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

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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

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Delivering Great Customer ServiceDavid MillsVice-President, UK, Ireland & Israel

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

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.

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

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

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

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’

You Won't Get aSecond Chance – Commerce

You Haven’t Got aChoice – Public Service


Customers Demand More

Savvy and Connected

Useability

Flexibility

Reliability

Interactivity

Dynamic

Expanded Competition

Looking Forward


Build the Right Team

Provide the Right Tools

SOA BPELBPEL

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’


Delivering Great Customer ServiceDavid MillsVice-President, UK, Ireland & Israel

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The GuardianPublic Service transformation – putting the citizen at the centre

Siobhan Coughlan19 February 2008

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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

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The Local authority landscape

• 388 LAs in England• Unitary, County and Districts LAs – 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

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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

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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

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Cartoon kindly provided by www.francartoons.com

This is the Housing Department,……

Name? Address?and date of birth?

Housing

This is Adult Social Services,…

Name? Addressand date of birth?

This is the Benefits,….

Name? Addressand date of birth?

Mrs Harris,10 King Street,None of your

business

Social

Services Benefits

Environment services

The real customer experience……..

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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

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Drivers for Service Transformation

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National Policy Context

Varney Review

Local Government

Act

Service Transformation

Agreement CSR 07

Lyon’s Review

LGA‘Closer to

people and places’

Herdan Review

Third Sector Review

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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!

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The Local Government Act

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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’

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Local authorities as convenors ……

Central Government

PCT

Private Sector

Third Sector

Local Government

Police

Regional Government

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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

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Front Office Shared Services

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Joining up services - FOSS Programme• CLG, Cabinet Office, LGA and IDeA research

programme• To identify and showcase 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

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FOSS ProjectsMain report, 'delivering public sector transformation' and

ExecutiveBriefing, ’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

http://www.idea.gov.uk/foss

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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!

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Local Government Delivery Council

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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

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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

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RIEPs

Delivery Council

CEX Taskforce

LGDC

Improvement Board

Cabinet Office

LGAIDeA

Contact Council

CIOCouncil

Customer Insight Forum

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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

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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

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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

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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

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Beyond transformationStefan Czerniawski

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Everything works well(except a few things which don’t)

Nothing works well(except a few things which do)

The Endian Wars

Personal

Responsive to needs

Local flexibility

Customer is a bundle of needs

Setting standards

Measure the interaction

Build with agility from the front

High volume

Compliant with rules

National standards

Customer is a set of entitlements

Controlling processes

Measure the transaction

Build with solidity from the back

Today, I don’t even bother attempting to communicate directly with most companies; who wants to navigate phone-tree hell? If I have a problem, I poke around on the Web until I find an answer. If I don’t, I’ll post a question on the likeliest Web forum.

Scott Rosenberg

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Martin Willis, DirectorInlogov (Institute of Local Government Studies) Guardian/Oracle Seminar 19th February 2008

Leadership and Transformational

Government

Martin Willis, DirectorInlogov (Institute of Local Government Studies) February 2008

Seeing the Wood

and the Trees

Martin Willis, Inlogov, The University of Birmingham

Leadership is using your power to make choices with the consequence of improving or maintaining the outcomes of service delivery to individuals, communities and citizens


Leading and Managing

“Managers are people who do things right and leaders are people who do the right thing. The difference may be summarized as activities of vision and judgement – effectiveness versus activities of mastering the routine – efficiency”

[Bennis W & Nanus B (1985) Leaders. New York, Harper & Row p. 33]


Leading and Managing Managing

– Transactional, performance, accountability, command and control, strategy, planning, authority, hierarchy, classical/scientific theory

Leading– Transformational, vision, empowering, inspiring,

emotional intelligence, integrity, networking, commitment, human relations theory

Two sides of the same coin?– Task and Process?


Leadership Research

What does research evidence suggest to us about effective leadership?


The Leaders Role in Quality and Safety Improvement: Research Summary

Research Question: “What do leaders need to do to support health care improvement?”

Evidence to support the importance of leadership but not conclusive

Some evidence suggests that professional leaders have as much, if not more, influence that top or middle managers

Evidence about which management actions are effective is not strong


The Leaders Role in Quality and Safety Improvement: Research Summary Combination of conditions are needed for Q&SI

changes, some of which managers can influence: low resistance, high readiness, existence of resources and need for change

Subjective desire for change including a sense of urgency and pain may be required

Some studies suggest Q&SI more effective where leaders skilfully adapt a particular quality method or approach rather than inflexibly follow a detailed prescription


The Leaders Role in Quality and Safety Improvement: Research Summary

Specific leader actions which are effective may vary according to the type of leader role, the type of improvement, the organisation, its environment and other factors

[Ovretveit J. (2005) The Leaders Role in Quality and Safety Improvement: A Review of research and guidance. Faculty of Medicine, Bergen University, Norway]


How can councils meet the challenges of performance?

Skelcher C et al (2006) Learning from the Experience of Recovery– www.inlogov.bham.ac.uk/research/expofrecovery.htm

Three factors explain the ability of councils to prevent performance decline and to recover from poor performance

http://www.inlogov.bham.ac.uk/research/expofrecovery.htm


Cognition– Understanding the organisation’s current

performance Capability

– Holding a shared vision of how the council will recover and improve and using this to motivate others to take action

Capacity– Having the necessary political and

managerial skills to deliver the improvement vision


Capability, Vision and LeadershipPeople Centred Outcomes

Outcomes

– the benefits or consequences of a service on the quality of the lives of individuals, communities and citizens


Outcomes Outputs Processes Inputs

Public Service Outcomes

Law, values, policy and research evidence


How do I know if it is any good?

Defining an Outcome Indicator– A measure of the benefits of a service on

the quality of the lives of individuals, communities and citizens

Three Broad Outcome Indicators– Safety– Happiness– Development


Broad Health Outcomes

Safety - Stay well

Happiness – Live well

Development – Get well


BROAD OUTCOMES FOR CHILDREN

( Chief Secretary to the Treasury (2003) Every Child Matters Cm 5860 p.14) Being healthy

– Enjoying good physical and mental health and living a healthy lifestyle (safety and happiness)

Staying safe– Being protected from harm and neglect (safety)

Enjoying and achieving– Getting the most out of life and developing the skills

for adulthood (happiness and development)


Making a positive contribution– Being involved with the community and

society and not engaging in anti-social or offending behaviour (development and safety)

Economic well-being– Not being prevented by economic

disadvantage from achieving their full potential in life (development)


BROAD SOCIAL WELL-BEING OUTCOMES

[Murphey D (2005) The Social Well-Being of Vermonters http://www.ahs.state.vt.us

Murphey D (2006) Vermont Well-Being 2006 http://humanservices.vermont.gov]

% voting-age population voting in General Election

Rate of child abuse and neglect (ages 0-4) % Students (grades 9-12) who did not go to

school during past 30 days because they felt unsafe

http://www.ahs.state.vt.us/


BROAD SOCIAL WELL-BEING OUTCOMES

[Murphey D (2005) The Social Well-Being of Vermonters http://www.ahs.state.vt.us Murphey D (2006) Vermont Well-Being 2006 http://humanservices.vermont.gov]

% Adults who are “binge drinkers” % Adults who are obese Deaths from lung cancer % Population in poverty % People with disabilities employed Property crimes per 100,000 population % Older people (65+) engaged in some leisure-time

physical activity

http://www.ahs.state.vt.us/


Leadership and Public Service Outcomes

“This inquiry saw too many examples of those in senior positions attempting to justify their work in terms of bureaucratic activity, rather than outcomes for people”

[Department of Health (2003) The Victoria Climbié Inquiry. Summary Report.p.6]


“Whenever I am feeling overwhelmed by the problems I am facing, I take a detour to a school to fill up my tank with the energy and optimism that I find in the classroom, I am inspired by the glimpses of the journey of learning that teachers are undertaking with their pupils”

(Tim Brighouse)


SEEING THE WOOD AND THE TREES

Systems Thinking “The discipline which unites the others and brings all

together in a pattern that can be understandable – systems thinking is seeing the wood and the trees ”

[Ref: Senge P. in Pugh D and Hickson D (1996) Writers on Organizations 5th Edition. Penguin, Harmondsworth pp. 204-6]


Martin WillisDirectorInlogov

[email protected] 414 4961

mailto:[email protected]

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Documents

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