flexibility in decision-making?

During the course of assisting many local governments with ContinuousImprovement and Benchmarking it has become evident that many governmentsare constrained by the lack of documented policy and procedures, poor staff training, and limited delegation of authority and accountability.

In many cases, simple decisions are not taken by the staff officer dealing with theissue because they are either unsure of the correct decision to make, or do nothave the authority, or are not prepared to take the risk of a decision.

In the end the decision is moved up the hierarchy of management, and inevitablyends up with the most senior manager who is overwhelmed by the numerousrequests being made.

Decision-making then stalls and the customer becomes dissatisfied.

A better model for decision making

A better model for fast and flexible decision-making may be:

1. Have the policies of the government clearly documented so all managersand staff knows the major business rules of their service, (these may bedocumented as service specifications, service charters, or government by-laws);




Continuous Improvement & Benchmarking 2. Have all business processes clearly documented so all staff know exactly

how to deliver a service, and in particular what decisions they must makein respect of exceptional events or circumstances;

3. Train all staff in the processes they personally deliver or conduct; ensurethey know exactly how the process should operate, and the manner or method of their decision making to address exceptional conditions;

4. Delegate decision making to do so, to the lowest level in the organizationalstructure that is commensurate with good risk management, knowledge,skills, age, intellectual capacity and maturity;

5. Provide authority to the staff to make their decisions based upon the levelof delegation determined above;

6. Encourage staff to make decisions on their own without referral to their superior, but assist them to do so during their early experience; and

7. Monitor staff decision-making using performance metrics or internal auditprograms to ensure decisions are made within the powers of delegationand decisions are made correctly.

The Objectives for better decision making

The objectives of this model are:

1. Customer requests are dealt with in the minimum amount of time;

2. The staff member closest to the actual request or transaction and who ismost knowledgeable about the detail of the transaction make decisions;

3. Decisions are made correctly; and

4. The municipality is not put at risk in respect of:

a. Fraud;

b. Corruption;

c. Litigation;

d. Financial loss; or

e. Employee or customer accidents or injury.

Who does this task?

The Mayor, Chief Commissioner or Chief Executive should undertake this task.

They may seek assistance from the CIB Working group or the Human ResourcesBranch of the organization.





How to proceed

1. Develop a model for flexible decision-making.2. Undertake an audit to determine the municipality’s level of flexibility,

responsiveness, delegation and accountability.

3. Review the current legislation governing decision-making powers and thedegree of delegation that is possible.

4. Develop a policy that requires flexible decision making, underpinned withappropriate responsibility, accountability and authority.

5. Develop an implementation plan to deploy the above policy.

6. Implement the plan.

7. Repeat the audit to determine the improvement in the municipality’scapacity for flexibility and decision-making.

Next task

Build up internal CIB capacity





Build up internal CIB capacityInstitutionalize>

Purpose

To build internal capacity to conduct CIB projects quickly and effectively, so thatthe municipality can continuously improve its services, efficiently and effectively.

More on building up internal CIB capacity

The capacity of an organization to Analyze a service, identify opportunities, thenimplement those opportunities is often mistakenly understood to be simply a setof analysis skills.

In fact the capacity of an organization to improve, includes:

• Information;

• Skills in analysis and innovation;

• A culture of consultation and open communication;

• Project management skills;

• Documented procedures and instructions;

• Public information or public accountability; and

• Supportive financial and performance monitoring systems.

To ensure CIB projects are conducted in an efficient and effective manner, notonly do the CIB teams need to have the technical skills to complete a CIB project,but they must also operate within a supportive culture and structure, and have

appropriate information, methods and systems available to them.The approach should be to:

1. Organize a team to look at the Capacity weaknesses;

2. Analyze the weaknesses, particularly in completing a customer survey;

3. Benchmark how other municipalities have dealt with the same weakness;




Continuous Improvement & Benchmarking 4. Innovate , complete a root cause analysis and identify your preferred

solutions; and

5. Implement changes over time, recognizing the capacity of staff,

managers, council and systems to adapt.The tool “Assessment of current capacity to improve” is provided below as anassessment framework or audit check list to facilitate your CIB Steeringcommittee to assess your capacity on a regular basis.





Assessment of Current Capacity to Improve (Example template)

City/ Municipality___________________________________________________

Name: ___________________________________________________________

Please score your personal opinion on what capacity your City or Municipality has toanalyze its services, measure service performance, develop improvement proposals andthen implement and sustain an improvement program. Circle 3. if the capacity itemexists and operates well; circle 2. if the capacity item is mostly available and is partiallyuseful; circle 1. if the capacity item partially exists but is not functioning well or if it doesnot exist at all.

Service information

We have a complete list of municipal services 1 2 3

Services are well described and standards of performance aredocumented

1 2 3

We report upon service performance indicators on a regular basis 1 2 3

We conduct service efficiency and effectiveness reviews on a

regular basis

1 2 3

We publish service standards to our employees and to the public 1 2 3

Analysis and proposing change

Service or Department managers do analyze service processesand can identify process deficiencies

1 2 3

Improvement proposals have been submitted to senior

management for approval

1 2 3

Improvement proposals are well written and justified 1 2 3

We have a documented method for evaluating improvementproposals and deciding upon their funding and implementation

1 2 3





Consultation and communication

Department managers regularly consult with their staff on processimprovement opportunities

1 2 3

My City or Municipality consults with its community on serviceperformance and opportunities for improvement

1 2 3

Department managers have a very open and fair communicationline with their subordinate staff

1 2 3

The community does submit complaints and requests for serviceand these are handled effectively and quickly

1 2 3

Project management

Improvement projects are well defined with stated objectives,costs, benefits and expected outcomes

1 2 3

Improvement projects have a detailed implementation plan withclear responsibilities and time lines

1 2 3

Improvement projects are effectively monitored by a steeringcommittee or management team

1 2 3

Improvement projects are evaluated after their implementation andhave settled to a recurrent operation

1 2 3

Procedures and instructions

We have procedures and instructions for most service processes 1 2 3

Procedure documentation is updated and current 1 2 3

Procedure documentation is available to all staff 1 2 3

Staff are trained in procedure operation 1 2 3

Procedures are audited to ensure they are being complied with 1 2 3

There is a register of what procedures exist and who hasownership of them

1 2 3





Customer consultation

We have a customer service counter or response team 1 2 3

We document and record all customer complaints or requests 1 2 3

My City or Municipality actively seeks customer comments 1 2 3

Customer complaints and comments are analyzed andsummarized and reported to the management team and Council

1 2 3

We use customer forums or workshops to discuss servicedeficiencies and possible solutions

1 2 3

Public information and media

My City or Municipality regularly issues public news or mediareleases that describe improvements or changes to services

1 2 3

My City or Municipality issues a regular newsletter updating thecommunity on significant achievements or service changes

1 2 3

My City or Municipality invites media representatives to regular updates or briefing meetings

1 2 3

Financial and performance management systems

The budget allocation process fairly takes to account servicedemand levels and priorities for improvement

1 2 3

When service improvements are made, and there is a costimplication, there is a funding adjustment to support the change

1 2 3

In the City or Municipality annual report, service performance iscommented upon, and poor services are nominated for

improvement

1 2 3





Who does this task?

The CIB Steering committee approves this task, but will likely delegate thedeployment of the survey to the CIB Working Group or to the Facilitator.

How to proceed

1. Complete a regular assessment of the municipality’s capacity to deliver CIB projects (use the Assessment of Current Capacity to Improve tool,shown above).

2. Identify priority capacity gaps that need to be improved in the short term.

3. Decide whether or not each priority gap can be dealt with as a CIB project.

4. Complete a CIB project nomination form for those gaps that can beaddressed as a CIB project.





Role of the Facilitator

Facilitators toolkit >

The long-term aim of CIB initiative is to reach a point where all municipal staff arecontinually reviewing and improving service delivery. This means that the techniques of

benchmarking and continuous improvement must become a normal part of the waypeople work, not just special projects supported by external agencies. That is, thesetechniques must become institutionalized into the culture of the municipality.

Purpose of position

Facilitators act as consultants to teams in the CIB process. They are experts incontinuous improvement and benchmarking tools and techniques, projectmanagement and teamwork.

The facilitator should provide an experienced external point of view, train the teams inthe tools and techniques and help them operate by focusing on the team’s

working methods and helping the team to make progress on the content of their project.

Reporting

The Facilitator is appointed by, and reports to, the Accountable Officer.

Tasks

The role of the Facilitator is to:

• Provide team training in CIB tools and techniques;

• Help the team follow the improvement process, keeping it on track and dealing

with any group dynamics issues;• Act as an expert and provide additional knowledge about the CIB process (this

may involve providing the team direction);

• Assist the team leader through preparation, direction or decisions about whataction to take. The Facilitator often works behind the scenes as adviser to theteam leader;

• Provide and share experiences gained from working with other teams.





The Facilitator must be highly skilled, knowledgeable andexperienced

The Facilitator must have:

• Appropriate qualifications such as a degree or diploma in public administration, or equivalent business or technical education achievement;

• At least three years experience in managing or advising government organizations;

• Qualifications in training such as a Training-of-Trainers’ Certificate or equivalent;

• Experience assisting organizations with major change programs;





Assessment answers

Facilitators toolkit >

PurposeThe Assessment answers are provided for the facilitator, to assist them in judgingwhether or not the Team member has comprehended the training instructions, and hasthe ability to apply the learning in a small way.

Each training module Assessment has an example Answer, shown below, and referencecan be made to this to facilitate your review of each Assessment submitted to you.

The Assessment answers should not be made accessible to the individual teammembers; to help them self assess their own answers.

Assessment answers are in the following sequence:

1. Plan my CIB project

2. Define the service to improve

3. Understand the service

4. Measure the service

5. Measure the service Excel sheet

6. Survey the customer

7. Consult the community

8. Investigate problems

9. Identify what to Benchmark

10.Research best practice providers

11.Develop the Benchmarking approach

12.Negotiate Benchmarking partners or sources

13.Compare with partners

14.Identify preferred solutions




Continuous Improvement & Benchmarking 15.Recommend improvements

16.Secure funding

17.Built the implementation team





Plan my CIB Project – Answer

Please print this form first, then enter your answers below. Submit the completed form

and your Record of satisfactory CIB learning to your Facilitator for their assessment and endorsement.

For a CIB project to improve the process of registering a new student in a primaryschool, who might be the stakeholders for this project?

School registration officer, Child, Parents, Welfare officer,

For a CIB project to improve the way we dispose of solid waste, what other projectsmight exist that are dealing with solid waste issues?

Project to purchase new trucks, Public health promotion program run by the Publichealth officer, New land fill site being prepared, Introduction of a policy to separatewaste into recyclables, compost and land fill.

.

For a CIB project to improve the process of collecting car parking fees, who maycomprise your CIB project team? (position titles, not names)

Manager of Local laws and enforcement

A selection of parking attendants

A representative from Finance

A representative from the employee Union A representative from the local Chamber of Commerce.





For your CIB project you have determined one of your risks is your project team

members may not be released from their normal duties to provide sufficient time tocomplete your CIB project – what may you do, to minimize this risk?

Seek a letter from the Mayor giving this project priority

Have the manager sign a release for their staff to attend the project meetings

Schedule the project meetings to be held on a regular time and keep to this schedule

Record the attendance of the team members and report this to the Facilitator

Name: Date submitted for assessment:





Define the service - Answer

Please print these pages and complete the following blocks. When you have finished, submit this

page and your Record of satisfactory CIB learning to your Facilitator for their assessment and endorsement.

For the Service: Public Ambulance; please list four major processes.

Collection of subscriptions or annual subscription payments

Receiving request for ambulance service and scheduling the dispatch

Billing or charging for ambulance services and collecting payments

Servicing ambulance vehicles and equipment

For the Service: Electricity supply; please list four major processes.

Receiving in applications for new connections and scheduling new connections

Reading customer meters and billing for electricity usage

Inspecting the distribution network, transformers, poles and wires

Planning future electricity demand and distribution

For the Service: Parks and gardens; please list four major processes.

Mowing lawns

Servicing vehicles and equipment

Promotion of the parks and gardens

Collecting entrance fees

For the internal Service Information Technology (“IT”) who may be the major suppliers ?

Computer hardware suppliers, eg. IBM, Compaq, HP,

Consumables suppliers, printer cartridges, paper, recording medium

Software development contractors

Telecommunication lines or services (local telecommunications company)

Electricity supplier





For the process Property revaluation, what are the major inputs ?

Notification of a property alteration

Property assessors valuation notice

Notification of a property aggregation (two properties becoming one)

Notification of a property split or separation

Actual sale notification with actual sale value made

For the process Loaning library books, what are the major inputs ?

Application to join as a library member or library user

Mail, telephone or fax request to reserve a book for loan at a later time

Notification that the book has been returned to the library

Request from the borrower for the loan period to be extended

For the process Street sweeping, what are the major outputs ?

A clean street

Notification of a broken or missing piece of street furniture, sign, bin, light, seat, etc

A record of the street that has been swept

For the service Kindergarten schools, who are the customers ?

Parents or guardians of the students

Students





For the process Solid waste collection, what are the Outcomes we are seeking in deliveringthis process ?

No street littering

No illegal dumping

A reduction in land fill volume requirements

No pollutants in the landfill (heavy metals, dangerous chemicals etc)





Understand the service – Answers

Before you go and interview staff on how they conduct a process, what preliminary work

would you do?

• Obtain an organizational chart of the area and make a list of process “experts”,“owners” and “stakeholders”.

• Decide how to conduct the research (interviews, group discussions, telephoneinterviews, questionnaire etc).

• Obtain copies of any publicly available documents, eg application forms, notices• Advise the manager and staff of the purpose of the interview and how long it should

take and when it is scheduled• Research the register of Customer complaints to see if any complaints have been

made about the service• Check with the senior manager if there are any changes pending for this area that

may affect the process

• Contact interviewees, explain reasons for the research and request a meeting.

At a typical medical clinic, with say five staff, what sort of documentation would you expectto find for review?

• Patient records and registers of attendance at the clinic.• Staff attendance records.• Medical supplies stock list, copies of past orders and ordering forms.• Records of notifiable diseases, immunization programs, birth and death notifications,

and national health statistics for the district.• Records of clinic finances.• Minutes of board of management meetings and/or community committee meetings.

What do the following symbols represent?

Decision Process Step

Process continued elsewhere / Linked process

Delay Document created





Process Map

Dept

Heads

Registry

Personnel

Establishment

General Manager of Personnel

Director Generalof Establishment

Media Unit

Sends

request for

recruitment

Recruitment

request

Open file

1-2

Wks

Pass

file on

Verify that

Post is an Approved

one

Is Post

Approved

?

Write NON APPROVED

POST on request

Write

APPROVEDPOST on

request

Draft standard

letter of refusal

Letter of

Refusal

Receives letter

of refusal

4-5

Wks

Start of

Process

Yes

Draft Job

Advertisement

Approves

JobDescription

1-2

Wks

Draft JobDescription

Approves

JobDescription

Jobadvertisement

Conforms

to

Standard

?

2-3Wks

Check that

advertisement

conforms to

Standard

Modify Job

Advertisement

Media Unit has never

had to modify a Job Advertisement from

Personnel

Receiveapproved Job

Advertisement

& pass on

Approves Job

Advertisement

1-2

Wks

Approves Job

Advertisement

Place

advertisement

in newspaper

End of

Process

No

Yes

No

End of Process

Opportunities for improvement:

• Eliminate non-value-adding steps (*)

• Put operations in different places to make more efficient (e.g. Head of Dept drafts Job Description at beginning).

• Eliminate delays (up to 14 weeks).

• Reduce hand-overs (where flow lines cross department lines).

• Examine multiple reviews & approvals (#). If can’t eliminate, look for better efficiency, e.g. bring decision makers

together to make decisions simultaneously, to reduce delays.

* *

*

##

#

##

JD

Pass

file on *

124733571.doc Created: 24-Sep-07 Revised: © 2004 ADB Inst itu te 85 of 124




Measure the service - Answer

Please print these pages and the following case study first, then read the case study. After

you have read the case study, complete the following blocks. When you have finished, submit this page and your Record of satisfactory CIB learning to your Facilitator for their assessment and endorsement.

Access performancemeasure

Data required Dangalore Dysore

Definition:

Percentage of thecommunity receiving thewaste collection service

Name Pop serviced

Name Total population

Value……..……

Value……..……

Result 94%

Value……………


Result 97%

Conclusion from comparing:

Dangalore can improve upon service coverage and achieve 97%+

Quality of serviceperformance measure


Definition:

Percentage of scheduledcollections actually made

Name Actual housecollected

Name Scheduled housefor collection

Value……..……

Value……..……

Result 98.9%



Result 99.9%


Dangalore is marginally behind in Quality of service and can improve upon this

Effectivenessperformance measure


Definition:

Kg of dumped wastecollected per head of serviced population

Name Dumped wastecolleced

Name Servicedpopulation

Value……..……

Value……..……

Result 2.1 Kg



Result 1.7 Kg

Conclusion from comparing: Dangalore collects more dumped waste per head of population, therefore effectiveness of the overall service can be improved

Cost performancemeasure


Definition:Tonnes collected by each

Name Tonnes collectedName Total vehicle

Value……..…… Value……………





vehicle (even if not inservice)

…………………………..

number Value……..……

Result 27 T


Result 12 T


Initially Dangalore trucks look more productive, but this may also be leading to over use, lack of available time for good servicing, and consequently lower truckavailability

Demand performancemeasure


Definition:

Kgs of waste collectedfrom each actual houseand then land filled

Name Tonnes of waste

land filledName Number of housescollected from

Value……..……

Value……..……

Result 11.3 Kg



Result 6.7 Kg


Dangalore population generates much more waste for land fill and this can belowered, thus reducing the demand on land fill which may be a valuable resource.

Quality of resourcesperformance measure


Definition:

Percentage of trucks inservice

…………………………..

Name Trucks operational

Name Total number of trucks

Value……..……

Value……..……

Result 80%



Result 91%


Dangalore trucks are not performing well, this may be due to over use, (see Costs) or poor servicing. Improvement in truck availability may allow extending the service tounder serviced homes.

Which three items would you select for further analysis and potential improvement?1. Percentage of trucks in service

2. Kg of waste collected from each house then land filled

3. Tonnes collected by each vehicle





Measure the service Excel sheet


Answers for Measure the service AssessmentData obtained Dangalore Dysore

Total population 500,000 1,000,000

Number of waste transfer trucks in total 50 140

Number of trucks undergoing serious maintenance in August

and are not on the road

10 12

Number of under serviced houses that do not have the daily

waste collection service

6,000 7,000

Number of waste collection men that are employed to collect

the waste

1,000 1,500

Number of waste collection men that were off work sick or

injured on one sample day

50 60

Number of residents in an average house hold 5 5

Total waste tonnage collected from the houses per day 1,350 1,700

Number of houses that were scheduled for the daily collection

service but did not have their waste collected on one sample

day in August

1000 200

Number of complaints received in August by the municipality

regarding illegal dumping and rubbish lying on the street

150 100

Total waste tonnage that was extracted at the landfill site and

was able to be re-cycled on a daily basis

300 400

Total dumping tonnage that was collected by special teams to

clean up dumped waste in August

1000 1600

Number of serious dumping sites found from a special survey

of the whole city

650 450

Performance measure

Access Percentage of community receiving waste collection service 94% 97%

Quality of service Percentage of scheduled collections actually made 98.9% 99.9%

Effectiveness Kg of dumped waste collected per head of serviced population 2.1 1.7

Effectiveness Number of il legal dumping sites per hundred population 1.3 0.5

Cost Tonnes collected by each vehicle whether in service or not 27 12

Demand

Kgs collected from each actual house that is eventally

landfilled 11.3 6.7Quality of resources Percentage of trucks in service 80% 91%




Survey the customer - Answer

Please print these pages and complete the following blocks. When you have finished, submit

page 2. and your Record of satisfactory CIB learning to your Facilitator for their assessment and endorsement.

Sunny Side Playground Customer Survey exercise

The beach side municipality of Sunny Side has achieved recognition for thedevelopment and operation of this interesting children’s park.

The park is located on a busy highway, but does provide good car and bike parkingfor its users.

The park is not free, and an entrance fee of $1.00 is charged for all users; parentsand children alike.

The park has excellent facilities, including a Kiosk, an office, a first aid station andtoilet and cooking facilities.

The park always has an attendant that supervisors the children and ensures allpatrons have a fun, enjoyable and safe experience.

Your task is to develop a Customer satisfaction survey, to assess the level of general satisfaction customers have with the park.

The following tasks are required:

• Identify the customer target groups• Identify the customer contact points• For one contact point of your choosing, list the customers likely expectations

Who will be the Customer target groups that you will survey ?

• Casual use parents and guardians of all children

• Casual use children between the ages three to five

• Casual use children between the years six to nine

• Supervising teachers of primary school groups





For the above Customer target groups, what will be the Customer contact points ?

• Car or bike parking area

• Entrance or ticket sales point

• Kiosk

• First aid station

• Toilets

• Cooking facilities

• Play ground equipment

For One of the above Customer contact points, what are the likely Customer expectationsfor this one contact point ? (for the First aid station)

• The first aid station was easy to find

• The first aid station was attended by a nurse or staff member

• My child was asked their name and what their problem was

• The problem was quickly identified

• The problem was treated quickly

• My child was comforted by the aid worker

• I was given instructions on how to attend the problem later





Consult the Community - Answer

Please print these three pages and complete the following blocks. When you have finished,

submit these three pages and your Record of satisfactory CIB learning to your Facilitator for their assessment and endorsement.

Express in your own words, why Community Consultation is important to your Council.

Community consultation will provide us with a range of opinions that come directly from our community. These opinions will reflect the true expectations of our community that we mustrespect and honor because the community is our principal client. Community consultationmay provide insight and views that we may not be able to understand through the normalCouncil communication channels, and for very important issues it is best to seek thecommunity’s opinion on specific issues.

Provide four examples of developments or changes in your City, where CommunityConsultation was, or should have been conducted?

• Introduction of a toll motor way across the city

• Re-zoning of a rural area to high density residential, to allow for residentialdevelopment

• Introduction of gaming venues

• Closure of a local swimming pool and conversion of the land into a child center

What consultation methods would you use, to consult on the introduction of an overhead lightrailway that will cross the full length of your City ?

• Public internet site that provides information on the development and seeks feed backfrom the community

• Telephone hot line where the opinion of the community may be lodged (by voice) onthe proposed project

• Shopping centre booth, where the community can receive and lodge a survey form

• Survey form issued to all commuters currently using the public bus and train network,

and a survey collection box sited at their destination stations

What community groups would you like to participate in the consultation for the introduction of an overhead light railway that will cross the full length of your City ?

• Regular commuters using rail and bus public transport

• Regular commuters using their private cars

• Causal users of public taxies

• Private transport operators of buses, taxies





For consultation on the introduction of an overhead light railway that will cross the full length

of your City, what information would you provide to the participants to aid them in forming anopinion on this new service ?

• Location of stations and the routing of the train

• A picture of what the train would look like and what the inside of the carriage wouldlook like

• The frequency of the trains and its speed

• What the likely fare structure and prices will be

• How I access the train, in particular car parking, stairs, lifts, elevators etc

•

How other public transport interfaces to the train, or connects to the train

How would you distribute the above information, or what would the medium be ?

• Public internet web site

• Pictures or drawings at shopping centre booths

• Pictures and drawings inside current public transport carriages or buses

• Advertisement in the local news papers

• Small booklet available upon request

When you eventually obtain the results of the consultation on the introduction of an overheadlight railway that will cross the full length of your City, how would you report the results, and towho ?

• Report the results publicly in a newspaper editorial, to the general public

• Use the internet to the general public

• Poster at current commuter points, to the current commuters

• Letter to current operators of public transport businesses

• Letter to the owners of major businesses along the route of the proposed new train





Investigate problems - Answer




Continuous Improvement & Benchmarking Policy /

Procedures

Environment /

Infrastructure

People

Financial

Effect

Teachers refuse to

take up new

posting in 25% of

cases

Causes

Lack of

housing

Lack of consultation

between Districts and

Education Dept.

Lack of basicservices in

remote location

Family will

suffer in the

move.

Costs too much to move

to remote locations

Prefer to stay in

current posting

No health

services

Family

member has

chronic illness

Education

unavailable

for their own

childrenTeachers pay most of

re-location costs

Do not want

to leave own

local area or

village

Health problemwill go untreated

if they go to

remote location

Spouse is a teacher

but posted

elsewhere

Disappointed

in proposed

position

Re-location allowances

not budgeted by

Education Dept.

Teachers who

refuse postings go

undisciplined Negligence of

teaching duties

No access

roads

Education Dept

management not

following Dept

procedures

Duplication in

appointments

New graduates

expect more

than before

No access

roads





Problem:

Lack of firesafety in shops

Shop ownersdo notunderstandwhat theyneed to do to prevent fires.

Shop ownerswilfullyignoreregulations.

Why Why Why Why Why

Team:

Date:

Why-Why

Fire Service lax inenforcingregulations.

Shop owners notconcerned aboutfire prevention.

No training.Fire awareness programs givenlow priority.

Shop owners’Handbook and promotionmaterials written inEnglish.

Officers prefer tofight fires.

Fire safety promotion not seenas a priority byofficers.

No discipline inFire Service.

Shop owners do notunderstand theHandbook and firesafety promotionmaterials .

Lack of funds for fire awareness programs by FireService.

.

Fire Servicemanagers notgiving priority tofire prevention.

No funds budgeted for translation of fire preventionHandbook.

Shop owners do

not know

regulations.

Fire awareness programs givenlow priority.

Lack of funds for fire awareness programs by FireService.

Why

Fire Service lax inenforcingregulations (see below).

No training.(see above)





Identify what to Benchmark - Answer

Please print these two pages and complete the following blocks. When you have finished, submit

these two pages and your Record of satisfactory CIB learning to your Facilitator for their assessment and endorsement.

You and your team have now completed the Analyze phase of your CIB project. Your team is now considering the benefits of Benchmarking a selection of issues so that you can see how other organizationsare dealing with the same issues. Your first task is to list all of the possible issues that you consider may becandidate topics for Benchmarking.

In the following box, list the possible sources of information, that these issues may be sourcedfrom; for example, one of the sources would be the Customer survey. What are the other possiblesources ?

Sources of information to select Benchmarking topics

1 Customer survey

2 Community consultation

3 Process maps

4 Staff interviews

5 Why Why analysis

6 Performance measures

7 Photographs

By looking over the above sources of information, what specific issues would you be looking outfor, to nominate as Benchmarking topics; for example one issue may be specific customer complaints that may show up in the Customer survey. What other issues would you be looking for ?

Issues that may be identified as Benchmarking topics

1 Consistent customer complaints on a specific issue

2 Obvious poor performance

3 Significant policy issue raised by the consultation process

4 Process difficulty that we have no answer for

5 Clear opportunity to automate a process but don’t know how to do this

6 Service standard that may be out of date with current service practices





The service that your CIB team has just analyzed is the Solid waste collection service. This service collects solid waste from every residence in the City twicea week, and from every commercial business once a day. The following topics have been identified, and your task now is to score these topics against theselection criteria. Please review the topics in the first column, and write your assessment score between 5 and 1, in the adjacent columns.

Topic selection for Solid Waste collection Benchmarking study

Topic: process/ poor performance/ problemCan be clearly

defined andarticulated

5-1

Is significant andaffects themajority of

customers or our costs

5-1

Not highlyconfidential or

not of acommercially

sensitive nature

5-1

Small scopeand can bedealt with

inside a fewweeks

5-1.

Aggregatescore

1 Our collection trucks have very low reliability and availability, and we have analyzed theroot cause to be, that insufficient spare parts are carried in stock

5 5 5 4 19

2 There are some complaints about the service from a number of residents 2 1 5 3 11

3 We employ a few older men in the collection process, and we are concerned that someof them may be working too hard and could suffer work related injuries. What can we dowith these older employees ?

5 1 4 5 15

4 We have evidence of waste dumping by some residents, and last year we prosecuted50 people; should we be prosecuting more people ?

3 2 3 4 12

5 The total cost of our waste collection service is $100 per house per year, and we thinkthis cost is too high; we need a comparable cost to see whether or not this is so.

4 2 3 3 12

6 We do provide a solid waste education program that is deployed in all junior schools; weare unsure if this is sufficient to train the general public in responsible waste disposal

2 3 5 4 14





Research best practice providers - Answer

Please print these two pages and complete the following blocks. When you have finished, submit

these two pages and your Record of satisfactory CIB learning to your Facilitator for their assessment and endorsement.

Your CIB project team has completed the Analysis phase of the service Cash receipting of property tax. This process happens in the main City Hall and at regional City offices. Thecustomers enter the building, queue and then hand over cash and checks to pay their propertytax account. Your team is looking at innovative cash receipting processes that may include directdebit to bank accounts, payment using debit cards and credit cards, installment payments andperiodical direct debit transactions to private accounts.

The team is now looking at possible Benchmarking partners that may offer some of theseinnovative facilities for cash receipting. Your task is to brainstorm a selection of potentialBenchmarking partners in your city that you can put forward for evaluation.

Potential Benchmarking partner businesses that may be considered for Benchmarkingthe cash receipting process

1 e.g. the Federal Government tax office

2 Mobile telephone provider

3 Electricity provider

4 Water provider

5 Credit card provider – eg. Master Card, Visa Card, American Express, Diners Card

6 Sports club facility

7 Health Insurance provider

Lets assume that you have come up with a list of fifty potential Benchmarking partners. Some willbe from the public sector, and some from the private sector. Your task is now to sift through thefifty nominations, and to select say five potential partners that you can directly approach for their participation. What criteria would you use, to cull the list of fifty nominations down to the bestfive ?

Criteria I would use to select the five best potential Benchmarking partners

1 e.g. The partner should be close to our office, and within walking distance

2 Business or customer numbers of a similar size

3 Receipt our currency, rather than foreign currencies

4 Are considered innovative, and provide an innovative service

5 Very competitive and seen as the best in their competitive market





6 Have a history of growth





Lets assume that your Cash receipting CIB team has selected the following potential Benchmarking partners (listed in the first column below.Your task is to now look at each nomination, and score this potential partner using the criteria set out in the adjacent columns.

Benchmarking Partner Assessment Score sheet

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

1. Federal tax office that is located in the next street 5 5 4 2 3 19

2. City Hall in the adjacent municipality, that is the same size as our municipalitythat is 50 kilometers away

5 4 5 5 3 22

3. Marriott Hotel that is 2 blocks away and we have used their conference facilities 3 5 3 1 5 17

4. Adventure airlines, that has an office in our City and our councilors use this airlinewhen they visit our capital city

3 3 3 3 4 16

5. Our sister city in a neighboring country, that is 1500 KM away, is similar in size,uses very advanced technology and we have been “sister city partners” for ten years

3 1 5 5 3 17

6. The Riskless Insurance Company that has many policy holders that payinsurance premiums using very modern methods. The Insurance company office isin our city and has many smaller agency offices. They have 70% of the house

insurance market.

3 3 3 4 3 16

Name………………………………………………………………..Date submitted for assessment:………………………………………………

124733571.doc Created: 24-Sep-07 Revised: © 2004 ADB Insti tute 101 of 124




Develop the Benchmarking approach - Answer

Please print these two pages and complete the following blocks. When you have finished,

submit these two pages and your Record of satisfactory CIB learning to your Facilitator for their assessment and endorsement.

Your CIB team has selected seven potential Benchmarking partners, and is now consideringthe best Benchmarking model to use. Your team is a little unsure of the merits of the differentmodels, and is asking for your advice on the differences between the Facilitated spoke modeland the Facilitated network model. Your task is to write down the key differences between thetwo different Benchmarking models, to aid in the discussion on which is the best to use.

The Facilitated spoke model The Facilitated Network model

The key differences between the two Benchmarking models shown above ?

1 e.g. In the Spoke model, the partners never meet one another, whereas in the Network model, the partners all meet together and work together

2 In the Spoke model, the partners will only receive information from the facilitator, whereas inthe Network model, they will share information directly between each other

3 In the Spoke model, the information fed back to the partners will be decided by thefacilitator, whereas in the Network model the information may be agreed by the partners tosuit their own needs at the time

4 In the Spoke model, the partners may be very distant, even in different countries, but in theNetwork model, the partners will likely be near by because of the need to meet on a frequentbasis

5 In the spoke model, it is likely that the partnership will dissolve when the Benchmarking iscompleted, whereas in the Network model, the build up of the “network” may facilitate anongoing relationship that all partners may benefit from

6


Partner

Partner Partner Partner

Partner

Partner

Facilitator

Lead Partner

Partner Partner

Partner

Partner

Partner

Partner

Partner

Partner

Partner

Facilitator

Partner

Partner




Lets assume that your team is seeking very quick Benchmarking information, and isnot too concerned about getting very detailed information. The Team has decided touse the Sole operator model, and has selected five Benchmarking partners for this

purpose.The Team believes that the five selected “partners”, will probably not want to directlyparticipate in the study, therefore your team will need to proceed with the study,without directly involving the five partners.

What approaches are available to your team in using the Sole operator model,without the direct involvement of the Benchmarking partners ?

Within the Sole operator Benchmarking model, we can undertake the following withoutthe direct involvement of the partners

1 e.g. Call their reception and ask for a copy of their Annual report

2 Be a mystery shopper and pretend to complete a transaction with the partner and observehow they do their work

3 Visit the partner (as a member of the public) and observe how the partner carries on their work

4 Call the partner’s reception area and request relevant public information be sent

5 Visit the partners Internet site and search for information on their services

6

7

8

9

10

Name…………………………………..Date submitted for assessment:…………………





Negotiate with Benchmarking partners - Answer



Your team has finally agreed to target four Benchmarking partners to participate in afacilitated network model. This will make up five partners including your City. You have madecontact with the four Mayors, and the Mayors have instructed you to forward to them a shortletter introducing the Benchmarking study, so they can forward the letter onto the appropriateperson in their city. You are now considering the content of this letter. What subjects shouldyour introductory letter contain ?

My Introduction letter to the four Mayors will contain……

1 e.g. The approximate timing of the Benchmarking study

2 The service or process that will be Benchmarked

3 The issues that we will focus upon in the Benchmark – processes, performance etc

4 The benefits of the Benchmarking exercise

5 An explanation of what “Benchmarking” is

6 The level of involvement of the staff in each city

7 Where the partners may meet, and any costs that may be involved

You and your team have now received a reply from the four Mayors, and all of themaccept your offer and wish to participate in the Benchmarking study. Each Mayor hasprovided you with the name of a senior manager that will be the Benchmarkingcontact person. You now wish to prepare a short presentation package, for thatcontact person, to be presented to them at your first meeting. What material shouldthe presentation package contain, and what medium do you think is the mostsuitable.

The content of my Benchmarking presentation package will contain………..

1 e.g. A schedule of tasks to be completed at a high level

2 A schematic diagram of the facilitated spoke model, that is the approach

3 Definition of Benchmarking and some illustrations

4 The names of the other partners

5 The service to be Benchmarked

6 The benefits of the Benchmarking exercise

7. The level of involvement for the staff 8. An overview of the Benchmarking schedule





9. The name and contact details of the lead partner or facilitator

10. The next step – a draft letter of Agreement

When you go to meet the very first Benchmarking contact person, you notice that this person has a fewidiosyncrasies that you feel may compromise the Quality and timeliness of the Benchmarking study. Toovercome the risk of this partner jeopardizing the study, you decide to write into the letter of agreement,some specific conditions that will address these idiosyncrasies.

Below is a table of the idiosyncrasies of this partner that you noticed, and you need to complete in theright hand column, the conditions or items in the Agreement that should minimize these potential risks.

Partner idiosyncrasies that may

jeopardize my project

Items in the Agreement that will

mitigate these potential risks

1. The partner was difficult to meet withbecause he seems to have many tasksgoing at once. He seems very busy. Therisk is he may miss the scheduledmeetings

The agreement will list all of thescheduled meetings, and will state thateach partner will commit to attendingeach scheduled meeting

2. This partner has a completely cleanoffice, with not one piece of paper evidenced anywhere. The manager obviously delegates all of his work to his

subordinates. The risk is, he may attendthe meetings, but may not offer anycontribution.

The agreement will state the specificpieces of information that will beprovided, eg. Flow charts, performancemeasures etc. and that each partner will

be required to provide this informationand to answer questions about it

3. This partner is an immigrant to thisCountry, and has a very poor grasp of our language. The risk is that he may notbe able to converse with the other partners

The agreement should state thelanguage that the meetings will beconducted with, and that should thepartner have difficulty with the language,they should nominate another person

4. This partner does not have a PC in hisoffice, and does not have an e-mail

address. He still relies upon a personalsecretary to type his letters and sendsthem through the mail. The risk is that hemay not have the skills or desire totransfer Benchmarking informationaround the network, using the Internet.

The agreement will state that eachpartner must be IT literate and be familiar

with e-mail, spreadsheets and officeautomation software; and should they notbe familiar with these tools, they shouldnominate another person that is.





Compare with partners - Answer



Your CIB team is now entering into the Benchmarking study with five partners. The teamacknowledges that there are many steps to complete, and has agreed the following steps.They have no order at the moment, but your task is to re-write these steps in a sequence thatwill enable the Benchmarking study to proceed in a logical and efficient manner.

Benchmarking steps in random order Benchmarking steps orderedaccording to the best sequence

Process map the process 1 Have each of the partners agree to theBenchmarking study schedule

Agree a list of Best Practice featuresfor this service

2 Ask each of the partners to sign theBenchmarking code of conduct

Ask each of the partners to sign theBenchmarking code of conduct

3 Agree on the service to be studied –define the service

Interview process staff on what they do 4 Interview process staff on what theydo

Develop the Key PerformanceMeasures and have each partner agree

5 Process map the process

Compare Key Performance Measureresults

6 Develop the Key PerformanceMeasures and have each partner agree

For my city, complete a gap analysis of the Best practice features

7 Collect the Key PerformanceMeasure data

Agree on the service to be studied –define the service

8 Compare Key Performance Measureresults

Have each of the partners agree to the

Benchmarking study schedule

9 Agree a list of Best Practice features

for this service

Collect the Key Performance Measuredata

10 For my city, complete a gap analysisof the Best practice features

Develop an improvement plan 11 Develop an improvement plan

Compare improvement successes,and seek inputs from the partners on anyimplementation difficulties

12 Compare improvement successes,and seek inputs from the partners on anyimplementation difficulties





For the service Solid waste residential collection, you and your partners have agreed that thefollowing Best Practice features apply to this service. You are now asked to review the Bestpractice list in the left column, rate the feature for importance in the second column, rate thefeature for compliance in the third column, and then calculate the gap score.

Best practice feature for Solid Wastecollection from domestic houses

Importance

5= Critical4=Very important

3=Important2=Not that important1=Not important at all

How we rate

5= At best practice4=Very good

3= Good2= Fair 1=Poor

Our gap toBest

Practice

Importanceminus rating

1. All rules and regulations for solidwaste management are clearlywritten in the Municipal legislationand by-laws

5 3 2

2. In the legislation are very specificpenalties for willful garbagedumping

5 2 3

3. The penalties for willful garbagedumping are enforced by our by-laws officers

4 2 2

4. The city employs by-laws officerswho’s job is to patrol the streetlooking for illegal dumping

4 2 2

5. Good quality rubbish bins are

provided to every household

3 1 2

6. Every household is provided withvery clear instructions on when thecollection service will be, and whatgarbage can and cannot be placedin the bin

4 1 3

7. After the bin is collected andemptied it is always returned to thehouse in a clean state and uprightposition

3 2 1

8. The garbage collection trucks areclearly signed that they are fromthe city, and have additional signspromoting a clean neighborhood

4 2 2

9. The city conducts an annualeducation program for all schoolchildren advocating a clean andtidy neighborhood

4 2 2





Identify preferred solutions - Answer



Your CIB team is now at the stage where you will be putting together all of the opportunitiesfor improvement, to see what the most important ones are, and to propose a solution for theimportant ones. The first task is to collate all of the opportunity information together so thatyou can build up a list. The first question is, in which documents or outputs have theopportunities been revealed ? In the block below, list out the documents or outputs that theteam will have to review, and formulate a list of opportunities.

These are the documents or outputs that will reveal all of the opportunities.

e.g. The customer survey

Benchmark partners process maps

Gap analysis, comparing our processes with Benchmark partners

Benchmark partners performance measure results

The community consultation outputs

Photographs of our process and the Benchmarking partners process

Root cause analysis charts (fish bone and why-why charts)

List of Best practice features from the Benchmarking exercise

It is important that for each opportunity or root cause, we develop a number of different solution strategies, so we have a choice as to what to do. In the followingblock, review the opportunity or root cause in the left column, and write up at leasttwo alternative solutions in the right hand column.

Opportunity or root cause Alternative solutions

The garbage collection trucks have manyproblems and are in need of a major overhaul.

1 Replace all the trucks

2 Refurbish or overhaul each truck on ascheduled basis

The car parking attendants do notdeclare all of the parking fees theycollect, therefore the city is not receivingall the parking fees due to it.

1 Educate each attendant and appeal tothem to be honest

2 Initiate an internal audit program tovalidate attendant honesty





In the following table are some sample problems and solutions. In the right handcolumn we ask that you tick the solution that seems to be correct, and cross thesolution that you do not believe is valid or of sufficient detail to be implemented.

Opportunity Solution Valid = tick

Invalid = X

Staff do not know how to use Excelon their PCs

Train staff to use Excel √

The garbage collection trucks havemany problems and are in need of a major overhaul.

Replace all trucks over 10 years of age, and overhaul in our ownworkshops the engines,transmissions and bodywork of all

remaining trucks

√

Customers submit incompletebuilding applications

Make customer submit completebuilding applications

X

Staff take too many sick days Educate staff on the value of their contributions to the city, andimplement a bonus system for those staff that use less than their statutory sick leave entitlements.

√

Meetings are scheduled with

insufficient notice to organize theaccommodation properly

Schedule meetings earlier X

The public toilets are very dirty Demolish all of the old andunsatisfactory public toilets andbuild new amenities; implement aproper daily maintenance programfor all new toilets

√

The queue to pay cash over thecounter is very long and thecustomers have to wait for more

than an hour on a busy day

Make the cashiers work faster X





Recommend improvements - Answer



You and your CIB project team, have just completed a study on on-street car parking.The team has decided that the current traffic infringement fine of $1 is insufficient tochange the behavior of drivers that park over the time limit. The team isrecommending that the fine be increased by a factor of 10 X to $10. In your ownwords, write down in the box below, what specific issues need to be written into your report to ensure this recommendation is approved by your Steering committee.

The issues that we will need to be very clear about in our report will include……….

1. It will take a change in the by-laws that will require a council resolution

2. Many infringements will not be paid, so we will need to implement a debt pursuitsystem

3. There may be a public back lash, so we will need to advertise the benefits of thenew fine and why this has been done, so the community understands the reason isnot just a money raising tax in disguise

4. Traffic and parking inspectors may be more subject to bribes, so we will need tocounsel them on honesty and the reasons why we are introducing a higher parking

fine5. Initially there may be a sudden rise in revenue, and council may incorrectly thinkthis is a recurring revenue source, when it is not, and as the behavior of driverschange this revenue may suddenly decrease. We will need to educate our council onthis issue

You and your CIB team, have just completed a final CIB report. The subject matter isvery political, and very sensitive, and you do not want this report leaked to the mediaor to other managers, before it is accepted and approved by your Council. It isabsolutely critical that the recommendations are held confidentially. What would youdo to the report to ensure this level of confidentiality is assured ?

I would do the following to our report……………………

1. Number each report and all its pages with a serial number and keep a record of which report is issued to which person

2. Attach to the report a notification of “Confidentiality” and state that each report isserially numbered and recorded against the individual

3. Ask each recipient to sign a letter of “Confidentiality” for the specific report before itis issued to them





4. Hold a briefing session for the report recipients, and advise them of theconfidential nature of the report, and the need to resist making any part of its contentpublic

You and your CIB team, have just completed a study for on-street car parking, andyou are recommending that the parking time limits be reduced from 2 hours to 1 hour in the business district of your city. In addition the fine for parking longer than onehour in the parking bay, will increase from $1 to $10. Who will be impacted from thisrecommendation and in what way.

The people impacted by this recommendation and the way in which they will beimpacted are as follows…………………..

People impacted The impact upon them

1 Shop owners that park outside their shop all day

They will need to look for long termparking and should not be parking in alimited time zone anyway

2 Shoppers that park to go aboutshopping

They will be limited to one hour and mayneed to move their car after one hour or find off street parking for a longer term

3 Business people that part to attend abusiness meeting


4 Mini bus operators that are waiting for passengers

They should be parking in a special minibus parking zone so this should have noeffect

5 Customers of banks, insurancecompanies, the municipality etc, that partto complete their business


6 Suppliers that are parking to load or unload products into shops and other

businesses

No effect upon them, as they move fromone drop point to another in less than

one hour





In regard to the above CIB recommendations, who do you feel may put up a barrier against this recommendation, and how should their barrier be addressed by the CIBteam.

The people or persons who may create a barrier, and how we should address thisbarrier are as follows……………………………..

Person creating the barrier The barrier How we should addressthe barrier

1 Councilor Mr X He will object to thechange because herepresents the businessowner group and they

want to keep long termparking outside their businesses

Explain that the reductionin parking time, will allowmore customers to visit theshops as the parking bays

will turn over morefrequently, thus providingmore businessopportunities

2

3





Secure funding - Answer



You and your CIB team, have just completed a project looking at public toilets. Youare recommending that all of the existing public toilets be demolished and new publictoilets built to replace them. The new public toilets will be lit using solar poweredlighting, they will have a rain water tank to store water and the users will be charged$1 per visit. Soap will be provided for hand washing. Your Council does not have thecash reserves to pay for all of the new toilet constructions, and there may be ashortfall in operating costs on an annual basis.

Who may be possible sources of funding to fund the original construction of thepublic toilets, and their ongoing recurrent costs ?

Possible donor or sponsor name They may fund this part or aspect of thisnew service

1 Johnson and Johnson Provision of soap

2 Gabriel First Corporation Provision of training information andtraining aids for the new janitorial staff

3 Cyberclean Organization Supply of janitorial cleaning supplies

4 Solarpower.com Supply of solar power panels

For the above project, you have found that one possible sponsor is Magic Solar Panels, a business that designs and manufactures electric solar panels for a number of uses. They are keen to provide free of charge all the necessary solar panels andalso support the maintenance for the next five years. They are however, looking arereceiving something in return. What might you offer the Magic Solar Panel businessin return for their sponsorship ?

Possible benefits we could offer the Magic Solar Panel business are………

1 Public recognition of their support by way of news paper advertisements

2 Recognition using a public sign near or adjacent to the toilet blocks

3 Attach a Magic Solar Panel logo onto the uniforms of the janitorial staff

4 Provide a plaque/ certificate of recognition they can display in their premises

5 Plan an annual event (Mayor’s sports day) whereby a prize is named after the

organization, recognizing their on-going support




Continuous Improvement & Benchmarking The Magic Solar Panel business has now been offered a number of benefits, andthey are delighted with your offer. They are keen to document the agreementbetween your City and them, for the installation of the solar panels and the ongoingmaintenance. They don’t know the construction schedule, but are aware of around100 public toilet installations. They are also unsure of how the maintenance will bescheduled or decided upon, for both failure and preventative maintenance.

What specific decisions and tasks need to be inserted into the implementation plan toensure Magic Solar Panels supply the solar panels on time to the project and their maintenance arrangements are followed through on?

The specific implementation actions required by the City and by Magic Solar Panelswill be……………………….

1 e.g. Provide Magic with a construction and installation schedule for their solar panels

2 Decide upon the preventative maintenance schedule and advise Magic of this –may need to consult with them on this

3 For failure maintenance (to fix breakdowns) determine the communication andrecord keeping process to be followed

4 Agree whether all 100 panels need to be “acquired” first, or if they can be suppliedon an as needed basis

5 The design of the toilet building needs to be done to favor the correct installation of the panels – we need to consult Magic on the preferred building design

6 The installation and testing of the solar panels will need to be done by our staff sothey will need training from Magic on the correct installation and testing procedures

7 For ongoing panel maintenance, Magic staff will need to be trained on the culturaland personal sensitivities of customers, so that the required maintenance can becompleted unhindered and with correct customer consideration

8 Our janitorial staff will need to be trained by Magic on the correct approach for

panel cleaning and testing

9





Build the implementation team - Answer



Your CIB team has recommended that 200 new public toilets be constructed toimprove the amenities for under serviced communities. Some of these communitieslive in very hilly areas where the road networks are very poor, and in the wet seasonsometimes are not passable for trucks and heavy vehicles. Your Council does nothave sufficient money to pay for the new construction in one year, but can manage50 new toilets in the current year. All communities are seeking to have their newtoilets built in their area as soon as possible so there will need to be some sort of priority for the new constructions this year. Your also aware that sewage pumps are

in short supply and there may be a waiting period for their supply.What issues should your team consider when defining the implementation or construction strategy ?

The issues are…………………….

1 Limited funding necessitates a staged implementation

2 Construction can only be in the dry season, and money to pay for the constructionwill be spent over a short time frame – treasury will need to have the money madeavailable over this time period

3 We will need to place an order for the sewage pumps very early, so will need thefinal construction schedule to be completed very early on in the project

4 Communities that are not scheduled first may become disappointed so we will needto keep them advised of construction progress and when their construction isplanned

5 The sewage pump supplier will need to enter into a supply agreement thatguarantees delivery of the pumps according to our construction and installationschedule

The above CIB project not only involves the construction of the physical toilets acrossthe region, but also the recruitment and training of service staff to manage, operateand maintain these new amenities. What temporary Implementation project teampeople will be required to set up this new service ?





Temporary Implementation people will include:………………………

1 e.g. Staff to recruit the new service staff that will operate the new public toilets

2 Staff to train the janitorial staff in cleaning and hygiene standards

3 Staff to train the janitorial staff in customer service and cultural issues

4 Field inspectors for a short period (say three months) to monitor postimplementation service standards and technical operation of the installation

5 Staff to implement a public education campaign to educate the customers on feepaying, usage, hygiene, reporting faults, lodging complaints, and any other processes that are directly involved with

The above project will be concurrently constructing 50 new public toilets across theregion that is very mountainous and covers some 5000 square kilometers. You willhave Implementation staff in all of these locations from time to time, recruiting newservice staff and training service staff and the customers on how the new service willoperate. What do you think will be the best method to monitor the implementationprogress over say a six month period.

The best monitoring method will be………………………………………

Issue a field construction and implementation schedule that all field team leaders canfollow.

Have a number of field Team leaders covering several constructions in their zone.

The team leaders telephone in a progress “report” every week, and also attend acentral Team leaders meeting once per month.

The construction company will have field Construction supervisors that will report inevery week by telephone to their company project manager.

The construction company project manager will report to the Overall City projectmanager in City hall on a weekly basis.

The overall project will be managed from the central city hall office and will reportprogress to the relevant Director or Mayor on a monthly basis.





Glossary of terms - English

If this Toolkit is located on your Server this Glossary can be maintained. To do this establish where the file is located (name is: Glossary of terms English.doc) and modify the table to meet your needs. The table is a “Word” table that can have any cell modified or additional rows inserted. Please feel free to modify and improve this Glossary to meet your specific needs.

Accountable officer The officer within the municipality or organization that isresponsible for the overall management andimplementation of Continuous Improvement andBenchmarking. The person will likely be a senior manager who reports directly to the Chief Operating Officer (or Commissioner).

ACIG The Australian Continuous Improvement Group, aConsultancy business located in Melbourne, Australia. ACIG is the Author of this Learning toolkit, and hascompleted many successful assignments for the ADB.Details of the business can be found at www.acig.com.au

ADB The Asian Development Bank. More information can befound at www.adb.org

Analyze The first and most significant phase within the overallContinuous Improvement approach. “Analyse” is toinvestigate and understand the service or process indetail, including how the process works and what itscurrent performance is.

Arrangements Are the procedures, policies and enabling facilities thatallow CIB to function. It typically refers to “institutionalarrangements”. This subject is covered in the Learningtoolkit in the Introduction section.

Assumption Is what we assume will likely happen, when we develop animplementation plan to achieve a certain improvement.For example we may assume that the community willaccept a service fee. The success of the implementation is

predicated on the assumptions we make. We shouldmonitor all assumptions to ensure they do eventuate asexpected, and the implementation is not jeopardizedshould they not eventuate.

Audit A process where an independent person reviews theprocess and operation of a service. The review willnormally look at compliance with procedures andlegislation, efficiency of the process, the economy of buying resources, the effect of the process, confidentialityissues and fraud or corruption.

Authority A person that holds the power to make a decision or

permit a transaction to be completed.


http://www.acig.com.au/


http://www.adb.org/

http://www.adb.org/


http://www.adb.org/




Barrier A condition that is within the organization that inhibits theprogress of a recommended improvement or theimplementation of the CIB process. A Barrier could be the

reluctance of management to support an improvementopportunity, or another example may be that there isinsufficient motivation within the culture to facilitateimproved performance. The Toolkit specifically addressesBarriers in the Institutionalize phase.

Benchmark A process where one organization compares its processesand/ or performance with another organization.

Benchmark partner The organization or person that participates in aBenchmarking study. The partner may be aware of theprocess and actively participate in it, or may be a “silent”partner and is used for Benchmarking purposes without

their specific knowledge. In this situation only publiclyavailable information or observations will be used for comparison purposes.

Best practice An efficient and effective way in conducting a process or delivering a service. Accepting the premise that allactivities can be improved continuously, “Best practice”will be a view at one point in time. After a service has beenimproved substantially, performance is good, and thecustomer is delighted, one may say this is “Best practice”. An excellent service operating within a Benchmarkingpartner may also be referred to as “Best practice”

Budget An accounting instrument used to document a plannedservice and the planned finances to operate the serviceover a period of time. A budget may also be applicable toa project, a specified set of improvements or a capitalacquisition or building program. The Budget will normallyset out the specification of the service/ project, itsobjectives and its required resources in people terms andin money terms. The Budget may be profiled over periodssuch as months, quarters or half years, and will bereviewed on a periodical basis. The Budget is normallyapproved by senior management, and the servicemanager or project manager will be obliged to deliver their service or project within the confines of the Budget.

Capacity The resources within the organization to achieveimprovements. May refer to the number of improvementteams, or the number of staff experienced in applying theCIB toolkit.

Change program An implementation program that has the objective of bringing about a change to a service or process.

CIB Acronym for Continuous Improvement and Benchmarking,that is the subject of the Learning toolkit.

CIB initiative The overall program to trial, prove and then introduce CIBas a standing method of continuously improving services





and processes.

CIB project A specific CIB piece of work that is looking at a specified

service or process with the aim of improving that serviceor process and achieving the improvement objective setout for it. The CIB project typically completes itsrecommendations within a twelve week time frame. Theimplementation of those recommendations may takeseveral months depending upon the availability of financesand other resources.

Client The person that receives a service output. Often referredto as the “Customer”

Community The collection of people in the municipality or the state or country of the organization. The community will include

residents, children, the poor, the homeless, home owners,house holds, businesses owners, students, pedestrians,and other government organizations.

Consult The activity of seeking information from the community or other respondents, about a specific issue. Consulting is adialogue of discussion, debate, questioning, offeringinformation and confirmation. Consulting is not teaching,telling, training or coaching. Its focus is on seekinginformation and opinions from the community or customers of a service.

Customer The person receiving a service output. May be a house

owner, student, child, person, pensioner, pedestrian,driver, passenger, tax payer, offender, etc.

The customer may have a specific title that is associatedwith a specific service. E.g. the customer of a goal willinclude prisoner.

Delegation The process of moving responsibility and authority toanother person. Typically this is done in the context of aspecific activity for a specific period of time. As anexample, the manager may “delegate” responsibility andauthority to a junior staff person to receive and managecustomer complaints for the next six months.

The delegation may be for an indefinite period of time,however should this be the case the “delegation” shouldbe made permanent and be a normal responsibility of thestaff member.

Facilitator A person, staff member or consultant that is employed asan “expert” on introducing CIB to the organization. Thefacilitator will assist the initial CIB project teams learn thetechniques included in this CIB Learning toolkit and will

facilitate the initial CIB projects to ensure they aresuccessful. The role of the Facilitator is described in the





Introduction section of the Toolkit.

Feedback Information, opinions, complaints or complements

received back from the community, customers, suppliersor staff related to a service. The Feedback may bevoluntary or may be actively sought by the organization.

Typically, after a service is improved the CIB project teamwould seek customer, supplier, or staff “feedback” on thesuccess or other wise of the changes made. This issue isspecifically covered in the Sustain phase.

Funding The financial resources allocated to, or required for, theimplementation of changes or improvements to a serviceor process. Normally expressed in money terms. In some

cases the funding requirements of an implementation mayalso be expressed in non-financial terms, such as man-days.

Goal The end result from the implementation of a changeprogram or improvement plan. The goal, may also bereferred to as the objective, outcome or effect.

Implement The activity of introducing changes to a service, or thebuilding of a asset. Implement is performing those tasksnecessary to bring about an improvement in a service,process or infrastructure.

Implementation team A team of staff with the responsibility to implement therecommended improvements. The Implementation teamwill be in addition to the CIB project team. They will berequired when the changes are significant, disbursedacross regions or of a nature where the CIB Project teamdoes not have the people resources to carry out all of theimplementation tasks.

Innovate Is the fourth phase of a typical CIB project. It means toexplore and develop new ways of delivering a service or completing a process. It implies imagination, creativethinking, seeking out new ideas and obtaining theresources necessary to bring about improvements.

Input A transaction, supplies, manpower, or any other itemsused to perform or carry out a process.

Institutionalize To make permanent or sustainable within the organization.Used in the context of Institutionalize CIB. This means todevelop the policies, procedures, skills, incentives,responsibilities, authorities and funding necessary toachieve Continuous Improvement in all services on aregular and sustainable manner.

Internal capacity The people and skills with the organization required to

carry out CIB projects on a regular and sustainablemanner. This will include the Accountable officer, thefacilitator, CIB project team leaders, and CIB project team





members.

Typically within a municipal government, there will be aminimum of six experienced CIB project team leaders, andfifty experienced CIB project team members. Anexperienced and complete team should be establishedwithin every Directorate, or major department/ divisionwithin the municipality.

Key Performance Measure (“KPI”) Empirical evidence that represents the true performanceof a service. The KPI will refer to a specific input, output or outcome, and one aspect of that. The aspect may be cost,access, quality, timeliness, affordability or customer satisfaction. The KPI will have a title, definition, datasource, formulae, target value, and actual value. The KPI

will be recorded on a periodical basis and performancetrends will be plotted to illustrate whether or not theservice is improving or deteriorating over time.

Learning toolkit The Learning toolkit is a CD or group of files that present aWeb based guide using a local personal computer. Thetoolkit requires the Microsoft Office products and anInternet browser to work. The CD version has narrationsattached to the slide shows, and to hear these narrationsyou will need a headphone or speakers attached to your computer.

Library resource A room and facilities that facilitate the CIB project teams to

do their work, and to train in the use of the Learningtoolkit. Comprises a room, computer facilities, photocopier, library shelves and reference materials such asexamples of service documentation sourced from aroundhe World. A white board or black board and training aidsis also desirable.

Managers Staff or supervisors responsible for the delivery of servicesto customers and internal staff. These may also includeDirectors, and other staff who have senior responsibilities.

Media Includes news papers, television, radio. Also may includereligious organizations or central religious centers, such aschurches, mosques etc. Media should be looked at in thebroader terms. Also the City may have a public mediaoutlet that may be considers at “the media”.

Monitor To regularly review a process or an implementation toensure it is proceeding well, and as planned. Monitoringmay be of performance measures, of implementationplans and of project plans.

Nominate To recommend, suggest or name a service or process for improvement. A service nomination form is used for thispurpose and this is described in the task page “Nominate

CIB projects”.Organize This is first phase in the CIB process. The Organize phase





deals with organizing a CIB project team and developingthe service specification and the timing. Please refer to theOrganize phase.

Outcome The effect of delivering a service or a project. Verydifferent to the Output, that is the deliverables, or physicalitems being delivered by the service or project.

The Outcome is the effect of the outputs. May include,healthy baby, skilled child, less motor car accidents, lower incidence of sickness, clean street, reduction in litteringand dumping.

Output The items that are physically delivered by a service or aproject. May include a repair, a receipt, a report, a permit,

an empty bin, a medial diagnostic, an education lesson.Typically it something that a customer would “purchase”.

Participants People participating in a CIB project, other than the CIBproject team members. Could include customers, staff, thecommunity generally, suppliers.

Partner Organization or business or utility that may participate inthe Benchmarking aspect of a CIB project. Referred to asa Benchmarking “partner”. The partner may be an activepartner, directly participating in the Benchmarking study,or may be a “silent” partner, where the actual partner isnot directly involved, but their processes are compared

using publicly available information.

Performance The indication of whether or not a service is operating wellor poorly. Performance is a measure of the degree of satisfaction, quality, timeliness, access, affordability or cost.

Performance is not a measure of the volume of output.The measure “number of kilometers of road repaired” is ameasure of output, not a measure of performance.

Policy The business rules of the municipality of business thatgoverns what services are offered, the standard of services, and the processes by which a service isdelivered.

Policy may also be a “by-law” or “legislation” or “specification”.

Procedure A documented description of how a process is to beconducted. It will refer to incoming transactions or events,the process steps to be completed and a description of theoutput. May also describe who is to carry out the

procedure, and the timing of it. Performance standardsmay also be included, such as the document needs to be





issued within 3 days.

Procedures will be catalogued and organized in a way thatenables an individual procedure to be version controlled,

issued to approved users, and regularly updated to reflectemerging trends, customer expectations and changes inIT facilities.

Process A group of tasks that together produce a collection of outputs that are closely related. “Issue a building permit”may be a process, and there may be several relatedoutputs delivered by this process, such as a buildingpermit, a notice of objections, an invitation to object etc.

A number of individual processes will make up an overallservice. The service “Solid waste” will include theprocesses of “waste collection”, “waste transfer”, “Wasteseparation”, “land fill”, “vehicle servicing”, “publiceducation”, “surveillance”, and “prosecution”.

Project A number of tasks that together achieve a single output. Aproject will have a short time duration, and not be a groupof processes or activities that are recurrent.

Project team leader The person appointed to lead a CIB project team.Responsible for selecting the team members, ensuring theteam members are trained, facilitates team meetings andensures the project achieves its objectives.

Pro-poor Services delivered to those in the community that aredefined as “poor”, and are to the minimum acceptablelevel of standard for all essential services.

Provider A person or organization that delivers a service, input, or aproject. May be a contractor or a supplier.

Questionnaire A document or form used to ask and collect opinions froma respondent. See also “survey”.

Recognition Naming a person or group of people, and publiclyconfirming their work or contributions.

Rewards Benefits given to a staff member or a group of staff, or amember of the public, in return for their excellent work or contribution. May take many forms, and will notnecessarily be money.

Root cause The end cause of an issue or problem that can be easilyaddressed with a single solution.

Self assessment An assessment completed by the same person thatwishes to have their capability assessed.

Service A collection of processes that together achieve a singlegoal or outcome.





Service staff Staff that are directly involved in delivering a service to theend customer

Service standards The ideal level of performance in delivering a service.Standards may describe timeliness, quality, access,pricing, satisfaction and costs “standards”.

Solution The activity or task carried out to remove a root cause of aproblem.

Staff Employees of the municipality, or a contractor to themunicipality where a service may be outsourced.

Stakeholder Any individual that is directly affected by a service.Includes customers, councilors, staff, suppliers,contractors, NGOs etc.

Steering committee A group of staff that are responsible for the steerage of theCIB initiative. Usually headed by a Chairperson, andcomprises about six members. In the early days, theChairperson may be the Mayor or Commissioner.

Sub-service The disaggregation of a service into smaller servicecomponents. See also “Process”

Suppliers People, organizations or businesses that provide inputs toa service. Includes suppliers of raw materials, power andenergy, sub contractors etc.

Survey An activity to obtain the views and opinions of a selectionof the community.

Sustain To keep operational into the future, without any reductionin performance or effectiveness.

Team leader Person that is the leader of a team or people Responsible

CIB Facilitators Handbook.

Documents

Transcript of CIB Facilitators Handbook.