Staffing Structures, Roles and Responsibilities in Local ... · Stop-Shop. According to the size of the One-Stop-Shop, an individual member of staff may be responsible for more than

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North West E Government Group

October, 2005

Version 11 (Revised 03-11-05)

NWeGG Study of One-Stop-Shop Roles and Responsibilities

Page 1

Contents

1 Executive Summary 2 Background to Report 3 Derivation and Use of this Document Findings 4 Generic Structures

• Table of Posts and Grades • Tabular overview • Chart 1: Unitary Authority with a single One-Stop-Shop • Chart 2: Metropolitan Authority with multiple contact points • Chart 3: County Council with multiple contact points • Chart 4: District Council

5 Detailed Analysis Of Job Descriptions • Managers and Team Leaders • Advisors, Senior Advisors, and Specialists

6 Detailed Analysis Of Person Specifications • Managers and Team Leaders • Advisors, Senior Advisors, and Specialists

7 Acknowledgements 8 Index to Full Job Descriptions, Person Specifications and Competencies

from participating authorities The following documents are only available via the CD or web site (www.nwegg.org.uk) (except where marked *). Appendices 1 Generic Structures

• Overview (tabular) * (See also Section 4) 2 Summary of Job Descriptions from authorities surveyed

• Managers and Team Leaders • Advisors, Senior Advisors, and Specialists

3 Summary of Person Specifications from authorities surveyed • Managers and Team Leaders • Advisors, Senior Advisors, and Specialists

4 Notes from Focus Groups 5 Terms and Conditions 6 Issues and Observations 7 Index to Full Job Descriptions, Person Specifications and Competencies

from participating authorities * (See also section 8) 8 Background and Approach to Report including references to other sources

of relevant information.


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1 EXECUTIVE SUMMARY This report summarises typical staffing practices in Local Authority One-Stop-Shops and other face-to-face centres for dealing with enquiries from the general public. It contains:- • An overview of typical staffing structures, showing job titles and ranges of grades; • Sample Organisation Charts, from a range of authorities; • Job Descriptions and Person Specifications relating to the posts, in summary and

in detail; • Check-lists showing the duties, responsibilities and personal requirements that

should be considered when defining the posts for Managers, Team Leaders and all Advisors;

• Observations on the contents of job descriptions, person specifications and non-

standard terms and conditions; • Comments on the issues that arise around staffing structures and recruitment. This work is based on a survey of authorities in the North West region or who are involved in the various Benchmarking Groups and has been compiled by the North West e-Government Group, with the aid of funding from the ODPM e-Capacity Building Programme. The report is freely available to any local authority in England via the NWeGG web site. 2 BACKGROUND TO REPORT Motivated by the multiple agendas driving modernisation, e-government and the requirement for providing services over extended hours, many authorities are introducing various customer contact strategies. These include call centres, contact centres and One-Stop-Shops. As well as new ways of working for the staff involved, eg extended hours, there are also new skills and competencies involved. The job descriptions required and terms and conditions applicable to these staff are often outside the local authority norm. Customer service staff may also have to be recruited from the private sector and as such have different expectations of reward structures. Once recruited and trained, staff may be tempted away by better jobs outside local government. This report seeks to help authorities tackle these issues by providing a proven set of roles, responsibilities and personal characteristics.


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3 DERIVATION AND USE OF THIS DOCUMENT Analysis of Job Descriptions and Person Specifications This document describes typical staffing structures, roles, responsibilities and personal attributes for staff working in local authority One-Stop-Shops. These have been complied by taking over 300 individual clauses from Job Descriptions and Person Specifications supplied by nine authorities, including Unitary and Metropolitan, County and District councils. These have been grouped together into a smaller number of generic conditions. Some more complex attributes have been split into several generic ones. Similar attributes described by different wording have been combined into one, eg "Flexible; adapting to new situations; accepting change" may have appeared as individual, longer, attributes in the respective Person Specifications. NWeGG Focus Group An NWeGG Customer Service Managers Focus Group also brainstormed the different roles and responsibilities that would be expected of staff working in a One-Stop-Shop. According to the size of the One-Stop-Shop, an individual member of staff may be responsible for more than one of these roles. These were then grouped into the Key Roles that we would expect in most One-Stop-Shops and the group discussed the requirements and skills of these Key Roles. Their findings are included in Appendix 4. Interestingly, some of these roles and skills are not represented in the structures, job descriptions and person specifications included in the survey. However, the Focus Group1 identified the Customer Service Manager as one of the key roles in an authority, with a wide range of skills and responsibilities. This is not surprising when we realise that the main, almost the whole, focus of Local Authority services is on the customer and therefore contact is through one or other Customer Service channels. The focus group finally considered the issues concerning Terms and Conditions for One-Stop-Shop staff. Their observations can be found in Appendix 5. Using the Report This report and particularly the tables may be used by HR and Customer Service Managers in defining the staffing requirements for a new One-Stop-Shop. Since these tables contain a super-set of all attributes, they may be used as a checklist or aide-memoire when compiling new job descriptions, to ensure that all possible conditions are considered. Each of the attributes is cross-referenced (anonymously) to the originating authority. This will allow the reader to see the context from which the attribute was taken and the full text.

1 and other focus groups run as part of the ODPM study into core competencies in key roles.


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It is unlikely that all the duties, responsibilities, etc, would be appropriate for an individual employee. Authorities should be selective in choosing the mix of requirements appropriate for their circumstances and gradings. The tables may also be used by existing One-Stop-Shops, allowing grades, numbers of staff and duties to be compared with those in similar authorities. Structure of the report The main body of this document contains a tabulated summary of the findings. The Appendices contain an expanded version, cross-referencing duties, responsibilities and personal attributes with posts, grades and authorities. The Appendices also contain all the Organisation Charts, Job Descriptions, Person Specifications and Competencies reviewed as well as cross references to other sources of information. The Appendices are available only in the on-line or CD version of this report. 4 GENERIC STRUCTURES The structure in any given instance is determined by a number of factors, which include: • The size of the authority; • Number of Customer Service staff employed; • Which channels are included (eg Call Centres as well as One-Stop-Shops); • Range of services covered; • Number of physical locations served; • Whether Customer Services function has its own support services, eg for training,

ICT and Business Development. In our survey, the titles "Customer Services Manager", "One-Stop-Shop/ Contact Centre Manager" and "Team Manager/ Leader" cover a wide range of grades and responsibilities. The key to the appropriate level for this post appears to be the position and structure of Customer Services in the authority. Where there is an overall Customer Services Manager with responsibilities for all access channels and services, then the post is at the higher grade. Below is a table showing the job titles, grouped into categories - manager, team leader, senior advisor, advisor, receptionist, etc, and the grades attached to each in the various authorities. A further table expands on this and can be used to cross-reference directly the appropriate personnel documents.


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Job Title Range of Grades [SCPs]

Customer Services Manager PO3-5 [SCP 35-40]

One-Stop-Shop/Centre/Contact Point Manager SO1[SCP 29-31] PO42-45 PO6 or PO4 [SCP 38 or 36] POC#

Assistant Manager SOA# SO2 [SCP 32-34]

Team Leader/ Manager SO1 [SCP 29-31] SO1/PO1-4 [SCP 29-36] Sc6 [SCP 26-28]

Senior Customer Service Advisor/ Customer Service Specialist

Sc4/5/6 [SCP 18-28] Sc6 [SCP 26-28]

Customer Service Advisor/ Advice Officer Sc 3 [SCP 14-17] Sc3-4 [SCP 14-21] Sc3-6 [SCP 14-28] Sc4-5 [SCP 18-25] Sc4-6 [SCP 18-28] Sc 5 [SCP 22-25]

Senior Cashier Sc 6 [SCP 26-28] Customer Service Assistant/ Enquiry Clerk Sc 1-2 or 3 [SCP 4-17]

Telephonist/Receptionist/ Cashier/ Admin/ Clerical Assistant

Sc 1-2 [SCP 4-13] Sc2 [SCP 11-13] Sc2-3 [SCP 11-17]

Cashier Sc 3 or 4 [SCP 14-17 or 18-21] # Local grades.

A tabular overview of this information follows. This summarises the job titles, grouped into categories - manager, team leader, senior advisor, advisor, receptionist, etc, showing the grades attached to each in the various authorities. Figures in brackets show number of FTEs for that role (rounded up). The table can be used to cross-reference the appropriate personnel documents listed in Section 8 and Appendix 7. Shaded entries are not included in the detailed analysis. Entries marked * are posts that exist in the structure but for which details aren't available. This table is followed by four actual organisation charts covering a County Council, a Metropolitan Borough with multiple locations, a Unitary Council with a single contact point and a District Council. Note: Some authorities have revised their staffing structures while this report was in production. Wherever possible, the new structures have been taken into account.

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5 DETAILED ANALYSIS OF JOB DESCRIPTIONS Each of the Job Descriptions obtained in the survey has been analysed to identify common duties, roles and responsibilities. Many of the clearer statements are based on outcomes:

• Ensure that … • Resolve … • Assist in …

They describe:

• What the person does; • What the team does.

General Observations • Normally, they should describe what is actually to be done in the job, not what

skills are needed to do it - this comes in the Person Specification. • An overall statement of purpose, outlining the key elements of the job is useful. • It is valuable to include a statement as to what range of services the member of

staff is expected to cover. Adding additional services to a person's repertoire is a useful way of managing progression through the grades.

• Some authorities specifically reference a Customer Charter or Customer Service

Standards. This is to be encouraged as it not only simplifies the Job Description but also clearly emphasises the standards to which staff should be working.

• Very few Job Descriptions mention flexibility in time or place of working, perhaps

because these are contained in some other particulars. • It is not always clear how far the activity should be taken. "Deal with …" doesn't

always indicate that an issue should be taken through to a satisfactory resolution. Similarly, "… as appropriate …" would need to be backed up by some other guidance note to indicate what is appropriate. This could be in the form of a procedural guide explaining when to hand the problem over to a senior colleague, another department or an external agency. Some job descriptions encourage the involvement of other agencies, whilst others seem to avoid it.

• Some of the clauses are obvious truisms, eg "ensure confidentiality"; "ensure

compliance with corporate financial regulations"; "exercise integrity". It would be surprising if any authority didn't want their staff to comply with these standards, yet they are not universally included. Similarly, Health and Safety policies are almost universally referenced, but not Equal Opportunities. These could all be included in one blanket clause referring to council policies, code of conduct, strategies, etc.


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• It is also worth considering splitting the responsibilities into sub-sections: "Responsibilities specific to this post" and "Responsibilities of all council employees".

Managers and Team Leaders A key consideration in this area is the range of managerial activities to be carried out. These could be: • Traditional business management - dealing with finance, budgets, staffing

(recruitment, training, staff development) and other corporate issues; • Service management - effectively running the service, planning workloads,

reacting to service situations, monitoring service standards and performance, dealing with complaints;

• Hands-on - acting as advisors, particularly on specialist or complex/sensitive

issues. Observations • Not all Managers and Team Leaders explicitly assist or deputise for their

managers. • Only one manager's Job Description refers to the use or knowledge of

technology. • Many have responsibility for service monitoring and improvement. Particularly

noteworthy is: "resolve recurring issues and implement improvements" - this is a keystone to the quality improvement process.

• Staff at this level are generally expected to liaise with internal departments and

external groups, especially in the community. • Managers/team leaders may be responsible for building maintenance and/or

security. • Where there isn't a separate training function within Customer Services,

managers/team leaders may be expected to undertake this role. • The grades for the management group showed little variation across the

authorities surveyed. • Some of the duties seem quite basic for staff at this level.


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Roles and Responsibilities of One-Stop-Shop Managers and Team Leaders

Customer Services Duties • Advise on specialist/complex problems/cases • Advise on eligibility • Assist clients [outreach]2 • Maintain awareness of organisation and services; Be proficient in all services • Deal with/Manage compliments, comments & complaints; Resolve complex or

contentious complaints • Deal with enquiries, referring to other depts if required • Ensure Customer Service issues are given high priority • Ensure first point of contact resolution • Ensure requests for advice are dealt with appropriately • Give general/relevant advice and info • Identify customer needs and preferences; Obtain customer feedback (internal &

external); Identify customer satisfaction level • Interview/assess clients • Liaise with other agencies/partners [as advocate of client] • Provide/display info about services; Maintain info provide by other depts • Make outbound calls, eg for satisfaction surveys • Promote service excellence & quality • Promote/market services to public • Provide access to council services via One-Stop-Shop • Provide cover for other service delivery points/access channels

Management - general • [Assist with] budget monitoring/planning; Authorise expenditure in accordance

with Standing Orders and Financial regulations; Ensure compliance with Financial Regs; Manage/monitor budget to achieve objectives

• [Assist with] development and implementation of systems and processes • [Assist with] development/implementation/review of business/service plans • [Assist with] e-Government developments • [Assist with] implementation/integration of new services, systems & initiatives • Assist One-Stop-Shop/Centre Manager; Deputise for Head of Service • Develop & maintain relationships with key partners/stakeholders; Work with

partners, corporate groups, stakeholders; Support positively community interaction, liaison and consultation; Attend relevant meetings

• Ensure appropriate resources are available • Ensure compliance with external accreditations • Ensure efficient operation of service • Head/co-ordinate special project/issue groups • Identify/implement local partnership initiatives • Ensure effectiveness of systems; Manage IT system availability; Liaise with IT &

suppliers; Operate IT systems • Liaise with service depts/service improvement teams

2 Throughout this document, terms in square brackets […] are variations, additional or optional clauses.


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• Represent the council on regional and national groups • Responsible for building security, maintenance, etc, equipment & materials

Management - Clients & Cases • Manage enquiries to resolution • Manage flow of cases; Monitor case load, status and progress • Manage reception desk teams • Manage cash collection teams • Manage appointments system • Monitor and follow-up cases referred to other departments

Performance Management & Planning • [Assist] Monitor & evaluate service delivery; Participate in monitoring exercises • Develop & monitor performance measures; Analyse performance; Ensure service

delivery standards are met and improved • Identify areas for improvement and participate in improvement initiatives • Identify/develop/implement Quality mechanisms, procedures & initiatives • Improve service through analysis of enquiries, comments & complaints • Manage quality of work • Manage/provide management/performance records, reports and statistics • Plan future service delivery • Resolve recurring issues and implement improvements

Management - Staff & Service Delivery • Manage employees/advisors/One-Stop-Shop/Service Centres; Lead, manage &

develop individuals and the teams to deliver service/meet performance targets; Motivate & support staff

• Manage Team Leaders • Manage leave and sickness • Manage service delivery and development of service; Ensure service meets

customer needs, consulting as appropriate • [Assist with] staff recruitment; Advise on staffing requirements • Identify and satisfy/deliver staff training requirements; Coach & support staff • Communicate with team and colleagues, eg through team meetings • Undertake/[Assist] with employee PR&D • Devise rotas/maintain cover • Ensure advisors are able to provide service • Ensure compliance with Customer Care Charter; Ensure equality of access to

services; Ensure high standard of service/accessibility • Ensure delivery of pro-active service; Ensure service delivers Best Value • Ensure team members are up-to-date with CRM and other systems • Liaise with other CS managers

Responsibilities of all Council employees • Ensure compliance with council policies and legislation • Exercise integrity and confidentiality • Promote positive & professional image of service • Work flexibly


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Senior Advisors, Specialists and Advisors The main issues to be considered in these posts are: • Dealing with or resolving enquiries (ranging from "recording and passing to a

colleague/other agency" to "resolving to completion"); • Range of services provided/supported; • Range of channels - telephone, correspondence, face-to-face; • Compliance with policies, charters, standards, regulations; confidentiality; • Dealing with complaints, issues, mistakes, sensitive or challenging clients; • Dealing with non-English speakers or other groups; • Use of systems (manual or IT); • Contribution to service improvements; • Awareness of organisation and services provided; • Presenting a positive and professional image; • Working times and locations; • Supporting colleagues and working in a team; identify and providing training,

either personally or through a third-party; • Relationships with other agencies. Observations • There is probably more commonality between authorities on the duties of

advisors and senior advisors than there is in the management levels. • The grades are also remarkably consistent across the survey. • The phrasing of the job descriptions can make it appear that the duties are

different, but this could just be down to particular use of language. • The job descriptions for authority 4 are particularly detailed. They have complex

combinations of responsibilities that make it difficult to analyse them without losing the subtleties. They also contain clear indications of what is required to progress through the grades. NB this isn't to say that these job descriptions are better than the others are - they are just written differently.


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Roles and Responsibilities of Advisors and Senior Advisors

Customer Services Responsibilities: • Advice, reception, telephone duties; Assist/Deal with telephone enquiries and e-

mail; Operate telephone enquiry service; Give general/relevant advice and info • Advise on /Deal with complex problems/enquiries • Deal with/Resolve enquiries/provide information and assistance across full range

of council services; Deliver comprehensive range of services • Act as client advocate; Liaise with other agencies/partners as advocate of client • Provide end-to-end service, responsible for all work to resolve enquiry • Provide diagnostic enquiry service • Refer clients to other departments/agencies if appropriate • Ensure enquiries are progressed; Ensure requests for advice are dealt with

appropriately; Give advice on progress of enquiry • Assess eligibility; Check/verify forms and evidence; Interview/assess clients • Assist in promotion through displays, presentations and events; Ensure info

displays, forms, leaflets are up-to-date and fully stocked; Maintain info provided by other depts; Organise info displays

• Receive complaints; Deal with/Resolve complaints using applicable procedures • Deliver customer-focussed service (all or specific access channels) • Ensure non-English speakers have access to services • Ensure problems are identified and acted upon • Enter enquiries into/update CRM system; Maintain and interrogate [Use]

appropriate computer systems; Maintain accurate records • Maintain appointment system • Maintain awareness of organisation and services; Maintain knowledge of relevant

legislation • Obtain customer feedback • Promote council services • Promote delivery of service • Provide cover (outreach) • Provide forms and assist clients to complete • Record and receipt money received • Support junior staff in resolving complex enquiries • Work flexibly; Work in a caring & sensitive manner

Managerial or Administrative Responsibilities: • Administer financial procedures • Assist in meeting service standards/SLAs/legislation; assist with monitoring

quality of service • Improve customer satisfaction and service delivery; contribute ideas for

development/promotion of service; identify process improvements; implement change initiatives; liaise with service depts/service improvement teams

• Enhance internal customer relationships • Ensure adequate resources are available to provide excellent service; be

responsible for equipment and materials used • Ensure all sections of the community have access to full range of services

appropriate to their needs


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• Identify training requirements; provide procedural training to staff; assist with supervision and/or training of colleagues; give advice and guidance

• Provide feedback to management; provide input to Business Plans, etc; provide statistics & reports

• Provide support and cover for Assistant CSM • Supervise cashiers

Responsibilities of All Council Employees: • Comply with council policies (eg H&S, EO, DP, FOI) and legislation; ensure

confidentiality • Keep work place tidy • Learn and Share Knowledge; work as part of a team, support colleagues • Maintain personal, profession and technical development • Present a professional image 6 DETAILED ANALYSIS OF PERSON SPECIFICATIONS Each of the person specifications obtained in the survey has been analysed to try and identify common themes. • Many of the requirements are common across both groups, the main differences

being in the length or depth of education, experience, etc, required. • Some authorities want evidence of experience, whilst others require an

understanding of the subject or relevant techniques or an ability to learn the appropriate skills.

• Attributes are generally classed as "Essential" or "Desirable". Whilst this can be

a useful way of screening large numbers of applicants, care must be taken that this doesn't exclude an otherwise excellent candidate through a lack of "Essential" experience.

• Person Specifications generally state the education, experience, skills,

knowledge and personal attributes required to undertake the duties described in the Job Description.

• Each attribute should be capable of being confirmed or measured in some way.


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Managers and Team Leaders

Educational Requirements • GCSE/NVQ to post-graduate; • in Business/Management or Customer Services (wide range here; little

commonality); • shows commitment to on-going professional development.

Experience of … Managing a Service/Working Environment • front-line services (1 - 2 years); • large/complex organisation; • specific services; • call/contact centre; • high quality service provision; service/performance monitoring and improvement; • identification and implementation of new and relevant systems and processes; • identifying new service opportunities; • data analysis; • identifying issues; create solutions; problem-solving approach; • budget management.

… Customer Service/Relations • dealing with customer enquiries; • consultation; • best practice; • understanding of One-Stop-Shop/call/contact centre environment, methods and

benefits; • understand and respond to customer requirements.

… Managing a Team • establishing a team; team leading; supervision; motivating staff; • performance monitoring; staff development; identification and delivery of training; • resource/work-scheduling; set clear targets; achieve objectives.

… Managing Projects • programme/project/work programme management; • change management; • system implementation.

Knowledge • council services and processes; • customer services and issues; • community, cultural and social issues; • e-Government/modernisation/efficiency agenda.

Knowledge Of Relevant Policies (Internal And National) And Legislation • data-protection, confidentiality and security; • Health and Safety; • equal opportunities; • access to services;


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• accessibility/DDA; • service-specific policies and legislation; • stress management; • best value.

Communication Skills • articulate; uses plain English; explain issues clearly and concisely; • good written communication; • able to make presentations; • able to collect, interpret and present data/information; • able to deal with complaints and difficult clients.

Computer/Technology Literate • office systems; • service-specific applications; • telecoms, mobile technology.

Personal • flexible (working hours, locations); • assertive; courteous; sympathetic; understanding; • has good attendance record; • demonstrates high integrity; • a team player; • has a driving licence; • smart; • able/willing to work to agreed procedures; • able/willing to work alone and under pressure and to tight deadlines.

Style • dynamic manager; • shows attention to detail and commitment to quality; • able to develop innovative/excellent practices; • responsive to customer; customer-focussed; • able/willing to take responsibility; • makes effective contributions to meetings; can lead meetings; • capable of multi-tasking; • responsive; flexible.

Relationships • able to develop relationships with internal and external stakeholders


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Senior Advisors, Specialists and Advisors

Educational Requirements: • ECDL, GCSE, FE, NVQ; • In Customer Services; • numerate and literate; • shows commitment to on-going professional development.

Experience of … • working in front-line services (1 - 2 years); • specific services/systems; a core service/system (eg Housing/Council

Tax/Benefits); • large/complex organisation; • development of innovative practices and procedures; • clerical and admin support; • gathering, organising and managing information; • maintaining and developing stock control systems; • office procedures.

… Customer Service/Relations • dealing with customer enquiries to their conclusion; making extra effort; • understanding client needs and requirements; • acting as advocate; responsive to customer; customer-focussed; committed to

customer care; • dealing/assisting effectively with complaints, conflicts and difficult or sensitive

clients; • identifying and resolving customer service issues, recognising trends and

implementing solutions for service improvements; • consultation and satisfaction surveys.

Team Working • able to lead, organise and motivate; • a team player; support and encourage colleagues.

Knowledge/Job Skills • achieves objectives/performance targets; • aware of community, cultural and social issues; • understands council services and processes; • is aware of customer services best practice; • has excellent administrative/organisational skills; • able to extract information from manual and computerised systems; • able to initiate and support service improvements; • able to interpret complex legislation; • able to learn and apply new and innovative ways of working, processes, policies

and procedures; • able to provide specialist information and advice in a clear and concise manner; • responds to situations/enquiries quickly and demonstrate flexibility; • understands service monitoring;


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• aware of welfare rights issues; • able/willing to take responsibility for the quality of service provided; • able/willing to work to agreed procedures and standards; • able/willing to work alone and under pressure; work on own initiative; • able to write detailed reports and prepare statistics.

Knowledge Of Relevant Policies (Internal And National) And Legislation • data-protection, confidentiality and security; Freedom of Information; • Health and Safety; • equal opportunities; diversity; • access to services; • accessibility/DDA; • service-specific policies and legislation; • stress management; • best value.

Communication Skills • is articulate; good written communication; uses plain English; explain issues

clearly and concisely; • is a good listener; • able to make presentations; • able to use computer whilst talking to customer.

Computer/Technology Literate • able to use office systems; service-specific applications; intra/internet; • has excellent keyboard skills; • able to use other relevant technologies.

Personal/Style • has excellent interpersonal skills; • able to adapt to new situations, accepting change; • shows attention to detail and commitment to quality; • is assertive; courteous; diplomatic; respectful; sympathetic; understanding; • is flexible (working hours, locations); • has good attendance and punctuality record; • able to learn from experience; • has multi-tasking, time management, prioritisation skills; • presents a positive image to customer; • has problem solving abilities; • has a sense of humour; • is smart.

Relationships • able to liaise with internal and external stakeholders.


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7 ACKNOWLEDGEMENTS This report couldn't have been produced without considerable help and input from a large number of individuals, local authorities and agencies. Particular thanks are owed to: • Blackpool Borough Council • Cheshire County Council • Halton Borough Council • Macclesfield Borough Council • Nottinghamshire County Council • Rochdale Metropolitan Borough Council • Sandwell Metropolitan Borough Council • Sefton Metropolitan Borough Council • Wirral Metropolitan Borough Council • National One-Stop-Shop Benchmarking Group • IDeA • Local Government Employers Organisation • ODPM Capacity Building team • NWeGG Customer Service Managers group, especially the project steering

group members and those who attended the workshops in Windermere in November 2004 and Stockport in March 2005

• Tameside Metropolitan Borough Council for design and production For further information on this report, please contact [email protected].


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8 INDEX TO FULL JOB DESCRIPTIONS, PERSON SPECIFICATIONS AND COMPETENCIES FROM PARTICIPATING AUTHORITIES

Job Title Grade LA Type

& Ref3 Job

Desc'n Person Spec'n

Compet-encies4

OSS Manager PO 42-45 Unitary 3 * * OSS Manager PO6 Met 6 * OSS Manager PO4 Met 6 * Customer Services Coach P3 Met 5 * * * Customer Centre Manager POC District 7 * * Quality Development & Training Manager SO1 PO1-4 Unitary 4 * #

Team Manager SO1 PO1-4 Unitary 4 * # Team Manager SO1 Met 8 * * Contact Point Manager SO1 County 1 * Customer Centre Assistant Manager SOA District 7 * *5 Assistant Customer Services Manager SO2 Met 9 * *

Admin Training Officer SO1-2 Unitary 3 * * OSS Team Leader SO1 Unitary 3 * * Customer Centre Team Leader Sc 6 District 7 * *6 Customer Service Specialist Sc 4/5/6 Unitary 4 * # Customer Service Advisor Sc 4-5/6 Met 8 * * Customer Service Advisor Sc 3-6 County 2 * * Customer Services Officer Sc 2-6 Met 9 * * # OSS Customer Service Advisor Sc 5 Unitary 3 * * OSS Advisor Sc 4-5 Met 6 * * Advice Officer Sc 4/5 County 1 * Customer Service Advisor Sc 3-4 Met 5 * * * Customer Centre Advisor Sc 3-4 District 7 * * Customer Service Advisor Sc 3 Unitary 4 * Cashier/ Receptionist Sc 2-3 Met 8 * * Telephonist/ Receptionist Sc 2-3 Met 8 * * Receptionist Sc 2-3 Met 6 * * Receptionist/ Clerical Assistant Sc 2 County 1 * Admin Clerk Sc 1-2 Unitary 3 * *

3 The reference number relates to the authority number in the table in Section 4 and Appendix 1. 4 Where "Competencies" is shown as #, the person specification contains a description of how post-holders progress between grades. 5 Due to re-organisation, this person specification is described as "Team Leader". 6 Due to re-organisation, this person specification is described as "Senior Advisor".

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