Continuous Improvement and Benchmarking Techniques

7292019 Continuous Improvement and Benchmarking Techniques

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I m prov ing Local Govern ance and P ro - Poor Serv i ce Del i ve ry

CONTI NUOUS I MPROVEMENT AND BENCHMARKI NG LEARNI NG

TOOLKI T

Purpose o f the t oo lk i t

The purpose of this learning toolkit is to make municipal service providers aware of CIB and provide them with a practical guide on how to successfully apply these techniques to improveservices

W h o ca n u se t h e t o o l k i t

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 position names to suit your ownorganization

The toolkit will be of most benefit to individuals involved in teams focused on improving services This can include municipal staff managers contractors and NGOs

How t o use the too lk i t

This toolkit provides a structured step by step instruction on how to improve a service Work through the modules on the left side of the screen in sequence

Although an individual can work through this toolkit on their own we highly recommend that organizations make use of a skilled Facilitator to guide them through the learning process

To learn how to use the toolkit read the overvie or take a tour of the toolkit

Optionally you can print out two Handbooks a Facilitator Handbook and an Analysis Workbook



In t roduc t ion

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

Cont inuous Improvement is a systematic method to improve servicedelivery for access timeliness quality cost community satisfaction andaffordability

Benchmark ing compares services with others to improve your ownservice delivery This is done by comparing performance and sharinginformation about service practices to find the best practices andincrease service standards

Continuous improvement and benchmarking have enabled service deliveryimprovements in many organizations government and private innumerous countries around the world

The ADB has piloted the approach in two major regional projects and itsexperience has culminated in the creation of this toolkit For moreinformation see Origin of the initiative

Max im iz ing success

The ADBs pilot projects discovered 12 c r i t i ca l f ac to r s f o r success forCIB and these form the basis of the self-assessment below Success factors

To help maximize success all stakeholder groups need to understand theirown roles and responsibilities Stakeholders roles

A number of Asian cities have been successful in using CIB to improve services suchas solid waste management property tax collection parking street vending controland customer complaint handling among others To learn more see Success stories

W h a t i s i n v o lv e d

A CIB initiative starts with a decision to proceed by the Mayor Council or the mostsenior manager

It is best to start with a pilot of two or three small scale projects to gain experience

with the techniques and learn how to modify them for your organization These pilotprojects are completed within three months then the Mayor Council and seniormanagement assess the results and decide further CIB initiatives

A full implementation will eventually involve a large part of the municipalitys staffworking in teams finding better ways to deliver services

Com ponen ts o f t he Too lk i t

The Toolkit is organized in eight modules that set out the sequence in whichyou carry out CIB projects

The first module is the Introduction which you should read first

The second module is Prepare which covers all the preparation for CIB inyour organization

The modules numbered 1 to 6 in the left hand menu explain the CIB projectcycle to guide teams of staff to carry out their projects to improve servicesThe modules are

1 Organize2 Analyze3 Benchmark4 Innovate5 Implement6 Sustain

The next module is a supporting module covering how to I ns t i t u t iona l i zeCIB

A Faci l i ta tor s Ki t is provided to support facilitators of CIB

A Glossary and Si te map is also provided

T im ing and e f fo r t n eeded

To complete the learning components of the Toolkit you will need to spendabout 60 hours working through the training spread over several monthsEach training element takes about three hours to complete You shouldwork through the training for each module as you need to then immediatelyapply what you have learned to your project work

Each CIB project cycle will take from 3 to 6 months depending on the

complexity of the problems and the ability of the organization to respond

Get t i ng s ta r t ed

First - print out the Readiness self-assessment and decide whether your organization isready for CIB

Then read about How to use the toolkit



Or i g in o f t h i s i n i t i a t i ve

I n t r o d u c t i o n gt

In 1998-99 the Asian Development Bank (ADB) the Asian Development BankInstitute (ADBI) and the German agency for technical development (GTZ) funded aRegional Technical Assistance program (RETA) to test the use of ContinuousImprovement and Benchmarking (CIB) techniques as a means of improving thedelivery of municipal services The RETA was also to create an active network ofmunicipalities to exchange information on successful change efforts and goodpractices

The project involved ten cities in seven countries - India Sri Lanka Pakistan ChinaMalaysia the Philippines and Indonesia

A number of services in these cities were improved to verify that CIB techniquescould yield results including

Solid waste managementCustomer service and complaint handlingProperty tax assessment and collectionVehicle parking andStreet vendors

The RETA demonstrated that the techniques were relevant for municipalities Severalof the participating municipalities implemented changes to increase their customerorientation improve quality and coverage of services and enhance revenuesImportantly the municipalities enthusiastically supported the implementation of theCIB techniques as they discovered the resulting benefits

There were also lessons learned about how to ensure success for CIB

The need to train enough coordinators in each city to allow for staff movement and day-to-

day priorities

The importance of gaining commitment from senior elected officials and executives toprovide leadership

The need to establish local benchmarking partners for sharing experiences and making

comparisons

The importance of consumer surveys and community participation for sustaining efforts to

improve the quality of services and

The need to allocate a longer time to build a continuous improvement culture and capacity

Following the first RETA in 2000 it was decided to support the three cities that hadshown a strong willingness to progress to a more sustainable CIB position and asecond RETA was approved to Institutionalize CIB in three cities

Bangalore India

Colombo Sri Lanka and

Cebu City Philippines

This second RETA had four objectives

1 Build the capacity of the three core municipalities to drive and implement change

2 Use the three core municipalities to mentor three other municipalities in each country on the

use of CIB techniques

3 Establish a mechanism for participation and feed back from the community and non-

government organizations (NGOs) on the effectiveness of delivery of municipal services and

publicize the results through the media and

4 Expand the communication network of the municipalities to facilitate comparing performance

indicators sharing experiences and learning good practices in their delivery of municipal

services

This second RETA was mostly successful in that the three core cities did progresstheir CIB capacity and for the most part now have CIB as a normal way of doingbusiness The three cities improved their services even further and commenced tosupport their three satellite partner cities

These RETAs have demonstrated that with the application of a structured approachusing CIB service improvement is possible and likely

Based on the success of the two regional projects the Asian Development Bank andthe Asian Development Bank Institute have funded the development of this CIBLearning toolkit

Facto rs fo r success


There are twelve pre- requisi tes for successfu l CIB implementat ion

1 C lear and v i s i b le suppor t from the most senior executive and the most seniorelected official

2 C ont inuous l eadersh ip by a sen io r execu t i ve for the CIB initiative preferablyfor at least three years

3 A c r i t i c al m a s s o f t r a i n e d C I B t e a m m e m b e r s - to ensure competing prioritiesand normal staff turnover do not slow the initiative down

4 Tra in ing i n C IB techn iques and too l s supported initially by a professionallearning facilitator

5 Ap e r m a n e n t r e s o u r ce such as a dedicated facilitator and a CIB working group tomanage the CIB process and drive improvements

6 An i nc lus i ve approach - the Mayor councilors service managers staffcustomers the community and NGOs must all play a part in the CIB process

7 Financ ial suppor t - to ensure service investigation and improvements are apriority for the municipality

8 Al loca t i on o f adequa te s ta f f t ime to CIB projects with the projects takingpriority over day-to-day work for the time required

9 A ldquo p e r f o r m a n c e cu l t u r e rdquo - the Mayor and council must focus on serviceperformance and take action to improve it

10 Pro fess iona l management p rac t i ces - meetings must be attended by thoseinvited be conducted properly and commitments followed through

11 A ldquot e a m c u l t u r e rdquo - CIB team members must be able to interact with seniormanagers and offer constructive criticism without fear of compromising theircareer

12 A pos i t i ve cu l tu re to accep t change and a willingness to try new approacheswhen needed





Success Stor ies


These examples show some of the results possible with CIB - follow thelinks to find out more

Numerous improvements were achieved in the f i rst regional pro ject in

1998-2000 amongst these were the introduction of Customer servicedeployment of a solid waste daily collection service educating residents inwaste collection and re-cycling increasing on-street car parking andintroduction of a littering action team See Bangalore Cebu and Colombo forslideshows containing more information

From 1999 to 2001 Colombo Municipal Counci l (ldquoCMCrdquo) in Sri Lankacompleted a major exercise to introduce a solid waste collection servicefor the under-served communities Click here for a report on Colomboimprovements

From 1998 to 2004 Bangalore Mahanagara Pal ike (ldquoBMPrdquo) in India hasbeen pursuing service improvements on a wide front The service improvements haveincluded Solid waste collection Customer service Property tax assessment andcollection Vehicle parking Street vendors Footpath maintenance Public toilets and

Vocational training - click on the links for reports Many of these serviceimprovements have been targeted to the poorer communities Follow this link for asummary slideshow

Naga City in the Philippines has been pursuing equity and service improvements toits poor for many years Some of their major initiatives include subsidized landacquisition urban development building residentsrsquo capacity to engage governmentinstitutional support such as loan financing These improvements have been achievedthrough inclusive governance openness with the community and engagement withkey stakeholders and innovative solutions Their latest improvement is publication ofa Citizen Charter Follow this link for a report containing details

Readiness


Not eve ry o rgan iza t ion is r eady to use con t inuous impr ovementand benchmark ing s t r a igh t away

To help you decide whether you are ready to take on this major changeinitiative we have provided a self-assessment guide You can score yourorganization on 14 criteria including support from senior elected officialsand managers resources and organization culture

Print out the Readiness self-assessment and use it to decide whether yourorganization is ready for CIB

H o w t o u se t h e L ea rn i n g t o o l k i t


H o w t h e t o o l k i t c a n h e lp y o u

The Learning toolkit is intended to help service providers use Continuous Improvement

and Benchmarking (CIB) successfully to improve service delivery

The toolkit presents a practical comprehensive and proven guide to effectivetechniques and tools for service improvement

Requ i remen ts

To use the toolkit you need a personal computer with Windows 2000 or higherMicrosoft Office 2000 or later a CD drive and an internet browser such as InternetExplorer 5 or later The toolkit is best viewed at screen resolutions of 1024X768 orhigher

T ak e a t o u r o f t h e T o o lk i t

We strongly recommend you gain an appreciation of the contents of thetoolkit by taking a tour

Nav iga t i on

Use the left side of the screen to navigate through the phases of CIB in the ordershown

Links within pages take you to more information and documents such as trainingguides slideshows and forms

Task pages

Each phase of CIB contains task pages describing what has to be done inthat phase

You should work through the toolkit in sequence and do the trainingmodules as they are presented in the links on the task pages

By learning as you work through your project you can immediately applyeach module in practice reinforcing the learning and advancing your project

Each training module takes around three hours to complete



Prepare

In this phase you will establish the management structure to planimplement and sustain CIB

There are five steps

1 Appoint an Accountable officer2 Organize a Steering committee3 Organize a Working group4 Appoint an external Facilitator5 Plan a Pilot CIB implementation

Appo in t the Accoun tab le Of f i ce r

Preparegt

Purpose

To appoint a capable individual who will ensure your CIB initiative succeeds

Why do y ou need an Ac c ountab le Of f i c e r

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

You need only one of these people in your municipality and the position andappointment should be endorsed by the Mayor or Council to indicate thecorrect level of priority commitment and authority For example

In the city of Cebu Philippines the accountable person was appointed bythe Mayor and was highly regarded by everyone as the Mayors right handlieutenant He had a very keen interest in Continuous Improvement and waswell versed in the operations of the government

W h o d o e s t h i s t a s k

The senior official who made the decision to proceed with a CIB initiative does thistask It is likely to be the Mayor a Councilor the Commissioner or the Chief Executive

How to P roceed

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

2 Identify a short list of suitable candidates

3 Interview candidates and assess their suitability4 Appoint the officer5 Communicate the appointment to the organization

T i m e

This task should take no more than two weeks



Organ ize a Steer i ng Com m i t t ee

Preparegt

Purpose

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

W h y d o y o u n e e d t o a p p o in t a f a c il i t at o r

There are always day to day issues thatarise for people working on CIBprojects

Although a lot of answers can be foundin the CIB Learning toolkit there aretimes when people need to refer tosomeone 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 CIB

implementation process and the tools and techniques used and who iskeen to help others through the process


The Accountable Officer recommends the Steering Committee members to the seniorperson within your municipality who decided to introduce the CIB initiative

H o w to p r o c e ed

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

2 Identify suitable candidates3 Seek senior management approval4 Issue invitation to join

5 Appoint Steering Committee members6 Convene Steering Committee meetings A Standing Agenda is provided

T i m e


Organ ize a CI B Work ing Group

Preparegt

Purpose

To appoint a CIB Working Group to assist CIB project teams

W h y d o y o u n e e d a W o r k i n g G r ou p

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 managers andshould include the Accountable Officer and the Facilitator

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


The Accountable Officer selects and recommends the Working Group then seeksendorsement from the Steering Committee


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

2 Identify suitable candidates3 Seek Steering Committee endorsement4 Invite candidates to join Working Group5 Appoint members to the Working Group6 Notify rest of Organization about appointments

7 Conduct working meetings - a Standing Agenda is attached

T i m e




Appo in t t he Fac i li t a t o r

Preparegt

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


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 is

keen to help others through the process


The Accountable officer should appoint the facilitator


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

2 Identify a short list of suitable candidates3 Interview candidates and assess their suitability4 Appoint the Facilitator5 Communicate the appointment to the organization

T i m e

This task should take between two and four weeks

Pl a n p i l o t CI B i m p l e m e n t a t i o n

Preparegt

Purpose

To develop a plan for up to three pilot CIB projects to enable evaluation of the

approach and modification to suit the organization

W h y p l a n a p i l o t

Before a municipality embarks upon a major initiative such as ContinuousImprovement 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 CIB pilotprojects

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

We expect that every effort will be made to ensure these pilot projects dosucceed and you can apply the CIB process to more projects with widerbenefits

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


The CIB Working group will develop the Pilot Implementation plan and seek its

endorsement by the Steering Committee

How to P roceed

1 Read the Pilot Implementation Plan guide

2 Agree the objectives of running a small number of CIB Pilot projects3 Nominate the services to be the subject of the Pilot projects and the CIB project

team leaders4 List the tasks needed to complete the CIB Pilot projects5 Agree start and finish dates for each of the major tasks6 Agree the financial resources to fund each pilot project7 Document a funding request for the CIB Pilot Plan

8 Submit the Plan and funding request using the Pilot Implementation Plan guide to the

Steering Committee for their endorsement9 Commence the approved Pilot projects

T i m e

This task should take about two weeks



Organ ize

Purpose

To organize an individual CIB project

Why p lan i nd i v i dua l CI B p ro j ec t s

All CIB projects work best with a plan

Individual project team members will better understand what tasks theyneed to complete when these tasks need to start and when they need to

finish Some tasks are quite independent whereas others are dependantupon or rely upon other tasks to be completed before hand

The CIB Steering committee will also want to know how your CIB projectis progressing and whether or not it will succeed in its objectives

After the plan is approved by the Steering committee the CIB projectteam members will all have a clear understanding of their roles the tasksthey will complete the priority the plan has over every-day work and theexpectations of the CIB Steering Committee


The CIB Project team leader will plan the project with the help of the Facilitator and

the Working group

How to P roceed

1 Complete the Training read the guide slideshow worked example and assessment

2 Review the Service nomination from the Steering Committee3 Identify key stakeholders in the service4 Identify other initiatives that may impact this project5 Propose the project team members and confirm their availability6 Propose a resource budget

7 Fill in the details using the CIB Project Plan

8 Submit the proposed project plan to the Steering committee

9 Read the team leaders guide to Getting the best out of your team

T i m eComplete this task in the first week of the project

Analyze

The purpose of the Analyze phase of a CIB project is to investigate the currentperformance of the service and find out the customers and communitys views on theservice delivery

The Analysis phase involves six tasks

1 Define the service2 Understand the service3 Measure the service4 Survey the customer5 Consult the community6 Investigate problems



Def ine th e serv i ce

Analyzegt

Purpose

To ensure the team focuses on improving the service processes that have thegreatest impact and to ensure the project

Why de f i ne t he s er v i c e

A service is made up of many processes and it is important for the teamto focus on the most important processes that when improved willcontribute most to the objective

There are three requirements you need to consider when defining aservice

1 The level of detail must be enough to ensure the team members have a clearunderstanding of what processes are to be addressed by this project

2 The scope of the project should be such that you can complete all of the phasesup to the Innovate phase within three months and

3 The scope must include those processes that have maximum impact on theobjective of the project

As an example suppose the nominated service is ldquoSolid wasterdquo Thisservice includes the following service processes

Educating the public on waste recycling and disposalCollecting wasteTransferring wasteLand filling wasteWaste separation and recyclingRehabilitation restoration or reclamation of land fill sitesMaintenance of waste collection vehicleMonitoring for littering and dumpingWarning and prosecution of litterers and dumpersCharging and collecting fees for some collection servicesRehabilitating ldquohot spotsrdquo or known dumping sites

It is clear from the scope of the processes that it is not possible to

analyze review and innovate every service process of ldquosolid wasterdquo withinthree months In addition the service may be delivered across a numberof regions or towns and there may be also a distinction between domesticwaste commercial waste and industrial waste

To scope the project so that it can be completed within three months theservice scope needs to be scaled accordingly For example in 2000 thecity of Colombo Sri Lanka embarked upon a CIB project to improve ldquoSolidwasterdquo Their scope included

Solid waste collection andEducation of the community inUnder-serviced settlement areas

If the team chooses to only focus on a limited number of processes within

the service then it will be necessary to go back to your Steeringcommittee and confirm with them the actual scope of this project and to

assure them that you can complete the Innovate phase within threemonths


CIB Pro jec t t eam members do th is t ask

How to P roceed


2 Review your CIB Project plan

3 Research what the service entails using the Service definition worksheet

4 Define the service processes and rate their general performance and importance

using the Process selection worksheet

5 Select the service processes to be the subject of this CIB project

6 Define the chosen service processes using the Process definition worksheet

7 Verify the chosen scope can be completed within three months by reviewing theCIB project plan and

8 Seek Steering committee endorsement of the Updated CIB project plan and yourservice process selection

T i m e

Complete in week 1

Unders tand t he se rv i ce

Analyzegt

Purpose

To build the teams knowledge of how the service operates what the transaction flowsare like what operational and financial risks there may be and what are theopportunities for improvement

W h y d o w e n e e d t o u n d e r s t a n d t h e s e r v ic e

To effectively identify improvement opportunities it is important to developa thorough understanding of how the service operates and what theprocesses are today

It is particularly important to identify problems with the service Forexample

In one City out of 80 garbage trucks that were in the depot only 20 truckswere operational The other 60 failed because of

No spare partsMix of truck brands so a range of spares was not affordablePoor preventive maintenanceOverloading trucksPoor driver and user skills resulting in damage andNot enough resources to repair trucks due for major overhaul



Another C i t y looked a t the w ay the new Ci t y Ha l l r ecep t ion a reaopera ted and found

There were no signs to direct visitors to departmentsUnsightly commercial advertisements were pasted to the front doorThe guard did not have anywhere to store his belongingsThere were no short term parking bays for visitorsVisitors could roam freely around the building - a security issueA toilet did not have a closable doorAn old unused storage cabinet was dumped in a cornerAn employee was asleep at her desk and

The furniture was old and broken and not in keeping with the new City Hallbuilding


CIB Pro jec t team m embers do th is in co l labora t ion w i th a sma l lse lect ion of staf f f rom the service area

How to P roceed


2 Brief the service staff and advise that some staff will be interviewed by theproject team

3 Plan the work ahead how it will be conducted who will be interviewed how

records will be kept of the findings and what photographs may be needed4 Arrange the interview schedule5 Interview service staff walk the process photograph the process inspect

documents and forms role play the customer using the service questions

6 Process map the service processes using the Process mapping worksheet

7 Verify you have covered off all of the items using the check list

8 Document your opportunities for improvement9 Thank the service staff for their participation and advise them on the projects

next tasks

T i m e

Complete in weeks 2 and 3

Measure t he se rv i ceAnalyzegt

Purpose

To gather factual information to measure the performance of the service or process

W h y m e a s u r e p e r f o r m a n c e

To prove using empirical evidence the current performance of theservice

People often assess the performance of a service by the way they feelabout it Sometimes they feel it is performing well other times theymay feel it is not

Feelings are not a good way to judge how good a service isperforming The outcome of the service is a far more important measure of performance For example a city may have an extensive vaccinationprogram and people may feel it is effective but if the incidence of thedisease is not declining there should be concern over the effectiveness of that vaccination program

Empirical data (that is verifiable facts) is a much better way of measuringservice performance For example

Staff in a city in India had for years felt that the city was missing out on a lot of property tax After collecting empirical data it was found that only 30 of property tax due was actually collected within one year This evidence was enoughto cause the city to establish an improvement project to tackle the problem

By collecting empirical evidence and reporting the results to the MayorCouncil the management team service staff and even the public it is verylikely that decisions will be made and improvement action will happen

The seven measures of performance are

1 Objective Goal2 Quality3 Timeliness4 Satisfaction

5 Affordability6 Access7 Cost


CIB Pro jec t t eam members do th is t ask Sometimes the team will needinformation from computer files or other storage systems and assistance may berequired from the people responsible for those areas

How to P roceed


2 Confirm the Process (Service) delivery model3 Select the most important inputs and outputs to measure and their measurement

aspects

4 Define the measure using the Performance measure definition worksheet

5 Source the data

6 Name the performance measure title7 Collect the data8 Report the measure and your findings

T i m e

Complete by week 6



Su rve y cu st o m e rs

Analyzegt

Purpose

To obtain a clear understanding of the customersrsquo opinion about the service

performance

W h y s u r v e y t h e c u s t o m e r

Often there are differences between the service provider and the customerabout the level of service performance

The only way to really understand how well the service is performing is tosurvey the customer and ask their views on how well the service meetstheir needs

Another reason for surveying the customer is that it gives you theopportunity to explore options with the customer to understand what theirviews may be on the options presented As an example

In 2002 the city of Bangalore India was looking at options on financing therebuild of its public toilet facilities One option was to charge a fee There wereconcerns about whether people would accept the fee so the City carried out asurvey of prospective customers The majority of people surveyed said theywould be prepared to pay a modest fee With this response the City embarkedupon a major rebuilding program and all users of the public toilets now pay asmall fee that sustains the Toiletrsquos daily maintenance and ongoing operations Bysurveying prospective customers the City was able to better assess the option of imposing a fee


CI B P r o j e c t t e a m m e m b e r s d o t h i s t as k I n s o m e c a se s o t h e r p e o p le m a y b es e co n d e d t o t h e t e a m t o h e l p c a r r y o u t t h e s u r v e y F or e x a m p l e y o u m a ycons ide r us ing an N GO un i ve rs i t y s tuden ts o r casua l emp loyees

How to P roceed


2 Design the customer survey using the Survey the customer design worksheet

3 Prepare the questionnaire using the provided template

4 Test the questionnaire5 Conduct the survey6 Analyze and report the results

T i m e

Complete by week 6

Co n su l t t h e co m m u n i t y

Analyzegt

Purpose

To obtain a clear understanding of the communityrsquos opinion and support about issues

W h y c o n s u lt t h e c o m m u n i t y

The Community consultation task is about surveying the wider communityon broader issues that may not necessarily be service related For example

A c o u n ci l m a y w i s h t o t e st t h e c o m m u n i t y s v i e w s a b o u t w h e t h e r i tshou ld inves t in comm erc ia l act i v i t ies to genera te add i t iona l incom e

Some questions we may consult the community about include

Would the community pay additional fees for additional servicesWould it be acceptable to increase property tax to pay for improved servicesWould the community accept a private venture to deliver some servicesWould the community accept the municipal government investing in commercial

venturesWould the community accept a change in by-laws traffic flows parkingrestrictions zoning regulations or streetscape policy such as the removal of encroachers

All of these questions could be answered by the City council but a goodcommunity consultation process will yield responses to issues that are notpolitically biased and will highlight the majority view and intensity of feelingabout issues


CIB Pro jec t team m embers do th is task Other people may be seconded tothis team as required For example you could use an NGO professional consultationfacilitators a media outlet or media business or a professional body or association for

this purpose

How to P roceed

1 Complete the Training read the guide slideshow and assessment

2 Determine the consultation design using the Community consultation design worksheet

3 Prepare and issue information4 Promote the consultation5 Conduct the consultation program6 Analyze and report the results

T i m e

Complete by week 6



I n ve s t i g at e p ro b l e m s

Analyzegt

Purpose

To build the teams knowledge of underlying or root causes of service problems andidentify opportunities for improvement

Why i nv es t i ga te p rob lems

To identify improvement opportunities you must first understand theunderlying problems

By following the service process along and making a Process map youwill understand how the process works and note some improvementopportunities

The team can also use two tools to probe behind the obvious problemsand find out the underlying causes

Fishbone diagram

Why-Why diagram

Your team can then document what it sees are the most important rootcauses and opportunities for improvement and take them on to theproblem-solving phase - Innovate



How to P roceed


2 Plan several problem-investigation sessions with service staff3 Choose the root cause analysis tool - Fishbone or Why-Why - best suited to your

team and the service problem being investigated4 Conduct the analysis

5 Record the analysis on the Fishbone diagram or Why-Why diagram form depending

on which analysis you used6 Verify the analysis by having a review session later with service staff and by

checking on key data to confirm which root causes are most important7 Document your opportunities for improvement8 Thank the service staff for their participation and advise them on the projects

next tasks

T i m e

Complete by week 6

B e n ch ma r k

The purpose of the Benchmark phase is to provide the CI team with insightand an understanding of how other organizations not just municipalitiesdeliver their services of a similar nature and how they may have improvedtheir services over recent years

W h y B e n c h m a r k

This insight and understanding is important to the team as it progressestowards developing its recommendations on how to improve your servicesIt is very difficult to ldquocome up withrdquo innovative solutions to service issuesand many have tried a range of solutions so it is faster and more efficient

to take account of what other people have done and to consider theirexperiences in your local context and from that develop your ownrecommendations

Benchmarking therefore is the sharing and comparing of service deliveryprocesses service standards improvement solutions and the barriers thathave been encountered and how they have been overcome

Benchmarking can look at a range of service delivery issues including

1 How available the service is or what access the residents have to the service2 How affordable is the service and what prices are charged for the service3 Whether or not the service is subsidized by other governments or the private

sector4 How fast the service is delivered to the customer5 How efficient the service is delivered in other words what does it cost6 The Quality of the service in terms of faults hygiene environmental sustainability

and social responsibility7 How the service actually operates8 What computer applications are used for the service how IT is used9 What procedures or instructions are used to train and guide staff and

10 What legislation or policies exist to control the service

The Benchmarking phase involves five tasks

1 Identify what to Benchmark2 Research best practice providers3 Develop the Benchmarking approach4 Negotiate with Benchmark partners5 Compare with partners



I d e n t if y w h a t t o b en c h m a r k

Benchmarkgt

Purpose

To identify what aspects of your service you wish to Benchmark

W h y i d e n t i f y i t e m s f o r B e n ch m a r k i n g

Benchmarking is a valuable technique to discover innovative ideas thathave been used by others

Ideas are hard to come by and even harder to test revise prove and putinto practical operation Therefore you need to focus your Benchmarkingefforts on the important items within a service to improve

Identifying what to Benchmark is an important first step because it helpsto focus your efforts on the most important issues to improve and notwaste time on those that may only return a lower benefit

Also Benchmarking partners often have limited time to participate in a

program therefore you need to make the most out of your Benchmarkingopportunities To do this it is important to identify the most importantissues that you need assistance with

How to P roceed


2 Review service performance processes issues problems and root causes andwhether or not the desired outcome is being achieved

3 List all the issues you wish to focus Benchmarking upon using the Topic selection

for benchmarking worksheet

4 Score then rank the issues list from most important to least important using theabove worksheet

5 Decide upon the most important topics you want to Benchmark

T i m e

Complete by week 7

Research b es t p rac t i ce p rov ide rs

Benchmarkgt

Purpose

To discover who is delivering a similar service that you believe is better thanthe service you are currently delivering

Why res earc h bes t p rac t i c e p rov ider s

Once you have decided what to Benchmark it is important to gain anunderstanding of who delivers this service in the best possible way

The best way may not necessarily be the same as your local contextnevertheless by looking at better service models you will gain anunderstanding of the possibilities and then at a later stage considerwhether or not you will adopt these features in your own context

For example for a service such as ldquoRoad maintenancerdquo there will be privatecontractors around the World that offer road maintenance as a service andyou may know of other government departments that also maintain similar

infrastructure such as the Department of Aviation maintaining aircraftrunways communications systems accounting systems etc

Some possible Best Practice examples are

Service Possible Best Practice providers

Public health services Makati City Philippines

Medical clinics Cebu Philippines

Parks and gardens maintenance Kandy Colombo

Street vendors Kuantan Malaysia

Home and Community Careprograms

Australian Federal Government

Public toilets Bangalore India

Customer service reception Local Bank Insurance company

Cash receipting and transactionprocessing

5 Star hotel retail shop airline office Utilityoffice Post office

Metering service consumption andbilling customers

Mobile telephony service providers Rank XeroxCredit card providers

Issuing property tax notices andcollecting revenue

Vehicle registration within Transport Dept

How to P roceed


2 Discuss the topics considered for Benchmarking3 Brainstorm research potential Best Practice providers in your own city state

country World4 Identify a shortlist and investigate more closely how they deliver their service by

using the Benchmarking partner assessment scoresheet

5 Identify those potential Best Practice providers you wish to approach fornegotiation



D e vel o p t h e B e n ch m a rk i n g a p p ro a ch

Benchmarkgt

Purpose

To decide the specific Benchmarking approach to be taken considering theBenchmarking topic and the potential Benchmarking partners

W h y d e v e lo p a b e n c h m a r k i n g a p p r o a ch

There are a number of different methods to Benchmark your services withyour Benchmarking partners This task is about deciding on the bestmethod to conduct the benchmarking exercise

The ldquoBest methodrdquo will be

Quick and easyFully effective and provide you with valuable and useful informationEconomical to conduct without the need to incur large expensesBeneficial to your benchmarking partners as well as to youInteresting and enjoyable to carry out

How to P roceed


2 Score your Benchmarking study needs using the Benchmarking study needs matrix

3 Choose the best approach for the Benchmarking by comparing your needs with

the Benchmarking model matrix best fit tool

4 Develop an initial Benchmarking study plan using the Benchmarking plan worksheet

5 Document the agreed approach and confirm potential Benchmarking partners

T i m e

Complete by week 7

N e g o t i at e w i t h B en ch m a rk i n g p a r t n e rs

Benchmarkgt

Purpose

To negotiate with a selected number of potential Benchmarking partners toseek their participation in a Benchmarking study of a specified service using

a specified approach

W h y n e g o t i a t e w i t h B e n ch m a r k i n g p a r t n e r s

You need to negotiate with potential partners so that each party knows whatis expected and agrees to the approach you wish to take

A potential Benchmarking partner will have a number of questions toconsider including for example

What benefit would there be in getting involvedWhat information forms or documents could I use to improve my own processesDo I have the people or time to devote to thisWhat will it cost me to get involvedWhat is the process what would I be required to do

How difficult will it be to collect performance informationWill I be giving away classified information and will it be used for any otherpurpose

Your role when approaching a potential partner is to be ready to answerthese questions You must explain very clearly the Benchmarking approachthat you have chosen and how the Benchmarking partners will participate inthis approach

1 Complete the Training module read the guide slideshow and assessment

2 Agree on the organisations to target for negotiation3 Identify who is the best person to talk to and write to them introducing the

Benchmarking opportunity and seeking an initial meeting4 Prepare the Benchmarking information package5 Meet with the potential partner outline the approach present the Benchmarking

package and answer any questions they may have

6 Modify your Benchmarking approach to accommodate their concerns or issues7 Prepare the Benchmarking partners letter of agreement and Benchmarking code of

conduct

T i m e

Complete by week 7



Co m p a re w i t h p a r t n e rs

Benchmarkgt

Purpose

To discover how your Benchmarking partners deliver their service andwhat service performance they are achieving

W h y c o m p a r e w i t h p a r t n e r s

To find out how your service performs compared to theirs to identifyimprovement ideas

Benchmarking with partners provides you with insight on how others

Set service standardsMeasure service performanceAcquire service inputsDeliver a serviceOvercome service problemsMonitor service outputs and outcomesManage their service

A good example occurred in Melbourne Australia where a number of localgovernments benchmarked their diversified fleet operations Theycompared servicing and operating costs for their respective fleets andfound that one fleet operator had lower operating and repair costs than theothers

By investigating further they discovered the lower costs were due to usingone supplier as the source for all spare parts and consumables and thatsupplier had a lower pricing structure compared to the original equipmentmanufacturers

The other fleet operators dealt with the original equipment supplier butupon realizing that the same parts could be sourced from an independentsupplier they changed their source of supply with resulting lower costs

How to P roceed


2 Hold the first meeting to confirm the Benchmarking objectives approach tasksschedule and participants

3 Update the Benchmarking plan4 Undertake the steps agreed to in the Benchmarking plan

T i m e

Complete by week 10

I n n o v a t e

The Innovate phase is the point at which you take all of your hard workfrom Analysis and Benchmarking and develop your own ideas andrecommendations on how to improve your service

I ssu e s co n cern i n g i n n o va t i o n

There are a number of issues that you must understand before youcommence your recommendations They are

To have a recommendation accepted and endorsed by management and councilthe recommendation must be affordable politically acceptable clearly benefit the

customer and practical to implementWith regard to ldquoaffordabilityrdquo it is not always the case that your municipality is theonly source of funds to pay for a service There are many options including askingthe customer to pay a fee obtaining private sector sponsorship and obtainingCentral Government support In most cases if you think hard enough about how tofund a new service you will find an external funding source Therefore do notassume at this point that thr recommendation is unaffordableWhen a CI project team is made up of a mix of staff outside of the service deliveryunit there may be reluctance from the service manager to accept yourrecommendations To get the service manager to be supportive of therecommendations and to implement them you will need to ldquosellrdquo yourrecommendations and convince the service manager that it will benefit them asmuch as the customer The task of ldquosellingrdquo your recommendations to the servicestaff can be difficult and time consuming so donrsquot underestimate the effort this willtake Make a determined effort to involve the service manager in this phase andseek their endorsement and support of the recommendations andThe recommendations implemented in the first instance may not work perfectly be

flexible in the acceptance rate or take up rate of your recommendations andaccept constructive criticism in the short term and be prepared to adapt

The Innovate phase involves four tasks

1 Identify preferred solutions2 Recommend improvements3 Secure funding4 Approve CIB Implementation



I d e n t i f y p re f e r re d so l u t i o n s

I n n o v a t e gt

Purpose

To select the best opportunities for improvement

Why i den t i f y p re fe r r ed s o lu t i ons

You may find many opportunities from your Benchmarking study but youneed to identify the ones that will achieve the greatest benefit

Criteria to use to judge the various opportunities are

It will clearly improve the service to our residents in terms of timeliness qualityaccess affordability and or their satisfactionIt is affordable and within the financial capacity of our municipalityIt can be implemented quicklyIt is technically feasible with our current technology or we can acquire thetechnology to implement the changeIt will be easy for our employees to adapt to the change

Assess opportunities and rank them using the above criteria The oneswith the highest score should be those worth pursuing in the immediatefuture

How to P roceed


2 List all of the most important opportunities using the Advance a solution worksheet

3 Develop solution strategies4 Score the solutions and rank them from highest to lowest5 Review the solutions for illogical results6 Agree the preferred solutions

T i m e

Complete by week 11

R e co m m e n d i m p ro ve m e n t s

I n n o v a t e gt

Purpose

To present your findings and recommendations for improvement to yourSteering committee for their endorsement

W h y r e c om m e n d i m p r o v e m e n t s

Solutions can sometimes require significant investment so it is importantthat proposed solutions be approved by the Steering Committee beforemoving on to the next phase

To maximise the chances of the Steering Committee approving your workyou need to present a well thought out report that helps the reader clearlyunderstand your thinking and analysis

Two tools are useful here

Impact Assessment

Barrier Analysis

Your team can then present its case in a clear and easy to understandformat which will enhance the chances of approval

How to P roceed

1 Complete the Training read the guide slideshow and do the assessment

2 Agree the purpose of the report

3 Agree on the report index using the Report template

4 Collate the preferred solutions

5 Develop an implementation plan using the Implementation plan worksheet

6 Estimate the implementation costs and benefits using the Cost budget worksheet

7 Complete an Impact Assessment using the Impact assessment worksheet

8 Complete a Barrier analysis using the Barrier analysis worksheet

9 Draft the report using the Report template10 Quality check the draft report11 Present the report to the Steering Committee

T i m e

Complete by week 11



Secure fund ing

I n n o v a t e gt

Purpose

To secure the funding necessary to pay for the proposed improvements

W h y s e c u r e f u n d i n g

Most service improvements will require some additional funding to pay forimmediate changes such as new facilities new equipment and newsupplies

Ongoing costs may also increase to pay for the improved service to morecustomers

Funding may come from many sources such as private sector sponsorsdevelopment agencies NGOs state and federal governments financehouses and from internally being the local government itself

To secure new funding from any of these sources you will need to present

a proposal that outlines your funding requirements plus how the funderwill benefit from the arrangement

It is unlikely that a funder will provide new funds for an improvedmunicipal service unless they are satisfied that

The improved service is a real requirement of the communityThe improved service can be implemented with the funds requestedThe local government has the capacity and skills to implement the new serviceThere will be a benefit to the funder in terms of recognition or exposure andThe municipality has the financial capacity to fund the service over the longerterm and to repay any related loans

This task will address these issues by preparing the appropriate documentsfor presentation to the identified funding sources


CIB Project team members do this in collaboration with the FinanceDepartment of your municipality



2 Develop a cash flow forecast you may use the Cash flow template as an example

3 Prepare a financing proposal4 Seek an interview and negotiate the funding arrangements5 Document the funding agreement6 Update the implementation plan

T i m e

Complete by week 12

A p p ro ve CI B I m p l e m e n t a t i o n

I n n o v a t e gt

Purpose

To seek final approval from your Council to move ahead with the implementation of thenew or improved service

W h y a p p r o v e t h e C I B i m p l e m e n t a t i o n

Where the proposed improvements are significant or may affect manyresidents or require substantial funding it is likely that your Council willrequire notice of the proposal and will expect to have some input

You may also have limited authority to approve borrowings or spend moneyon capital items

Generally approval will be required from Council to advance theimplementation of a significant change to any service or infrastructure asset

Council will require all the information necessary for it to make a thorough

consideration of the costs and benefits risks and assumptions and the longterm sustainability of the service and the required funding for it

For this to happen the CIB Project team will need to firstly prepare a formalproposal and will likely follow this with an amended proposal setting outclearly how each of the Councillors objections or concerns have beenaddressed


The CIB Project team members complete this task with assistance from the Councilsecretary

How to P roceed


2 Put your proposal on Councilrsquos agenda

3 Consider their likely objections using the Council members and their likely objections

worksheet

4 Prepare your proposal5 Issue your proposal to Council members

6 Amend your proposal to accommodate Council changes using the Council members

amendments worksheet

7 Seek Councilrsquos endorsement

T i m e

Complete by week 12



I m p l e m e n t

The Implementation phase of a CI project is where you put your recommendationsinto action The CI project team may carry out the implementation work but if theservice is a large service such as solid waste collection then a ldquoChange teamrdquo thatis made up of supervisors and staff from within the service unit may carry out theimplementation tasks

I s su e s w i t h t h e i m p l e m e n ta t i o n

People have a natural reluctance to change the way they are used to andto take on additional risks that a change may not work well that mightreflect on their own capabilities

There are a number of potential issues and difficulties that you shouldconsider before you commence the Implementation phase they are

There will be a natural reluctance to change so to counter this reluctance youneed to get the service staff involved very early in the discussions about how theimplementation will be planned and executedTo get service staff committed to the planned changes they will need theopportunity to put forward their own views on implementation difficulties and thepossible increase in their work load in the short term involve them in the earlydiscussions and acknowledge their concernsNo change program is implemented smoothly and without problems explain tothe service staff that we will encounter problems and failures but also that wehave the skills and the determination to overcome these short term issues and

we will succeed in improving our serviceImplementing a change program can be complex with many actions takingplace at once and many people involved Some actions may be dependant uponothers and some actions may be critical to the success of the program To keepall of these actions under control and to ensure each person understands theirrole and responsibilities an Implementation plan is essential The plan needs tospell out the tasks required the deliverables or outputs when they need to bedelivered and who is responsible for themImplementing change requires staff to be trained in the new process and to begiven adequate information so that they understand what they need to dodifferently A quick verbal instruction is definitely insufficient and staff should beprovided with written instructions diagrams thorough training a chance topractice their new procedures acknowledgement they are doing the new job wellor constructive criticism delivered in a positive manner Reprimands and opencriticism is definitely to be avoidedCustomers as well as service staff may need to be trained in the way they usethe service issues of paying a fee hygiene completing documentation correctly

and taking on some additional responsibilities may all play a part in the newservice

At the end of the implementation involved staff should be clearly recognized fortheir hard work and dedication to the new service this is their reward and they willbe more satisfied with their careers in your municipalityLastly the media plays a large part in communicating with the customers (thismay assist you in training the customer) and externalizing the benefits of the newservice (this may assist council in their new elections and make the tax payershappy with their financial support for pro-poor services) so it is best to keep themedia updated with your progress and to seek their support by them reporting thepositive improvements you have made in your service delivery

The Implement phase involves the following eight tasks

1 Build the implementation team2 Involve managers and staff 3 Plan the change program4 Document service standards and procedures5 Deploy procedures and train staff 6 Train customers and suppliers7 Recognize and reward success8 Update the media



B u i ld t h e i m p l e m e n t a t i o n t e a m

Purpose

To build an implementation team that has the skills knowledge and capacity to carryout the implementation tasks according to the schedule

W h y b u i l d a n i m p l e m e n t a t i o n t e am

An implementation team will be required

1 Where an improved service covers a large territory or2 there are many tasks to be completed in a short period of time or3 the current CIB Project team does not have the capacity or skills to implement

the new or changed service

Team membership will depend on the implementation tasks and the skillsneeded to carry them out successfully

The team members need to be selected and approved and they needtraining and support to carry out their tasks correctly

With a good Implementation team the new service should be a success

Some Implementation tasks that may run concurrently are

Amendments to computer programsEducating the community on the service changeTraining service delivery staffPrinting service brochures forms documentsInstalling new utilities and services such as power water gas sewageDocumenting new proceduresMaking changes or upgrades to infrastructure such as counters yards depotsbuildings schools gates meters offices reception areas doors etc

In addition to the above list these Implementation tasks may also behappening concurrently in different and disbursed locations

Therefore it is likely that you will need an Implementation team tosupervise and manage all of these tasks


CIB Project team members do this in collaboration with the managers of theprospective Implementation team members

How to P roceed


2 Agree the Implementation strategy3 Select the team members4 Brief the team on the Implementation5 Consider the teamrsquos requests6 Provide team members with individual plans and documents7 Monitor team progress and support the Implementation

I n vo l ve m a n a g e rs a n d s t a f f

I m p l e m e n t gt

Purpose

To raise the awareness and knowledge of all affected managers and staff so they willsupport the Implementation

Why i nv o l v e m anagers and s ta f f

When people understand why a new service is being implemented and howit directly affects them they will be more comfortable with theImplementation process and will not resist the change as much


CIB Project team members will do this task but in collaboration with thesenior managers of the service or section

It is important that the senior management team be seen to support the

changes If the change is significant a senior management meeting chairedby the Mayor or Commissioner may be preferred

How to P roceed

1 Determine the service staff that needs to be briefed on the Implementation2 Prepare the briefing materials3 Organize venues questionnaires input forms presentation materials facilities

and presenters4 Promote the briefing event and issue invitations to staff5 Hold the briefing event and seek staff inputs6 Collate and consider all staff inputs7 Amend the Implementation plan if necessary



Plan the change p rog ram


Purpose

To develop a detailed plan of tasks and their timing so the Implementation isthorough and concludes according to the overall schedule accepted by Council

W h y p l a n t h e c h a n g e p r o g r a m

In some cases the Implementation plan that has been prepared to-datehas been to satisfy the feasibility and affordability question Organizing anImplementation team will also require an Implementation strategy andsome planning information

However these plans may not be in sufficient detail that will provideadequate information to the team members so they can complete the taskand deliver the outputs according to the needs of the new service

Additional information will likely be needed and may include

Defining lower level tasks and specific outputsExample outputsSketches or plans of a changed facilityRough outline of a new form or documentRough flowchart of a new computer programPhotographs of a similar installation orA map showing the boundaries of the project

The level of detail should be equal to the degree of management andmonitoring that is necessary to minimize the risk of a task being faulty orlate and the degree of direction necessary to ensure the task is completedproperly


Where a new service is being implemented concurrently in many areasthe CIB Project team should plan a Change program

Where there is some latitude or decision making at the local level theplanning should be done by the Implementation team at the local level

How to P roceed

1 Determine whether or not a Change program needs to be defined at the locallevel or the central level

2 Assign responsibility to develop the Change program3 Develop the Change programs (detailed implementation plan)4 Verify that all Change programs are consistent with the overall Implementation

plan finish dates estimated resources and costs5 Approve the detailed Change programs6 Encode the Change programs with a Version control and or approval date and

the name of the approver

Document se rv i ce s tandard s andprocedures


Purpose

To document the service standards and operating procedures of the improved serviceso that service staff and customers have a consistent understanding of how the servicewill operate and what performance level is expected

Why doc um ent s er v i c e standards and p r oc edures

The documentation of Service standards will establish a consistentunderstanding between customers and service staff on exactly how theservice will operate and what performance standards are expected

The Service standards should clearly document

A description of the serviceWhere the service is obtained fromWhat time the service is available

How the customer accesses the serviceWhat inputs the customer needs to makePrice of the serviceThe performance of the service

Speed of deliveryQuality of the deliverablesLevel of customer satisfactionLevel of access

What to do in case the service fails or the customer wishes to lodge a complaintConfidentiality of the service informationDependence upon other providers or utilities that Council cannot be heldaccountable for should a disruption occur with their services (electricity watersupply etc)

The service procedure should be in sufficient detail that any Council staff member can deliver the service process by referring to the serviceprocedure The procedure should explain

What the input trigger point is to commence the procedureWhen should the procedure be commencedWhat specific actions are requiredWhat forms or computer programs to useWhat outputs are createdWhat approval levels are requiredWhere the outputs are deliveredWhat to do if an exception occurs andThe overall timing of the individual tasks




For a small change to a process that is consistent across the whole of Council the CIB Project team can complete this task

Where the improved service is large and must be delivered in a consistentmanner across the whole of Council the service specification can bedrafted by the CIB Project team and then it should be approved by theCouncil

Where the new service and procedure is unique to an area then the localImplementation team should document the Service standards andprocedures in collaboration with the local service manager and their staff

How to P roceed

Define the service standards

1 Obtain and review your Councilrsquos standards for documenting Service standardsand operating procedures

2 If the above is not available then define how Service standards are to bedocumented and version controlled in your Council

3 Define the performance standards for the service in respect ofTimeliness

QualityCustomer service and satisfactionAccess

4 Define the other components of the Service standard5 Develop a publication and distribution strategy

Publication format and medium options areService brochureCouncil internet siteCouncil Service directoryService posterSign board etc

Distribution options areAll householdsAll school studentsAll commercial businessesAll customersAll residents

6 Publish and distribute the Service standards in the agreed format

Define the operating procedures

7 Obtain and review your Councilrsquos standards for documenting operatingprocedures

8 If the above is not available then define how procedures are to be documentedand version controlled in your Council

9 Process map the improved service (how it will operate)10 Agree the process map with the service manager11 Develop a publication and distribution strategy

Publication format and medium optionsProcedure manualLoose leaf paper pagesCardsIntranet siteElectronic document on a central server

Distribution options

All managers in the CityAll employees in the CityAll service staff involved in the procedureOn a request basisAnybody using the Intranet or Internet

12 Document the service procedure using the agreed format and medium13 Approve the new procedure and register it in the Procedure index (or version

control)

D e p lo y p ro ce d u re s a n d t r a i n s t a f f


Purpose

To provide information and direction to all service staff so they can deliver the improvedservice according to the improved design and achieve the expected serviceperformance targets

Why dep loy p roc edures and t r a i n s t a f f

Service staff will need very clear direction on what procedure is to befollowed in the delivery of an improved service

Service procedures are often written and forgotten held in a filing cabinetor in some managerrsquos office Very often the operating procedures are out of date not distributed to relevant staff have pages missing are out of dateand are not version controlled

In these circumstances it is little wonder that service staff inherit a processfrom their predecessor invent their own process evolve the process overtime to meet changing needs and eventually have a process that is uniquecomplex and inefficient

Operating procedures need to be

Quickly accessible to all staff delivering the serviceUp-to-date and complete and

Clear and understandable to the service operator

Operating procedures can be distributed to relevant staff using

Paper based manuals with version control and serial number controlIndividual pages that can be inserted into a book or manualIndividual ldquocardsrdquo that can be filed in a ldquocard boxrdquo for quick accessIntranet site using an electronic index or find function to each pageAn electronic ldquomanualrdquo located on a local area network incorporating an electronicindex or find feature (eg MS Word document with a table of contents)

In addition to deploying the operating procedures to all relevant staff it isimportant that staff are trained in the new procedure and have theopportunity to practice the procedure experiment with exception conditionsrole play a difficult customer or transaction and contribute to the furtherrefinement of the procedure



Training on the procedure can be delivered face to face using a videotraining ldquotaperdquo using a workshop with service staff or a formal class roomenvironment

Training can be scheduled

Whenever the process changesOn an regular cyclical basis covering both changes and existing proceduresFor new staff or staff re-assigned to a new position processOn a request basis orIn response to an unsatisfactory result from an internal audit program

At all times staff should feel confident that they are performing their workaccording to the designed process and within their level of authority

Should they feel unsure of any aspect of the process or authority theyshould have access to the operating procedures for personal referenceand to training and support should the procedure prove inadequate


The service manager responsible for the service staff should deploy theoperating procedures and train their staff because it is essential that theservice manager be in control of their service and take ownership of it

If however staff training is a significant step within the Implementationthe service manager should seek assistance from the Councilrsquos internaltraining resource or an external trainer the CIB Project team or theImplementation team whichever is the most appropriate

How to P roceed

1 Nominate the staff that requires training in the new procedure2 Decide who will deliver the training and when3 Decide upon the training medium and approach

Face to face trainingVideo showWorkshopTeachPractice

ExperimentRole playProgressive or all at once

4 Develop the training materialsOperating proceduresCase studiesRole playsPractice transactions etc

5 Publish all the required material for distribution to the staff6 Organize a training venue facilities and computer access if required7 Deliver the training8 Seek staff feed back on operational difficulties or training deficiencies9 Re-dress operational difficulties or breach in the procedure

10 Update staff records to reflect their training and new skills

Tra in cus tom ers and supp l i e rs


Purpose

To raise the understanding of customers and suppliers on how the improved service isto operate and what specific actions are required from them to ensure service

performance can be achieved as specified

Why t r a i n c ustom ers and s upp l i e r s

In all municipal services there are customers service staff and suppliers(both internal and external) and each of these groups of people will have aninfluence on how the service operates

Customers often provide inputs such as information documentsapplications and requests and should the Quality of any of these inputs bepoor then the service will not operate smoothly and performance will suffer

Likewise with suppliers if they supply poor Quality inputs such asconsumables computer services constructions and contracted services then

the service will not operate as planned and again performance will suffer

It is essential therefore that customers service staff and suppliers are ldquotrainedrdquo in how to work the service so that good performance is achieved

We have already addressed service staff training in the previous task sothis task will focus upon customers and suppliers

Often customers are not trained in how to use a service and they obtainthis knowledge through making mistakes and being corrected throughmany visits to achieve what should have been achieved within one visit andthe resubmission of documents to correct earlier mistakes

Initial weaknesses in the knowledge can be overcome in time with serviceexperience but this does not resolve the inefficiencies that are created by

the first time customer or the infrequent customer

You can see how well the airlines train us as customers to ensure we checkinto the airport one hour before departure have our ticket and passport withus and only bring a limited amount of baggage All of this information issent to every passenger no matter how frequently they fly Imagine theairport chaos is passengers arrived late did not have their ticket or passportavailable and brought too much baggage

Similarly with a municipal service customers need to have knowledge of

Where to access a municipal serviceWhat actions the customer needs to take to access the serviceWhat information needs to be suppliedWhat lead time is required to access the service andHow much the service will cost



Much of this information will be contained in the Service charterstandards but often this information is not provided to the customerunless it is requested or after commencement of the service

Customer training is necessary for the customer to make efficient quickand painless access to the service

Customers do not need training in all of the detail of the service but theydo need to be aware of the essential issues or be able to find out about

the essential issues prior to accessing the service for the first time

Training can be delivered through a number of mediums such as

1 Internet access to the municipal web site that provides basic instructions2 Service directory books published and provided to every household3 A public reception counter located in strategic locations where customers often

frequent (eg shopping centers business districts etc)4 A telephone hot line that will provide basic verbal advice5 ldquoAdvertisementsrdquo in news papers and other printed medium6 ldquoAdvertisementsrdquo on television or radio7 A service brochure that can be mailed to the customer upon request or attached

to another document that has some association with the changed service

Medium examples are

1 How to lodge a building application and downloadable application forms allavailable from the City Internet site

2 A service directory setting out the service description contact telephonenumbers and basic instructions on how to access the service

3 A ldquoCity Shoprdquo located inside a shopping mall that looks like a retail shop andprovides basic information about Council services

4 A telephone hot line number such as 7777777 that connects the customer tothe Seven Seas Municipal Council Help desk

5 One page advertisements that illustrate the new one-way street map to assistdrives to navigate around the city on the new one-way street design

6 One minute advertisement on television that illustrates how a responsible drivershould obey parking limitations in the City business district and what fines willbe incurred should they over stay the time limit and

7 A service flyer brochure that explains how to use a ldquoLoading zonerdquo in the centralbusiness district that is mailed to the vehicle owner with the vehicle registrationrenewal advice

W h o

The Service manager in collaboration with the Municipal Public InformationOfficer should complete this task

This task may also be assigned to an external professional advertisingagency that has dealt with publicity for other government services

How

1 Define the customer and supplier categories that require training2 Define the training needs or the change in customer supplier behavior that is

required3 Determine the best training medium to be used to reach these customers and to

achieve knowledge retention

4 Negotiate with participating parties such as TV stations other agencies for theirsupport

5 Agree upon a training schedule6 Develop the training materials that meet the needs and fit with the chosen medium

and participating agencies7 Deliver the training as scheduled8 Measure the learning and behavior change9 Assess the learning and behavior change and schedule further training as required

Recogn ize and rew ard success


Purpose

To Recognize and reward service staff the Implementation team customers andsuppliers for their contribution to the successful implementation of the improvedservice

Why rec ogn i z e and r ew ard s uc c es s

Everyone enjoys and appreciates recognition and reward for theircontribution to a successful project or improved service

By recognizing peoplersquos contribution they will be more satisfied with theirinvolvement and will support your municipality in the future with furtherservice improvements

Recognition is not costly and can take many forms such as

Letter of thanks addressed to the individual and signed by a senior officer (egMayor or Commissioner)Public ceremony where individuals are presented and issued a certificate of appreciation (special event or at the Council meeting)Newspaper advertisement or public posters naming individuals or groups (includingthe customers and suppliers) that have contributed to the project and thankingthem for their contributionsTV broadcast of a site visit by the Mayor where the Mayor publicly describes theimproved service and names the groups of staff that have contributedPoster showing team members displayed in the municipal reception hall andMeet with the Mayor Councilors or Commissioner and describe the team membersrsquo experiences and achievements with the project

Rewards in the form of bene f i t s may be also considered but in manycultures this is not used The benefits may include

Once off financial bonusAdditional holiday entitlementsAdditional education days andor cost subsidy entitlementsBenchmarking visit to a neighboring city or countryElevation in rank or status with a commensurate salary increaseIssue a gift certificate that offers admittance to a relevant event or purchasingpower at a retailer of related equipment or consumablesIssue a physical gift such as a pen office equipment office computer referencebook or relevant equipmentRenewal of an office vehicle or upgrading of an office vehicle andExtended usage of an office vehicle




The CIB Steering Committee should decide upon the reward andrecognition events and benefits

The CIB Project leader may be asked for their input

This may also need to be done in collaboration with the Human ResourceDepartment within the municipality and or the senior politicians such as

the Mayor

How to P roceed

1 Decide upon the event or results that define the end of the Implementation2 Measure the degree of success the Implementation has achieved3 Define the people or groups that should be recognized for their contributions4 Decide upon specific individuals or staff groups that should be offered benefits5 Decide upon the method and timing of the recognition6 Decide upon the timing form and value of the benefits7 Conduct the recognition events8 Issue the benefits to individuals9 Seek independent views on the degree of satisfaction with the celebration events

and reward benefits and note any dissatisfaction for future reference

U p d at e t h e m e d i a


Purpose

To provide information and evidence to the media with the expectation the media willpositively report upon the achievements of the municipality in itrsquos serviceimprovements

W h y u p d a t e t h e m e d i a

Service improvements need political support to initiate them and approvetheir funding

That support will come from elected politicians that have a strong mandateto improve municipal services

That mandate will come from the electorate by them electing politiciansbased upon their performance That performance can only be known frompersonal experience and constructive reporting in the media

Therefore to sustain a continuous improvement process and develop thisinto a culture of the municipality the media must positively report all of the improvement achievements made by the city and give credit to thepoliticians staff and suppliers that have contributed to that improvement

With this reporting the electorate will develop confidence in their currentcouncilors and re-elect them based upon their positive performance Thecouncilors in turn will likely support on-going service improvements andpromote the CIB process amongst their peers

Reporting CIB achievements to the media is critical to the development asustainable CIB culture in your municipality

W h o

The Public Information Officer (or similar) will complete this task

It is likely that your senior managers or your Mayor will be interviewed andquoted in the media on specific improvement projects

The progressive collection of evidential material may be delegated to one of the Implementation team members as a specific task

How to P roceed

1 Maintain a record of all current and completed CIB projects2 For each CIB Implementation progressively build up evidential material on the

success and outcomes of CIB projects as they progress with their implementation

Customer interviews (Video and recorded)Supplier interviewsService staff interviewsPhotographs of changes (Video and still)Key Performance Measure trends (use independent data collection)Progress reports to the Steering Committee

3 Decide upon a media release strategy when how and who to4 Develop media release documents consistent with the media strategy5 Include customer interviews6 Include photographs Include KPI trend data7 Release the above information to the media8 Coordinate media interviews with senior managers and the Mayor or councilors as

requested9 Monitor media reports and validate their accuracy

10 Correct any inaccurate or misleading media reports11 Report to the Steering Committee (or Council) on the extent of media coverage in

respect of your CIB projects



Susta in

The Sustain phase of a CI project is where all of the changes that havebeen successfully implemented during the Implementation phase are nowput firmly in place and the new service delivery becomes the normal way

I ssues conce rn ing sus ta in ing the changed

process

There are a number of issues to be considered

The original recommendations and the changes that were implemented may notin fact be ideal and through the imperfect design and decision process you mayhave made some assumptions about the service or the way in which thecustomer users the service that have now proved to be untrueIt is important therefore that you seek the opinions of your customers and staff on how they see the new service operating and whether or not there are anyflaws in the service or if with a small amount of additional effort the servicecould be improved yet furtherOften the management team and service staff will assume that with the deliveryof a ldquogoodrdquo service then the service objectives will be achieved for example if we deliver excellent education so that children and young adults will achieveemployment the assumption is therefore that with a good education you will geta job we will never know this unless we measure whether or not school leaversactually are employedWhen an imperfect service results and you can see weaknesses in the outputs of the outcome is not being achieved then this is the time to make the minorcorrections to make the service better as was your objective in the first placeOften the CI project team and the Implementation team will simply accept theminor failings of the changes and are reluctant to make that extra bit of effortto achieve the original goals ndash maybe they are tired and exhausted from all of the previous effort ndash donrsquot give up make those final adjustments and you will

end up with the results you long forAs the new service is delivered it is important that it receives appropriatefunding in the future so that the service standard does not deteriorate To dothis the budget assumptions regarding output costs volume of outputs deliveredforecast demand levels and demand dampening strategies all need to be inputto the budget considerationsYou owe it to the customer a clear indication of the service standards you arepromising to deliver including response times Quality customer satisfactionfee levels and access This promise can be expressed in a ldquoService charterrdquo or ldquoService descriptionrdquo and once issued you will be under an obligation to fulfillyour promiseTo ensure that the new service and its service processes are delivered into thefuture you should be monitoring the key performance indicators for this serviceto ensure that the standards are achieved but also you should look at theprocesses to ensure they are being complied with Most municipalities use anInternal Audit resource to verify these items and the Auditor reports to thecouncil with their findings and

Finally once you are happy that the service is normalized and is operating in asustainable manner it is time to celebrate your success

The sustain phase of a CI project involves the following six tasks

1 Accept feed back on new procedures2 Measure on going performance3 Adjust to counter poor performance4 Update budget assumptions5 Update the service standards6 Audit compliance

Gather feed back

Susta ingt

Purpose

To receive constructive feedback on the improved service or changed process fromcustomers suppliers and service staff so that any initial problems are resolved andexpected improvements are fully realized

W h y g a t h e r f e ed b a c k

A new process or service will have been developed based upon what webelieve is correct at the time of its design and development

This will include how we believe the customer will react to the new servicehow the suppliers will provide their inputs to the new service and how ourstaff will deliver the new service Our most important belief is that theimproved service will deliver the benefits that we expect

Many of these beliefs will eventuate and a better service will result howeversome of our beliefs and assumptions may not eventuate and we may needto correct the new service to fully realize its potential

It is important therefore that we seek feedback on the improved servicefrom our customers suppliers and service staff so we can be sure theimproved service is operating as planned and the benefits are being realized

W h o

The CIB Project team does this task

Conducting a customer or supplier survey and collecting the survey resultsmay be delegated to the Implementation team or to an external surveyprovider




1 Decide what feedback should be collected and whenService difficultiesCustomer satisfactionSupplier satisfactionHazards or risksAccessResponsiveness

2 Decide upon the customer supplier staff groups to participate

3 Plan the feedback approachSurveyWorkshopFocus groupInterviewOpinion box

4 Prepare the survey instrument5 Test the questionnaire6 Conduct the surveys focus groups or workshops7 Collate and analyze the results8 Determine the changes necessary to further improve the new service

M e asu re o n -g o i n g p e r f o rm a n ce

Susta ingt

Purpose

To measure the ongoing performance of the improved service to ensure the inputsare being correctly supplied the outputs are being delivered as planned and thebenefits from the service are being realized as expected

W h y m e a su r e o n - g o i n g p e r f o r m a n ce

As part of the service improvement process your team will haveaddressed changes to inputs the service process itself and will have setstandards of performance for the outputs Hopefully the service outcomewill be improving as a result

Where critical inputs have been improved in respect of their timelinessquality cost or our satisfaction level it may be necessary to measurethese inputs to ensure they are received in an improved form accordingto the new service design

To manage the improved service inputs and ensure they are supplied tothe service according to our design the improved or critical inputs shouldbe measured in respect of the aspect that is expected to improve

This may be the inputsrsquo

QualityTimelinessCost orOur service staffsrsquo general satisfaction

Where the service process has been changed or extended this should resultin a change in output performance as well as (in the longer term) a changein service outcome

In many cases service output standards will have been set and it will beincumbent upon the service staff to achieve these service standards

Outputs should be measured in respect of the aspect that is expected toimprove This may include

QualityTimelinessCostCustomer satisfactionAccess andAffordability

Finally it will always be the case that as a result of any improvement theservice outcome should improve This is the final measure that should betracked


The measure definitions should be defined by the CIB Project team

The data collection and reporting should be an ongoing responsibility of theservice staff

The monitoring should be undertaken by both the service manager and theCIB Project team

How to P roceed

1 Decide upon which inputs outputs and outcomes are to be measured2 Decide upon which aspect of these should be measured3 Define the performance measure4 Collect the performance data

gt5 Process the data and produce the performance reports6 Monitor the results and identify any failings in expected performance



A d j u s t t o co u n t e r p o o r p e r f o rm a n ce

Susta ingt

Purpose

To analyze the results from the customersupplier and service staff feedback and the

performance results and take correctiveaction to ensure the improved servicereaches its expected performance

W h y a d j u s t t o c o u n t e r p o o rper f o rmanc e

By taking the results from the customer supplier and service staff feedback and the performance measure results you may find that thechanged service is still not performing the way you expected In this casecorrective action will be required to reach the expected performance level

The likely issues that will result will vary according to your service and theimprovements implemented but some issues may include

Customers are still confused about the new service and are still unsure of theirrole and responsibilities in service access and useSuppliers cannot meet the higher standards of performance for the inputsService staff are still unsure of the exact process and request further assistanceMistakes are still happening and the Quality of the service output is still poorThe outputs are still delivered late and do not reach the timeliness standardsThe output unit cost of the service is still too high and the fall in unit cost hasnot resulted andThere has been no change in the service outcome even though the outputperformance has improved


The CIB Project team completes this task

Some collaboration will be necessary with the service staff and theImplementation team to conduct the root cause analysis

How to P roceed

1 Identify implementation problems that need corrective action2 Complete a root cause analysis of each issue3 Select a preferred solution for each root cause4 Develop an Implementation plan for the preferred solutions5 Cost the additional corrective actions6 Present the Implementation plan and its costs to the Steering Committee7 Adjust the overall Implementation budget with the above approval8 Implement the actions according to the Implementation plan

U p d at e b u d g e t a ssu m p t i o n s

Susta ingt

Purpose

To update the budget assumptions in relation to service access service standardsoutput unit costs and demand management strategies so that future budget allocations

will provide sufficient funds to sustain the improved service

W h y u p d a t e b u d g e t a s s u m p t i o n s

When a service is improved and particularly if the service has beenextended to reach more customers it is important that the basis of budgeting (budget assumptions) takes to account the changedcharacteristics of the new service so that adequate funds are provided inthe following years to sustain the new service

In particular if any of the following aspects have changed then the budgetwill definitely need revising

Additional customers have been added to the service eg wider access to waste

collection more houses connected to the water supply additional medical clinicsestablished additional public toilets built service has been promoted and demandhas risenService staff have been increased to provide a better serviceService standards have changed and there is wider scope in the service definitionEfficiencies have been obtained by improving the service process or by introducingcomputer technology and the output unit costs are lessCurrent customers are provided with greater access to the service by extendingoperating hours or extending the number of access points


The service manager normally completes this task with support from the Financesection within the municipality

How to P roceed

1 Define the service scope ndash what the service is how it operates any changes to theservice over the last year and what is actually delivered

2 Calculate the last yearrsquos average output unit net cost3 Forecast the new yearrsquos output unit quantity 4 Adjust the output unit price (fee) based upon Council policy and inflation5 Multiply the new unit fee with the new forecast volumes6 Adjust the old average output unit cost for inflation and additional scope7 Multiply the new output unit cost with the new output unit volumes8 Calculate the net cost based upon output units9 Prepare a line item budget for the new year

10 Reconcile the two budgets at the net cost level to ensure resources are available tomeet the new demand

11 Adjust the service scope (standards) or output volume to achieve reconciliationbetween the output based budget and the line item budget

12 If the output volumes are reduced (compared to the forecast) a demandmanagement strategy needs to be specified and included in the adjusted servicescope or standards



Update se rv i ce stand ards

Susta ingt

Purpose

To update the Service standards (or the Customer charter) to reflect the service as i twill be provided in the New Year in respect of its description access feestimeliness quality process and grievance redress

Why upd ate s er v i c e s tandards

As the Continuous improvement program reaches its conclusion and theNew Yearrsquos budget is formulated for the improved service you will becommitting to provide the new service to a level or standard that will bedifferent to what was delivered in the past

Customers staff and suppliers should all have a clear understanding of thenew service standard so they do not have unreal expectations and theywork to meet the standard

Following the approval of the New Years budget or the normalization of the improved service the service standard should be updated andpublished for the community

The service standard document should include

1 A description setting out what the service is and its purpose2 The level of access who in the community can access this service where do

they access and when3 The price or fee to pay for the service (if applicable)4 The responsibility of the customer at the time of accessing the service ie what

does the customer need to do5 The responsibility of the service staff ie what do they do to meet the needs of

the customer6 How quickly the service is provided ie what the response time is7 How accurate the service will be ie whether or not any faults are likely or

imperfections are tolerated

8 The level of customer satisfaction that is expected9 Exceptions that may inhibit service delivery ie any items that the municipality

is dependent upon that are outside the control of the municipality and shouldthese events happen the service may be affected

10 Confidentiality of any customer information or data held by the municipality11 Grievance redress process ie should the customer be unhappy with the

service how they can lodge a complaint or request the problem be resolved and12 The outcome from this service ie why is the service offered to the community

in the first place

The definition of key performance measures will be consistent with thestatement of service level set out in the Service standard however targetvalues will not be within the Service standard but documented in theannual Budget and periodical management reporting

For example

I n the Serv ice standard we may say that ourStandard is that alltelephone enquiries will be answered with 30 seconds of the call beingmade

I n the Budge t ( o r Serv ice p lan ) we may say that ourTarget is 90 of all telephone enquiries will be answered within 30 seconds of the call beingmade

The Standard is t he idea l to a im f o r

The per fo rmance ta rge t i s the degree to wh ich tha t idea l shou ld bea t ta ined


The Service manager develops the Service standard (or Service charter)

The Public information officer should provide the ldquoCorporate standardrdquo including logos format medium etc to be applied to the final publicdocument

How to P roceed

1 Understand your councilrsquos standards for documenting Service standards2 Obtain the previous Service standard and review its contents3 Review the recent changes to the service4 Define the new Service standard

5 Develop a publication and distribution strategyPub l i ca t i on format and mediumService brochureCouncil internet siteCouncil Service directoryService postersign board etc

D is t r i bu te toAll householdsAll school studentsAll commercial businessesAll customersAll residents

6 Document the Service standards in the publication format7 Distribute the Service standard document



Aud i t comp l i ance

Susta ingt

Purpose

To identify any processes that have become non-compliant with the standingprocedures and may result in inefficiencies unacceptable risks or lead to poor

performance

W h y a u d i t c o m p l i an c e

To sustain the improved process the manager will be collectingperformance data and monitoring the actual performance level

In addition to this it is normal practice to Audit the improved process toensure the service staff are still conducting the service according to thedocumented procedures

The reason for this is that some non-compliant processes will inevitablycreep in and may take some time to show up in the performance measureor may not be significant enough to have an impact upon performance

Other non-compliant processes may have been implemented in good faithand in fact do have a positive impact on performance and these shouldbe considered for adoption into the procedures

Just because a changed process step is non-compliant this does notnecessarily mean it should be abolished it may be good to keep andstandardize it

Your Internal Audit program may look over all processes over a period of time but when a process has been significantly changed as in a CIBProject it should be audited around one year from the Implementationperiod

You have a number of options to conduct the audit they are

Conduct your own audit program for the serviceSeek to have the service included in the Internal audit programSeek to have the service included in the External audit programHold a staff workshop and have the staff review the standing procedures andopenly discuss actual non-compliance processes andHave some independent person role-play the customer document the actualprocedure followed as seen by the customer then reconcile this with thestanding procedure


The service manager should request to have their service audited forcompliance

Assistance may be called upon from the Internal audit function or from theexternal auditor to physically undertake the audit

How to P roceed

1 Decide upon who will conduct the audit and approximately when2 The auditor plans the audit program in respect of

What service processes will be auditedTiming of the auditStaff notification methodStaff who will participateStanding procedures that will be the reference pointMethod of reviewing the current processMethod of documenting non-compliance andHow the results will be reported and discussed

3 3 Notify staff of the internal audit schedule4 Obtain the current standing procedures5 Review current processes and reconcile with the procedures6 Document non-compliant processes7 Prepare the Audit report8 Discuss the Audit results with management and staff9 Agree on a course of action to correct non-compliant processes

10 Agree on a schedule to follow up the planned corrective actions11 Review the actual corrective actions and confirm back to management these are

complete and effective



Ins t i tu t iona l i ze

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

If the decision is ldquoyesrdquo then the organization needs to establish the structure theinformation and the policy to make this happen

To ldquoInstitutionalizerdquo Continuous Improvement there are eleven tasks to complete

1 Plan for a full CI implementation2 Name the CI initiative

3 Link CI to rewards and recognition

4 Establish a CI BM library resource

5 Develop a service listing6 Identify pro-poor services as priorities7 Nominate CIB project8 Monitor CI project progress9 Overcome barriers

10 Create flexible decision making11 Build up internal CI capacity

If you are unfamiliar with the term ldquoInstitutional capacityrdquo or would like to understandmore about this subject go to An overview of what institutional capacity means

Pl a n f o r a f u l l CI B i m p l e m e n t a t i o n

I ns t i t u t iona l i zegt

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

W h y p l a n f o r a f u l l CI B i m p l e m e n t a t i o n

To institutionalize CIB in a sustainable manner a number of facilities anditems need to be in place

These range from human capacity to systems facilities and require veryspecific implementation tasks to ensure their completeness andeffectiveness

Establishing a formal CIB implementation plan for the institutionalization of CIB will go a long way to making this happen and within a time frame thatis acceptable to your Council

There are seventeen tasks in this Phase some can be implementedconcurrently to shorten the implementation period


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


1 Seek a formal resolution from your Council that your municipality will adopt CIB2 Advise all managers and staff that CIB is now a Council policy and all staff shall

comply with this policy3 Review all of the tasks within the Institutionalize phase as set out in this Toolkit

4 Develop a CIB Implementation plan5 Seek Council approval of the CIB Implementation plan6 Issue the CIB Implementation plan



N a m e t h e CI B i n i t i at i ve


Purpose

To decide upon a unique name for the CIBinitiative so the initiative is easilyrecognizable and memorable and clearlycoveys the objective of council which is to

continuously improve its services to itscommunity and particularly the poor

W h y n a m e t h e C I B i n i t i a t i v e

For the CIB full implementation to succeed it needs to be elevated inimportance be recognizable and memorable with all service staff and beclearly supported by council the mayor and the senior management team

Choosing and promoting a unique program name should achieve the ldquorecognizable and memorablerdquo objectives The more unique and strikingthe choice the more memorable the program should be

The name needs to also convey the objectives of council being the

continuous improvement of municipal services

Examples from other cities include

PR ID E - an acronym used in Australia by one city meaning Promoting andRecognizing Individuals when Delivering ExcellenceSPRING - an acronym used in the Philippines meaning Simplifying PRocesses INGovernmentNI RANTARA - a name used in Bangalore India that means to continuouslyimproveSI P an acronym used in Papua New Guinea that means Service ImprovementProgramDO BETTER a name used in Australia to reflect the intentions of a business tocontinuously improve its performance


The CIB Steering committee should develop a choice of names but it islikely yoursquore council will approve the preferred name logo and theirapplication

How to P roceed

1 Agree a method to generate ideas for name choices logo colors and applicationCompetitionWorkshopBrainstormResearch

2 Conduct the agreed method and generate a list of names logos colors etc3 Critique the suggested names and vote on a preferred name4 Submit a preferred name and some alternatives to council for their approval

5 Seek councilrsquos formal endorsement for their choice of name6 Advise senior managers and staff of the name choice7 Have the Public information officer issue a press release that explains councilrsquos

policy on CIB and use of the chosen name

L in k CI B t o r e w a rd s a n d re co g n it i o n


Purpose

To develop and implement a reward and recognition system that will motivate servicemanagers and staff to seriously pursue Continuous Improvement (ldquoCIrdquo) in their service

W h y l i n k C I B t o r e w a r d s a n d r e c o g n it i o n

Continuous improvement may not be sustainable unless service staff ismotivated to pursue service efficiency and excellence Continuousimprovement programs require extra attention and effort and any changeprocess has risks of failure

There will be a natural reluctance to volunteer extra effort or to acceptadditional risks unless there are rewards and recognition to make thisworthwhile

There needs to be a policy and processes that reward managers and staff for their extra efforts and extra risk taking and their achievements inimproving their services

Recognition and reward options that may be considered include

Additional annual leave daysAdvancement promotionPublic recognitionFinancial bonusPaid educationPaid study leaveAdditional facilities or entitlements

Any reward and recognition process should be an integral part of thePersonal Performance Appraisal system


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

In some municipalities employee unions may need to be consulted and localawards or employee ldquocontractsrdquo may need to be modified to incorporate thispolicy

How to P roceed

1 Seek councilrsquos authorization to develop a proposal for an effective reward andrecognition policy and process

2 Develop the draft policy and a process concept for submission to council3 Seek union and staff representative bodies endorsement of the proposed policy

and process concepts4 Seek council endorsement of the proposed policy and process concept5 Advise all affected staff of the new policy and the process concepts6 Implement the new policy and develop the new processes7 Request Internal External Audit to report upon the correct use of the reward and

recognition policy and process and its effectiveness



Estab l i sh a CI B l i b ra ry r esource


Purpose

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

Why es tab l i s h a C IB l i b ra r y r es ourc e

CIB project teams require support and facilities in the form of

Space to display the current status of all active CIB projectswith their planned and current status

Space to display CIB team members contact details andmethods of consulting with them on any CIB project relatedmatter

Space for the entire team to meet and discuss issues in theirproject

Space to display service flowcharts examples pictures andother materials generated from their project

Telephone and a private area from which they can telephonecustomers suppliers and staff to interview them on the projectservice

Computer equipment and access to the internet so they canresearch potential Benchmarking partners accessBenchmarking information prepare questionnaires processperformance information and prepare reports

Space to hold and display example information such asmunicipal plans and annual reports service charters service

offerings promotion material training materials CIBrecommendations CIB performance measures and best practiceperformance customer and supplier surveys and

Space and facilities to train CIB team members that have nothad the experience of participating in a CIB project

An example is the Cebu SPRING Room


The CIB Steering committee should authorize the establishment of the CIBLibrary resource center and the CIB Working group should carry out thenecessary tasks

The Facilitator will be able to provide expert assistance in respect of theCIB Library inventory and any IT equipment that is required

How to P roceed

1 Determine the needs of future CIB project teams2 Develop a concept plan for the CIB library resource3 Cost the CIB library concept plan4 Approve the concept plan and cost budget5 Implement the plan6 Promote the use of the CIB library to all CIB teams7 Monitor the CIB library utilization and the teamsrsquo satisfaction with the facility

Deve lop a se rv i ce l i s t i ng


Purpose

To prepare a listing of all municipal services and their current performance status sothat poor performing services can be identified prioritized and nominated for a CIBproject Generally a local government will deliver around 100 services and this numbershould provide adequate detail and focus for you to prioritize services for improvementAn example listing of services is provided

Why dev e lop a s er v i c e l is t i ng

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 thattogether satisfy a specific need of the community A service can be brokendown into sub-services so the CIB process can deal with specific issues andparts of the bigger service can be identified as priorities for improvement

For example ldquoWaterrdquo may be defined as a service but this can be brokendown into sub services such as

1 Water catchment2 Water storage3 Water treatment4 Water connection5 Water reticulation supply6 Water metering and billing7 Sewage billing8 Sewage collection9 Sewage treatment

10 Sewage disposal

Taking the above list of sub-services it may be the case in your citythat Water connect ion is not accessible to some parts of the communityand it may be this sub-service that needs to be improved In other citiesWater metering and billing may be a problem and in other cities Watercatchment may be an issue

It is best to collect service information at the top service level first then at

a later time collect information at the sub-service level



Generally a local government will deliver around 100 services and thisnumber should provide adequate detail and focus for you to prioritizeservices for improvement

Information relating to a service that can be collected may include

1 Service name2 Description3 Sub-service break down4 Number of current customers or volume of output5 The number of potential customers currently denied access to the service6 The severity and frequency of incidents of poor quality of the service or

incidents of customers with related sickness or health problems7 The severity and frequency of incidents of poor timeliness of delivering the

outputs and in particular when the timeliness is so sever it equates to denial of service access

8 The number of potential customers denied access to the service because it isunaffordable for them and

9 The frequency and severity of customer complaints about the service

When you decide upon what information is to be collected please considerthe basis on which you will prioritize the services for improvement (seeIdentify pro-poor services as priorities) because the basis will requireinformation that is being collected at this point


The CIB Working group should undertake this task but it will requireparticipation and cooperation from all service managers

The service listing can also be developed by

The service managers independentlyA specific project team set up to do this taskThe facilitator orA consultant hired to do this task

How to P roceed

1 Agree on what defines a ldquoservicerdquo2 Agree upon the information that is to be recorded for each service and or sub-

service

3 Develop the data collection method and resourcesQuestionnaire to each Director managerStaff interviewManager workshopUse financial budget costs center as a base

4 Collect the service data5 Process the data into a spreadsheet or computer file6 Return the service listing to the responsible managers for validation7 Correct the service listing8 Implement a procedure to keep the service listing updated

I d e n t i f y p ro - p o o r se rv i ce s as p r i o r i t i e s


Purpose

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

Why i den t i f y p ro -p oor s er v i c es as p r i o r i t i es

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

1 Water2 Waste collection3 Sewage and sanitation4 Electricity energy5 Education6 Medical and hospital7 Housing8 Communications9 Employment or sustenance

The m in imum bas ic ser v ice leve l p rov ides

1 Access by all members of the community that need it2 A Qua l i t y output (ie fault free) that is safe hygienic and does not risk the health

of the service user3 A Time ly output that does not inhibit service access4 Pricing that is a f fo rdab le and does not inhibit service access and5 Adequate customer sa t i s fac t i on

Should any of the above services have

1 Sections of the community denied access to the service2 Outputs that in some way may risk the health or well being of the customer3 Outputs that are not delivered in a timely manner and ultimately restrict access to

the service4 Prices that are unaffordable for some in the community and ultimately restricts

their access or5 Customers that are generally dissatisfied with the service

then that service should be identified as a priority for improvement

The grading of the service seriousness should be based upon

The number of potential customers currently denied access to the serviceThe severity and frequency of incidents of poor quality of the service or incidentsof customers with related sickness or health problemsThe severity and frequency of incidents of poor timeliness of delivering theoutputs and in particular when the timeliness is so sever it equates to denial of service accessThe number of potential customers denied access to the service because it isunaffordable for them andThe frequency and severity of customer complaints about the service

The grading should be evidenced by data that has been collected for eachservice (refer earlier task ldquoDevelop a service listingrdquo)




The CIB Working group should complete this task however the finaldecision on whether or not a specific service should be improved using theCIB toolkit will remain with the CIB Steering committee (see Approve thisCIB project within the Organize phase)

How to P roceed

1 Obtain the Service listing prepared in the preceding task2 Agree upon the definition of a ldquopro-poor servicerdquo3 Identify pro-poor services that currently have inadequate performance4 Grade these services according to their seriousness

N o m i n a t e CI B p ro j e c t s


Purpose

To decide which service or components will be the subject of a CIB project and tostate the expectations for improvement from the project

W h y n o m i n a t e CI B p r o j e c t s

The CIB Service nomination is a formal process to clearly set out theexpectations of the Steering committee in respect of improvementsrequired for a particular service

The nomination information has four important elements

1 The service or service components that is to be improved2 The expectation for improvement or the objective3 The start and end dates and4 The CIB Project leader

The nominated service needs to be very specific Nominating the service

as ldquoPublic healthrdquo or ldquoEducationrdquo will not provide adequate informationwith which the project team can focus its attention A better specificationwill be ldquoEducating the community on public health issuesrdquo or ldquoFood vendorlicensingrdquo

The expectation for improvement should be specified in quantifiable termsif possible An example may be ldquoDecrease the number of reportable foodpoisoning incidents from food vendors by 20rdquo In this way we canobjectively measure the success or otherwise of the CIB project

The start and end dates for the project need to be set relative to thecapacity of the likely team members to commence and conclude theproject Seasonal demand other projects normal work capacity and publicholidays need to be considered

The project team leader should be nominated at this time because thereneeds to be one person that holds the accountability for progressing theproject The team leader has the responsibility for marshalling the team andcommencing the CIB project with the Organise phase


The CIB Steering committee should complete this task but much of thework may be delegated to the CIB Working group

How to P roceed

1 Obtain the listing of pro-poor services identified as priorities for improvement2 Decide the objectives or the expectation for improvement3 Decide the approximate start and end date4 Decide the CIB Project team leader

5 Complete the CIB Service nomination form

M o n i t o r CI B p ro j e c t p ro g re ss


Purpose

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

W h y m o n i t o r CI B p r o j e c t p r o g r e ss

As each CIB project advances it is likely that some difficulties and delays willarise Many of these will be capably dealt with by the team leader butothers may need the support of the Steering committee

We refer to the most likely problems and issues as ldquoBarriersrdquo and these aredealt with in a separate page ldquoBarriers and how to overcome themrdquo

In the early years of a CIB pilot implementation there may only be ahandful of active projects at one time but as the initiative gathersmomentum and more projects are commenced it is conceivable that manyprojects will be active at once

In the Philippines a large regional city had approximately twenty CIBprojects running concurrently

When the number of active projects exceeds ten it is time to considerreviewing their status by exception



Exception means that where a project is running according to its originalplan and the team leader has no issues or concerns then the SteeringCommittee does not look at that project in detail

On the other hand where a project is seriously late or has some issues ordifficulties that cannot be easily resolved or it seems the projectobjectives may not be achieved or the team leader is seeking assistancethen the Steering Committee should carefully review this project andprovide the necessary assistance

The approach should be that all projects team leaders provide a monthlystatus report these reports are summarized onto a summary list oneperson reviews this list and identifies those projects that requireCommittee review A set of ldquotraffic lightsrdquo is one method of flagging therequirement for review


The CIB Steering committee completes the monitoring using updatedproject status reports provided by each CIB project team leader

Each CIB project leader should provide a Project status report on amonthly basis (or more regularly if required)

Where the Steering committee monitors only the summary report byexception the facilitator or a member of the Working group will need tosummarize all of the projects and ldquoflagrdquo those requiring Steeringcommittee review

How to P roceed

1 Have ldquoReview project progressrdquo as a standing agenda item at the regular CIBSteering Committee meetings

2 Brief each CIB project manager on the requirement to provide a monthly projectprogress report

3 Receive and collate monthly CIB project progress reports

4 Summarize the projectsrsquo status on a Summary report

5 Review each project and flag those requiring SC attention

6 Review CIB projects by exception

7 Agree on the root cause of any project problems8 Decide upon a course of action9 Write up the minutes of the meeting and issue them to all members

10 Advise the CIB project leader of the required action

B ar r i e r s an d h o w t o o ve rco m e t h e m


Purpose

To identify Barriers to the successful implementation of your CIB initiative andimplement strategies to minimize them

W h y i d e n t if y B a r r i e r s a n d o v e r c om e t h e m

Based upon a survey held at a regional conference on improving municipalservices a work session discussed Barriers and how they may be overcome

The results of the work session showed the following Barriers to be the mostcommon and these would inhibit the implementation of improvements

Individual staff performance is not measuredStaff do not have a personal training program

Managers and staff are not remunerated according to their performanceBudget allocation and justification method is weakProvincial or Central Government hold the power of decision makingManagers are not rewarded or recognized for improving performancePeers do not adequately support managers when change programs falter

These are ldquofundamental barriersrdquo to change and need to be dealt with at thewhole of municipal organization level It is not effective to deal with theseat a service level or department level because this would raise inequalitybetween those staff involved and those not

The CIB toolkit can be applied to address your priority Barriers Theapproach should be to

1 Organ ize a team to look at the Barrier(s)2 Ana lyze the Barriers particularly in completing a staff (customer) survey

3 Benchmark how other municipalities have dealt with the same issue4 I n n o v a t e complete a root cause analysis and identify your preferred solutions

and5 I m p l e m e n t changes over time recognizing the capacity of staff and managers to

adapt


The CIB Steering committee should complete this task but in collaborationwith internal departments responsible for Human resource managementStaff training Finance and the Council secretariat

How to P roceed

1 Identify local Barriers that will definitely inhibit the successful implementation of your CIB initiative (use the Assessment of Barriers to change tool )

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 collectively or

individually

4 Complete a CIB Project nomination(s) to deal with individual or collective priority

Barriers



Flex ib i l i t y i n dec i s i on m ak ing


Purpose

To delegate responsibility and accountability to managers and staff so themunicipality can operate in a flexible and responsive manner to meet the needs of its

community

W h y p u r s u e f l e x i b il i t y i n d e ci s io n m a k i n g

During the course of assisting many local governments with ContinuousImprovement and Benchmarking it has become evident that manygovernments are constrained by the lack of documented policy andprocedures poor staff training and limited delegation of authority andaccountability

In many cases simple decisions are not taken by the staff officer dealingwith the issue because they are either unsure of the correct decision tomake or do not have 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 andinevitably ends up with the most senior manager who is overwhelmed bythe numerous requests being made

Decision making then stalls and the customer becomes dissatisfied

A better model for fast and flexible decision making is

Have the policies of the government clearly documented so allmanagers and staff know the major business rules of theirservice (these may be documented as service specificationsservice charters or government by-laws)

Have all business processes clearly documented so that all staff

know exactly how to deliver a service and in particular whatdecisions they must make in respect of exceptional events orcircumstances

Train all staff in the processes they personally deliver orconduct ensure they know exactly how the process shouldoperate and the manner or method of their decision making toaddress exceptional conditions

Delegate decision making to do so to the lowest level in theorganizational structure that is commensurate with good riskmanagement knowledge skills age intellectual capacity andmaturity

Provide authority to the staff to make their decisions based uponthe level of delegation determined above

Encourage staff to make decisions on their own without referralto their superior but assist them to do so during their earlyexperience and

Monitor staff decision making using performance metrics orinternal audit programs to ensure decisions are made within thepowers of delegation and decisions are made correctly

The objectives of this model are

Customer requests are dealt with in the minimum amount of time

Decisions are made by the staff member closest to the actual request ortransaction and who is most knowledgeable about the detail of thetransaction

Decisions are made correctly and

The municipality is not put at risk in respect of

FraudCorruptionLitigationFinancial loss orEmployee or customer accidents or injury


The Mayor Chief Commissioner or Chief Executive should undertake thistask

They may seek assistance from the CIB Working group or the HumanResources Branch of the organization

How to P roceed

1 Develop a model for flexible decision making2 Undertake an audit to determine the municipalityrsquos level of flexibilityresponsiveness delegation and accountability

3 Review the current legislation governing decision making powers and the degree 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 policy6 Implement the plan7 Repeat the audit to determine the improvement in the municipalityrsquos capacity for

flexibility and decision making



Bu i l d up i n t e rna l CI B capac i t y


Purpose

To build internal capacity to conduct CIB projects quickly and effectively so that themunicipality can continuously improve its services efficiently and effectively

W h y b u i l d u p i n t e r n a l CI B c ap a ci t y

The capaci ty of an organization to Analyze a service identifyopportunities then implement those opportunities is often mistakenlyunderstood to be simply a set of analysis skills

In fact the capaci ty of an organization to improve includes

InformationSkills in analysis and innovationA culture of consultation and open communicationProject management skillsDocumented procedures and instructionsPublic information or public accountability andSupportive financial and performance monitoring systems

To ensure CIB projects are conducted in an efficient and effective mannernot only do the CIB teams need to have the technical skills to complete aCIB project but they must also operate within a supportive culture andstructure and have appropriate information methods and systemsavailable to them

Where the underlying capacity to change weakens or does not exist in thefirst place then corrective action or improvements need to be commencedso that CIB projects have a better chance of success

To deal with these capacity weaknesses you can apply the normal CIBtoolkit and address your priority weaknesses using a CIB project

The approach should be to

1 Organ ize a team to look at the Capacity weaknesses2 Ana lyze the weaknesses particularly in completing a customer survey3 Benchmark how other municipalities have dealt with the same weakness4 I n n o v a t e complete a root cause analysis and identify your preferred solutions

and5 I m p l e m e n t changes over time recognizing the capacity of staff managers

council and systems to adapt

The tool ldquoAssessment of current capacity to improverdquo is provided as anassessment framework or audit check list to facilitate your CIB Steeringcommittee to assess your capacity on a regular basis We suggestannually so that improvements or weaknesses can be monitored for theirchange

The above assessment tool can be altered to meet your own needs and isnot meant to be a prescriptive list


The CIB Steering committee should complete this task


1 Complete a regular assessment of the municipalityrsquos capacity to deliver CIB

projects (use the Assessment of Current Capacity to Improve tool)

2 Identify priority capacity gaps that need to be improved in the short term3 Decide whether or not each priority gap can be dealt with as a CIB project

4 Complete a CIB project nomination for those gaps that can be addressed as a CIB

project



In t roduc t ion

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

Cont inuous Improvement is a systematic method to improve servicedelivery for access timeliness quality cost community satisfaction andaffordability

Benchmark ing compares services with others to improve your ownservice delivery This is done by comparing performance and sharinginformation about service practices to find the best practices andincrease service standards

Continuous improvement and benchmarking have enabled service deliveryimprovements in many organizations government and private innumerous countries around the world

The ADB has piloted the approach in two major regional projects and itsexperience has culminated in the creation of this toolkit For moreinformation see Origin of the initiative

Max im iz ing success

The ADBs pilot projects discovered 12 c r i t i ca l f ac to r s f o r success forCIB and these form the basis of the self-assessment below Success factors

To help maximize success all stakeholder groups need to understand theirown roles and responsibilities Stakeholders roles

A number of Asian cities have been successful in using CIB to improve services suchas solid waste management property tax collection parking street vending controland customer complaint handling among others To learn more see Success stories

W h a t i s i n v o lv e d

A CIB initiative starts with a decision to proceed by the Mayor Council or the mostsenior manager

It is best to start with a pilot of two or three small scale projects to gain experience

with the techniques and learn how to modify them for your organization These pilotprojects are completed within three months then the Mayor Council and seniormanagement assess the results and decide further CIB initiatives

A full implementation will eventually involve a large part of the municipalitys staffworking in teams finding better ways to deliver services

Com ponen ts o f t he Too lk i t

The Toolkit is organized in eight modules that set out the sequence in whichyou carry out CIB projects

The first module is the Introduction which you should read first

The second module is Prepare which covers all the preparation for CIB inyour organization

The modules numbered 1 to 6 in the left hand menu explain the CIB projectcycle to guide teams of staff to carry out their projects to improve servicesThe modules are

1 Organize2 Analyze3 Benchmark4 Innovate5 Implement6 Sustain

The next module is a supporting module covering how to I ns t i t u t iona l i zeCIB

A Faci l i ta tor s Ki t is provided to support facilitators of CIB

A Glossary and Si te map is also provided

T im ing and e f fo r t n eeded

To complete the learning components of the Toolkit you will need to spendabout 60 hours working through the training spread over several monthsEach training element takes about three hours to complete You shouldwork through the training for each module as you need to then immediatelyapply what you have learned to your project work

Each CIB project cycle will take from 3 to 6 months depending on the

complexity of the problems and the ability of the organization to respond

Get t i ng s ta r t ed

First - print out the Readiness self-assessment and decide whether your organization isready for CIB

Then read about How to use the toolkit












day priorities



comparisons





Bangalore India












services























Success Stor ies









Readiness











Requ i remen ts




Nav iga t i on



Task pages







Prepare





Preparegt

Purpose









How to P roceed




T i m e





Preparegt

Purpose













T i m e



Preparegt

Purpose













T i m e





Preparegt

Purpose













T i m e



Preparegt

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How to P roceed






T i m e




Organ ize

Purpose










the Working group

How to P roceed







Analyze







Analyzegt

Purpose



















How to P roceed










T i m e

Complete in week 1


Analyzegt

Purpose














How to P roceed









next tasks

T i m e



Purpose














How to P roceed



aspects


5 Source the data


T i m e

Complete by week 6




Analyzegt

Purpose


performance








How to P roceed





T i m e

Complete by week 6


Analyzegt

Purpose











this purpose

How to P roceed




T i m e

Complete by week 6




Analyzegt

Purpose






Fishbone diagram

Why-Why diagram




How to P roceed







next tasks

T i m e

Complete by week 6

B e n ch ma r k
















Benchmarkgt

Purpose








How to P roceed







T i m e

Complete by week 7


Benchmarkgt

Purpose























How to P roceed









Benchmarkgt

Purpose






How to P roceed







T i m e

Complete by week 7


Benchmarkgt

Purpose














conduct

T i m e

Complete by week 7




Benchmarkgt

Purpose









How to P roceed




T i m e

Complete by week 10

I n n o v a t e












I n n o v a t e gt

Purpose







How to P roceed




T i m e

Complete by week 11


I n n o v a t e gt

Purpose






Impact Assessment

Barrier Analysis


How to P roceed










T i m e

Complete by week 11



Secure fund ing

I n n o v a t e gt

Purpose

















T i m e

Complete by week 12


I n n o v a t e gt

Purpose











How to P roceed




worksheet





T i m e

Complete by week 12



I m p l e m e n t














Purpose















How to P roceed





Purpose








How to P roceed







Purpose











How to P roceed







Purpose

















How to P roceed


















control)



Purpose






















How to P roceed









Purpose


























Medium examples are








W h o



How









Purpose















the Mayor

How to P roceed





Purpose









W h o




How to P roceed










Susta in



process







Gather feed back

Susta ingt

Purpose







W h o











Susta ingt

Purpose

















How to P roceed






Susta ingt

Purpose










How to P roceed



Susta ingt

Purpose










How to P roceed









Susta ingt

Purpose
















in the first place


For example








How to P roceed








Susta ingt

Purpose


performance













How to P roceed




















Purpose


















Purpose












How to P roceed







Purpose












How to P roceed









Purpose

















How to P roceed




Purpose







10 Sewage disposal


















How to P roceed


service





Purpose




















How to P roceed




Purpose













How to P roceed





Purpose

















How to P roceed











Purpose












adapt



How to P roceed



individually


Barriers





Purpose


community
























How to P roceed










Purpose






















project












day priorities



comparisons





Bangalore India












services























Success Stor ies









Readiness











Requ i remen ts




Nav iga t i on



Task pages







Prepare





Preparegt

Purpose









How to P roceed




T i m e





Preparegt

Purpose













T i m e



Preparegt

Purpose













T i m e





Preparegt

Purpose













T i m e



Preparegt

Purpose












How to P roceed






T i m e




Organ ize

Purpose










the Working group

How to P roceed







Analyze







Analyzegt

Purpose



















How to P roceed










T i m e

Complete in week 1


Analyzegt

Purpose














How to P roceed









next tasks

T i m e



Purpose














How to P roceed



aspects


5 Source the data


T i m e

Complete by week 6




Analyzegt

Purpose


performance








How to P roceed





T i m e

Complete by week 6


Analyzegt

Purpose











this purpose

How to P roceed




T i m e

Complete by week 6




Analyzegt

Purpose






Fishbone diagram

Why-Why diagram




How to P roceed







next tasks

T i m e

Complete by week 6

B e n ch ma r k
















Benchmarkgt

Purpose








How to P roceed







T i m e

Complete by week 7


Benchmarkgt

Purpose























How to P roceed









Benchmarkgt

Purpose






How to P roceed







T i m e

Complete by week 7


Benchmarkgt

Purpose














conduct

T i m e

Complete by week 7




Benchmarkgt

Purpose









How to P roceed




T i m e

Complete by week 10

I n n o v a t e












I n n o v a t e gt

Purpose







How to P roceed




T i m e

Complete by week 11


I n n o v a t e gt

Purpose






Impact Assessment

Barrier Analysis


How to P roceed










T i m e

Complete by week 11



Secure fund ing

I n n o v a t e gt

Purpose

















T i m e

Complete by week 12


I n n o v a t e gt

Purpose











How to P roceed




worksheet





T i m e

Complete by week 12



I m p l e m e n t














Purpose















How to P roceed





Purpose








How to P roceed







Purpose











How to P roceed







Purpose

















How to P roceed


















control)



Purpose






















How to P roceed









Purpose


























Medium examples are








W h o



How









Purpose















the Mayor

How to P roceed





Purpose









W h o




How to P roceed










Susta in



process







Gather feed back

Susta ingt

Purpose







W h o











Susta ingt

Purpose

















How to P roceed






Susta ingt

Purpose










How to P roceed



Susta ingt

Purpose










How to P roceed









Susta ingt

Purpose
















in the first place


For example








How to P roceed








Susta ingt

Purpose


performance













How to P roceed




















Purpose


















Purpose












How to P roceed







Purpose












How to P roceed









Purpose

















How to P roceed




Purpose







10 Sewage disposal


















How to P roceed


service





Purpose




















How to P roceed




Purpose













How to P roceed





Purpose

















How to P roceed











Purpose












adapt



How to P roceed



individually


Barriers





Purpose


community
























How to P roceed










Purpose






















project





Success Stor ies









Readiness











Requ i remen ts




Nav iga t i on



Task pages







Prepare





Preparegt

Purpose









How to P roceed




T i m e





Preparegt

Purpose













T i m e



Preparegt

Purpose













T i m e





Preparegt

Purpose













T i m e



Preparegt

Purpose












How to P roceed






T i m e




Organ ize

Purpose










the Working group

How to P roceed







Analyze







Analyzegt

Purpose



















How to P roceed










T i m e

Complete in week 1


Analyzegt

Purpose














How to P roceed









next tasks

T i m e



Purpose














How to P roceed



aspects


5 Source the data


T i m e

Complete by week 6




Analyzegt

Purpose


performance








How to P roceed





T i m e

Complete by week 6


Analyzegt

Purpose











this purpose

How to P roceed




T i m e

Complete by week 6




Analyzegt

Purpose






Fishbone diagram

Why-Why diagram




How to P roceed







next tasks

T i m e

Complete by week 6

B e n ch ma r k
















Benchmarkgt

Purpose








How to P roceed







T i m e

Complete by week 7


Benchmarkgt

Purpose























How to P roceed









Benchmarkgt

Purpose






How to P roceed







T i m e

Complete by week 7


Benchmarkgt

Purpose














conduct

T i m e

Complete by week 7




Benchmarkgt

Purpose









How to P roceed




T i m e

Complete by week 10

I n n o v a t e












I n n o v a t e gt

Purpose







How to P roceed




T i m e

Complete by week 11


I n n o v a t e gt

Purpose






Impact Assessment

Barrier Analysis


How to P roceed










T i m e

Complete by week 11



Secure fund ing

I n n o v a t e gt

Purpose

















T i m e

Complete by week 12


I n n o v a t e gt

Purpose











How to P roceed




worksheet





T i m e

Complete by week 12



I m p l e m e n t














Purpose















How to P roceed





Purpose








How to P roceed







Purpose











How to P roceed







Purpose

















How to P roceed


















control)



Purpose






















How to P roceed









Purpose


























Medium examples are








W h o



How









Purpose















the Mayor

How to P roceed





Purpose









W h o




How to P roceed










Susta in



process







Gather feed back

Susta ingt

Purpose







W h o











Susta ingt

Purpose

















How to P roceed






Susta ingt

Purpose










How to P roceed



Susta ingt

Purpose










How to P roceed









Susta ingt

Purpose
















in the first place


For example








How to P roceed








Susta ingt

Purpose


performance













How to P roceed




















Purpose


















Purpose












How to P roceed







Purpose












How to P roceed









Purpose

















How to P roceed




Purpose







10 Sewage disposal


















How to P roceed


service





Purpose




















How to P roceed




Purpose













How to P roceed





Purpose

















How to P roceed











Purpose












adapt



How to P roceed



individually


Barriers





Purpose


community
























How to P roceed










Purpose






















project



Prepare





Preparegt

Purpose









How to P roceed




T i m e





Preparegt

Purpose













T i m e



Preparegt

Purpose













T i m e





Preparegt

Purpose













T i m e



Preparegt

Purpose












How to P roceed






T i m e




Organ ize

Purpose










the Working group

How to P roceed







Analyze







Analyzegt

Purpose



















How to P roceed










T i m e

Complete in week 1


Analyzegt

Purpose














How to P roceed









next tasks

T i m e



Purpose














How to P roceed



aspects


5 Source the data


T i m e

Complete by week 6




Analyzegt

Purpose


performance








How to P roceed





T i m e

Complete by week 6


Analyzegt

Purpose











this purpose

How to P roceed




T i m e

Complete by week 6




Analyzegt

Purpose






Fishbone diagram

Why-Why diagram




How to P roceed







next tasks

T i m e

Complete by week 6

B e n ch ma r k
















Benchmarkgt

Purpose








How to P roceed







T i m e

Complete by week 7


Benchmarkgt

Purpose























How to P roceed









Benchmarkgt

Purpose






How to P roceed







T i m e

Complete by week 7


Benchmarkgt

Purpose














conduct

T i m e

Complete by week 7




Benchmarkgt

Purpose









How to P roceed




T i m e

Complete by week 10

I n n o v a t e












I n n o v a t e gt

Purpose







How to P roceed




T i m e

Complete by week 11


I n n o v a t e gt

Purpose






Impact Assessment

Barrier Analysis


How to P roceed










T i m e

Complete by week 11



Secure fund ing

I n n o v a t e gt

Purpose

















T i m e

Complete by week 12


I n n o v a t e gt

Purpose











How to P roceed




worksheet





T i m e

Complete by week 12



I m p l e m e n t














Purpose















How to P roceed





Purpose








How to P roceed







Purpose











How to P roceed







Purpose

















How to P roceed


















control)



Purpose






















How to P roceed









Purpose


























Medium examples are








W h o



How









Purpose















the Mayor

How to P roceed





Purpose









W h o




How to P roceed










Susta in



process







Gather feed back

Susta ingt

Purpose







W h o











Susta ingt

Purpose

















How to P roceed






Susta ingt

Purpose










How to P roceed



Susta ingt

Purpose










How to P roceed









Susta ingt

Purpose
















in the first place


For example








How to P roceed








Susta ingt

Purpose


performance













How to P roceed




















Purpose


















Purpose












How to P roceed







Purpose












How to P roceed









Purpose

















How to P roceed




Purpose







10 Sewage disposal


















How to P roceed


service





Purpose




















How to P roceed




Purpose













How to P roceed





Purpose

















How to P roceed











Purpose












adapt



How to P roceed



individually


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next tasks

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B e n ch ma r k
















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T i m e

Complete by week 7


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How to P roceed




T i m e

Complete by week 10

I n n o v a t e












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Purpose







How to P roceed




T i m e

Complete by week 11


I n n o v a t e gt

Purpose






Impact Assessment

Barrier Analysis


How to P roceed










T i m e

Complete by week 11



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I n n o v a t e gt

Purpose

















T i m e

Complete by week 12


I n n o v a t e gt

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How to P roceed




worksheet





T i m e

Complete by week 12



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Purpose








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Purpose

















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control)



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Purpose















the Mayor

How to P roceed





Purpose









W h o




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Gather feed back

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Purpose







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Purpose










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Susta ingt

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in the first place


For example








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Purpose


















Purpose












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Purpose












How to P roceed









Purpose

















How to P roceed




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10 Sewage disposal


















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service





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Purpose













How to P roceed





Purpose

















How to P roceed











Purpose












adapt



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individually


Barriers





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community
























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Purpose






















project




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Purpose













T i m e



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Purpose












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Purpose










the Working group

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Purpose



















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T i m e

Complete in week 1


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Purpose














How to P roceed









next tasks

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T i m e

Complete by week 6




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performance








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T i m e

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Purpose











this purpose

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Complete by week 6




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Fishbone diagram

Why-Why diagram




How to P roceed







next tasks

T i m e

Complete by week 6

B e n ch ma r k
















Benchmarkgt

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How to P roceed







T i m e

Complete by week 7


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How to P roceed









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Purpose






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Complete by week 7


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Complete by week 7




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How to P roceed




T i m e

Complete by week 10

I n n o v a t e












I n n o v a t e gt

Purpose







How to P roceed




T i m e

Complete by week 11


I n n o v a t e gt

Purpose






Impact Assessment

Barrier Analysis


How to P roceed










T i m e

Complete by week 11



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I n n o v a t e gt

Purpose

















T i m e

Complete by week 12


I n n o v a t e gt

Purpose











How to P roceed




worksheet





T i m e

Complete by week 12



I m p l e m e n t














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Purpose








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Purpose











How to P roceed







Purpose

















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control)



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Purpose


























Medium examples are








W h o



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Purpose















the Mayor

How to P roceed





Purpose









W h o




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Susta in



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Purpose







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Purpose

















How to P roceed






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Purpose










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How to P roceed









Susta ingt

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in the first place


For example








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Purpose


















Purpose












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How to P roceed









Purpose

















How to P roceed




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10 Sewage disposal


















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service





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Purpose













How to P roceed





Purpose

















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Purpose












adapt



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Purpose


community
























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Purpose






















project



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Purpose










the Working group

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Purpose



















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T i m e

Complete in week 1


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Purpose














How to P roceed









next tasks

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Purpose














How to P roceed



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T i m e

Complete by week 6




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Purpose


performance








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T i m e

Complete by week 6


Analyzegt

Purpose











this purpose

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Complete by week 6




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Fishbone diagram

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next tasks

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Complete by week 6

B e n ch ma r k
















Benchmarkgt

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How to P roceed







T i m e

Complete by week 7


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Purpose






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Complete by week 7


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Complete by week 7




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How to P roceed




T i m e

Complete by week 10

I n n o v a t e












I n n o v a t e gt

Purpose







How to P roceed




T i m e

Complete by week 11


I n n o v a t e gt

Purpose






Impact Assessment

Barrier Analysis


How to P roceed










T i m e

Complete by week 11



Secure fund ing

I n n o v a t e gt

Purpose

















T i m e

Complete by week 12


I n n o v a t e gt

Purpose











How to P roceed




worksheet





T i m e

Complete by week 12



I m p l e m e n t














Purpose















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Purpose








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Purpose











How to P roceed







Purpose

















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control)



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Purpose


























Medium examples are








W h o



How









Purpose















the Mayor

How to P roceed





Purpose









W h o




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Susta in



process







Gather feed back

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Purpose







W h o











Susta ingt

Purpose

















How to P roceed






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Purpose










How to P roceed



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Purpose










How to P roceed









Susta ingt

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in the first place


For example








How to P roceed








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Purpose


















Purpose












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Purpose












How to P roceed









Purpose

















How to P roceed




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10 Sewage disposal


















How to P roceed


service





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Purpose













How to P roceed





Purpose

















How to P roceed











Purpose












adapt



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individually


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Purpose


community
























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Purpose






















project




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Purpose



















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T i m e

Complete in week 1


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Purpose














How to P roceed









next tasks

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Purpose














How to P roceed



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5 Source the data


T i m e

Complete by week 6




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performance








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T i m e

Complete by week 6


Analyzegt

Purpose











this purpose

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Complete by week 6




Analyzegt

Purpose






Fishbone diagram

Why-Why diagram




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next tasks

T i m e

Complete by week 6

B e n ch ma r k
















Benchmarkgt

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How to P roceed







T i m e

Complete by week 7


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How to P roceed









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Purpose






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T i m e

Complete by week 7


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Complete by week 7




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How to P roceed




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Complete by week 10

I n n o v a t e












I n n o v a t e gt

Purpose







How to P roceed




T i m e

Complete by week 11


I n n o v a t e gt

Purpose






Impact Assessment

Barrier Analysis


How to P roceed










T i m e

Complete by week 11



Secure fund ing

I n n o v a t e gt

Purpose

















T i m e

Complete by week 12


I n n o v a t e gt

Purpose











How to P roceed




worksheet





T i m e

Complete by week 12



I m p l e m e n t














Purpose















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Purpose








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Purpose











How to P roceed







Purpose

















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control)



Purpose






















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Purpose


























Medium examples are








W h o



How









Purpose















the Mayor

How to P roceed





Purpose









W h o




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Susta in



process







Gather feed back

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Purpose







W h o











Susta ingt

Purpose

















How to P roceed






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Purpose










How to P roceed



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Purpose










How to P roceed









Susta ingt

Purpose
















in the first place


For example








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Purpose


















Purpose












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Purpose












How to P roceed









Purpose

















How to P roceed




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10 Sewage disposal


















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service





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Purpose













How to P roceed





Purpose

















How to P roceed











Purpose












adapt



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individually


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Purpose


community
























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Purpose






















project








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How to P roceed



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Complete by week 6




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T i m e

Complete by week 6


Analyzegt

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Complete by week 6




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Fishbone diagram

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Complete by week 6

B e n ch ma r k
















Benchmarkgt

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T i m e

Complete by week 7


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Complete by week 7


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Complete by week 7




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How to P roceed




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Complete by week 10

I n n o v a t e












I n n o v a t e gt

Purpose







How to P roceed




T i m e

Complete by week 11


I n n o v a t e gt

Purpose






Impact Assessment

Barrier Analysis


How to P roceed










T i m e

Complete by week 11



Secure fund ing

I n n o v a t e gt

Purpose

















T i m e

Complete by week 12


I n n o v a t e gt

Purpose











How to P roceed




worksheet





T i m e

Complete by week 12



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Purpose















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Purpose








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Purpose











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Purpose

















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control)



Purpose






















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Purpose


























Medium examples are








W h o



How









Purpose















the Mayor

How to P roceed





Purpose









W h o




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Susta in



process







Gather feed back

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Purpose







W h o











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Purpose

















How to P roceed






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Purpose










How to P roceed



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Purpose










How to P roceed









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Purpose
















in the first place


For example








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Purpose


















Purpose












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Purpose












How to P roceed









Purpose

















How to P roceed




Purpose







10 Sewage disposal


















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Purpose













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Purpose

















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adapt



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individually


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Purpose






















project




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Purpose


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Complete by week 6


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Complete by week 6




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Fishbone diagram

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Complete by week 6

B e n ch ma r k
















Benchmarkgt

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Complete by week 7


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Complete by week 7


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Complete by week 7




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How to P roceed




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Complete by week 10

I n n o v a t e












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Purpose







How to P roceed




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Complete by week 11


I n n o v a t e gt

Purpose






Impact Assessment

Barrier Analysis


How to P roceed










T i m e

Complete by week 11



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I n n o v a t e gt

Purpose

















T i m e

Complete by week 12


I n n o v a t e gt

Purpose











How to P roceed




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T i m e

Complete by week 12



I m p l e m e n t














Purpose















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Purpose








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Purpose











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Purpose

















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Purpose






















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Purpose


























Medium examples are








W h o



How









Purpose















the Mayor

How to P roceed





Purpose









W h o




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Susta in



process







Gather feed back

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Purpose







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Purpose

















How to P roceed






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Purpose










How to P roceed



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Purpose










How to P roceed









Susta ingt

Purpose
















in the first place


For example








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Purpose


















Purpose












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Purpose












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Purpose

















How to P roceed




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10 Sewage disposal


















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Purpose













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Purpose

















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Purpose






















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Complete by week 6

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Benchmarkgt

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Complete by week 7


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Purpose






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Complete by week 7


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Purpose









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Complete by week 10

I n n o v a t e












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Purpose







How to P roceed




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Complete by week 11


I n n o v a t e gt

Purpose






Impact Assessment

Barrier Analysis


How to P roceed










T i m e

Complete by week 11



Secure fund ing

I n n o v a t e gt

Purpose

















T i m e

Complete by week 12


I n n o v a t e gt

Purpose











How to P roceed




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T i m e

Complete by week 12



I m p l e m e n t














Purpose















How to P roceed





Purpose








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Purpose











How to P roceed







Purpose

















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Purpose






















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Purpose


























Medium examples are








W h o



How









Purpose















the Mayor

How to P roceed





Purpose









W h o




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Susta in



process







Gather feed back

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Purpose







W h o











Susta ingt

Purpose

















How to P roceed






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Purpose










How to P roceed



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Purpose










How to P roceed









Susta ingt

Purpose
















in the first place


For example








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Purpose


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Purpose


















Purpose












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Purpose

















How to P roceed




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10 Sewage disposal


















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Purpose













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Purpose

















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Complete by week 7


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Complete by week 7




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Purpose









How to P roceed




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Complete by week 10

I n n o v a t e












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Purpose







How to P roceed




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Complete by week 11


I n n o v a t e gt

Purpose






Impact Assessment

Barrier Analysis


How to P roceed










T i m e

Complete by week 11



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I n n o v a t e gt

Purpose

















T i m e

Complete by week 12


I n n o v a t e gt

Purpose











How to P roceed




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T i m e

Complete by week 12



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Purpose

















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control)



Purpose






















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Purpose


























Medium examples are








W h o



How









Purpose















the Mayor

How to P roceed





Purpose









W h o




How to P roceed










Susta in



process







Gather feed back

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Purpose







W h o











Susta ingt

Purpose

















How to P roceed






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Purpose










How to P roceed



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Purpose










How to P roceed









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Purpose
















in the first place


For example








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Purpose


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Purpose


















Purpose












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Purpose












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How to P roceed




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10 Sewage disposal


















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Purpose













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Purpose

















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adapt



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Complete by week 7


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Purpose














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Complete by week 7




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Purpose









How to P roceed




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Complete by week 10

I n n o v a t e












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Purpose







How to P roceed




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Complete by week 11


I n n o v a t e gt

Purpose






Impact Assessment

Barrier Analysis


How to P roceed










T i m e

Complete by week 11



Secure fund ing

I n n o v a t e gt

Purpose

















T i m e

Complete by week 12


I n n o v a t e gt

Purpose











How to P roceed




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T i m e

Complete by week 12



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Purpose

















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control)



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Medium examples are








W h o



How









Purpose















the Mayor

How to P roceed





Purpose









W h o




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Susta in



process







Gather feed back

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Purpose







W h o











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Purpose

















How to P roceed






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Purpose










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Purpose










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Purpose
















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For example








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Purpose


















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How to P roceed




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10 Sewage disposal


















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Purpose













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Purpose

















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Purpose









How to P roceed




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Complete by week 10

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Complete by week 11


I n n o v a t e gt

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Impact Assessment

Barrier Analysis


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Complete by week 11



Secure fund ing

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Purpose

















T i m e

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Purpose










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Purpose










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For example








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Impact Assessment

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T i m e

Complete by week 11



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Purpose

















T i m e

Complete by week 12


I n n o v a t e gt

Purpose











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Purpose









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Purpose







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Purpose

















How to P roceed






Susta ingt

Purpose










How to P roceed



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Purpose










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Purpose
















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For example








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Purpose











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worksheet





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the Mayor

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Purpose









W h o




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Purpose







W h o











Susta ingt

Purpose

















How to P roceed






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Purpose










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Purpose










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Purpose













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Purpose









W h o




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Purpose







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Purpose

















How to P roceed






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Purpose










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Purpose









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Purpose

















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Purpose










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Purpose










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For example








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How to P roceed




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Purpose









W h o




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Purpose







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Purpose

















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Purpose










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the Mayor

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Purpose









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Gather feed back

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Purpose







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Purpose

















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Purpose










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Continuous Improvement and Benchmarking Techniques

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Transcript of Continuous Improvement and Benchmarking Techniques