Processes
Please choose a statement:
22. We design, develop and improve our products and services based on customer needs and expectations and our commitment to diversity.
23. We design and improve our processes to best meet the needs of the organisation and its stakeholders.
24. We have processes in place to develop, manage and improve customer relationships.
25. Products, services and values are clearly identified, understood by staff and promoted to customers (existing and potential).
26. We manage the social and environmental impact of our processes, products and services.
We design, develop and improve our products and services based on customer needs and expectations and our commitment to diversity.
Suggested Evidence
- We have identified our key products and services
- Our services are accessible to all community groups where appropriate
- We collect customer feedback
- We have clear baseline standards
Example
An organisation worked through C3Perform with an advisor. They were signposted to specialist ICT advice (part of the C3 package of support). An initial visit established that ICT systems were in place under statutory obligation but the skills to manage these were not there. This meant that other infrastructure problems developed. Partnership working with other organisations that used similar systems and who did have the necessary skills and knowledge to manage them proved difficult to fund. It was suggested that outsourcing their general ICT system to a local social enterprise specialising in ICT infrastructure support and development would be valuable, to enable key staff to concentrate on other areas of the organisation’s activities.
| Tips for advisors: When dealing with critical ICT systems, it’s important to deliver tangible options speedily. Clients’ frustrations with internal ICT systems can often lead to large spend on inappropriate solutions. Tips for funders: When funding is linked to using specific systems for managing funded work and reporting, check that funds are allocated for management and staff development and training related to using those systems. |
We design and improve our processes to best meet the needs of the organisation and its stakeholders.
Suggested Evidence
Examples of evidence and good practice may include:
- All processes have been clearly identified and defined. Every process has an owner
- Staff are aware of the key processes and how they contribute to them
- Staff are encouraged to contribute to improving processes
- Processes are written down / recorded
- Our stakeholders understand our processes where appropriate
- Monitoring & review of processes
- Processes support healthy cashflow
Example
Bristol Community Transport recognised a problem with communication long before they started using C3Perform to self-assess their performance. However, when they started using C3Perform, they learnt that the problem lay in the poor definition of processes which was hampering the flow of information within the organisation. As a result they reviewed all processes, developed a new staff handbook, which laid out all processes using flowcharts and communicated this throughout the staff team using training sessions and meetings.
| Tips for advisors: It is common to find that processes have been developed organically and are no longer effective. By drawing up a process map, each part of a process can be reviewed to ensure it is effective for the organisation and customers. Tips for funders: When making monitoring visits, ask about timetabling of reviews of processes/policies. |
We have processes in place to develop, manage and improve customer relationships.
Suggested Evidence
- A customer service plan exists
- Customer satisfaction is measured
- Marketing strategy seeks to manage customers’ expectations
- A complaints procedure exists which we communicate to our customers
Example
Café Kino is a fledgling workers’ cooperative café in St. Paul’s, Bristol. As a result of working through C3Perform, they now look at their business from two points of view. They seek out their customers’ views and requests. And they follow their own principles, such as co-operative working, ethical sourcing and stimulating interest and pride in an area of Bristol that often is overlooked or receives “bad press”. For example: Café Kino are currently considering changing to a fully organic menu, perhaps necessitating a move away from using 100% local suppliers. They are going to find out first if this is what their customers want.
| Tips for advisors: Getting organisations to think “from the other side of the counter” can be a new thing, particularly if people have come together in an organisation, motivated by shared values and passions, rather than just to provide a service. Encouraging small steps, such as setting up a suggestions box, can provide impetus to see the value of customer feedback.Developing a complaints procedure or a customer satisfaction plan may not be appropriate until lots of small steps are taken. Tips for funders: As above. With new organisations, look for evidence of modest indicators that meeting customer needs and responding to customer demands are important to the organisation, even if tangible evidence such as a complaints procedure are still “works in progress”. |
Products, services and values are clearly identified, understood by staff and promoted to customers (existing and potential).
Suggested Evidence
Examples of evidence and good practice may include:
- Our marketing plan stipulates how we can identify and attract new customers
- Our marketing plan stipulates how we communicate with our customers
- Publicity
- Have clear product message
- Promotion through website
- Values and ethics are understood and communicated
Example
Essential Trading is a high growth workers’ co-operative, specialising in organic and fair trade goods. Over the past 3 years, it has experienced an increase in turnover of around 25-30%. This situation is now levelling off. Their C3Perform process included going through full C3Perform with a small group, then Workshop Perform with all members, followed by action planning. Essential have now designated 1 member as their Customer Rep and are seeking feedback from their customers. The organisation is also working on clear messages about the value of their products- e.g. ethical sourcing, co-operative working values- to counter the growing competition from supermarkets’ organic and fair trade brands.
| Tips for advisors: Encourage organisations to not become complacent during periods of high growth, or too busy coping with the growth to plan ahead. . Strategic planning remains essential, e.g. what new threats or opportunities are on the horizon? Tips for funders: Encourage organisations to look ahead and plan even during periods of high growth. When funding an organisation, be clear what their unique selling point is, and communicate that to them. This will help organisations feel more confident and also serve to remind them of their strengths. |
We manage the social and environmental impact of our processes, products and services.
Suggested Evidence
- Environmental policy
- Supply chains inc freelancers / consultants
- Environmental building audit
- Environmental quality system
- Our processes accommodate the diverse needs of our customers
- We manage the negative social and environmental impact of our products, processes and services
- An environmental policy sets out our attempts to manage our impact
- We ensure that out products and services embody our key values with regard to social and environmental responsibility
- We seek to identify new technology that will help us to improve our social and environmental impact
- We monitor our processes to identify where savings can be made to financial cost and social and environmental impact
- We manage the social and environmental impact of our supply chain
Example
HHEAG have implemented a process for systematically improving performance and communicate this on their web-site. Following identification in the C3Perform self-assessment session, of the need to formalise processes of improving environmental performance and celebrating successes, improving environmental impacts is now a fixed agenda item at all team meetings. At least one improvement action is identified and planned at each meeting and progress reported at the subsequent meeting. Actions completed include: offering 10p off the price of soup if customers bring their own mug in the food co-op, always using recycled wood, using biodegradable bags in food co-op, reduce unsolicited mail, staff board outlining key information to reduce paper use, office bicycle. This progress is published on HHEAG’s website and an article has been written promoting achievements for the Voscur newsletter.
| Tips for advisors: Considering environmental impact is a growing area of concern and action in all sectors. Gather as much evidence of best practice as possible to prompt ideas with your clients. Tips for funders: Look for evidence of initial small improvement actions, e.g. efforts to reuse paper, purchase of an office bike. |