Report to the Cabinet Member for Cultural Services and Communications
APPENDIX 'B'
Summary of Action Plans –
PCC & LCC Joint Best Value Review of In-House Advice Services
The following table is a list of the themes for improvement that were formed in consultation
with stakeholders at the scoping, baseline/challenge, staff forum and Challenge Panel events
and developed throughout the course of the review. Below each theme is listed the key
objective that a series of action plans will work towards in order to secure future service
improvements. Each action plan contains information regarding timescale, milestones,
responsibilities, resources, expected outcomes and risk associated to the improvement. The
priority actions under each objective are attached.
Theme - Service Policies & Practice (SPP)
SPP1 To update, standardise and improve Service Level Agreements with external
advice providers.
SPP2 To measure advice services' output in clearer ways with better defined PI's.
SPP3 To more clearly define advice services' outcomes for the customer.
SPP4 To evaluate and, where necessary, implement improvements in the provision of
out of hours services.
SPP5 To seek additional funding for the advice services from alternative sources.
Theme - Joint Working & Consultation (JWC)
JWC1 To adopt CLSP signposting and referral protocol in order to develop coordinated advice provision across public, voluntary and community sectors.
JWC2 To strengthen communication links between local authority advice providers
and internal statutory departments.
Theme - One Stop Point of Contact (OSP)
OSP1 To create a single point of contact for access to all the in-house advice
services.
Theme - Staff & Training (SAT)
SAT1 To train staff to an identifiable level to ensure the quality of service received by
customers.
Theme - Community (COM)
COM1 To evaluate advice services outreach work to ensure availability of advice to
people in the greatest need.
COM2 To ensure demand is met for information and advice in necessary alternative
formats.
COM3 To ensure services do not present any barriers to people with disabilities.
Theme - Technology (TEC)
TEC1 To expand the use of LCC Link machines and publicise advice services on
PCC's proposed 'Kiosk' facility.
TEC2 To realise greater use of electronic information.
Theme - Publicity & Information (PAI)
PAI1 To increase public awareness of the advice services available.
d:\81903702.doc
BVR In-House Advice Services:
Service Policies & Practice: SPP1.
ACTION
PLAN
KEY
OBJECTIVE
To update,
standardise
and improve
Service
Level
Agreements
with
external
advice
providers.
IMPLEMENTATION
AND
IMPROVEMENT
ACTIONS
Insist all external
advice providers
that receive Preston
City Council (PCC)
or Lancashire
County Council
(LCC) funding work
towards obtaining
the Community
Legal Service
(CLS) Quality Mark.
Tighten funding
criteria and
monitoring systems
to improve quality,
range and coordination of
advice.
Develop uniformity
of service level
agreements for all
external advice
providers.
WHO/
MILESTONES
RESOURCES
WHEN
A1. CLS
Officer, (DI).
10/04
A2. CLS
Officer. 10/04
A3. CLS
Officer.ongoing
B1. CLS
Officer &
WRS Area
Manager (JB).
B2. PCC Dep
Head Regen.
(PB),
PCC/LCC
funding coordinators &
WRS
Manager (JD).
10/04
B3. PCC
Deputy Head
Regeneration
& WRS
Manager.
(£) Cost, Time
A1.Commence promotion
of benefits of CLS Quality
Mark to third sector
organisations.
2. Host a seminar for third
sector organisations.
3. Monitor effectiveness
of take-up and reevaluate promotion of
Quality Mark and CLSP.
B1. Set up liaison
between LCC & PCC.
2. Establish common set
of funding and uniform
Service Level Agreement
principles. Integrate the
assessment of CAB
funding in a co-ordinated
way within PCC & LCC's
new community group
funding principles.
3. Implement revised set
of criteria.
A1. - A3.
Existing staff
resources of
PCC CLS
Officer.
B1. Liaison
already
established.
B2. -B3.
Achievable
within existing
resources.
EXPECTED OUTCOME COMMENTS AND
RISK ASSESSMENT.
Measures/PI’s
Outcomes:
More streamlined set of relationships
between councils and third sector advice
providers.
More efficient & co-ordinated distribution
of Council funding.
Greater accountability for councils and
funded organisations on use of resources.
All advice services across local authority
and voluntary/community sectors working to
an identified quality standard.
Risks:
Some advice providers may be reluctant
to work towards gaining the Quality Mark.
Non-co-operation by third sector
organisations will cause services to remain
fragmented. Potential will remain for gaps in
advice service provision across Preston.
Measure:
 Proportion of CLS Quality Marked advice
agencies in Preston. (Links with BVPI 177)
Target for advice services in Preston: 100%.
For Guidance on promotion of QMark and
implementation of Qmark as a requirement
for funding, refer to Derby CC site visit.
04/05
2
d:\81903702.doc
BVR In-House Advice Services:
Service Policies & Practice: SPP2.
ACTION
PLAN
KEY
OBJECTIVE
To measure
advice
services'
output in
clearer ways
with better
defined
Performance
Indicators,
(PI's).
IMPLEMENTATION
AND
IMPROVEMENT
ACTIONS
Identify common
areas of work for
the 4 in-house
services and devise
appropriate output
measures for these.
WHO/
MILESTONES
WHEN
(£) Cost, Time
1.-2.
Service
managers
(JB, JC &
AP).
1. Agree common
areas of work
between the inhouse services.
06/05
2. Objectively
compare areas of
work with inhouse advice
services in other
authorities. PCC
DA identify
benchmarking
partners by 06/04
3.
Managers
of PCC
WB, DA
and HAS
(AP & JC).
01/05
4. PCC &
LCC
staff
teams
(See
JWC2).
5. Service
managers
04/05
RESOURCES
1.-5. From within
current budgets
and staff
resources.
3. Join
appropriate
benchmarking
clubs.
4. Agree and
finalise standard
set of local
Performance
Indicators.
EXPECTED OUTCOME COMMENTS AND RISK
ASSESSMENT.
Measures/PI’s
Outcomes:
There will be a simple, robust clear set of common
Performance Indicators by which the output advice
services can be consistently measured with other
providers regionally and nationally.
Risks:
The differing nature of each of the in-house services
and the dissimilarity in respective client groups could
make common outputs difficult to express.
There may be problems with dis-aggregating Preston
and Fylde outcomes at LCC and Debts and Welfare
Benefits outcomes at PCC.
Most authorities that provide non-statutory services
are unitary. It may therefore be difficult to accurately
compare like-for-like services.
Comments:
 It is important for clear measures to be put in place to
show the value of the services to the people of Preston
 Milestone 3: WRS already part of benchmarking club.
LCC WRS could provide guidance on benchmarking to
PCC WB, DA and HAS.
 Milestones 1.-2. Groundwork already done on
common PI's in Workshop 1 at Staff Forum event.
 In the field of welfare rights and debt advice there are
no national standard indicators.
5. Implement.
3
d:\81903702.doc
BVR In-House Advice Services:
Service Policies & Practice: SPP3.
ACTION PLAN
KEY
OBJECTIVE
IMPLEMENTATION
AND IMPROVEMENT
ACTIONS
To more
clearly define
advice
services
outcomes for
the customer.
Increase staff and
customer awareness
of compliments
/complaints
procedures.
1. Completed
August 2003.
To establish a
common mission
statement for inhouse advice
services.
3. CLS
Officer. 04/05
Ensure customer
feedback is included
in each service's
annual report and fed
back to elected
members.
5. PCC
Deputy Head
Regeneration
(PB), WRS
Manager
(JD) & HAS
manager
(JC/KM).
Draw up a customer
charter that is
common to each of
the services.
PCC Debt Advice
and PCC Welfare
Benefits to adopt an
independence
statement.
WHO/
MILESTONES
WHEN
2.
Completed.
4. CLS
Officer. 03/04
06/04
RESOURCES
(£) Cost, Time
1. Draft common
mission, customer
charter and
independence
statement from
information gathered
during the review
process.
2. Consult with service
managers.
1.-3,5. Covered
by existing
resources.
3. Consult with other
advice agencies on the
CLS Providers' Group.
4. Identify and meet
with Beacon Council
that has adopted joint
mission statement,
customer charter and,
where possible,
independence
statement.
5. Finalise and
implement common
mission statement,
customer charter and
independence
statement.
4
4. Costs of
travel expenses
etc. associated
with site visitswithin existing
budgets.
EXPECTED OUTCOME COMMENTS AND
RISK ASSESSMENT.
Measures/PI’s
Outcomes:
At point of contact, customers will be
clear on the principle aims of the service
provider and what the client can expect to
achieve by using the service.
Customers will be clearer on the role of
the service and what the service can and
can't provide.
Risk:
Client groups are so diverse that a
common charter and mission statement
may be difficult to attain and may be
confusing-so must be fully consulted prior
to its adoption.
Meaures:
Full approval and acceptance of common
mission statement, customer charter.
Adoption of agreed independence
statement by PCC Welfare Benefits and
Debt Advice and LCC Welfare Rights.
Feedback from customers indicating type
& level of service at least met with
expectations.
Milestone 4: Derby City Council have a
well established and co-ordinated advice
centre, which may provide reliable
guidance to the development of Preston's
advice services.
d:\81903702.doc
BVR In-House Advice Services:
Service Policies & Practice: SPP4.
ACTION
PLAN
KEY
OBJECTIVE
To evaluate
and, where
necessary,
implement
improvements
in the
provision of
out of hours
services.
IMPLEMENTATION
AND
IMPROVEMENT
ACTIONS
Investigate need for
early
morning/evening
and Saturday
opening.
Carry out a
feasibility study on
possible Saturday
opening.
WHO/
MILESTONES
WHEN
1.CLS Officer.
10/04
2.CLS Officer.
10/04
3. PCC Dep.
Head Regen.
(PB), WRS
Manager (JD) &
HAS manager
(JC/KM). 01/05
4.-5. CLS
Officer 07/05
6.-7. PCC Dep
Head Regen.
(PB), WRS
Manager (JD) &
HAS manager
(JC/KM). 04/06
RESOURCES
(£) Cost, Time
1. Survey public.
2. Survey other
providers.
3 Consult with staff and
unions
4. Undertake
comparison work with
other providers.
5. Analyse findings.
6. Make decision on
implementing Saturday
or out of hours opening
and identify most likely
venue.
7. Identify possibilities
of co-ordinating out of
hours activity with PCC
One Stop Shop and
LCC's Contact Centre.
5
1.-5. Part of
ongoing
consultation
within existing
resources.
6.-7.There will
be large costs
associated with
out of hours
service, as yet
undetermined.
Resource
priorities will
have to be
changed if this
is to be
achieved within
existing
budgets.
EXPECTED OUTCOME COMMENTS AND
RISK ASSESSMENT.
Measures/PI’s
Outcomes:
More flexible access to the services,
particularly for people in full-time work or
those with caring responsibilities.
Risks:
Identifying a suitable venue.
Costs: staff overtime, building overheads.
Staff concerns: out of hours working,
safety, childcare.
Limited amount of support as other
services such as DWP are closed.
Comments:
Ensure the services are losing potential
clients as a result of existing opening times.
Milestone 2 has already commenced with
the BVR's Provider's Survey. Further
consultation with providers is to take place
in SPP1.
Out of hours opening could be linked with
outreach work. Advice surgeries need not
be Centre-based: Possibilities for using
libraries, sports centres etc.
d:\81903702.doc
BVR In-House Advice Services:
Service Policies & Practice: SPP5.
ACTION
PLAN
KEY
OBJECTIVE
To seek
additional
funding for
the advice
services from
alternative
sources.
IMPLEMENTATION
AND
IMPROVEMENT
ACTIONS
Identify appropriate
services to apply
for CLS funding for
additional advisors.
WHO/
MILESTONES
RESOURCES
WHEN
1.-4. Remit
of CLS
Officer. 01/05
5. PCC
Deputy
Seek funding from
Head
South Ribble
(Regenerati
Borough Council for on). 06/04
residents from the
South Ribble area
6. PCC
that access PCC
Cabinet.
04/05
services.
(£) Cost, Time
1. Assess requirements of
services for additional
advisors.
2. Liaise with CLSP
regional manager to obtain
advice on Specialist
Quality Mark applications.
3 Implement required
systems to enable realistic
Specialist Quality Mark
applications to be made.
4. Prepare and submit
Specialist Quality Mark
applications where
appropriate.
5. Open dialogue with
South Ribble Borough
Council (South Ribble
Borough Council)
regarding funding for
services provided to South
Ribble residents.
6. Finalise agreement
between PCC and South
Ribble Borough Council
outlining funding and
assistance available to
residents of South Ribble.
6
EXPECTED OUTCOME COMMENTS AND
RISK ASSESSMENT.
Measures/PI’s
1.-5. Existing
Outcomes:
staff resources. More advisors to meet demand for advice
in Preston at little extra direct cost to the
6. Negotiations local authorities.
may lead to
Recompense to PCC for assisting clients
either an
from outside the city boundary.
income of funds Risks:
to PCC WB &
Extra work required to upgrade office
DA or a ban on procedures to meet Specialist Quality Mark
South Ribble
standard.
Residents
Staff time taken to prepare applications.
using PCC
Applications for funding could fail.
services. If the
Measures:
latter prevails,
Amount of extra funding secured from
greater
alternative sources.
resources will
Additional clients assisted through the
be available to
appointment of extra advisors using the
deal with
new source of funding.
demand for
Comments:
advice from
Service improvements will lead to an
Preston
increase in the already high level of
residents.
demand for advice in Preston. Seeking and
securing additional funding streams will
help meet this further demand. For many
years, PCC has been providing assistance
and advice to residents from districts
whose councils do not provide similar
services. Formal policies are required on
funding responsibilities and service levels.
d:\81903702.doc
BVR In-House Advice Services:
Joint Working & Consultation JWC1
ACTION
PLAN
KEY
OBJECTIVE
To adopt
CLSP
signposting
and referral
protocol in
order to
develop coordinated
advice
provision
across
public,
voluntary
and
community
sectors
IMPLEMENTATION
AND
IMPROVEMENT
ACTIONS
Ensure local
authority advice
services ratify
agreement to
Community Legal
Service Partnership
(CLSP) signposting
and referral
protocol.
Expand the advice
services' network in
Preston through the
promotion and
strengthening of the
local CLSP.
WHO/
MILESTONES
RESOURCES
WHEN
1.-6. Remit of
the CLS
Officer.
ongoing
(£) Cost, Time
1. Identify advice providers
that are not part of the
CLSP and offer support to
them to obtain the CLS
Quality Mark. (See SPP1)
2. Engage fully with Legal
Service Commission,
Community Legal Service
Partnership and
subgroups.
3. Local authority provided
services to regularly attend
CLS Providers and
Executive group meetings
to ensure a regular report
mechanism from that
network to the CLSP
Executive.
4.Ensure services are fully
aware of protocol.
5. Invoke protocol correctly
and monitor closely.
6. Regularly assess and
monitor the effectiveness
of the protocol.
7
All within
existing
resources.
EXPECTED OUTCOME COMMENTS AND
RISK ASSESSMENT.
Measures/PI’s
Outcomes:
Seamless Service
To ensure the public receives the
comprehensive range of services that they
require.
 Improve efficiency and effectiveness of
services and enhance final outcomes for
clients.
All advice services in Preston will be
signed up to the protocol.
Risks:
System relies on all partners to properly
follow protocol.
Records are made only of official or
formal referrals, not signposting. Possible
for clients to fall through the advice net.
Measures:
Number of referrals made between CLSP
partners.
Comments:
Customers do not always arrive at an
advice service with just 1 advice need.
Services need to know the limits of their
advice and when to refer onto other Quality
Marked providers.
Derby City Council works closely with the
local CLSP and runs a successful referral
system, supported by a local directory of
advice services. Examine on site visit.
d:\81903702.doc
BVR In-House Advice Services:
Joint Working & Consultation JWC2.
ACTION PLAN
KEY
OBJECTIVE
To strengthen
communication
links between
local authority
advice
providers and
internal
statutory
departments.
IMPLEMENTATION
AND
IMPROVEMENT
ACTIONS
Establish closer
telephone and
computer links
between PCC and
LCC in-house
advice services.
WHO/
MILESTONES
RESOURCES
WHEN
1.Service
managers.
(£) Cost, Time
04/04
1. Establish joint services
supervisors/managers
group.
1.-2. Within
existing staff
resources.
2.Service
managers.
2. Set up joint services
staff group.
3.-5. Costs
cannot quantified
at this time.
There will be
costs associated
with the
development of
the existing IT
system.
04/04
Set up cross advice
services forums for
management and
staff. Forums to
meet regularly to
discuss city-wide
advice services
issues.
Create stronger
links with internal
departments:
Council Tax,
Housing Benefits
and District
Housing Offices,
Leisure Centres
('Passport to
Leisure' scheme),
OSS & Call
Centres.
3.-4.
Service
managers,
PCC Legal
Services
data
protection
officer & IT
services.
06/04.
Implement
by 01/06.
5. Service
managers
& IT
services
06/05
3. Open dialogue
between advice services
and Housing Benefits,
PCC Legal Services and
Council Tax managers
regarding the access of
advice services to
Housing Benefit and
Council Tax account
information.
4. Implement informationsharing protocol. 01/06
5. Investigate the
feasibility of a single
phone number for the 4
in-house advice services.
8
EXPECTED OUTCOME COMMENTS AND
RISK ASSESSMENT.
Measures/PI’s
Outcome:
Closer working relationships between
in-house advice services at City and
County.
Provision of immediate, accurate and
effective advice for customers.
Prevent duplication of work between
departments.
Risks:
May be problems with confidentiality
and data protection issues.
Costs of technological equipment when
setting up electronic links between
services.
Comments:
There are few formalised links between
departments and services and uncertainty
surrounding information sharing. This is
hampering efficiency of the services and
the aim for more seamless working.
A Joint Services Staff Group that meets
regularly was an idea put forward by staff
at the Staff Forum.
d:\81903702.doc
BVR In-House Advice Services:
One Stop Point of Contact OSP1.
ACTION
PLAN
KEY
OBJECTIVE
To create a
single point
of contact
for access
to all the inhouse
advice
services.
IMPLEMENTATION
AND
IMPROVEMENT
ACTIONS
Undertake a
feasibility study of
creating a one stop
point of contact for
advice services.
(The BVR team
would like to see a
feasibility study but
this large piece of
work would be
beyond the team's
experience and
remit. The team
may not be
sufficiently critical
or objective enough
to undertake this
study without
qualified
assistance).
WHO/
MILESTONES
WHEN
See
covering
report.
RESOURCES
(£) Cost, Time
1. Receive
political direction
on the principles
of single location
and merger. 07/04
2. Identify
nominations for
lead officers from
both Councils.
09/04
3. Form an
internal working
group and move
to unify PCC
internal advice
services. 10/05
4. Decide on
wider auspices of
feasibility study
working group.
Carry out a
feasibility study
into co-location
and merger of
PCC, LCC and
CAB advice
services. 10/06
EXPECTED OUTCOME COMMENTS AND RISK
ASSESSMENT.
Measures/PI’s
Feasibility Study
Outcomes: A single point of access for advice
will involve costs of leading to a more comprehensive service and
employing an
increased customer satisfaction.
external consultant Risks:Large short-term increase in costs.
or, through existing Uncertainty regarding the Tithebarn Project.
staff resources, the Difficulties in identifying suitable accommodation.
secondment of a
A badly judged choice of location may affect access
lead officer from
to advice and lead to a reduction in client numbers.
either PCC or LCC Staff tension due to PCC and LCC differentials in
to take charge of
working conditions, pay and level of training.
this project.
Uncertainty regarding PCC's bid for Unitary status.
Political commitment and support required.
Co-location or
Measures:Increase in numbers of people accessing
merger costs, as
the services.
yet unknown,
Improvements in customer satisfaction.
include: locating
Long-term reduction in operational costs of services
and adapting
through economies of scale.
suitable
accommodation, IT Comments:Establishing a co-location or merger of
advice services has the potential to be this review's
systems, staff
proposed improvement that offers the greatest
training, publicity.
advantages to Preston's advice services and
customers.
Short term costs
A well-publicised one stop point of contact for
will be high, but
advice should improve access to advice for the
savings will be
people of Preston. At present, access is restricted by
made in the long
the geographical spread of services. Different
term through
economies of scale. locations are confusing to customers and can lead to
loss of clients between services on referral.
9
d:\81903702.doc
BVR In-House Advice Services:
Staff and Training SAT1.
ACTION
PLAN
KEY
OBJECTIVE
IMPLEMENTATION
AND
IMPROVEMENT
ACTIONS
To train
staff to an
identifiable
level to
ensure the
quality of
service
received by
customers
Train staff to ensure
they have all the
necessary skills to
perform duties
effectively.
WHO/
MILESTONES
RESOURCES
WHEN
1. Service
managers.
10/04
2. Service
managers.
3.-4.
Service
managers,
Training
teams at
PCC &
LCC WRS.
07/05
5. Service
managers
& joint
services'
staff group.
10/04
1. Identify specific individuals
to lead on this within the 4 inhouse services. (crossreference with
Supervisors/managers group
JWC2).
2. Take advantage of all
existing training provisionnegotiate with training teams
at PCC and LCC.
3. Establish an agreement
between services to, wherever
relevant, share training
facilities.
4.Align training with service
requirements.
5. Develop scheme to
encourage staff to put forward
suggestions for training
requirements and service
improvement-that are formally
fed back to Management
Team.
10
EXPECTED OUTCOME COMMENTS AND
RISK ASSESSMENT.
(£) Cost,
Measures/PI’s
Time
1.-5. Within
Outcomes:
existing PCC & All staff trained to a uniform level.
LCC budgets.
Risks:
Duplication of training already offered inhouse.
There are so many different facets of
advice-may be difficult to identify a uniform
standard of training and knowledge.
Measures:
Staff satisfaction.
Staff retention.
Customer satisfaction at advisor
knowledge and quality of advice received.
Comments:
The level of training directly determines
the quality of service. The quality of service
is measured by PI's and customer
feedback. The issue of training is important
not only for quality of service received but
also has implications for staff satisfaction
and retention.
d:\81903702.doc
BVR In-House Advice Services:
Community COM1.
ACTION
PLAN
KEY
OBJECTIVE
To evaluate
advice
services
outreach
work to
ensure
availability
of advice to
people in
the greatest
need.
IMPLEMENTATION
AND
IMPROVEMENT
ACTIONS
Carry out analysis
of outreach work
already done.
Determine areas of
greatest deprivation
and see if outreach
work correlates. Set
up new outreach
posts if practicable.
Consider whether
in-house services
could co-ordinate
resources to better
meet demand for
home visits.
WHO/
MILESTONES
RESOURCES
WHEN
1.-2. Service
managers,
through
supervisors/
managers'
group.
01/06
(£) Cost, Time
1: Identify target groups:
Consult with youth groups,
Preston PCT, Surestart,
elderly persons groups,
social services, tenants
associations and other
voluntary organisations to
assess need for outreach
2. Establish a rota system
between in-house services
for outreach work and
home visits.
11
1.-2. Existing
resources,
although there
may be small
increases in
travel costs.
EXPECTED OUTCOME COMMENTS AND
RISK ASSESSMENT.
Measures/PI’s
Outcomes:
Widening of the service to those
presently unable to access the services in
any other way.
Risks:
Resource intensive method for delivery of
advice.
Miscalculation of the perceived demand
for provision of advice away from the office.
Demand may be slow at first until the
outreach session becomes establish.
Choice of an inappropriate location.
May be a lack of continuity due to lack of
resources and staff.
Demands on staff.
Measure:
Increased take up of services provided in
the community from client groups presently
under-represented.
Comments:
Services presently provide different
mechanisms for contact but no services
offer the level of outreach required. It is
important to find a balance between
existing delivery methods and client groups
we may not currently be supporting. Coordination is absolute.
d:\81903702.doc
BVR In-House Advice Services:
Community COM2.
ACTION
PLAN
KEY
OBJECTIVE
To ensure
demand is
met for
information
and advice
in
necessary
alternative
formats.
IMPLEMENTATION
AND
IMPROVEMENT
ACTIONS
Liaise with
organisations for
guidance on
demand for advice
in different
languages and
formats.
Establish stronger
links with those
third sector
organisations that
provide advice to
people with special
needs.
WHO/
MILESTONES
RESOURCES
WHEN
1. CLS Officer.
(see
SPP1).04/05
2. CLS Officer.
3. PCC Dep.
Head Regen.
(PB), WRS
Manager (JD)
& HAS
manager
(JC/KM). 07/05
4. PCC
Service
Managers (AP
& JC).
5. PCC
Service
Managers (AP
& JC). 01/05
(£) Cost, Time
1. Identify and establish
liaison with organisations
that deal with special
needs client groups.
2. Establish where
present gaps in service
are.
3. Put in place corrective
action.
4. Where necessary, to
make clearer links with
the internal interpretation
service.
5. To identify staff who
could be trained in basic
sign-language, (Cross
reference with COM3).
12
1.-2. Within
existing
resources.
3. Possible
extra costs of
producing new
publicity
material in
order to reach
new client
groups.
4.-5. Possible
costs of
subscribing to
external
interpretation
services.
5. Training
costs.
EXPECTED OUTCOME COMMENTS AND
RISK ASSESSMENT.
Measures/PI’s
Outcome:
A more comprehensive provision of
advice and an increase in the numbers of
people with sensory, language and literacy
problems that are able to access the
service.
Risks:
There is potential to input additional
resources for little return.
Measure:
Increased numbers of customers from
ethnic backgrounds.
Increased access from people with
sensory disabilities and literacy problems.
Comments:
The perceived need for information in
different languages has dominated the
provision of advice in alternative formats.
This balance needs to be redressed.
d:\81903702.doc
BVR In-House Advice Services:
Community COM3.
ACTION
PLAN
KEY
OBJECTIVE
To ensure
services do
not present
any barriers
to people
with
disabilities.
IMPLEMENTATION
AND
IMPROVEMENT
ACTIONS
Have current office
facilities inspected
by disability groups
to ensure adequate
facilities in
accordance with the
imminent Disability
Discrimination Act
in 2004.
WHO/
MILESTONES
RESOURCES
WHEN
1. CLS
Officer. 04/04
2. PCC
Deputy Head
Regeneration
(PB),
manager HAS
(JC/KM) &
manager
WRS (JD).
(£) Cost, Time
1. Identify group to
undertake an assessment
of present advice centre
facilities. (Ties in with
liaison issues SPP1,
action plan A1).
2. Timetable and take any
corrective action
necessary.
01/05
After advice
centres are
assessed for
their
accessibility to
disabled
people, costs,
as yet
unknown, may
be incurred on
improving
existing
facilities.
EXPECTED OUTCOME COMMENTS AND
RISK ASSESSMENT.
Measures/PI’s
Outcome:
Encourage greater numbers of
customers with disabilities to use the
advice centres.
Risk:
Additional costs involved if present
facilities require bringing up to required
standard. e.g. Signs in large print,
communication aids, adaptations to
building for wheelchair use etc.
Measures:
Numbers of clients with physical
disabilities who access the services.
All advice centres comply with the
minimum standard of facilities required
under the Disability Discrimination Act.
Comments:
It is incumbent on each of the in-house
advice services not to discriminate and
therefore provide adequate facilities for
clients with physical & sensory disabilities.
13
d:\81903702.doc
BVR In-House Advice Services:
Technology TEC1.
ACTION
PLAN
KEY
OBJECTIVE
IMPLEMENTATION
AND
IMPROVEMENT
ACTIONS
To expand
the use of
LCC Link
machines
and
publicise
advice
services on
PCC's
proposed
'Kiosk'
facility.
The 4 in-house
1. CLS Officer
04/04
advice services to
provide full service
details onto the Link
system.
WHO/
MILESTONES
RESOURCES
WHEN
2. CLS Officer
10/04
(£) Cost, Time
1. PCC services to provide
full information regarding
their services to the
County, for publication on
the Link machine system.
2. Liaise with lead officer
on PCC Kiosk scheme to
ensure advice services
have opportunity to
publicise details on this
new facility.
No costs.
EXPECTED OUTCOME COMMENTS AND
RISK ASSESSMENT.
Measures/PI’s
Outcome:
Information of all 4 in-house advice
services to be publicised using an existing
facility.
Risk:
None.
Measure:
Number of 'hits' received.
Number of new customers who cite the
Link machine information as their
encouragement for accessing the service.
Comments:
This is an ideal way to make the best use
of existing facilities in order to publicise the
services.
14
d:\81903702.doc
BVR In-House Advice Services:
Technology TEC2.
ACTION
PLAN
KEY
OBJECTIVE
To realise
greater use
of electronic
information.
IMPLEMENTATION
AND
IMPROVEMENT
ACTIONS
To realise the full
potential of
computer use,
website and email
access.
WHO/
MILESTONES
RESOURCES
WHEN
1. PCC
Service
Managers,
(AP & JC).
04/04
2. PCC WB
Manager,
(AP). 10/04
3. Service
managers,
CLS Officer
and relevant
IT officers at
PCC & LCC.
10/04
4. PCC
Deputy Head
Regeneration
(PB),
Manager HAS
(JC/KM) &
WRS
Manager (JD).
07/06
5. Service
managers
10/04
(£) Cost, Time
1. Ensure full information
of each of the services is
available and clear and
easily accessible on the
websites-including
interactive forms, ability to
request appointments,
access to advisors by
email etc.
2. Services to consider
greater use of computer
packages in their work, for
example in the calculation
of benefit entitlement.
1. Within
existing
budgets.
2. Costs of
appropriate
software.
3. Internal
budget charges
to PCC & LCC
IT Services.
4. Investigate
access to IEG
funding, to
3.Investigate and develop
cover video
hyperlinks between council conferencing
websites and other
development
relevant organisations.
costs.
4. Explore the potential for
video conferencing &
exploiting other interactive
possibilities.
5. Make greater use of
laptops for court, tribunal,
interview room (PCC) and
home visit work.
15
5. Costs of new
computer
hardware.
EXPECTED OUTCOME COMMENTS AND
RISK ASSESSMENT.
Measures/PI’s
Outcome:
Greater compliance with eGovernment.
Risks:
Costs of new equipment and software
and additional staff training.
Measure:
Increase in numbers of people accessing
services on-line.
Increased staff satisfaction through
availability of enhanced hardware and
software to assist their advisor duties.
Comments:
It is important to widen the accessibility of
advice to the public as much as possible
and greater use of website and email is a
way of doing just that.
Provision of better hardware and, where
necessary, computer packages, will provide
enhanced support to staff in carrying out
their duties and a more efficient service to
the customer.
Possibilities for interactive access to
advice include downloadable forms, advice
packs, answering customer queries by
email
d:\81903702.doc
BVR In-House Advice Services:
Publicity & Information PAI1.
ACTION
PLAN
KEY
OBJECTIVE
To increase
public
awareness
of the
advice
services
available
IMPLEMENTATION
AND
IMPROVEMENT
ACTIONS
Update and
upgrade existing
publicity material
and use information
from action plan
COM1 for a
targeted publicity
campaign.
Welfare Rights and
Welfare Benefits to
obtain information
from PCC Housing
Benefits (JWC3) to
target those
apparently not
claiming full benefit
entitlement.
WHO/
MILESTONES
RESOURCES
WHEN
1.-3. Service
managers
(AP,JB, JC) &
CLS Officer.
(£) Cost, Time
1.Agree target groups:
those that are
underrepresented
nationally.
10/05
4. PCC WB
Manager
(AP), WRS
Manager (JD)
& appropriate
PCC Housing
Benefits
Manager.
01/05
2. Update and upgrade
posters, leaflets, centre
signage etc. ensuring
definitions, identity and
roles of each service are
clearly defined.
3. Agree on locations for
publicity and publicity
mechanisms that are to be
used: poster, leaflets,
video publicity in waiting
rooms, advert on
rent/Council Tax cards etc.
4. Effect PCC's
participation in LCC
Welfare Rights' take-up
campaigns.
16
1. Existing
resources.
2.-3. Costs of
producing
publicity
materials will
need to be
quantified but
should be
achievable
within existing
budgets.
4. No extra
costs.
EXPECTED OUTCOME COMMENTS AND
RISK ASSESSMENT.
Measures/PI’s
Outcomes:
An increase in numbers of people from
target groups using the advice services.
Increase in customers throughout the
community accessing services.
Enhanced awareness of the availability of
advice and the existence of local authority
advice throughout Preston.
Risks:
Increase in publicity campaigns may
produce an initial short-term surge in
demand that existing resources may
struggle to cope with.
Use of national rather than local
indicators when targeting vulnerable groups
may be misleading.
Comments:
Milestone 3. There are links here with
PCC's Housing Management Best Value
Review (Housing Benefits) and key
objective JWC3.
Better referral links with other advice
providers in the third sector and improved
access to advice using alternative methods
such as website/email access may cushion
the initial swell in demand caused by
greater publicity of the services.
d:\81903702.doc