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THE LIVERPOOL STORY Karen Lewis e-Government Manager

THE LIVERPOOL STORY Karen Lewis e-Government Manager. 1999. Highest council tax in UK Low quality service delivery Chronic departmentalism Process, strategy, process, strategy …. Loss of confidence and trust. BUILDING BLOCKS. Dissatisfaction with the past Clear vision

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THE LIVERPOOL STORY Karen Lewis e-Government Manager

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  1. THE LIVERPOOL STORYKaren Lewise-Government Manager

  2. 1999 • Highest council tax in UK • Low quality service delivery • Chronic departmentalism • Process, strategy, process, strategy …. • Loss of confidence and trust

  3. BUILDING BLOCKS • Dissatisfaction with the past • Clear vision • New ways of thinking • Clear, precise potential priorities • Customer contact agenda

  4. THE DIFFERENCE • Political / management alignment • Clear strategic vision • Levels of delegation • ‘big leap’ • Measured risk taking • Spend less!

  5. TECHNIQUES • Public - Private Partnerships • Clear managerial agenda • Simple message“Customer at the heart of the Organisation” • Product, product, product • No more money!

  6. IMPROVEMENTS REALISED • EFQM • Most Improved Council • Capital of Culture • Transactional website (top 8%) • BVPI157 - achieved a year early • Self Service • 24/7 call centre • 10 OSS’s • 6 kiosks • Beacon Council • 4 CFC’s…

  7. EFFICIENCIES • Over 3000 less employees • £105 million out of cost base • 60% of KPI’s have measurably improved (34% KPI’s in top quartile) • 40% reduction in transaction costs • Accommodation strategy • Reduction in ICT spend

  8. FUTURE • Portals/ authentication • Excellent council • 500 seat call centre • Mobile technology • Hosting services for other organisations

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