Policies
Bridgend CIS Policies
Marketing Plan
Description of Organisation
Overview of Bridgend County Council's Children's Information Service in its Environment
Bridgend County Borough Council is one of 22 local unitary authorities created in April 1996 following local government reorganisation in Wales. The new unitary authorities replace the 1974 two-tier system of local government under which eight counties and 37 districts shared the responsibility of delivering Welsh local government services.
It provides all the main local government services for the people of the area. Its immediate catchment area is Bridgend County Borough with a population of 130,600 but within a fifteen-minute drive time this figure is over 200,000. The town of Bridgend is situated equidistantly between the two main population areas of Cardiff and Swansea giving the Bridgend Children's Information Service an important economic and geographical position.
Employing 7,500 staff the council consists of five directorates: Chief Executive's Corporate Services, Environmental and Planning Services, Education, Leisure and Community Services and Personal Services (which incorporates housing and social services).
The Children's Information Service sits within the remit of the Chief Executive's Directorate.
Bridgend County Borough Council has embarked on important partnerships with town and community councils, the health service, the police, the voluntary sector and local businesses as part of its commitment to promoting prosperity and improving the quality of life among the people it serves.
The Welsh Assembly Government's legislation and guidance set out in the 'Children and Young People: a Framework for Partnership (2001)' created a new context for the planning and delivery of services to children and young people. This initiative requires each local authority area to develop a Partnership of agencies providing services to, or which affect children and young people, across the age range 0-25 years. Bridgend's Framework Partnership has two age-specific Partnerships: the Children's Partnership covering the 0-10 age range and the Young People's Partnership for the 11-25 age range.
The Children's Information Service is an integral part of the 0-10 Children's Partnership. (See appendix 1 Organisation Structure)
Bridgend Children's Information Service
The aim is to provide a high quality, accessible and wide-ranging Children's Information Service in the Bridgend Borough. Offering free, impartial information and guidance on the full range of early years education and children services, resources and issues led by the needs of families, carers, employers, professionals, local and national government and their agencies.
Bridgend Children's Information Service has developed a highly effective I.T. infrastructure by purchasing and populating a comprehensive database with high quality, up to date relevant information. Bridgend CIS recognise the importance of the use of information technology and acknowledge that the maintenance and accuracy of the database has a major impact on the quality of service that is offered to the customer. Staff training and development is high on the agenda and is seen as the vehicle to vastly improve the effectiveness of the Children's Information service. Existing members of staff have undergone extensive training following the introduction of the computer software.
The Children's Information Service recognises the importance of monitoring and evaluating all aspects of its service to deliver an information service that meets the needs of all its customers and to provide feedback to inform the future planning and development of the service.
The Bridgend Children's Information Service (CIS) is essentially a non-profit making organisation. According to Keith Blois a non-profit making organisation is:
'an organisation whose prime goal is non-economic. However, in pursuit of that goal it may undertake profit making activities.'
An organisation's product is whatever it sells and, therefore, Bridgend's Children's Information Service's product is its information service available to parents, carers and professionals. Philip Kotler (1991) has developed an all-embracing definition of a product. According to him a product is:
'Anything that can be offered to a market for attention, acquisition or consumption that might satisfy a want or a need. It includes physical objects, services, persons, places, organisations and ideas.'
The Bridgend CIS's products (its information and services) have been designed specifically to meet the needs of its customers (parents, carers, professionals, employers). The Bridgend CIS in order to remain successful and viable must satisfy its customer's needs. Sir John Egan, when Chairman of Jaguar, said:
'Business is about making money from satisfied customers. Without satisfied customers there can be no future for any commercial organisations.'
Of course, there must be much more to a product that the glib statement 'whatever we sell'. According to Theodore Levitt (1962) we should view the product at 4 levels: Generic product; Expected Product; Augmented Product and Potential Product.
The generic product in Bridgend CIS's case is its information service and Kotler (1991) refers to this first product level as the core product or core benefit. However, when customers access the Bridgend CIS they want additional things such as accurate, up-to-date and full information and as time goes by their expectations become even higher 'the expected product. In order to offer a service of high quality the Bridgend CIS tries to offer something over and above the expected product' something extra that attracts new customers and retains existing customers. Additional advantages are offered to augment the expected product, i.e. Bridgend CIS can offer extensive signposting to additional services and information.
In order to achieve a Quality Award Bridgend CIS has to move its product on to the next level - the potential product. According to Levitt (1962) the potential product includes
'everything that might be done to attract and hold customers'
The potential service becomes the augmented service, which in turn becomes the expected service. Bridgend CIS has begun to develop a comprehensive range of information and signposting services available for the 0 - 10 year age group and will, in the future, expand the age range to 11 - 25 years developing the Children's Information Service into the Children and Young People's Information Service.
Although Bridgend CIS is essentially a non-profit making organisation, non-profit seems to imply that it tries to avoid making profits and is, in some way, not business like. However, Bridgend CIS has to ensure that its expenditure does not exceed its income (work within a balanced budget) so perhaps it would be more accurate to describe Bridgend CIS as a 'non-loss' organisation. Bridgend CIS endeavours to be outward looking and customer orientated and it strives to establish good products/services that satisfies the needs of the local community and industry base.
Who are the customers?
It could be argued that the sole customers of the Bridgend CIS are children; for without children there would be no need for the service. However, everybody working in the CIS has 'customers', whether or not they deal face-to-face with the general public. 'Internal' customers are people working in the same organisation that you come across in the normal daily course of events on whom you rely for services and support. Good customer service requires a team approach and a recognition that it is not just the customers 'on the other side of the counter' who need respect and consideration, but that colleagues within the organisation need to be dealt with in the same supportive manner.
The types of people normally thought of as customers are often referred to as 'external' customers, to distinguish them from work colleagues. Perhaps if we consider the point of view that everybody is unique then the number of 'external' customers for any Children's Information Service is likely to be immense, each with different needs and expectations. In the Bridgend area the range of customers is likely to include:
- Families with young children
- Single parents
- Working parents
- Child care and early years education practitioners and providers
- Health care professionals
- People with special needs
- Those with mobility problems
- People from different linguistic and ethnic backgrounds
- The rural community
- Individuals both young and old
Providing high standards of customer service to such a wide range of people with diverse needs requires commitment and enthusiasm on the part of the staff and the correct training provided by a supportive management team.
How well are the customers needs being met?
The key issues to be addressed by Bridgend CIS that is committed to a positive approach to customer service includes being able to identify customer needs, developing the right products and services, measuring customer satisfaction and developing internal systems and staff.
Today's customers have higher expectations of customer service, and if we fail to meet these expectations our customers will go elsewhere. Parasuraman, Zeithaml & Berry's study led them to feel that
'the only criteria that count in evaluating service quality are those defined by the customer'
In their research they identify ten criteria customers use to judge quality of service received: reliability, access, security, credibility, understanding, responsiveness, competence, courtesy, tangibles and communications.
The use of information technology has a major impact on the quality of service that is offered to the customer. The establishment of a computerised comprehensive database with high quality, up to date relevant information has provided a highly effective I.T. infrastructure. The newly formed Bridgend CIS is in the midst of change, both strategic and cultural, and recognises the benefits that staff training and development can bring. According to Mumford (1993) a learning organisation
'is one that creates an environment where the behaviours and practices involved in continuous development are actively encouraged'
The workforce is one of the most valuable assets to an organisation and the most important key success factor and should be invested in as such.
Any staff development programme or policy needs to be clearly supported by senior managers. Armstrong (1988) suggests that staff development programme of policy should have two functions:
- To train new employees to the level of performance required in their jobs quickly and economically
- To develop the abilities of existing staff so that performances in their present jobs is improved and they are prepared to take on increased responsibilities in the future
Support from the top is essential if a customer care strategy is to work, unless all involved believe that those in authority are actively involved the necessary change will not take place. Malcolm Peel states:
'Purposeful change will not take place unless everyone knows, and really believes, the chairman and the board, the chief executive, the managing director - this cannot be achieved with a memo'
Graham Bailey, in Managing Service Quality, states:
'Customer care is a by-product of internal relationships and culture' this 'atmosphere' within the company is reflected at every level but generated from the top'
Therefore, any training and development in the customer care field should start at the top.
By addressing these two main issues the Bridgend CIS could dramatically improve its effectiveness. The introduction of a web site, newsletters, leaflets, posters, information events, media coverage, training information, personal presentations and visits, a twenty-four hour telephone answering service, a 'free' telephone number and many more new initiatives are only the basic structural tools needed to improve the current service.
Bridgend CIS quality assurance relies on the ability to measure performance against identified standards and the ability to identify whether set targets are achieved. There is need to highlight areas of good practice and disseminate this information to other team members whilst also identifying poor performance together with areas of weaknesses that need action. There is a need to evaluate the performance of Bridgend County Borough Councils Childrens Information Service with that of others and to recognise any potential there might be to make positive changes. In order to achieve this action plans for development of the service must be devised and specific, measurable and realistic targets set.
References
Handy, C. B. (1985) Understanding Organisations 3rd Edn, London. Penguin
Kotler, P (1991) Marketing Management, Analysis, Planning and Control Prentice-Hall, N.J.
Levitt, T (1962) Innovation in Marketing Pan Books, London
Mumford, A (1993) How Managers Can Develop Managers. Gower
Gibbs, G. (1988) Learning by Doing: A Guide to Teaching and Learning Methods. London, Further Education Unit.
Parasuraman, A., Zeithami, V.A. & Berry, L.L. A Conceptual Model of Service Quality and its Implications for Future Research. Journal of Marketing. 1985
Bridgend Children & Young Peoples Plan, March 2004
Bridgend County Borough Council, General Information Booklet Feb 2003
Bridgend County Borough Council, Information Management in Bridgend County Borough Council A Brief Overview March 2003
Children and Young People: A Framework for Partnership, 2001
Welsh Assembly Government, Establishing and Maintaining a Public Information Service on Childcare Provision 2003
APPENDIX 1. ORGANISATION STRUCTURE
BRIDGEND COUNTY BOROUGH COUNCIL
Information Strategy for the Children's Information Service
Responsibility for Information
Overall responsibility for the information held on the database at the Children's Information Service (CIS) belongs to Bridgend County Borough Council.
The Children's Information Service officer has day to day responsibility for maintaining the information held on the CIS database.
Service Users
The CIS is primarily aimed at meeting the needs of parents and carers who wish to access information on registered local childcare, but will also signpost and provide information on local and national organisations, health issues, leisure activities and any other children's issues. The CIS also provides information to childcare providers, potential providers, employers and other professionals.
The CIS will open between the hours of 08:30 and 17:00 from Monday to Thursday and between 08:30 and 16:30 on Friday. There will be an answerphone and e-mail facility to take messages at other times.
Information Held
The CIS will hold the following details about childcare:
Name and contact details
Type of provision and whether it is registered
Number of places for each age group
Opening hours
If a second language is spoken
Ability to cater for children with special needs
Information on pet, play provision and diets catered for
Experience, qualifications and training
Charges and discounts
Vacancies, whether a waiting list is operated
If a school pick up service is operated
If information is not available at the CIS for more general enquiries callers will be signposted to the appropriate organisations.
Obtaining Information
Data will be collected using the standard form, which reflects the requirements of the database. The form will be adapted to each type of provider and sent out on a regular basis. All information held by the CIS will be treated in confidence. Permission to hold and distribute the information will be obtained, as in line with the data protection act.
Updating Information
The CIS will aim to keep all information as accurate and up-to-date as possible. Providers will be sent a printout of the information held on the database and asked to confirm accuracy and highlight any alterations. A pre-paid addressed envelope will be enclosed to encourage return of the form.
This procedure will take place periodically:
Childminders - every three months
Day Nurseries - every six months
Playgroups - every six months
Parent & Toddler groups - every six months
Out of School clubs - every six months
Holiday Clubs - seasonally
Holiday Playschemes - seasonally
In addition all providers will be encouraged to keep the service informed of any changes to their details and vacancies as they arise. The date information was last reviewed will be noted on the providers' record.
Delivering Information
Members of the public will be able to contact the CIS in person, by using the freephone helpline 0800 180 4320, through written correspondence or by e-mail.The telephone service will operate between the hours of 08:30 and 17:00 from Monday to Thursday and between 08:30 and 16:30 on Friday. Callers can expect an answer to their call after three rings and before five rings. Following a discussion of their enquiry, information will either be given straight away or sent by post within three days. If this is not possible the enquirer will be informed of a possible delay.
A telephone answering machine will be in operation to take calls after hours. These will be followed up immediately the next morning. E-mails will be dealt with similarly, although the computer will be checked several times a day. Written correspondence can expect a response within five days.
The CIS acknowledges that it may be more difficult for some sections of the community to access the service. If it is discovered that particular groups are under using the service, strategies will be put into place to address this as outlined in the equal opportunities policy. The CIS recognises that there is a legal requirement to make it possible and reasonable for a disabled person to access the service.