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
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Service Transformation Seminar Chair: David Walker , Editor, Public Magazine
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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
<Insert Picture Here>
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
<Insert Picture Here>
Customers Demand More
Savvy and Connected
Useability
Flexibility
Reliability
Interactivity
Dynamic
Expanded Competition
Looking Forward
<Insert Picture Here>
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’
<Insert Picture Here>
Delivering Great Customer ServiceDavid MillsVice-President, UK, Ireland & Israel
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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
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
• 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
• 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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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
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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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
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
Martin Willis, Inlogov, The University of Birmingham
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]
Martin Willis, Inlogov, The University of Birmingham
Leading and Managing Managing
– Transactional, performance, accountability, command and control, strategy, planning, authority, hierarchy, classical/scientific theory
emotional intelligence, integrity, networking, commitment, human relations theory
Two sides of the same coin?– Task and Process?
Martin Willis, Inlogov, The University of Birmingham
Leadership Research
What does research evidence suggest to us about effective leadership?
Martin Willis, Inlogov, The University of Birmingham
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
Martin Willis, Inlogov, The University of Birmingham
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
Martin Willis, Inlogov, The University of Birmingham
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]
Martin Willis, Inlogov, The University of Birmingham
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
Martin Willis, Inlogov, The University of Birmingham
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
Martin Willis, Inlogov, The University of Birmingham
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]
Martin Willis, Inlogov, The University of Birmingham
“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)
Martin Willis, Inlogov, The University of Birmingham
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 Willis, Inlogov, The University of Birmingham