Transcript Transforming Services

Introduction
Councillor Graham Dally
Chair – Task Group on Transforming
Access to Services
Transforming Access to
Services by 2005
Brian Adcock
Strategic Director
Objective
By 2005, every Council should match current best
practices in the private sector in providing access
to its services’
(Filkin)
Implementing Modern Government
• Customer Focus
– Consultation
– Ease of access
– Choice of access
• Electronic dealings with public
– 100% of services by 2005
– Single gateways
• Single support service at first point of contact
• Local Strategic Partnerships
• Raising Standards/Maintaining Control
Council Commitment
• Member/Officer Task Group
• Cabinet ‘in principle’ support (July 2001)
• Deloitte & Touche Study: re-affirmed Cabinet support
(December 2001)
• Procurement Process
• Appointment of Project Manager
• Resource Commitment
Andrew McManus
Head of Information Systems &
Communications
E-government and Wales Programme for
Improvement
• Need for integration - conflicting priorities, duplication
and co-ordination
• Strategic approach to access will deliver benefits for
e-government and Wales Improvement Programme
• Resource impact if disaggregated
• e-government strategy
• IEG statements
– Draft by 31.3.02
– Final by 31.3.03
NAfWPI1.5 ( England’s BVKPI 157)
…the percentage of interactions with the public,
by type of transaction, which are capable of
electronic service delivery which are being
delivered using internet protocols or other
paperless methods…
Which means….
Interactions means any contact between the citizen and the
authority including (by type):
• Providing information
• Collecting revenue
• Providing benefits and grants
• Consultation
• Regulation (such as issuing licences)
• Applications for services
• Booking venues, resources and courses
• Paying for goods and services
• Providing access to community, professional or business
networks and procurement
What’s our reason for this tender
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We want, and are required to, improve continuously
Our citizens want to be treated better
We know that we have
Newport has a diverse society
Technology changes have increased opportunities
Politicians have realised that improvements in the
public sector will raise interest in democracy
• 2005
Newport today
• Newport’s recognition of the customer and their
expectation is limited
• “record many, use once”
• No common standard for customer contact
• Traditional organisational structures
• No overall view of totality of customer contact with the
organisation
How do our customers contact us?
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82% by telephone
18% know the number/person they want to speak to
43% ‘just phone one of the published numbers’
23% don’t know who they want
11% in Person
3% by e-mail
What are Newport’s challenges?
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Culture of customer service
Managing the change
Recognising an information culture
Identifying obstacles and opportunities
Winning ‘hearts and minds’
Developing new skills and training
The impact on whole organisation
Potential Project Benefits
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All services organised around the customer
Easier access - hit the social exclusion issue
Rapid, accurate & consistent responses
Reduced number of contact points
Better and more efficient response
Better use of information
A professional interaction with less re-working
Professionals can focus on professional tasks
Culture change throughout the organisation
Dramatically improved MIS and political data
What are we looking for?
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First time enquiry fulfilment of 70% - 80%
20% - 30% reduction in contact durations
Improved customer satisfaction
Revised processes & reduced resource requirements
Raise Council’s profile
Possible savings
– HCC predict £0.8 million p.a.
– Three Rivers state ‘the jury is out’
– Liverpool suggest no savings, but significantly improved
service at no extra cost
Research to date
• Three Rivers
– District Council; outsourced services
– Combined call centre & one stop shop
– £650k investment
• Hertfordshire County Council
– Call centre only; £3 million investment; £2.8 million revenue
• City and County of Cardiff
– In-house development; estimated spend of £800k+
• Liverpool City Council
– £30 million joint venture company with BT
– 13 one stop shops with call centre
• Citizen’s Panel Research
• Consultancy
Consultation results
Public concerns include:
• Fear loss of choice e.g. walk-in access
• Diffused accountability for their enquiries
• Fear loss of ‘known’ contacts
• Dislike of IVRs and canned music
Staff concerns include:
• Fear of the unknown
• Change of location and reduced job security
• Changes to role (incl. reduced status) terms &
conditions
• Limit on career opportunities
Phased Implementation
• Will allow change during implementation
• Should reduce technology implementation risks
• Will recognise differing priorities
• Will acknowledge differing perceptions of change
• Will allow gradual integration of service areas
BUT
• Looking for quick wins
• Need early critical mass
Pitfalls Addressed
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Vision and strategy
Member/senior management buy-in
Consultation & communication – internal and external
Timescales – phased but still to be agreed
Initial baseline analysis – overall process, volume data,
systems capability, people impacts – limited to date
• Technology constraints
• Resources – money and staff
Partnership Opportunities
• Limited discussions to date
• Some discussion with neighbours
– Torfaen
– Blaenau Gwent
• Some discussions with other organisations
Newport Timetable
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Task and finish group established – January 2001
Terms of reference agreed – February 2001
Initial Report to Cabinet – June 2001
Tender (consultancy) - June 2001
Scoping/preparedness – November 2001
Second Report to Cabinet – December 2001
OJEC Advertisement – January 2002
Appoint preferred supplier – Q3 2002?
Phase 1 Call Centre - Q4 2002/Q1 2003?
Contact Centre - Q2/3/4 2003?
The negotiated process
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Stage 1 – Expressions of Interest
Stage 2 – You’re here (and some couldn’t get in!)
Stage 3 – The select list
Stage 4 – Draft proposals
Stage 5 – Negotiations
Shortlisting Criteria
“ …….and set out their pedigree in the call/contact
centre arena. The Council does not propose to
define this stage of the process and would expect
potential suppliers to provide enough information on
how they propose to tackle the task to allow them to
be included in stage 3.”
“The Supplier”
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Preference – single supplier
Prime supplier/subcontractors
Guarantees
Experienced
Selection
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Total Solution
Innovativeness
Proven support capability
Experience in Public Sector
Benefits to the Council and its taxpayers
Resilience
Legacy systems handling
Ease and speed of implementation
Use of existing infrastructure
Selection
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Cost
Financial Standing
References
QA
Etc.
Electronic Access – Base components
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Customer Relationship Management Software
Content/Document Management system
Payment Engine
GIS
Workflow
Enterprise Application Integration
Operational Data Store/Data Warehousing
CTI
++++++
…..need to maximise on current investment
What do we aspire to?
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Multi functional call centre
Walk-in contact centre
Consolidation of data
Improved information management
Step change in service delivery
Improved service to our citizens
Social inclusion
Possible areas for phase 1
• “The street scene”
• General information provision?
• Leisure and Adult Education?
• Newport Ticketline?
• Environment?
Possible areas for phase 2
• Revenues
• Housing
• Education Services
• Social Services
Newport Technical (Data) Infrastructure
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ICL Mainframe (being phased out)
Unix/AIX
Novell
Some NT
‘Star’ network with few dependencies
Largely leased line; limited ISDN
Intelligent Desktop
Newport Technical (Voice) Infrastructure
• ISDX3000 – Civic Centre (12 years old)
• 6 x ISDX300
– Telford Street Depot
– Malpas Depot
– High Street Council Tax Office
– Bus Station/Town Centre Housing Office
– Corn Exchange Social Services Office
– High Street Social Services Office
• 2 x SDX
– Ringland Housing Office
– Corn Street Housing Office
• Norstar/Pentara
Newport Application Infrastructure
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Packaged solutions
In-house integration
Minimal Corporate Applications
Numerous Departmental Applications
Oracle/Ingres/Unify/SQL Server
Good control on IT spend/hardware standards
Tomorrow’s Vision for Newport?
• Customer first focus?
• Single focus contact point for initial access to Council
services & personnel?
• Consistent contact process across the organisation?
• Distributed access to services e.g. phone, internet,
contact centre, iDTV?
• Empowerment of staff?
• Multi channel integrated contact &
case management?
• Organisation wide enquiry focus linked to workflow
system?
• A portal for South Wales?
…………..Not ‘The Council’ but ‘OUR COUNCIL’
Colin Crick
Head of Human Resources & Policy
The People Business
• Ownership
– Flexibility of management of service change
– Ethos of Partnership with the modernising agenda
– Employees trained to deliver
• No Outsourcing
– Loss of control over service development & co-ordination
– Technical barriers to front and back office integration
– Lack of capacity/will to meet Council's needs and timescales
Newport – Set for Change
• Independent Assessment
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Successful implementation of key technologies
Stable environment for CRM
Excellent record of introducing change
Clear direction on the future of service provision
• Real Council-wide Commitment
– Service delivery
– Efficient use of resources
• Trade Union
– Support
– Participation
Leading the Way
• Progressive Authority committed to modernisation
• Employees equipped to succeed
Questions?
(Please give name and Company name)