DWP supplier event 23 May 2014 One DWP David Raper and DWP guests

1Department for Work & Pensions

David Raper DWP Supplier Relationship Management Team

DWP - We are all One



• You are not just working under a contract to supply something for us.

• You have joined us in providing a public service and you contribute to delivery of our business.

• You are part of ‘One DWP’.



• The DWP Story

We are all part of this story

• Our Purpose matters• we help people lift themselves out of poverty and to stay out of poverty, through work, saving

and support

• Our challenge is bigger than ever• we must continue to deliver crucial services to millions of people• we must put in place Ministers’ once in a generation welfare reforms affecting virtually

everything we do • at the same time, we need to reduce our costs and provide even greater value for money for

the taxpayer.

• We must become an extraordinary Department• where what works for claimants, customers and frontline operations comes first • where we all take responsibility to improve what DWP delivers, whatever our own part in that

delivery; where leaders ask, listen and act • where we value each other, and our skills are developed and recognised • creating One DWP, a department which works well together, and • is confident, engages effectively with partners, and performs outstandingly well, showcasing

public service at its best.



• Working together as One DWP

• Harnessing the energy, creativity and insights of our people in every area of our business to improve the services

• Working collaboratively across the department

• Everyone taking responsibility for making our services, products and policies better

• Creating strong partnerships across Government, voluntary and private sectors

• Recognising that we each have a stake in each other’s success.



• You are part of ‘One DWP’ too!

DWP Library – Working with staff and suppliers

Melanie Harris

Deputy Head of DWP Library



DWP - We are all One DWP Library - Context

• The Library supports Departmental priorities by providing a gateway to information, making it available:– Promptly– In an accessible manner– Electronically whenever possible – Cost-effectively– In a One DWP manner to both policy makers and

operational/frontline staff (with much crossover)


DWP - We are all One Supporting policy making (1)

• Librarians regularly send customised subject specific Electronic Current Awareness Services (eCAS) bulletins to interested staff

• Commissioned research supports Departmental initiatives eg. Horizon Scanning and What Works

• Suppliers used include – EBSCO (journal databases)– JYL (newspapers)– Nexis (current news articles)– OECD (international comparisons) – Swets (journals)


DWP - We are all One Supporting policy making (2)

• Recent feedback on quality/relevance of this research

– “we find your round up very helpful - particularly for international and academic studies that we wouldn't normally pick up in our searches”

– “excellent as usual” … “gold dust…”

– “this is really brilliant stuff”


DWP - We are all One Supporting the front line (1)

• Training and development books frequently requested by staff; supplied to us by Blackwell’s– “I have just read a long document promoting the

use of interviewing by advisers, and I'll be letting everyone know the DWP library has the books.”

– “Thanks, that's a very quick turnaround. If only all negotiations in this business were that quick & tidy!”

– “I am really pleased I can use the resources from the library, the books will be a great help to me.”


DWP - We are all One Supporting the front line (2)

• Rightsnet – Provides current information on benefit rates– Provides a news service on all benefit matters – Legal judgements and progress of cases relating to

benefits– Reactions to government policy, regulations and

statements concerning benefits and claimants• Contract awarded on the basis of enthusiastic

feedback from a pilot involving staff throughout the Department


DWP - We are all One Official Publications

• Official Publications Online (OPO) subscribed to since 2011

• Replaces storage of a large number of TSO printed titles

• Added value by the addition of digitised copies of documents formerly only held in print eg. immediate delivery of Beveridge Report for speech by SoS

• Registered users sign up for the daily email alert on selected topics

– “very useful”

• Reduced space requirements; instant availability to the desktop via the online Library catalogue on the Intranet

Working with Strategic Communications

Sian Jones

Deputy Director, Strategic Communications Directorate



What we do

We help We help the Department achieve its

aims and objectives through effective,

creative and powerful

communications to claimants,

customers, stakeholders and

colleagues


The scale of the challenge


Our requirement

• Integrated communications campaigns

• Direct Mail and fulfilment• Research• Media monitoring• Digital and social media

activities• Sponsorship and partnership

activity• Event management• Print and production of

leaflets, brochures and posters


Our responsibilities

• All communications activity comes under the scope of the Cabinet Office and Efficiency Reform Group

• Any activities that we undertake with suppliers are fully evaluated to ensure objectives of the activity are being met

• We work with our suppliers to ensure best use of public spend and VFM at all times


We’re all in

Multi million pound national campaign involves: – Creative agencies

(Engine Group, Adam&Eve DDB)

– Media planning agency(Manning Gottleib OMD)

– Media buying agency (M4C)– Tracking research agency

(GFK, Ipsos Mori)– Creative research agency

(Define)– Media partners (ITV, Trinity

Mirror, Bauer, Twitter, Sky Sports, Sun, O2)


Approach

• Launched in March 2012

Objective - ‘to get more people saving by minimising opt outs from workplace pensions’ by:

- Making pensions normal

- Dialling up the gain – making the benefits of having a pension tangible

- Protecting pressure points – targeted key messages around the importance of pensions at key life points


Achievements and next steps

• Awareness running at 85%. • Actual opt out rate is 9% against a baseline assumption of 28%

• Next steps:

– maintain high awareness of workplace pensions

– maintain low opt out rate – although we will be moving towards smaller and micro companies enrolling their workers until 2017


Why it’s worked

• Great working relationships • Joint sense of ownership • A shared agenda • Time invested in initial procurement

process, defining the brief and selecting the right supplier for the job

• Setting clear objectives and timelines

• Meeting regularly – weekly telekits, quarterly face to face sessions

• Encouraging suppliers to work together

• Paying promptly! • Sharing successes and saying

thank you for a job well done

Network Services Directorate

Jackie Rowell

DWP Network Manager



DWP is a large scale operation. The virtual contact centre is one of the largest in Europe

• The DWP/ BT platform handles in excess of 2M calls a day, 16% of these calls are via the contact centres (IPCC), which are recorded, monitored and proactively performance managed.

• In the last 12 months the DWP made and received 463m telephone contacts. Research is underway by BT and Partners using DWP data, to assess those calls that could be avoided or automated with a short term realisation of return on investment and long term sustainable benefit.

• Early opportunities from analysis of sampled recorded calls has then driven ideas and initiatives to automate and self serve some of this demand:

– Telephony Self Service (using natural voice)– Keeping Customer Informed (such as proactive SMS)– Focus on back office (why so much outbound, how do we measure

performance of back office)– Need to identify the customer to deliver more value

• Speech Identification (potentially using biometrics)– Analytics of desktop activities to support performance management and

process improvement



What's good about the relationship with BT?

• Strong collaborative working approach with DWP subject experts and other suppliers (HPES, ATOS, NUANCE) to improve customer service by reducing avoidable contact and increasing first time resolution, dovetailed with adherence to legislative requirements. Evidenced by:

• engagement approach focussed on key DWP deliverables with regular robust checkpoints at strategic and practitioner level to ensure concise understanding and commitment to DWP priorities

• supported delivery of alternative 03 access to DWP historical 08 telephony services for our customers, thereby providing a choice of access to the customer to support them in reducing their costs



What's good about the relationship with BT?

• supported delivery of enhanced technology (natural language call recognition) via partnership working with NUANCE to deliver our Universal Credit customer telephony journey to improve routing accuracy, thereby reducing avoidable contact caused by incorrect selection of IVR options, and embedding this learning across other DWP service lines

• support from BT Futurologists to positively influence the DWP drive to Digital by Default, evidenced by the success of JSA online handling 83% of JSA new claim customer demand

• supported delivery of rationalisation of customer contact numbers to support customer identification of the right service to meet their needs

• swift response to DWP emergency requirements, e.g. flood lines via robust infrastructure and ability to flex contractual SLAs as required


Government & Nonprofit

DWP supplier event 23 May 2014 One DWP David Raper and DWP guests