The document outlines Money Advice Service's proposed framework for debt advice standards and quality assurance. It proposes:
1) Establishing organizational and individual standards for debt advice based on existing frameworks like National Occupational Standards.
2) Developing a quality framework that existing standards can be assessed against for accreditation. Standards owners would work to map their standards to the framework.
3) An accreditation process where standards, qualifications and trainings can be regularly reviewed and mapped against the framework. Organizations would need to adhere to an accredited standard to receive funding.
The document provides details on the proposed standards, workshops to gather feedback, and next steps of consulting stakeholders before finalizing and publishing the response
IBM Service Science & Innovation Community of Practice 3/6/2012Stephen Kwan
This document discusses constructing effective value propositions for stakeholders in service system networks. It defines key terms like service science, service systems, and value co-creation. It presents models of service systems as networks and value chains. It also outlines four stages of customer empowerment in value co-creation, from traditional value chains to more collaborative customer-driven networks. Finally, it notes there is a variety of potential value propositions that can address different stakeholder needs.
The document discusses the importance of customer insight for public services, especially in the context of the Total Place approach. It makes three key points:
1) Customer insight is useful for understanding customer needs and redesigning services to be more efficient and effective. However, insight is still primarily used within individual "silos" rather than strategically across organizations.
2) The Total Place pilots demonstrated how sharing insight across partners can identify duplication and lead to more joined-up, cost-effective services. However, overcoming differences in terminology and data remains a challenge.
3) For insight to be truly effective, organizations need to embed it in strategic decision-making and share it across partnerships to focus on shared customers
We look at the Service Strategy phase of the ITIL V3 service lifecycle and the key processes that enable business and IT integration. We will discuss critical processes such as Service Portfolio Management, Business Service Management, Financial Management and Demand Management, along with key roles such as Business Relationship Manager and Product Manager.
Japan Institute for Design Promotion, December 21st, 2011, Tokyo, Japan.Stephen Kwan
This presentation discusses service design from a systems perspective, integrating system thinking, design thinking, and business thinking. It defines key concepts in service science like service systems and value co-creation. The presentation outlines a multi-disciplinary approach to service system design incorporating knowledge management. Finally, it examines stages in customer empowerment from traditional value chains to customer-driven service value networks.
The document discusses the challenges faced by IT and shared service functions in accurately costing services and demonstrating performance. It outlines how activity-based costing can provide the foundation for IT performance management by assigning costs to activities and services. The presentation then provides an overview and benefits of SAP BusinessObjects Profitability and Cost Management, a solution that uses activity-based costing to help IT and shared services better understand costs, improve decision making, and demonstrate value to customers. It concludes with an upcoming screen walkthrough of the solution.
Mobile Marketing Service Provider Selection ToolDemand Metric
This document evaluates and scores three mobile marketing service providers based on their experience and skills, proposed technical solutions, pricing and deployment, and sample work. For each category, Provider 1 scored the highest overall with a total score of 135 points. Provider 2 scored lowest with 82 points. Though Provider 3 had stronger sample work, Provider 1 demonstrated the best fit based on experience working in the client's industry, communication skills, and responsiveness.
Best practices vendor support services partner presentation for panel discussion with Chairs of the TSIA Support Services Partner - Community of Interest (COI). Presented by Andreas Gast - COI Chair, and Vice Chairs from Autodesk, CA, and Cisco
The document outlines the life cycle of a contribution agreement between Citizenship and Immigration Canada (CIC) and service provider organizations, including the commitment to assist newcomers, selection criteria for funding proposals, negotiation and contract preparation, assessment of results, and reimbursement of eligible costs incurred by funded organizations in delivering settlement services. The purpose is to ensure public funds are used responsibly and accountably to meet newcomer needs through open processes and cooperation between CIC and service providers.
IBM Service Science & Innovation Community of Practice 3/6/2012Stephen Kwan
This document discusses constructing effective value propositions for stakeholders in service system networks. It defines key terms like service science, service systems, and value co-creation. It presents models of service systems as networks and value chains. It also outlines four stages of customer empowerment in value co-creation, from traditional value chains to more collaborative customer-driven networks. Finally, it notes there is a variety of potential value propositions that can address different stakeholder needs.
The document discusses the importance of customer insight for public services, especially in the context of the Total Place approach. It makes three key points:
1) Customer insight is useful for understanding customer needs and redesigning services to be more efficient and effective. However, insight is still primarily used within individual "silos" rather than strategically across organizations.
2) The Total Place pilots demonstrated how sharing insight across partners can identify duplication and lead to more joined-up, cost-effective services. However, overcoming differences in terminology and data remains a challenge.
3) For insight to be truly effective, organizations need to embed it in strategic decision-making and share it across partnerships to focus on shared customers
We look at the Service Strategy phase of the ITIL V3 service lifecycle and the key processes that enable business and IT integration. We will discuss critical processes such as Service Portfolio Management, Business Service Management, Financial Management and Demand Management, along with key roles such as Business Relationship Manager and Product Manager.
Japan Institute for Design Promotion, December 21st, 2011, Tokyo, Japan.Stephen Kwan
This presentation discusses service design from a systems perspective, integrating system thinking, design thinking, and business thinking. It defines key concepts in service science like service systems and value co-creation. The presentation outlines a multi-disciplinary approach to service system design incorporating knowledge management. Finally, it examines stages in customer empowerment from traditional value chains to customer-driven service value networks.
The document discusses the challenges faced by IT and shared service functions in accurately costing services and demonstrating performance. It outlines how activity-based costing can provide the foundation for IT performance management by assigning costs to activities and services. The presentation then provides an overview and benefits of SAP BusinessObjects Profitability and Cost Management, a solution that uses activity-based costing to help IT and shared services better understand costs, improve decision making, and demonstrate value to customers. It concludes with an upcoming screen walkthrough of the solution.
Mobile Marketing Service Provider Selection ToolDemand Metric
This document evaluates and scores three mobile marketing service providers based on their experience and skills, proposed technical solutions, pricing and deployment, and sample work. For each category, Provider 1 scored the highest overall with a total score of 135 points. Provider 2 scored lowest with 82 points. Though Provider 3 had stronger sample work, Provider 1 demonstrated the best fit based on experience working in the client's industry, communication skills, and responsiveness.
Best practices vendor support services partner presentation for panel discussion with Chairs of the TSIA Support Services Partner - Community of Interest (COI). Presented by Andreas Gast - COI Chair, and Vice Chairs from Autodesk, CA, and Cisco
The document outlines the life cycle of a contribution agreement between Citizenship and Immigration Canada (CIC) and service provider organizations, including the commitment to assist newcomers, selection criteria for funding proposals, negotiation and contract preparation, assessment of results, and reimbursement of eligible costs incurred by funded organizations in delivering settlement services. The purpose is to ensure public funds are used responsibly and accountably to meet newcomer needs through open processes and cooperation between CIC and service providers.
The document provides an overview of ITIL 2011 Foundation. It discusses the history and evolution of ITIL from its origins in the UK to the 2011 version. It describes the key concepts of ITIL including the service lifecycle phases of service strategy, service design, service transition, service operation, and continual service improvement. It also summarizes some of the key processes covered under each phase.
The document summarizes feedback from stakeholders on a proposed integrated service delivery framework for Employment Ontario. Key themes from focus groups included: support for more integrated services across ministries but differing views on the best approach; a need to focus on customers rather than individual programs; and importance of community involvement but with provincial coordination. Stakeholders generally preferred maintaining the current distributed service delivery model over introducing lead provider hubs, citing concerns about flexibility and customer choice. Developing clear service standards, pathways for customers, and collaboration mechanisms among providers were seen as priorities to strengthen employment supports across Ontario.
TTM Managed Services Framework provides a comprehensive methodology and tools to assist companies throughout the entire managed services lifecycle. This includes setting up an effective managed services framework, conducting due diligence and RFP processes, managing the transition of services between a company and managed service provider, and supervising ongoing service delivery. The framework is based on over 60 years of experience and incorporates best practices, processes, templates, and other tools to help ensure the success of managed services transformations and programs.
COSTAISA Group has a team of professionals who design and implement solutions in strategy, business, technology and outsourcing specialized in the healthcare sector. With over 40 years of experience, COSTAISA takes a systemic approach to ensure efficient and optimal use of resources. It provides consulting, technology solutions, and managed services/outsourcing to cover healthcare organizations' needs from planning to continuous improvement. Specialized units address strategic consulting, IT solutions, and outsourcing healthcare IT infrastructure and business processes.
Module 2 building an embedded cebb strategy ppt slidesharemfopps
MABS-RBAP in the Philippines examined how to improve uptake and use of mobile banking through consumer education (CE). They faced challenges of cost, reaching scale with limited resources, and competing demands on staff time. To address these, they developed a low-cost CE approach that embedded education into existing customer touchpoints. CE materials were integrated into orientation meetings and follow up visits by various frontline staff, not just channel specialists. This embedded approach aimed to make CE sustainable, reach more customers, and better utilize staff capabilities.
Leadership plays a critical role in implementing a total quality management program in an
organization. Leaders must develop a quality policy and plans to implement it, take responsibility
for reviewing and improving the policy, and ensure it is understood at all levels. They must act as
role models, develop clear strategies and supporting plans to achieve quality objectives, and
communicate and motivate employees to participate in quality initiatives. A real example is
provided of a company called PCAA that failed to establish effective leadership, which negatively
impacted their quality management system efforts despite pursuing ISO 9001 certification.
This document discusses quality issues in managing meetings, incentives, conferences, and events (MICE). It defines quality and customer service, and identifies stakeholders like the client organization, delegates, venue, and conference organizer. It evaluates their roles in ensuring quality, like the organizer communicating requirements and the venue providing facilities and service. The document also discusses measuring quality through evaluating aspects of the event from different perspectives, and using feedback to improve future events.
The document outlines 13 leading practices that every quality management program should adopt. It discusses identifying strategic objectives, analyzing costs of quality, documenting policies and procedures, developing evaluation criteria, defining program logistics, establishing closed-loop training, providing feedback, ensuring consistency through calibration, facilitating communication between agents and reviewers, incorporating customer experience, sharing information, embracing continuous improvement, and recognizing top performers. Adopting these practices can improve consistency, lower costs, enhance employee development and customer satisfaction.
The document discusses management assertions that are used by auditors to guide the type of audit evidence gathered. The five main assertions are: transactions, occurrence, authorizations, accuracy, and completeness. It then provides objectives related to classes of transactions and ending balance classes in accounts. The next section discusses the elements of quality control for audit firms, including leadership responsibilities, ethical requirements, acceptance and continuance of clients, human resources, monitoring, and engagement performance.
ISO 9001 is a widely recognized quality management system standard that helps companies improve product quality, increase customer satisfaction, and gain international recognition. It provides assurance that an organization's goods and services meet quality requirements through effective quality management practices. The standard focuses on customer satisfaction, leadership and engagement, process improvement, and data-driven decision making. An ISO 9001-compliant quality management system involves establishing processes, responsibilities, and resources to define and achieve quality objectives.
The document outlines Parasuraman, Berry, and Zeithaml's Gaps Model of Service Quality which identifies gaps between customer expectations and perceptions that can occur within an organization, and it discusses their SERVQUAL framework for measuring service quality across five dimensions: tangibles, reliability, responsiveness, assurance, and empathy. The Gaps Model is used to show how four internal gaps within a company relating to understanding customer expectations, service design, service delivery, and communications can contribute to an overall gap between customer expectations and perceptions of service quality.
PMI Credentials-Top Reasons For OrganizationsLen Terranova
Organizations should support PMI credentials for their workforce because it will lead to improved project results. With PMI credentials, employees will understand common processes and terminology, be more disciplined, and know how to properly plan projects from start to finish. This standardized approach builds confidence with clients and allows organizations to have repeatable processes that prevent starting projects from scratch each time. Supporting credentials also helps retain employees by investing in their professional development and growth.
Quality can be defined in various ways such as meeting customer requirements, fitness for use, and conforming to specifications. It is important for organizations to establish quality standards to ensure customer satisfaction, maintain competitiveness, and improve employee morale. There are different perspectives on quality from the viewpoints of consumers and producers. For products, quality dimensions include performance, features, reliability, and durability. For services, key dimensions are timeliness, courtesy, consistency, accessibility, accuracy, and responsiveness. Organizations must implement quality assurance procedures and monitor work outcomes to deliver high quality outputs.
Accellion provides secure file transfer and collaboration solutions to over 1,200 enterprise customers worldwide. It aims to allow customers to serve users faster, increase efficiencies, and minimize costs. Accellion's service guarantee promises a response within 2 hours for any complaints and 48 hours' notice for planned outages. The unconditional guarantee is meant to clearly communicate Accellion's commitment to excellence and reduce customer risks. While the guarantee may attract new customers and increase loyalty, Accellion should ensure employees understand expectations and continuously track customer feedback to meet dynamic needs. Accellion could also minimize potential cheating by customers by implementing loyalty programs and ensuring seamless, high-quality service.
Robert French is a customer service management professional with over 10 years of experience in the insurance industry. He has a proven track record of delivering operational excellence and managing teams through change programs. He is an intuitive leader who builds high performing teams through coaching and motivating people. His most recent roles include Workflow Management Manager at AMP Limited, where he successfully led a team through a period of change and outsourced functions, achieving annual savings. He has also managed the transition of functions to offshore business partners on time and on budget.
This document outlines the key activities, knowledge, and behaviors needed for different bands or levels within the professional area of service delivery and information. It includes 24 activities grouped into areas like establish customer requirements, create service approach, project and change management, and continuous improvement. For each activity, it describes the expected goals at band 1 through 4. It also lists 24 types of knowledge needed to perform the role effectively, such as HR technology models, the employee lifecycle, and change management. The overall purpose is to ensure customer-focused HR service delivery excellence and provide meaningful data and analytics to enable business improvement.
This two-day conference on November 19-20, 2009 in Arlington, VA will teach attendees how to obtain and manage social services contracts and grants. On day one, participants will learn how to write successful performance-based proposals, target reliable funders, and avoid common mistakes in the proposal process. Day two will cover understanding and preparing for the audit process, navigating single audit reporting requirements, and ensuring proper documentation. The goal is to provide strategies for creating programs that get funded and stay funded while aligning with organizational missions.
ISO 9001 Implementation Series - Session 1.pptxSaravananBabu13
This document provides an overview of ISO 9001 implementation guidelines and quality management principles. It discusses the need for a quality management system and factors to consider when establishing one, including understanding customer and stakeholder needs and expectations. The document also outlines the seven quality management principles: customer focus, leadership, engagement of people, process approach, improvement, evidence-based decision making, and relationship management. It provides details on each principle and emphasizes the importance of continual improvement through methods like the PDCA cycle.
This two-day training event focused on social services contracts and grants. On day one, attendees would learn how to write successful performance-based proposals, including identifying funding sources, understanding requirements, and avoiding common mistakes. They would also learn tips for enhanced funding and making proposals more relevant. On day two, the training would cover navigating the audit process for contracts and grants, including conducting risk assessments, understanding requirements, and preparing for audits. Attendees would acquire knowledge on effectively implementing performance-based contracting and forming relationships with funders. The event aimed to provide nonprofit leaders with strategies for obtaining and managing contracts and grants.
The document provides an overview of ITIL 2011 Foundation. It discusses the history and evolution of ITIL from its origins in the UK to the 2011 version. It describes the key concepts of ITIL including the service lifecycle phases of service strategy, service design, service transition, service operation, and continual service improvement. It also summarizes some of the key processes covered under each phase.
The document summarizes feedback from stakeholders on a proposed integrated service delivery framework for Employment Ontario. Key themes from focus groups included: support for more integrated services across ministries but differing views on the best approach; a need to focus on customers rather than individual programs; and importance of community involvement but with provincial coordination. Stakeholders generally preferred maintaining the current distributed service delivery model over introducing lead provider hubs, citing concerns about flexibility and customer choice. Developing clear service standards, pathways for customers, and collaboration mechanisms among providers were seen as priorities to strengthen employment supports across Ontario.
TTM Managed Services Framework provides a comprehensive methodology and tools to assist companies throughout the entire managed services lifecycle. This includes setting up an effective managed services framework, conducting due diligence and RFP processes, managing the transition of services between a company and managed service provider, and supervising ongoing service delivery. The framework is based on over 60 years of experience and incorporates best practices, processes, templates, and other tools to help ensure the success of managed services transformations and programs.
COSTAISA Group has a team of professionals who design and implement solutions in strategy, business, technology and outsourcing specialized in the healthcare sector. With over 40 years of experience, COSTAISA takes a systemic approach to ensure efficient and optimal use of resources. It provides consulting, technology solutions, and managed services/outsourcing to cover healthcare organizations' needs from planning to continuous improvement. Specialized units address strategic consulting, IT solutions, and outsourcing healthcare IT infrastructure and business processes.
Module 2 building an embedded cebb strategy ppt slidesharemfopps
MABS-RBAP in the Philippines examined how to improve uptake and use of mobile banking through consumer education (CE). They faced challenges of cost, reaching scale with limited resources, and competing demands on staff time. To address these, they developed a low-cost CE approach that embedded education into existing customer touchpoints. CE materials were integrated into orientation meetings and follow up visits by various frontline staff, not just channel specialists. This embedded approach aimed to make CE sustainable, reach more customers, and better utilize staff capabilities.
Leadership plays a critical role in implementing a total quality management program in an
organization. Leaders must develop a quality policy and plans to implement it, take responsibility
for reviewing and improving the policy, and ensure it is understood at all levels. They must act as
role models, develop clear strategies and supporting plans to achieve quality objectives, and
communicate and motivate employees to participate in quality initiatives. A real example is
provided of a company called PCAA that failed to establish effective leadership, which negatively
impacted their quality management system efforts despite pursuing ISO 9001 certification.
This document discusses quality issues in managing meetings, incentives, conferences, and events (MICE). It defines quality and customer service, and identifies stakeholders like the client organization, delegates, venue, and conference organizer. It evaluates their roles in ensuring quality, like the organizer communicating requirements and the venue providing facilities and service. The document also discusses measuring quality through evaluating aspects of the event from different perspectives, and using feedback to improve future events.
The document outlines 13 leading practices that every quality management program should adopt. It discusses identifying strategic objectives, analyzing costs of quality, documenting policies and procedures, developing evaluation criteria, defining program logistics, establishing closed-loop training, providing feedback, ensuring consistency through calibration, facilitating communication between agents and reviewers, incorporating customer experience, sharing information, embracing continuous improvement, and recognizing top performers. Adopting these practices can improve consistency, lower costs, enhance employee development and customer satisfaction.
The document discusses management assertions that are used by auditors to guide the type of audit evidence gathered. The five main assertions are: transactions, occurrence, authorizations, accuracy, and completeness. It then provides objectives related to classes of transactions and ending balance classes in accounts. The next section discusses the elements of quality control for audit firms, including leadership responsibilities, ethical requirements, acceptance and continuance of clients, human resources, monitoring, and engagement performance.
ISO 9001 is a widely recognized quality management system standard that helps companies improve product quality, increase customer satisfaction, and gain international recognition. It provides assurance that an organization's goods and services meet quality requirements through effective quality management practices. The standard focuses on customer satisfaction, leadership and engagement, process improvement, and data-driven decision making. An ISO 9001-compliant quality management system involves establishing processes, responsibilities, and resources to define and achieve quality objectives.
The document outlines Parasuraman, Berry, and Zeithaml's Gaps Model of Service Quality which identifies gaps between customer expectations and perceptions that can occur within an organization, and it discusses their SERVQUAL framework for measuring service quality across five dimensions: tangibles, reliability, responsiveness, assurance, and empathy. The Gaps Model is used to show how four internal gaps within a company relating to understanding customer expectations, service design, service delivery, and communications can contribute to an overall gap between customer expectations and perceptions of service quality.
PMI Credentials-Top Reasons For OrganizationsLen Terranova
Organizations should support PMI credentials for their workforce because it will lead to improved project results. With PMI credentials, employees will understand common processes and terminology, be more disciplined, and know how to properly plan projects from start to finish. This standardized approach builds confidence with clients and allows organizations to have repeatable processes that prevent starting projects from scratch each time. Supporting credentials also helps retain employees by investing in their professional development and growth.
Quality can be defined in various ways such as meeting customer requirements, fitness for use, and conforming to specifications. It is important for organizations to establish quality standards to ensure customer satisfaction, maintain competitiveness, and improve employee morale. There are different perspectives on quality from the viewpoints of consumers and producers. For products, quality dimensions include performance, features, reliability, and durability. For services, key dimensions are timeliness, courtesy, consistency, accessibility, accuracy, and responsiveness. Organizations must implement quality assurance procedures and monitor work outcomes to deliver high quality outputs.
Accellion provides secure file transfer and collaboration solutions to over 1,200 enterprise customers worldwide. It aims to allow customers to serve users faster, increase efficiencies, and minimize costs. Accellion's service guarantee promises a response within 2 hours for any complaints and 48 hours' notice for planned outages. The unconditional guarantee is meant to clearly communicate Accellion's commitment to excellence and reduce customer risks. While the guarantee may attract new customers and increase loyalty, Accellion should ensure employees understand expectations and continuously track customer feedback to meet dynamic needs. Accellion could also minimize potential cheating by customers by implementing loyalty programs and ensuring seamless, high-quality service.
Robert French is a customer service management professional with over 10 years of experience in the insurance industry. He has a proven track record of delivering operational excellence and managing teams through change programs. He is an intuitive leader who builds high performing teams through coaching and motivating people. His most recent roles include Workflow Management Manager at AMP Limited, where he successfully led a team through a period of change and outsourced functions, achieving annual savings. He has also managed the transition of functions to offshore business partners on time and on budget.
This document outlines the key activities, knowledge, and behaviors needed for different bands or levels within the professional area of service delivery and information. It includes 24 activities grouped into areas like establish customer requirements, create service approach, project and change management, and continuous improvement. For each activity, it describes the expected goals at band 1 through 4. It also lists 24 types of knowledge needed to perform the role effectively, such as HR technology models, the employee lifecycle, and change management. The overall purpose is to ensure customer-focused HR service delivery excellence and provide meaningful data and analytics to enable business improvement.
This two-day conference on November 19-20, 2009 in Arlington, VA will teach attendees how to obtain and manage social services contracts and grants. On day one, participants will learn how to write successful performance-based proposals, target reliable funders, and avoid common mistakes in the proposal process. Day two will cover understanding and preparing for the audit process, navigating single audit reporting requirements, and ensuring proper documentation. The goal is to provide strategies for creating programs that get funded and stay funded while aligning with organizational missions.
ISO 9001 Implementation Series - Session 1.pptxSaravananBabu13
This document provides an overview of ISO 9001 implementation guidelines and quality management principles. It discusses the need for a quality management system and factors to consider when establishing one, including understanding customer and stakeholder needs and expectations. The document also outlines the seven quality management principles: customer focus, leadership, engagement of people, process approach, improvement, evidence-based decision making, and relationship management. It provides details on each principle and emphasizes the importance of continual improvement through methods like the PDCA cycle.
This two-day training event focused on social services contracts and grants. On day one, attendees would learn how to write successful performance-based proposals, including identifying funding sources, understanding requirements, and avoiding common mistakes. They would also learn tips for enhanced funding and making proposals more relevant. On day two, the training would cover navigating the audit process for contracts and grants, including conducting risk assessments, understanding requirements, and preparing for audits. Attendees would acquire knowledge on effectively implementing performance-based contracting and forming relationships with funders. The event aimed to provide nonprofit leaders with strategies for obtaining and managing contracts and grants.
This two-day conference on November 19-20, 2009 in Arlington, VA will teach attendees how to obtain and manage social services contracts and grants. On day one, participants will learn how to write successful performance-based proposals, target reliable funders, and avoid common mistakes in the proposal process. Day two will cover understanding and preparing for the audit process, navigating single audit reporting requirements, and ensuring proper documentation. The goal is to provide strategies for creating programs that get and remain funded in alignment with organizational missions.
PREDICTIVE SOFTWARE ENGINEERING: EMPOWERING BUSINESS SUCCESS WITH TAILORED SO...ijseajournal
This paper explores the seven core principles of the Predictive Software Engineering (PSE) framework.
These principles are designed to empower custom software development companies to deliver transparent
and reliable solutions, all while adhering to predetermined budgets. The paper delves into each of the
seven principles: Meaningful Customer Care, Transparent End-to-End Control, Proven Productivity,
Efficient Distributed Teams, Disciplined Agile Delivery Process, Measurable Quality Management and
Technical Debt Reduction, and Sound Human Development.
This document outlines a presentation on client management essentials for business growth. It discusses five essential client management functions: 1) developing an effective organizational communication culture, 2) achieving excellent service standards, 3) understanding customer expectations, 4) internalizing service excellence, and 5) management quality. For each function, it provides details on why they are important and advantages they provide to businesses. It also discusses principles for total quality management and outlines eight quality management principles for businesses to follow.
Similar to Money Advice Service Quality Framework Presentation (20)
This document provides information on financial inclusion, including defining what it means, its impacts, and resources available to address it. It notes that financial inclusion is about providing access to financial services and products to fully participate in society. It also discusses factors that may contribute to financial exclusion, such as income level, and impacts such as being in fuel poverty. The document outlines how to identify financial inclusion issues and provides guidance on signposting or referring clients to appropriate resources and organizations for support.
This document lists factors that can contribute to social exclusion and poverty, such as relationship and family problems, mental health issues, unemployment, physical or mental disabilities, language barriers, and criminal histories. It also notes that improved access to affordable financial services, credit, and support could help increase incomes, reduce costs and stress, and boost confidence for those experiencing social exclusion. Barriers include exclusion from mainstream services, transportation issues, language barriers, stigma, and low financial or motivational capabilities.
Tackling Homeless through Financial Inclusion from Wales Co-operative Centremoneymadeclearwales
The document discusses a project called Tackling Homelessness through Financial Inclusion (THFI) that aims to prevent homelessness by helping tenants access alternative banking through credit unions to ring-fence benefits for rent payments. The project also provides tenants with support services around budgeting, debt advice, and training to address both short-term rental arrears and long-term financial stability. Case studies show how credit union rent accounts in Wales have successfully increased rental payments and maintained tenancies.
The document discusses plans for the Discretionary Assistance Fund (DAF) in Wales, which will replace certain elements of the UK Social Fund. It will provide two types of payments - Individual Assistance Payments to enable independent living, and Emergency Assistance Payments in times of crisis. Northgate will deliver the fund using an online application system and partner organizations. The delivery model involves assessing applications and issuing payments for goods, services, or cash through approved suppliers and PayPoint.
The document discusses two projects - Tackling Homelessness through Financial Inclusion (THFI) and Tackling Financial Inclusion through Digital Inclusion (TFITDI). THFI aims to support landlords and tenants to maintain tenancies using credit union rent accounts in order to prevent homelessness and connect people to financial support services. It provides benefits like protecting rental income and mitigating costly eviction processes. TFITDI explores promoting financial inclusion through digital inclusion initiatives like developing credit union websites and financial information sites.
This document summarizes a research project that tested delivering financial capability training to social housing tenants. It describes the project partners and funding, and explains why financial capability training can help tenants, housing associations, and communities. It then outlines the project delivery model, comparing an intervention group that received financial training to a comparison group. The results showed significantly greater improvements in financial behaviors and confidence for the intervention group compared to the comparison group. The document concludes by reflecting on lessons learned for securing tenant participation and engagement in financial capability training.
This document summarizes Stephen Dobson's financial and digital inclusion website and financial capability hub. The hub provides resources like money advice, credit counselling services, savings calculators and loan comparisons. It aims to help users with tasks like budgeting, saving for goals, finding affordable loans, and getting out of debt. The hub also shares case studies, a newsfeed, Q&As, webinars and information on financial inclusion initiatives and credit unions.
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Duba...mayaclinic18
Whatsapp (+971581248768) Buy Abortion Pills In Dubai/ Qatar/Kuwait/Doha/Abu Dhabi/Alain/RAK City/Satwa/Al Ain/Abortion Pills For Sale In Qatar, Doha. Abu az Zuluf. Abu Thaylah. Ad Dawhah al Jadidah. Al Arish, Al Bida ash Sharqiyah, Al Ghanim, Al Ghuwariyah, Qatari, Abu Dhabi, Dubai.. WHATSAPP +971)581248768 Abortion Pills / Cytotec Tablets Available in Dubai, Sharjah, Abudhabi, Ajman, Alain, Fujeira, Ras Al Khaima, Umm Al Quwain., UAE, buy cytotec in Dubai– Where I can buy abortion pills in Dubai,+971582071918where I can buy abortion pills in Abudhabi +971)581248768 , where I can buy abortion pills in Sharjah,+97158207191 8where I can buy abortion pills in Ajman, +971)581248768 where I can buy abortion pills in Umm al Quwain +971)581248768 , where I can buy abortion pills in Fujairah +971)581248768 , where I can buy abortion pills in Ras al Khaimah +971)581248768 , where I can buy abortion pills in Alain+971)581248768 , where I can buy abortion pills in UAE +971)581248768 we are providing cytotec 200mg abortion pill in dubai, uae.Medication abortion offers an alternative to Surgical Abortion for women in the early weeks of pregnancy. Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
5. Proposed Money Advice Service framework and accreditation process
Aim for debt advice standards
MAS co-ordination role
Consistent, high quality debt advice across the sector
To provide a best practice framework to enable organisations and
individuals to transparently demonstrate the quality of their advice
delivery and good client outcomes
To build on standards and processes currently used extensively in
the sector
To provide a highly visible accreditation of the standards that
advice organisations have attained.
To maintain a register of standards that meet our framework
and/or verify compliance with each standard using independent
5 third party auditing
6. Draft Quality Framework
To introduce a new Quality Framework against which existing quality
standards and membership codes can be assessed.
To incorporate individual and organisational components into the
single Framework
To accredit quality standards and membership codes the meet the
Framework
To use the National Occupational Standards as the basis for
assessing competence against our Framework for individuals against
debt role profiles
6
7. Draft Quality Framework
To work with standards, qualification and training owners to identify
and develop their quality marks, qualifications, and courses so that
they meet our Framework
To work with funders to encourage the use of the Framework in their
funding decisions for debt advice
To require organisations that we fund to adhere to a standard that
meets the Framework
7
8. Accreditation Process
Proposal
• To establish a process whereby new and existing standards, codes
qualifications and training can be mapped against our Framework
for accreditation
• Regularly review the accredited standards, codes, qualifications and
training to ensure they continue to meet the requirements
• Work with standards owners to examine their audit process when
assessing the quality of individuals within their accredited
organisations and encourage this practice to enable a transparent
validation process for individuals
8
9. Accreditation Process
Proposal
• Work with standards and membership code owners to implement a
formal process of sharing information on organisations that gain,
maintain or lose their quality mark
• Organisations should be able to demonstrate that their staff are well
trained and competent and that they hold one of the recognised
accredited qualifications or can demonstrate that staff have attended
a programme of training that has been mapped against the NOS
role profiles
9
12. Quality Areas
Meeting clients’ needs
Well governed
A learning organisation
A series of aims and associated requirements for each section
Each would be assessed to establish if they are being
addressed and evidenced across the organisation
Consultation invites quality standards owners and membership
bodies to provide evidence on how the Framework is met.
12
13. Overview of proposed approach
The Money Advice Service will accredit all standards and codes
which are able to demonstrate they can fully meet the Quality
Framework
We will seek to work with standards owners who do not fully meet the
Framework currently to see how these can be developed to enable any
gaps to be bridged
We will support and encourage the organisations we fund to work
towards one of the standards that meets the requirements of the
Framework.
We will work with other funders of debt advice to encourage them to
adopt our Framework as a funding requirement
13
14. Meeting client’s needs
Section 1
Quality requirement Purpose
1.0 Delivers appropriate client outcomes through effective advice, To facilitate improved client outcomes
appropriately tailored to meet individual needs of clients
1.1 Provides appropriate support To ensure clients’ needs are met with the right tools and resources
1.2 Define and understand clients’ needs To ensure services are targeted, designed and promoted appropriately
LE
1.3 Service is easily accessible To maximise reach of service.
1.4 Effectively communicate & promote services to potential clients To build awareness of the service and encourage usage
P
AM
1.5 Act and be seen to act with integrity at all times Building and maintaining clients confidence in the objectivity and
impartiality of advice
1.6 Builds strong partnerships S
To facilitate effective and timely referrals
Illustration of 1.0 – Meets the Money Advice Service Evaluation Illustration of 1.6 - Referrals are made in the client’s best
Framework. interest. Skills and diligence of adviser and/or organisation is
taken into account.
Illustration of 1.3 - Language needs of clients are assessed and
provided for.
14
15. Well governed
Section 2
Quality requirement Purpose
2.0 Financially viable To provide a consistent and sustainable service to clients
2.1 Manages resources well To maximise the efficiency and effectiveness of its service
2.2 Well led To provide vision and clarity of purpose
2.3 Compliant with legislation – Health & Safety, Charity, EDI, To deliver a quality service to meet clients’ needs free from legal
Company, Regulatory, Employment, DPA, Consumer Credit challenge.
LE
(including standards set out by regulator in rules/guidance)
2.4 Have well documented procedures that demonstrate client focus To ensure consistency of purpose and delivery of service
P
2.5 Staffed by competent people who are appropriately trained
AM
To deliver high quality and appropriate services across the
organisation S
2.6 Gathers monitoring data To enable the assessment of performance against service aims and
objectives
2.7 Sets out clear plan and timescales To provide transparency, accountability and longevity of the service
2.8 Challenges and scrutinises monitoring data To drive and enable continuous improvement of the service
2.9 Identifies and seeks to mitigate risks To ensure a sustainable organisation
2.10 Demonstrable internal quality assurance process including To maintain and improve quality of advice
appropriate/effective centralised systems and controls
Illustration of 2.5 - Individuals trained / qualified to NOS role profiles
identified in the Quality Framework.
15
16. A learning organisation
Section 3
Quality requirement Purpose
3.0 Monitors and reviews delivery of service To ensure it meets aims and objectives and continuously improves
3.1 Conducts self-evaluation when appropriate To identify the opportunities to develop the organisation and the
service
3.2 Shares evidence on social policy issues
LE
Improve the policy and practice or organisations the over-indebted
people interact with P
3.3 Shares evidence based good practice with peers
S AM
To improve the quality of advice and delivery across the sector
3.4 Responsive and adaptable To innovate and improve service delivery internally
3.5 Identify environmental changes & responds effectively To maintain appropriate service delivery and staff skills
3.6 Facilitates learning and development To improve the quality of advice and skills levels of advisors
3.7 Gathers & responds to client feedback To improve service delivery and improve client focus
Illustration of 3.1 - Evaluation of service to consider: reach, target Illustration 3.2 - Social policy issues identify poor debt
audience, waiting times, channel mix, equality & diversity. collection/bailiff practices, loan sharks, utility behaviours re:
tariffs
16
18. Workshop 1 - Questions
1. Is there additional value in using a Money Advice Service logo
linked to the relevant Quality Standard badge, that is publicly facing
so that it is widely recognisable to the public?
2. Are there any quality requirements that should be included or
excluded from the Framework? Please explain why.
3. Currently different standards owners use a variety of accreditation
processes. How often is it appropriate for standards owners to
monitor and review compliance against their standard?
4. How often should the Money Advice Service review standards
against our Quality Framework.
18
20. Individual standards
We will seek to implement a consistent and recognised benchmark
for individuals giving debt advice at various levels
Interim work on standards highlighted that National Occupational
Standards (NOS) provide a suitable vehicle for identifying individual
competence
Created a set of debt advice role profiles which will form the
Framework for individuals.
A set of NOS have been grouped to each role to illustrate the
minimum range of skills, knowledge and competencies.
20
21. Debt advice role profiles
Debt support worker
Staff working at this level should be able to relate to a client in a
professional manner and work with them to identify their debt
advice needs. They should be able to refer on to appropriate
materials for self-help or internal/external debt advice colleagues
for more detailed advice if required
Debt adviser
In addition to the above, a debt adviser should be comfortable
liaising with all types of creditors on their clients behalf in writing
and over the phone. They should be able to explain all relevant
solutions to a client and explain clearly which is most appropriate
and why
21
22. Debt advice role profiles
Specialist debt adviser
In addition, a specialist should be an expert in their field, with in-
depth, up-to-date knowledge of all aspects of personal
indebtedness including relevant case law. They should also be
able to provide leadership and support to a team of advisers
Debt advocate
In addition, a debt advocate should be able to competently and
confidently represent a client at Court or a tribunal regarding any
debt issue
22
24. Workshop 2 - Questions
1. Are the role profiles identified correct and reflective of best practice
across the sector?
2. Have the appropriate NOS been used within the role profiles?
Please explain any suggested changes.
3. Are there other requirements that a sole debt adviser should
evidence?
4. Do you agree that this is the appropriate approach to evidencing
the quality of individuals delivering debt advice? Please provide
any details of any suggested alternative processes.
24
25. Next Steps
Consultation events
4th February 2013 – Cardiff
11th February 2013 - Birmingham
19th February 2013 - London
27th February 2013 - Belfast
28th February 2013 – Edinburgh
Please also submit written responses
Consultation closes 15th March 2013
Work in partnerships with Standards, Code, Qualification and
Training owners during and post consultation
Publish response – late Spring
25