NI14: The Cabinet Office Perspective Bob Kamall ESD Cost Architecture Workshop London – 10 November 2008

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

The Varney Review ‘Service Transformation means operating a more coherent, actively managed customer contact strategy across public services, so that citizens and businesses experience a more seamless and less time consuming service…..citizens and businesses should experience a personalised service that meets their specific needs, but which operates to high quality standards and is joined up across the public sector.” Service Transformation: A better service for citizens and businesses, a better deal for the tax payer, December 2006

The Service Transformation Agreement ‘Citizens’ time is not free, yet often the way we deliver services assumes it to be so. The aim of the service transformation agreement is to change public services so they more often meet the needs of people and businesses rather than the government and by doing so reduce the frustration and stress of accessing them. The result will be services which are better for the customer, better for front line staff and better for the taxpayer.’ STA, CSR October 2007

The Local Government Context New Local Government Performance Framework Fewer indicators and reduced burden on local authorities Service Transformation & Varney agendas required a new indicator ... but also links to – National Improvement & Efficiency Strategy Role of the Regional Improvement & Efficiency Partnerships Local Strategic Partnerships, Local Area Agreements, & Multiple Area Agreements Audit Commission & Comprehensive Area Assessments

Reducing avoidable contact: Why do it? All too often people contact the public sector again and again even for the simplest thing: because we get it wrong to provide information we already have because we do not explain things properly to chase public service providers for action that the users are not confident will be carried out All of these contacts are “avoidable” Reducing avoidable contact will mean that the public sector delivers existing services more quickly and effectively Government (local & central) using avoidable contact to highlight where services need to change: easier to use forms making information more accessible Making links between different services/providers We want to take this further….

NI14 – Much more than just a number NI14 is the new performance indicator for reducing avoidable contact – it is not a performance measure nor a target It relates to the aim in the Service Transformation Agreement to minimise the proportion of customer contact that is of low or no value to the customer – low or no value to the customer Local Authorities need to understand – how customers currently contact them across different channels recognise when they can access information and services at the first point of contact identify where several contacts are needed to get things done

NI14 – Much more than just a number Underlining data for NI14 will inform service transformation programmes NI14 complements work on customer insight/ satisfaction and channel migration NI14 informs costs and benefits analysis for investment in staff, systems and services NI14 requires a “whole of the Council” Approach It is more than a simple calculation of a percentage figure… it is a means to an end

What will success look like? Better for customers. Services are simpler, more streamlined and intuitive Better for staff. Especially for those staff in front line public sector roles where there is a strong culture of service, who can get on with delivering services of which they can feel proud Better for the taxpayer. By reducing the need for; unnecessary duplicative contact, cumbersome complicated processes, and fragmented inaccessible services; which are frustrating and costly Each unnecessary contact removed gives greater value for money for the taxpayer.

Conclusion There is no right way to do NI14 – the solution must reflect local priorities and the realities of the way each local authority actually works Overall X/Y*100 = Z figure is meaningless and so too are shallow comparisons between authorities Efficiencies and improvements are achieved by collecting data, understanding it and using it to inform the decision-making processes behind service transformation Effective service transformation is the goal: Better for the service user, Better for staff, & Better for the tax payer

Helpful Tools: Use of CRM Systems, complaints procedures and other forms of citizen engagement or customer insight (such as customer segmentation) Customer surveys and other sampling data Pro-forma templates Best practice cases studies from other LAs, central government and the private sector IDeA/Cabinet Office/CLG guidance www.idea.gov.uk/NI 14 Community of Practice - http://www.communities.idea.gov.uk/welcome.do Also private sector tools – Council Tracker - www.counciltracker.com Gov Metrics – www.govmetrics.com

Thank you Admiralty Arch (South), The Mall London SW1A 2WH Bob Kamall Transformational Government Cabinet Office Room 1.14 Admiralty Arch (South), The Mall London SW1A 2WH Bob.Kamall@cabinet-office.x.gsi.gov.uk T: 020 7276 3228 M: 07771 626160 12