Service Transformation Seminar Chair: David Walker , Editor, Public Magazine

1. Service Transformation Seminar Chair: David Walker, Editor, Public Magazine David Mills, CRM Vice President, Oracle Siobhan Coughlan, Principal Consultant, Transformation Government, Improvement & Development Agency Stefan Czerniawski, Deputy Director – Business Strategy, Department of Work and Pensions Martin Willis, Director, INLOGOV

2. Delivering Great Customer Service David Mills Vice-President, UK, Ireland & Israel

3. Delivering Service in the Public Sector “I have found that departments which provide services focus predominantly not on the citizen, but on an aspect of the citizen called ‘the customer’ … the end result is that the citizen ... is left to join up … a mass of help-lines, call centres, front-line offices and websites." Sir David Varney - Service Transformation Report 2006 “We need more innovative ways of conveying to public service leaders that transformation is all about the customer”. Sir Gus O’Donnell, January 2007

4. The Public Sector isn’t driven by profit. Excellence in Service Delivery is your key motive for existence. Don’t look to learn from UK Industry, teach them how good you are.

5. Public Service Exemplars • Pensions Service • Waiting time for state pension claim reduced from 60 days to 20 minutes • More than 40% state pension cases dealt with in ‘one touch’ • New York 311 • Rationalised 40 call centres, 14 pages telephone numbers • 24 hour day 365 days a year 170 languages to 8 million citizens • 20,000 calls a day 80% answered in 30 seconds • Improved services, raised awareness & method of engagement • Resilience - August 2003 power outage 311 continued and answered 115,000 calls

6. Quote ‘We have changed people’s lives. This is not just a citizen’s hotline; it’s the most powerful management tool ever developed for New York government. I cannot imagine running the city without it’ M Bloomberg, Mayor, City of New York

7. Key Factors to Success • Real customer insight should drive service design • Challenge delivery models to reduce duplication and non-value-adding customer contact • Optimise channel management to make use of cheaper channels • Set the standards for best practice and ensure all channels deliver on those standards

8. Key Factors to Real Transformation • Requires fundamental changes to the ‘machinery of government’ • Leadership – that can drive change • Cultural shift – customer service mentality • Shared knowledge pool • Shared processes across administrative barriers • Service Transformation is a journey that is ongoing that requires a shift in the ‘public service mindset’ • Innovation with an element of ‘risk’

9. You Won't Get aSecond Chance – CommerceYou Haven’t Got aChoice – Public Service <Insert Picture Here>

10. Customers Demand More

11. Savvy and Connected Useability Flexibility Reliability Interactivity Dynamic

12. Expanded Competition

13. Looking Forward <Insert Picture Here>

14. Build the Right Team

15. Provide the Right Tools SOA BPEL

16. Key Factors to Real Transformation • Requires fundamental changes to the ‘machinery of government’ • Leadership – that can drive change • Cultural shift – customer service mentality • Shared knowledge pool • Shared processes across administrative barriers • Service Transformation is a journey that is ongoing that requires a shift in the ‘public service mindset’ • Innovation with an element of ‘risk’

17. Delivering Great Customer Service David Mills Vice-President, UK, Ireland & Israel

18. Service Transformation Seminar Chair: David Walker, Editor, Public Magazine David Mills, CRM Vice President, Oracle Siobhan Coughlan, Principal Consultant, Transformation Government, Improvement & Development Agency Stefan Czerniawski, Deputy Director – Business Strategy, Department of Work and Pensions Martin Willis, Director, INLOGOV

19. The GuardianPublic Service transformation – putting the citizen at the centre Siobhan Coughlan 19 February 2008

20. Transformational government agenda ‘Technology alone does not transform government, but government cannot transform to meet modern citizens’ expectations without it’…. ‘The design of citizen-centric services to ensure effectiveness of delivery to the customer, achieve policy goals, and to release savings by reducing duplication and streamlining processes’ Transformational Government Report 2005

21. The Local authority landscape • 388 LAs in England • Unitary, County and DistrictsLAs – urban & rural • 21,000 elected councillors • Post Lyons - Locally determined services for local customers • 2007 CPA – 150 top tier LAs, only two 1 star LAs • Varney Review – LAs as examples of innovation and customer centric service delivery • Collaborative and partnership working – shared services

22. The role of local authorities • Delivers 400 – 600 services locally (different tiers) • The front office for many central government services, e.g. benefits, education, licensing, etc • Joins up services for the local community – local partnership working, LSP, LAA, etc • Commissions services – third sector, private sector, etc, • Representing and answerable to the local community –elected councillors and mayors • Act as the advocate for the local community – regionally and nationally, RIEPs and central government

23. Customer experience of public services • Front line services organised departmentally for specific service areas • Multiple contact points on the high street • Different office opening hours • Different telephony & IT • Different customer data & information management systems • Different training & development opportunities for staff, (different uniforms) • Different feedback and response timescales

24. Cartoon kindly provided by www.francartoons.com The real customer experience…….. This is Adult Social Services,… Name? Addressand date of birth? Mrs Harris,10 King Street,None of your business This is the Housing Department,…… Name? Address?and date of birth? This is the Benefits,…. Name? Addressand date of birth? Benefits Social Services Housing Environment services

25. Locally delivered services • Local services are changing & improving however, expectations are rising, new ‘duty to involve’ • Local services being delivered within a local framework and existing partnerships, e.g. LSP, LAA & MAA • Local partners are increasingly working together to meet complex needs of customers (e.g. shared service collaborations) • CAA - new performance framework to increase accountability, focusing more on local priorities, citizens’, service users’ and taxpayers’ interests

26. Drivers for Service Transformation

27. National Policy Context Third Sector Review Local Government Act Herdan Review Lyon’s Review Varney Review LGA ‘Closer to people and places’ Service Transformation Agreement CSR 07

28. Drivers for Service Transformation Local Government Act– LAA, MAA LGR and Two Tier Pathfinders – reorganisation of local services Local Government new performance framework –198 PIs* and CAA Performance indicator NI 14 ‘Avoidable contact’ CRS 07 – efficiency savings 3% p.a. Service Transformation Agreement – Varney Review Customer expectations!

29. The Local Government Act

30. The Local Government Act ‘To meet this challenge, all councils must adopt a strategic approach to service delivery. Our proposal to strengthen the strategic commissioning role for councils will ensure that they start from an understanding of the needs and preferences of users, adopt best practice in service design, assess the full range of service delivery options, and implement optimal solutions that balance quality and value for money.’ Chapter 7, ‘Efficiency - Transforming Local Services’

31. Local authorities as convenors …… PCT Police Regional Government Central Government Local Government Private Sector Third Sector

32. Key challenges Understanding shared customers using customer insight, to re organise and deliver services Joining up related services, provided by different organisations, around different customer groups Leveraging assets through sharing frontline and back offices Managing and sharing data across the partners to make it easier for the customer to carry out their transaction Exploiting technology as an effective tool Removing duplication and wastage to drive out efficiency savings through business process improvement

33. Front Office Shared Services

34. Joining up services - FOSS Programme • CLG, Cabinet Office, LGA and IDeA research programme • To identify andshowcase local government's achievements in transforming local public services • ‘Exemplar’ projects - redesign local public services around the needs and preferences of citizens • Shared ‘front office’ partnership and collaborative arrangements, e.g. one-stop shops, contact centres, web portals and mobile services. • Front office’ projects that demonstrate how customer need is driving local public sector service transformation

35. FOSS Projects Main report, 'delivering public sector transformation' and Executive Briefing, ’new designs for public services - delivering better outcomes’ and 16 detailed case studies www.idea.gov.uk/foss • Dorset for You – a single web portal for the citizens of Dorset • Northumbria 101- single number for a range of non emergency services • Staffordshire Moorlands District Council: Councils Connect – series of OSS including self service kiosks • London: ReportIT - a pan-London service to report street related problems via the 'Your London' web site • South Yorkshire: e@sy connects - access to services from a broad range of agencies over the web, digital TV and mobile telephones • Kent Gateway - multi-agency service in Ashford that delivers public and voluntary services in a retail environment

36. Key factors for success • Clear Leadership – political & managerial • Agreed shared vision across partners – outcomes focused on customers • Understanding the needs & engagement of customers • Engaging staff – particularly frontline staff • Partnership working – governance arrangements • Exploiting technology & sharing infrastructure • Project management process • Innovation & creativity!

37. Local Government Delivery Council

38. LGDC - Background Post LGOL programme – a voice for local government Commissioning of the Varney Review – opportunity for LG to highlight good practice as well as barriers Front Office Shared Services project – real innovation at a local level Support and expertise for local government representatives on the Delivery Council

39. Objectives By local government, for local government Principal interface between central and local government and the local government family Provide strategic leadership to sector to fulfils its role in driving local service transformation Be a collective voice for the sector to influence national policy Mirror and co-ordinate with Cabinet Office’s Delivery Council on the Transformational Government agenda Facilitating effective support to councils e.g. good practice; Highlight opportunities & barriers to drive service transformation

40. LGA Cabinet Office IDeA Delivery Council Improvement Board Contact Council LGDC CEX Taskforce CIO Council RIEPs Customer Insight Forum

41. Deliverables • Work with key stakeholders LGA, CLG & Cabinet Office to jointly develop the vision & work programme across CRS07 • To coordinate activities of the principal local government agencies around service transformation • To highlight and share emerging good practice, raise problems, issues and identify gaps in capacity • To coordinate the links with other key agencies around local government transformation, • To act as a point of reference and to offer input to such initiatives (e.g. the ‘Tell us once’ project) as they develop

42. LGDC Representatives • 13 Local authority representatives from all regions, tiers, urban & rural LAs (links with RIEPs & professional bodies) • Chaired by Janet Callender, CEX Tameside MBC and one of the local government representatives on the Delivery Council • Local government stakeholders, LGA, IDeA, CLG • Central government departments, DWP, DH • Third Sector • National Consumer Council • Private Sector - tba

43. Programme of activities • National Projects - Public Sector Asset Review, DWP ‘Tell us Once’, LGR & Two Tier Pathfinders • Best Practice & engagement – FOSS conference May ’08, Beacons, benchmarking, knowledge & CoPs, national & regional networks and events • Performance management – CAA, LG PIs, Contact councils measures • Tools & Enablers – data sharing, Gov Connects, ESD Toolkit, Customer Insight & address formatting

44. In summary • Local government leading service transformation of local public services • Lots of innovation & good practice However, • Need to highlight & share learning more systematically • Need to maximise our investments i.e. use the ‘tools’ already have • Need to bring local partners together for the good of shared customers

45. Service Transformation Seminar Chair: David Walker, Editor, Public Magazine David Mills, CRM Vice President, Oracle Siobhan Coughlan, Principal Consultant, Transformation Government, Improvement & Development Agency Stefan Czerniawski, Deputy Director – Business Strategy, Department of Work and Pensions Martin Willis, Director, INLOGOV

46. Beyond transformation Stefan Czerniawski

50. Everything works well (except a few things which don’t) Nothing works well (except a few things which do)