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

2. 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

3. 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

4. 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

5. 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

6. 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….

7. 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

8. 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

9. 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.

10. 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

11. 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 14
Community of Practice -
Also private sector tools –
Council Tracker -
Gov Metrics –

12. 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
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