Advisory Services & Help Desk Survey Results March 12, 2002

Advisory Services & Help Desk Survey Results

March 12, 2002

Advisory Services and Help Desks Survey 2

Agenda

• Descriptive Information

• Resources & Clients

• Services & Marketing

• Statistics

• Quality & Value Added

• Challenges & Distinguishing Features

• Conclusions


Descriptive Information Response Rate 75%• Data - Data Help Desk

• Education - Education Advisory Service

• Energy - Energy Help Desk

• ESSD - ESSD Advisory Service

• Feedback - Web Feedback

• FSKIS - Financial Sector Knowledge and Information Services

• OED - OED Help Desk

• OPCPS - OPCPS Advisory Service

• PREM - PREM Advisory Service

• Rapid - Rapid Response (Private Sector Advisory Services)

• Safeguard - Safeguard Policies Help Desk

• SPAS - Social Protection Advisory Services

• Transport - Transport Help Desk

• Urban - Urban Help Desk

• Water - Water Help Desk


Descriptive Information ObjectivesList the objectives of the center

• Support End Users and Their Work Programs • Respond to Queries • Provide Information Organization/Access • Participation in Other KM Activities • Analyze/Advise/Package Information • Perform Evaluation/Channel Feedback • Other

8

8

5

4

3

2

3



• Support End Users and Their Work Programs– Help increase quality of preparation for FSAP teams FSKIS

– To contribute to higher quality design and implementation of public policy for the private sector in developing countries Rapid Response

• Respond to Queries– Respond to Queries from internal and external clients Education

• Provide Information Organization/Access – Connect clients with experts and institutions Education

– continue to increase staff access to relevant information sources FSKIS

• Participation in Other KM Activities– Enhance OED's dissemination efforts by actively participating in knowledge sharing events

internally and externally. OED

– To aid in the development of a comprehensive KM strategy for the unit. SPAS



• Analyze/Advise/Package Information– Produce synthesized papers consolidating OED's evaluation results. OED

– provide useful information to VP and front office about Financial Sector issues as they manifest in queries etc FSKIS

• Perform Evaluation/Channel Feedback– To assess and evaluate the center's effectiveness though a survey soliciting feedback from

clients. SPAS

• Other– Post-sales customer service Data Help Desk


Resources & Clients Queries/monthAverage number of queries received per month

• Those geared to respond to queries from outside the Bank

• Those serving primarily a Network

1000

100 - 300


Resources & Clients Clients Served by Proportion of Queries

Indicate the proportion (in percentage) of queries from each category of client

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Water/ Energy

Urban

Transport

SPAS

Safeguard

Rapid

PREM

OPCPS

OED

FSKIS

Feedback

ESSD

Education

DataBank

IGO & Govt

Public

Bank comprises: • Network,• Region, • other Bank,• Board, and • General BankIGO & Govt. include: • IGO,• Government,• WDI and GDF clientsPublic includes • NGOs,• general public,• academics, • external consulting firms and groups

NOTE: Education does not distinguish among external clients

(see note)(see note)


Resources & Clients Priority of Queries Indicate whether each category (of client) is considered a primary or secondary client for the center’s services

Network RegionOther Bank Board

Bank-General IGO Govt NGO Public

Ext. Consulting

All External (SP Desk

includes IGO and Gvt)

Academia -- professors

and students

Data P P P P P P P S S P P

Education P P P P P P S S S

ESSD P P P P S S S S

Feedback P

FSKIS P S S S S S

OED P P P P S S S S

OPCPS P P S S S S S

PREM P P S S

Rapid

Safeguard P P

SPAS P P P P P P

Transport P P P P P P S S

Urban P P P P P P S S S

Water/ Energy

P Primary Clients S Secondary Clients Denotes Client Group Accounting for Highest Portion of Queries


Services & Marketing Services ProvidedIn addition to responding to queries, list the services and products the center offers

Services Provided Data Educucation ESSD Feedback FSKIS OED OPCPS PREM Rapid Safeguard SPAS Transport Urban TotalAssist in finding info Assistance in using sources • • • • • • • • • • 10 Web User Support • 1 Database Referral • 1Web/Knowledge/Data bases Development of Knowledge Bases • • • • • • • • • • • 11 Public Data Base • • • • • 5 Web development • • • • • • • • • • • • 12 Centralizing Materials to ImageBank, etc. • 1Teaching Orientation of new staff • • • • • • • • • 9 Clinic • 1 Workshops and Training • 1Publications Newsletters • • • • • 5 Books Brochures and Postcards • 1 Updates • 1Outreach Visits/demos • • • • • • • • • 9 Staff outreach • • • • • • • • • 9 Proactive Activity • 1Representation Representation of Sector • • • • 4 Hosting delegations • • • 3Other Network Coordination • 1 Management of Information Sources • 1 Nexus • 1 FSAP support • 1 Feedback Collection on PSS paper • 1 Manage KM infrastructure • 1 Data Delivery electronic • 1 Knowledge Sharing on statistics • 1


Services & Marketing Operating Principles What operating principles does the center use?

Have agreed service

standards

Have pre-determined priorities.

Use guidelines for the length of time devoted

to responding to queries.

The client must

always be served.

Operate like a business--as

though clients are paying for service. Other

Data Education ESSD

Feedback

The feedback must be answered. As a rule the turnaround time is within the day of receipt.

FSKIS

Must establish what the request is for - to provide best and most efficient service, must clearly understand context and goal of requester's project/mission

OED OPCPS PREM

Rapid Tight quality control of content provided to the clients

Safeguard SPAS Transport Urban Water/ Energy


Services & Marketing Marketing StrategiesHow does the center market its services?

Management Support and

Promotion

Presentations at Staff

Meetings

Word of

MouthWeb Site

Staff Training Brochures Newsletter Other

Data Contact infomation in all data publications

Education Outreach whenever and wherever possible; Drip, drip, drip approach

ESSD Feedback FSKIS

OED COLAG Newsletter & EAS Newsletter entry

OPCPS No marketing attempted since initial phase

PREM

Rapid

Articles in Today and Development News; web links; request being featured; effort to sustain profile in search engines; use of brochures, etc.

Safeguard

SPAS SPAS contact information is listed on all SP Knowledge Products

Transport Urban Water/ Energy


Services & Marketing Growth AreasWhere is demand for the center’s services growing most rapidly?

• Clients Feedback

– External: Education, ESSD– Fund: FSKIS– Staff: OED, FSKIS (IFC), OPCPS, SPAS– Consulting Groups: Transportation

• Products Feedback

– Website: Education– Newsletter: Education, SPAS– Statistics/Indicators: Transportation,

Urban– Custom service

• FSAP: FSKIS• Evaluation Synthesis: OED• PDS: OPCPS• Policies/funding: ESSD• Searchable papers & links

database: Rapid

• Services Feedback

– Reaching out/awareness/presentations: Education, Safeguard

– Hot topics: FSKIS– Finding and Analyzing data: OED– Advisory Role: PREM, SPAS– Respond to specific queries: ESSD– Explanations, resolving anomalies:

OPCPS


Services & Marketing Expansion Plans and ApproachesIn what ways does the center plan to expand?

Client Groups Products Services Approaches

Data Not at this Time (NT)

Expansion of Marketing to regions.Possibly publishing Knowledge products on internal website.

ESSD (NT)Feedback (NT)

Priority external clients (ministries of finance, central banks, MDBs, etc) and a more useful external webpage with limited services to general external audience. Expanded coverage to IMF (MAE dept) staff beyond FSAP work.Deepening of our services to IMF and IFC - currently we are limited in the complexity of our research by staff time but have just brought on another person to help with this.

Field-based staff; real time evaluation research;evaluation methods assistance; extended support to OED evaluators; increased support for Outreach and Dissemination.

OPCPS (NT)PREM (NT)

Rapid Database of resources, practical tools, investment climate surveys, doing business benchmarks.

Safeguard (NT)

SPAS Provide orientation on Bank information sources and the HD Network to new SP anchor and regional staff.

Transport (NT)Urban (NT)Water/ Energy (NT)

Education

OED

FSKIS


Statistics Type of QueryType of Query (as defined by the center)

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Water/Energy

Urban

Transportation

SPAS

Safeguard

Rapid

PREM

OPCPS

OED

FSKIS

Feedback

ESSD

Education

Data

Center

Cumulative Percentage

Use

Source

UnspecifiedRequest

Unknown/Unreported


Education Advisory Service

Reform and Mgmt.8%

Economics8%

Adult Outreach7%

Advisory Service7%

Tertiary7%

Statistics7%

Access and Equity5%

Effective Schools and Teachers5%

General Topics46%

ESSD Advisory Service

Social16%

ESSD General11%

Environment45%

Water Resources Management5%

Non- ESSD Topics8%

Rural9%

Forests & Forestry4%

Sustainable Land resources Management

2%

Statistics Topics of QueriesTopic of query (as defined by the center)


Financial Sector Knowledge &Information Services (FSKIS)

Banking29%

Capital Markets20%Rural & Microfinance

14%

Insurance9%

E-Finance7%

Other21%

OED Help Desk

Sector/Thematic evaluation75.9%

Web content feedback3.9%

OED Experts0.5%

Other2.0%

Web IT feedback1.0%

Evaluation procedures and guidelines

4.9%

Evaluation methods10.8%

Consultant referrals1.0%



Rapid Response

Private participation62.6%

Economy-wide interventions20.3%

Privatization transactions14.2%

Output-based public services2.7%

Non-RRU0.2%

Safeguard Policies Help Desk

Involuntary Resettlement37%

ISDS (Integrated Safeguards Data Sheet)

28%

General Safeguards Queries23%

Indigenous Peoples1%

Pest Management1%

Disclosure3%

Environmental Assessment7%



Social Protection Advisory Service(SPAS)

Pensions24%

social funds20%Labor markets

11%

Social protection general10%

Disability8%

Child labor7%

Safety nets5%

Publication15%

Transport Help Desk

Roads & Highways25%

Urban Transport20%

Rail20%

Ports & Logistics20%

Rural Transport15%



Urban Help Desk

urban waste management65%

urban upgrading15%

local economic development3%

municipal finance5%

street children10%

city development strategies2%


Note: Data indicated the information is forthcomingOPCPS reported 100% PDS and related guidelines


Quality & Value Accuracy of InformationHow does the center ensure accuracy of information provided to clients?

Does the center assess the quality of the sources of information it uses? • Use experts or qualified sources

– Share responses with experts in field (Education)

– Use reliable sources (Education)

– Ask experts in the topic (ESSD)

– Send to expert in area for additions (FSKIS)

– Consult specialists for each policy (Safeguard)

– Depend on DECDG Expertise (Data)

• Specific Strategies– Update continuously (ESSD)

– Aggressively include potentially conflicting information with explanation (FSKIS)

– Perform random checks (OED)

– Double-check guidelines (OPCPS)

– Provide tight quality control of content (Rapid)

– Listen to feedback from clients (SPAS)


Quality & Value Possible Value AddedPossible value added (benefit or impact) as reported by the centers

Da

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SP

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PR

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Tra

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ter/

En

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y

Increase amount of information available • • • • • • • • • • • •Increase timeliness of information • • • • • • • • • • •Improve quality of design of Bank program/ project/product/service

• • • • • • • • • •Increase general public's understanding of the Bank • • • • • • • • •

Save time of task team • • • • • • • • •Increase accuracy of information • • • • • • • •Increase relevance of information • • • • • • • •Enhance efficiency of client interactions with the Bank • • • • • • •Enhance partners' knowledge about the Bank • • • • • • •Increase client capacity for project implementation • • • • • •Enhance Bank staff knowledge about Partners • • • • •Improve understanding of evaluation methods by non-evaluators

•


Challenges & Distinguishing Features Reasons for Inadequate Response

What are the reasons why the center cannot adequately deal with queries?

• Query mis-directed• End user has unrealistic expectations• Lack of cooperation from specialist or other staff to respond• Information not available


Challenges & Distinguishing Features Ensuring Adequate Response

How does the center handle queries that cannot be answered?

• All take action to ensure every query gets appropriate response• If cannot do so, possible actions include

– Discuss needs with clients to determine appropriate resource

– Contact other Bank resources

– Refer to other resources in Bank• Other Help Desks, Bank web sites, individual experts

– Refer to help outside Bank• Outside experts• UN statistical agencies• OECD

– Be clear about reasons for non-response


Challenges & Distinguishing Features Contributes to Success

What business strategies or characteristics of the center have contributed most to the success of the center?

• Client confidence and satisfaction through targeted products OED, Data, FSKIS, Rapid, ESSD

• Service attitudes including strong communication FSKIS, Education, ESSD, Feedback

• Structure and support Education, PREM, Safeguard, Transport

• Orientation to business objectives FSKIS

• Broad market perspective SPAS


Challenges & Distinguishing Features DistinguishesWhat distinguishes you from other advisory services or help desks?

• Substance -- topic, function, service

• Clients

• Approach to the work



• Substance – topic, function, service– Data -- quantitative information is very different from qualitative information Data

– We respond to queries about the products we are selling, so we are a pre-Sales and post-Sales Centre. Data

– We respond to a lot of technical queries about the web, the functionality of our web-based databases, the functionality of our CD-ROM and need to explain technical issues to the lay user. Data

– We don't know other centers well enough to comment but I think that we are more than a pure helpdesk in the sense that we do more than answer queries. We work very closely with thematic groups, front office, EXT, and others to try to make knowledge sharing work. ESSD

– Not sector/thematic/region specific OED

– Primarily technical, focused on KM advisory and initiatives, one center for all sectors PREM

– Quality assured papers and links available online Rapid

– Located in the VPs office and play an important role in feeding info back into Network strategy. FSKIS



• Clients– Most of our clients are one-time external clients Data

– We concentrate on serving internal and partner organization staff as opposed to general external clients. FSKIS



• Approach to the work– Structure which assists in responding to queries. Service orientated staffing and overall service mentality of

EAS. Assistance and push from Management as needed. Ability to negotiate with experts in the field, give a little, take a little mentality. How can we help them do their work and how can they help us do our work. Education

– One person operation Feedback

– We provide very technical and in-depth research with the value-added component of coordination and networking. FSKIS

– Responses to phone requests OED

– Produce substantive briefing papers for senior management. OED

– Content/Resources constantly updated and marketed Rapid

– Operated by 1 staff member. Safeguard

– Quick response; specific, targeted answers to queries; relatively low operating costs (or more bang for the buck.) SPAS


Challenges & Distinguishing Features Do DifferentlyIf there were three things the center could do differently, what would they be?

• Staffing and Resource Changes

• Marketing Outreach or Expansion

• Systems Changes

• Structural Changes

• New Products and Services

• Other

Data, Education, ESSD, PREM, SPAS, FSKIS

ESSD, Data, FSKIS, SPAS

Data, ESSD, Safeguard

Education, PREM

OED, Education

OED, Safeguard, SPAS


ConclusionsAs captured in discussion at retreat.

• Diversification of services demonstrates dynamic nature of audiences

• Advisory Services acting as a community strengthens value to end users

• Each must be clear about its business model• Focus on end users not intermediate products is

beneficial• Refined measurements are needed to support useful

comparisons• Tracking system does not meeting needs

Documents

Advisory Services & Help Desk Survey Results March 12, 2002