Scottish Awards for Quality in Planning 2000
Commendation for development control
4. CLACKMANNANSHIRE: FOCUS ON CUSTOMER SERVICE
nominated in 2000 by Development Control, Clackmannanshire Council.
This nomination by Clackmannanshire Council's Development Services is for its Development Control team's emphasis on customer service. Development Services is committed to continuous improvement of all the services it delivers and in particular to the levels of customer care shown to users. As parts of this commitment the Service has subjected itself to independent scrutiny through the Charter Mark process. During 1998-1999 Development Control was also subject to a Best Value Review, a Management Arrangements Audit, and an independent review by Dundas & Wilson. As a result of such work an operating structure and culture is being developed that has lead to improved performance and enhanced focus on delivery according to customer type and needs. To achieve this numerous initiatives have been implemented.
Customer Service Agreement: this "Customer Charter" was revised in consultation with users and launched in 1999. It specifies the levels and standards of service that users can expect to receive when dealing with Development Control, covering planning applications, enforcement matters and general enquiries.
Customer Satisfaction: a great deal of work has been done, and is continuing, to monitor user satisfaction. As part of its Best Value Review, Development Control carried out a "ServeQual" survey of users to measure their expectations against actual experience of and satisfaction with the service provided. Involving applicants, agents and objectors, the survey covered a variety of issues, ranging from the attitude, openness and competence of staff, to satisfaction with the level of service delivery and customer suggestions for future service improvements. The opportunity was also taken to gauge customer opinion on Value for Money, current service delivery mechanisms, and data on Equal Opportunities. Customers satisfaction is also surveyed on a continuous basis by way of a pre-paid post card issued with every decision on a planning application. Results to date show that 88% of customers rate the service provided as good or excellent - only 6% regard it as poor or unacceptable. In these latter circumstances the customer is invited to meet with the Executive Support Officer to identify exactly why the service provided was unsatisfactory. This is used as a learning process, with appropriate new practices and procedures introduced where appropriate. The Customer Service Agreement specifies standards and timescales for dealing with written, telephone and personal enquiries. A Quality Assurance Package has been devised to monitor customer satisfaction and level of performance in this area. Feedback from Charter Mark also recommended that some independent analysis of this work be carried out. The Service is therefore working with the Department of Management, Stirling University, to achieve this. Finally, preparations have been made to subject the team to "mystery shopping". This will not only provide information on the level of service provided, but will be used to provide background information for the next phase of Customer Service training (see below).
Customer Participation: as well as a Service Advisory Group, the Service has established a Customer Focus Group to support its Best Value reviews and customer service initiatives. This group was consulted on the revised Customer Service Agreement, and influenced the service standards contained in it. Currently the Group is looking at the findings of the "Serv Qual" survey with a view to ensuring that planned improvements match the needs of customers. In the case of major and/or sensitive applications, the team adopts a proactive, participative and open approach to public consultation. Over recent years the team has had to deal with a number of Opencast Coal applications. In these circumstances consultation goes beyond the statutory requirement. Over and above holding a series of public meetings, a workshop involving the public, operators, adjoining authorities, interest and environmental groups was held to discuss the applications and formation of a Council strategy on opencast mining. Last year alone it has been estimated that the 4 officers have spent almost 150 hours at evening and weekend public meetings in order to provide enhanced public access to our services. The Service also held its first Open Day in December 1999. The day was based on the theme of "Jobs, Homes & Environment", an innovative attempt to inform the public in a meaningful and relevant way about the work of the Service. Development Control staff explained to guests how their role contributes in real terms to the physical and economic regeneration of the area, while at the same time making sure that development is environmentally sustainable.
Customer Service Training: the Service has recognised that a customer service culture is an essential element of a Best Value and high performance organisation. To this end a programme of Customer Service training was commenced, with staff undertaking the first course in November 1999. The training concentrated on staff identifying what they perceived to be good customer service, and examining how attitudinal and behavioural factors can influence the customer/officer relationship and customer perceptions of the decision-making process. The second phase will build on this, seeking to develop the role of the DC officer as an enabler rather than a gatekeeper. Evidence gathered from the mystery shopping exercise will inform this process, and officers will participate in scenario role-plays to test their customer focus.
Customer Focussed Delivery: The findings of the Best Value Review and the Management Arrangements Audit reflected research carried out by the Central Research Unit and the DETR, which argued for regulatory services to adopt a more customer focussed approach. The Development Control team has therefore been re-structured to reflect customer groupings and their needs, away from the traditional geographical format. These groupings are - business applications; strategic applications; householder applications and those applications with conservation/ environment implications. This specialist approach and focus on the specific needs and expectations of different types of customer has contributed to improved performance against statutory targets, with, for example, business application performance currently standing at 94% within 2 months, compared to 78% in 1999-2000. At a more personal level a customer-focussed attitude is encouraged through an internal staff suggestion scheme. At every team meeting "staff suggestion" forms part of the agenda, where staff put forward ideas that will improve service to the customer. Those thought to be most worthwhile by management receive a token reward for their effort and contribution, and their suggestion is put into practice.
Customer Information and Access: it has also been recognised that the provision of easily understood and obtainable information, as well as easy access to officers, can make a significant contribution to the speed and quality of the decision making process. A number of such initiatives have been introduced. For example, a series of 10 Advice Notes, covering such things as House Extensions and Shop Fronts have been devised. The Council's Communications Unit has examined all for Plain English so that customers easily understand them. The Planning Application form and the Customer Service Agreement have also received the "Crystal Mark" from the Plain English Campaign. The Service has also revamped its reception and waiting area with a view to providing more information on various aspects of the business. In addition to Supplementary Advice Notes, there is a Service Information Folder in which a variety of information is provided. Information on performance against statutory targets is displayed and updated on a monthly basis. This also tells customers how long on average they can expect to wait for a decision on their application, while letters confirming receipt of application also indicate a date by which the customer can expect to receive a decision. Stirling University, Department of Management has carried out a Communications Audit by surveying customers, Community Councils, and agents. This had lead to improved use of existing facilities such as reception, libraries, community access points, and the Council's Communication Unit, and influenced plans for developing use of the Internet. Indeed the Service has employed a temporary planner to carry out specific research in this area. For disadvantaged members of the community access to information is available by using the expertise of Council Social Services staff. Information can be made available in Braille, large print or on tape, as well as in local newspaper facilities for the deaf/hard of hearing. The "Planning Bulletin" has been improved, containing a great deal of additional information on such things as Tree Felling applications, Press adverts, Appeals Ombudsman referrals and decisions, and Enforcement. There is also a section on any other departmental business, including Customer Survey results, new legislation and magazine articles of possible interest. With Modernising Government in mind the Service is making preparation to develop the use of the Internet as a tool for communications and doing business. For example plans are in place to have the Planning Application form available in a download format, while the weekly "Planning Bulletin" should be on-line in the very near future. Such developments fit in well with the Council proposals for equipping Community Councils with ICT technology to improve communications and consultation, including Internet and e-mail access. As well as staff having personal e-mail addresses, there is also a Service e-mail address that is being used by the likes of SEPA as a means of consulting on planning applications. Finally, Development Control officers make themselves available outwith normal office hours. In addition to the time spent at public meetings as indicated earlier, officers make themselves available for site meetings/visits any time between 8am to 6pm, thus extending access to those customers who work.
Independent Scrutiny: In addition to internal review, the team has been independently scrutinised by Dundas & Wilson and the Cabinet Office Charter Mark Unit. The methodology adopted by Dundas & Wilson was based on the definition of what makes an effective and efficient service by the Scottish Executive Planning Audit Unit. They put forward a number of recommendations for improvement but noted that there is "... impressive evidence of high levels of customer satisfaction ..." and that "it is attentive to its relationship with the public and there is evidence of success". Dundas & Wilson concluded by stating that "its aspirations to be open, welcoming and user friendly are firmly in place and are readily identifiable." Although Charter Mark is a Service wide initiative, Development Control is the main focus of scrutiny given that it has the greatest contact with the public by area. As part of the process the Charter Mark Assessor meets with a sample of customers. Anecdotal evidence from the Assessor has noted that customers have noticed a significant and continuing improvement in terms of staff attitude and approach to dealing with them. Such improvements contributed to the award of a Certificate of Commendation in 1999 and an invitation to reapply in 2000 via the "Fast Track" process. A decision on this application is expected in December 2000.
The judges asked for a presentation on this nomination. They saw that Clackmannanshire have taken up a wide range of initiatives to make their service accessible and responsive to customers. They have been prepared to take up customer ideas, and have invested in communication improvements, from Plain English to information terminals for community councils. This is a small planning office with high aspirations, prepared to organise an Open Day for the public, engage independent consultants to Audit its service, and to put itself forward for Chartermark accreditation. Having carefully considered the evidence before them, the judges are happy to recommend the Clackmannanshire Development Control team's focus on Customer Service for Commendation in this category.