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DWP Change Programme. National Association of Welfare Rights Advisers – Rotherham Stephen Holt – DWP Director of Change Management 5 December 2008 . Final. The vision of the Department.

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DWP Change Programme

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DWP Change Programme

National Association of Welfare Rights Advisers – Rotherham

Stephen Holt – DWP Director of Change Management

5 December 2008


The vision of the Department

  • to contribute towards fair, safe and fulfilling lives, free from poverty forchildren, people in work and retirement, disabled people and carers;

  • to reduce welfare dependency and increase economic competitiveness by helping people to work wherever they can and employers to secure the skills and employees they need; and

  • to provide greaterchoice, personalisation and a higher quality of service for customers where it is in their interests and those of the taxpayers.

Operating at scale

  • DWP is the biggest delivery department in the UK, serving over 20 million customers

  • Every working day we:

    • help over 6,000 customers move into new jobs’, conduct 45,000 advisor interviews and receive 800,00 job searches;

    • process over 15,000 new benefit claims;

    • assess over 3,000 applications for state pension;

    • undertake over 3,000home visits; and

    • collect or arrange child support for over 30,000 children.

The DWP Change Programme

  • A response to three insights:

  • 40% of contact with DWP comes from people who are customers of more than one of our agencies;

  • overall customer service for those people often poor and fragmented;

  • almost half of contact was intrinsically of no value to customer or DWP.

Customer service?

  • The 2008 Customer Contact Survey shows out of 152m customer contacts:

  • Payment queries accounted for 14.7m contacts e.g. 7.8m of these – “ I haven’t received my money”;

  • Customers progress chasing - 5.3m contacts e.g. 2.6m customers asking “what is happening with my appeal”;

  • 6.5m customers have contacted the wrong number/office agency;

  • “one of your customers has died” generates average of 4.8 contacts per death;

  • State Pension – an average of 3.7 contacts for every claim processed.

Our business strategy is based on two core principles

We want to transform the quality

of customer service …

…while driving up the efficiency

of our delivery

… each of which reinforces and enables the other


Structures products/services around customer needs - accessible, efficient and based on customer insight

Our new service delivery strategy

  • ‘Right door first”

  • so customers know which is the most appropriate point of contact

  • for their needs, but with…

  • ‘No wrong door’

  • so customers are always helped at the point of contact or passed

  • to someone who can help, regardless of their access point;

  • ‘Right first time’

  • so customers get the correct help/advice for their overall circumstances

  • in the course of that contact and don’t have to repeat information or

  • chase progress;

  • ‘Once and done’

  • so, as far as possible, resolution is achieved in the course of the contact, minimising the need for follow-up action

Delivery via five implementation projects

  • Transforming Customer Contact - managing and developing contact capability across the Department - latest technology e.g. voice activated telephone systems; SMS; moving to a single DWP wide contact centre by summer 2009 – handling 18 million calls p.a. – largest single contact centre in Europe.

  • Customer Transitions - removing obstacles and duplication for customers moving between services or businesses.

  • Information Management– making better use of information: reusing and sharing information we already hold, whilst keeping

    customer data safe.

  • Self service– improving channels for those customers

    who wish to use them.

  • Lean - delivering efficiency and customer service through relentless attention to continuous improvement – (developed by Toyota).

“Your most unhappy customers are your greatest source of learning”.

Bill Gates

Customer insight

  • Customer insight:thinking like a customer, understanding their experience and putting yourself in their shoes.

  • helping us gain a better understanding of our customers’ needs-informing the design of future products/services

    e.g. self-service - integrating DWP customer and private sector data, segmenting customers based on potential to use self service channels.

  • development of a Customer Charter – describes standards of service customers can expect when dealing with any part of DWP.

  • after asking 3,000+ customers we have identified four key factors that make a real difference to their lives…

Focussing on what is important to our customers

  • Treat customers well – delivering great service, listening carefully, offering good advice, treating them with respect.

  • Deliver the right result – giving support to customers so those who work can find jobs and those who can’t get the right financial help.

  • Respond on time – by meeting customer needs faster and keeping them in touch with progress.

  • Improve access to services – making information clearer, systems simpler and contacting us easier.

  • Same messaging for customers – contacting call centres or Benefit delivery Centres:

    - consistent customer greeting; and

    - consistent “in-queue” and termination messages (from early 2009)

Treat customers well

  • new telephony:

  • will enable customer calls to be routed to the next available customer service agent, with the appropriate skills, wherever located without the customer having to re-dial (from March 2009).

  • Single Customer View will enable:

  • staff to view customer information on one screen;

  • a wider range of customer queries to be answered at the first point of contact; with

  • rollout from October 2009 for some benefits.

Reducing the level of official error through a combination of:

- more efficient processes (often with less steps) – improved accuracy so more customers get the right decision first time;

- online facility, via Directgov, for customers to track their claims and check entitlement (from 2009);

- improved management of data – reducing the number of times data is captured twice and improvements to how changes of circumstances are captured.

Deliver the right result

What happens when a customer reports a change…..today

Difficult Customer Experiences whenever they report a change

3 contacts

Example over 10 million wasted contacts per year for 3 changes (address, method of payment and bereavement)

1 contact

4 contacts

5 contacts

1st line contact don’t gather all information, particularly when the customer gets more than one benefit

2 contacts

Forms and Calls are made to customer to request further information. Often several times per change

6 contacts

What happens when a customer reports a change…..in 2009

Once and Done Customer Service

Stage 1 - Information Capture Toolby end April 09

(Wrexham Pilot – most changes

processed on date of receipt)

Stage 2 - Single Customer Viewfor Enquiries October 09for Changes 2010

  • using Lean we have already demonstrated the ability to reduce the length of time it takes for a claim to reach conclusion, through removing “waste” from processes.

  • looking at new ways of gathering, checking and re-using information to make the claims process faster and easier e.g. for change of address, method of payment, reporting a death.

  • have reduced avoidable contacts by 72 million calls equivalent over last 3 years – by 2011 we aim to reduce current level by 50% - we can spend more time providing a valuable telephone service to those who really need it.

Respond on time

  • online service channel for customers via Directgov.

  • increased access 24/7 as services expand: e.g.

    - from the end of 2009 – 700,000 customers every year will be able to claim their State Pension online if they wish to do so;

    - working with CABs in Blackpool & Hertsmere to evaluate an enhanced online better off calculator and comparison tool;

  • looking a feasibility of bringing forward online JSA claims.

Improve access to services

Benefits Adviser Service:

- launched October 2008 - advice on 28 benefits and credits (previously 11), how to make a benefit claim, links to online Jobsearch and State Pension forecast;

  • good customer feedback - 75% rated “Good – Excellent”.

  • customers moving between working age & pension age benefits:- by re-using information we already hold – many customers, will simply confirm that the information is correct to claim their pension benefits;

    - roll out by end May 2009.

What our customers will say in 2011…

Barriers to providing an integrated customer experience

  • generating investment funding

  • levels of waste and repeated contact

  • history (e.g. 28 legacy systems and 7 telephony platforms)

  • the politics of mandating channel choice

  • organisational accountabilities fragmented

  • risk appetite

  • legislative barriers

  • cross agency customers


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