BPI Priority Opportunities – Examples

Example #1:

Example #2:

OPPORTUNITIES TO TRANSFORM THE ORGANISATION

• Re-engineering Opportunities: the dramatic changes that will radically alter the service delivery mechanisms of the Organisation, and enable significant improvements in Department of Organisation performance;
• Quick Wins: These changes are typically within the control of the Organisation to implement, and are     meant to build momentum and support for the longer-term     re-engineering changes; and
• Other Change Initiatives: changes that can not be implemented within the ‘quick win’     timeframe, and/or are not specifically related to one of the key re-engineering opportunities.

Re-engineering Opportunities

• Establish a Community Contact Service;
• Create an Expert Response Service;
• Enhance Targeted Work Allocation;
• Implement a Partnership Management Program;
• Build an Expanded Information Network; and
• Develop Professional and Self-motivated Personnel.

• definition: a description of the change that is envisaged for the organization;
• objectives: the goals that the change will achieve;
• benefits: high-level description of the benefits to be achieved by implementing the     change. The benefits will be explored further, and linked to associated investment requirements, in the subsequent ‘evaluation of options’ exercise; and
• enablers: the key catalysts that will allow the Organisation to deliver services in a dramatically different manner.

Exhibit 1:     Re-engineering Opportunities

   

Opportunity 1: Establish a community contact service

Description:

Objectives:

• To provide a consistent and high standard of service irrespective of the method of access     (phone, walk-in, mail, fax, etc.) or location;
• To provide ready ‘one-stop’ access to quality information at the time required. Whether a     member of the community requests information from the Organisation, or a Organisation officer requires information to effectively resolve an issue, easy, convenient and timely access to relevant information will be     available when needed;
• To immediately resolve issues or, if appropriate, initiate immediate appropriate action, including the dispatch of Organisation officers to an incident; and
• To minimize ‘pass-offs’ in the     resolution of issues or the initiation of actions.

Benefits:

• Improved utilization of Organisation department personnel through the appropriate use of civilians in community contact service roles;
• The resolution of public enquiries in a quick, thorough and knowledgeable manner;
• Reduced time to initiate effective action;
• Improved Organisation readiness to respond effectively;
• Increased community access to information;
• Easier community access to the Organisation;
• Improved management information;
• Empowered employees; and
• Improved community     satisfaction.

Enablers:

• Training: the employee who performs this community contact service role will require extensive training in areas such as:

• communicating with the public;
• technical systems (to retrieve required information); and
• response models.

• Incident Appropriate ‘Response Models’: tools to assist in ensuring effective responses will be required. These tools can act as ‘decision-trees’ to ensure that consistent and appropriate responses are made, and will address:

• information to be collected for specific incidents;   
• location of information     required to respond; and
• appropriate action if immediate resolution is not appropriate or possible.

• Integrated Systems and Communications: a key enabler of this opportunity will be access to quality and timely information to ensure appropriate and correct responses and actions. Within the Department, integrated systems will be required to access:

• human resource information;   
• financial information;   
• fleet management information; and
• ‘core policing’ information related to investigations, prosecutions, community     relations, etc.        

• Access will also be required to external information sources, including other State agencies and departments, local government databases, federal government bodies,     and other Organisation organizations.
• An integrated Computer-Aided Dispatch (CAD) system will allow for appropriate dispatch of Organisation officers to incidents, and can provide the officers with incident-specific information and therefore better response readiness. The system can display responding vehicle locations, provide incident locations, identify most appropriate routes, etc.     Specific components to enable this opportunity include:
• geographic information system (GIS): an electronic ‘map’ that will be available on screen. GIS is in use in many industries, and, Complementary Departments     is well advanced in preparation of map information. It is likely that this technology would be     shared with other government departments and agencies, as well as private companies.
• global positioning system (GPS): linked with the GIS, this technology will locate and     track the deployment of Organisation resources.

• CAD systems can be used to automatically match and prioritize details with     appropriately located, skilled and equipped resources. The system generated ‘recommended response’ would be subject to manual override for special occasions. The system will also provide information on     the location of critical resources and incidents, necessary for effective management decision-making. The CAD system would also     capture ‘real-time’ critical incident/response information for analysis and report generation. CAD would not replace the need for voice communication, but rather augment the response capability of     the Department.

Enabling Options:

• Computer-Aided Dispatch systems comprise advanced technologies that are readily available in the marketplace and in use in emergency services, including Organisation     departments, worldwide . Alternatives include:
• use of existing voice dispatch capabilities, where the individual located in the station     can verbally communicate relevant information to responding     officers;
• use of simple character-based mobile data terminals where officers can record     their location at key time intervals similar to the approach currently adopted by taxi services.    

• Expert Advice: access will be     required for some enquiries and incidents to experienced Organisation employees who can bring their expertise and judgement on the appropriate response. Immediate access to appropriate individuals and/or expert system ‘advisors’ will be required.
• Mechanisms to facilitate the provision and obtaining of information by the community. This could include:
  • A single, statewide telephone number to contact the Organisation, with appropriate re-routing capabilities. This would include the utilization of technology such as Automatic Call Distributor (ACD) and Voice Recognition Units (VRU). These are effectively used today by many organizations to handle large volumes of calls from diverse locations (e.g., Airlines, Telecoms, etc.).
  • Direct lines to organisation facilities. These could be located at appropriate public areas; and
  • Information booths (staffed and/or unstaffed) located at malls, shopping centres, public areas, etc