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Asking good questions – the first step to good answers Using Systems Thinking in Wiltshire’s digital programme John Rogers Head of Systems Thinking.

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Presentation on theme: "Asking good questions – the first step to good answers Using Systems Thinking in Wiltshire’s digital programme John Rogers Head of Systems Thinking."— Presentation transcript:

1 Asking good questions – the first step to good answers Using Systems Thinking in Wiltshire’s digital programme John Rogers Head of Systems Thinking and Customer Access Wiltshire Council 19 October 2017

2 What we mean by Systems Thinking
Using good information and good sense to design transactions, services and systems aligned to customer purpose and delivering the maximum value to customers, across the system. In Wiltshire, that means multi-service and multi-agency work, and aiming always to understand and address root causes (of demand/presentation) as a means to improved effectiveness and better prevention. Two horizons: Better for Now, and Right for the Future. Good humour, persistence and patience….

3 About Wiltshire Large rural unitary authority: an hour-plus (by car) from side to side, two hours from top to bottom. Just under 500,000 residents; approx. 220,000 homes. One sizeable town (Salisbury, 60,000) and another 15 market towns of 10-30,000 people. Swindon (unitary BC) in NE corner. Military garrison about 20,000 personnel. Salisbury Plain and large areas of designated AONB. M4 and A303 only trunk roads and both run east-west. Main rail lines run east-west through north and south of county; situated 1-1.5hrs west of London by train. Very high employment but large multiple between average earnings and average house prices. Technology sector employment growing fast, but overall a goal to create more high value jobs in the county. Good schools with excellent school exam results but no university. Using systems thinking for service improvement for 10 years.

4 Load, fire, aim? With lots of possible targets…
And almost as many people tugging on you shouting “this one”, “this one here”, “NOT that one”, “NO THIS ONE!!”, And “just fire you’re bound to hit SOMETHING” What could possibly go WRONG?

5 Beginning with our customers
Who uses which services – some numbers Universal services only – approx 450,000 (90%); revenue spend approx £120m i.e. about £270/person/year. Libraries, leisure, highways and streetscene, development control, public protection, waste and recycling, transport, parking, schools... Often (not exclusively) high volume services; often transactional. Universal services only

6 Beginning with our customers
Who uses which services – some numbers Universal services and safety net services – approx 45,000 (10%); revenue spend approx £190m (60%) i.e. about £4200/person/year. Range: up to £100K per year for some individuals. People who are affected by one or more of : Low/no income Insecure housing Older people with long term condition(s) Learning disability or SEN Mental health condition Physical disability including visual/auditory impairment Substance misuse Domestic abuse Risk of harm or exploitation, especially children Universal only £120m Safety net and universal £190m

7 From baseline survey to work plan: approach
Customer Access Baseline: initial demand survey and basic process and performance analysis (completed) Selecting priority service transactions (identified) Detailed demand analysis and validation (current) Analysing the ‘why’ behind the ‘what’ (current) Quantifying potential (current) Developing potential solutions (current) Ethos of this work

8 Developing digitised services – ethos
Collaboration/joint enterprise with the service areas Expertise: experts in their service. Ownership: Accountable for service delivery. Budgetary responsibility. Request the investment; realise the benefits. Enabling: programme’s role is to enable the services to deliver their future service as well and as cost-effectively as possible (two sides of same coin).

9 Customer contact demand – “heat map”
Analysed incoming demand … by channels… and by service. A ‘heat map’ – where to look Phone call volumes Web data inboxes Counter counting – council offices, leisure centres, libraries…. Observation/shadowing Legacy/ICT systems Purely council but recognise other orgs

10 Analysis of approx. 2.5M transactions
Link to Dashboard Dashboard v11 Key measures, by service and transaction: Volume measures Annual volume of transactions, by channel % annual transactions, by channel Process measures (also by channel): Operationally automated Hand-offs End-to-end times Steps in the process Number of IT systems used [manually] – nb also mapped

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13 Channel analysis of over 2.5 million transactions
Digital already: 950K ex 2.5m 16 steps 4 steps 13 steps 6 steps As of January 2017. The picture continues to evolve…

14 1 5 Largest number of steps >100 Fewest number of steps
Fewest number of Hand Offs End to End Time Immediate Largest number of steps >100 Largest number of Hand Offs 5 End to End Time > 28 days Justyna Extreme ends of the scale Example – parking, mipermit. Highlighting the difference between services, not a one-size-fit-all (can’t just fix with eform for example)

15 We looked at the extent of end-to-end automation within the top eight services

16 Not automated = END TO END perspective – may have an e-form step but that isn’t automation…..

17 List of transactions we have collected information for – sorted by those which are completely digital, web option available and web option not available. Visual representation of where we are with the services looked into. Scope of currently working well with digital and where we could move to – things with web options but not really designed digitally end-to-end. Only 5 can be done completely digitally Web option available – but has to have some manual process steps Web option not available – those that have to be completed completely manually, only information available online. How many transactions for each, those on left done, those in middle needs some perfection to fix some process, far right just hasn’t been started, not even a web option.

18 High level business opportunity…..
Average current process steps for current digital transactions = 5 Average “optimum” process steps for current digital transactions = 1.5 For current digital transactions alone, potential prize is = 3.5 x 940K process steps = 3.3M process £? [£2/£5/more?] per step. This would be one – accessible – stream of benefits. A further 24M process steps have benefit potential through redesign, automation and shifting onto digital channels.... From the current scope of demand – additional remaining.

19 How to achieve benefits?
Properly understand the customer transaction. Redesign for value. Automate where possible. Be pragmatic and about what you do and when: even within the top 20 or so opportunities, easy and quick returns are essential for a ‘self-funding’ programme.

20 What if we could swap the red and green box?
Some examples for potential gains from Place services

21 How could we better share the information?

22 Hallo????

23 Garden waste renewal process (2016)
Post 18,000 Phone 60,000 F2F 7,000 Office hours only 5 x CS FTE x 3 months

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25 Garden waste renewal process (2017)
Web: 65,000 Phone 20,000 24/7 with peak take-up 18:00-22:00 Automated

26 Excerpt from PID: transactions by volume
Customer Transaction Volume Book a leisure class/facility 700,000 Apply/Enquire for housing benefit 6,500 Pay/Query council tax 100,000 Apply for housing options 6,000 Housing benefit enquiry/change of circumstances Housing rent payment query Council tax moving house notification 55,000 Registered to vote queries New sales order request (AR) 29,000 Book bulky waste 5,000 Report a highways issue 24,000 Apply for school transport 4,000 Apply for leisure/club membership 21,000 Information on school transport Request a repair to my council house 12,000 Apply for bus pass Apply for school place 11,000 Apply for a Licensing Act licence Report a missed bin 10,000 Information on bus passes 3,000 Request a new bin Cancel a bus pass Request a building control inspection Set up a new customer (AR) Apply for planning permission 8,000 Apply for building regulation applications Request a replacement bin 7,000 Request a pest control treatment Provide evidence to housing benefit Both are Council Tax

27 Selected service transactions – process
Apply customer purpose to demand Break demand into sub-types Analyse the processes that customers and staff follow, including enablers and barriers Understand why they contacted us and why they chose that route. Predict likely digital take-up and estimate £ value of hours of work. Develop costed options to enable easy and convenient E2E digital service for the right transactions, with maximised customer take-up. Predict the amount (hours) of work removed and tangible benefits. Jointly/agreed with service throughout this process.

28 Customer Purpose for Council Tax
“To pay my Council Tax and know it has been paid”

29 Once it is set up, direct debit satisfies customer purpose and requires minimum interaction – if you stay at one address and your direct debit is paid, it’s fully automated. NIRVANA! As of April 2017, in Wiltshire there are 216,000 households. 16,522 or 5% receive full benefits or are exempt properties, and do not pay council tax. There are approximately 199,478 which are eligible to pay council tax. 145,663 or 68% paid by Direct Debit. A further 37,293 or 17% pay by other payment methods (eg Cash, Cheque, Debit/Credit card etc…) via less efficient means (eg Post, F2F, Phone etc…) In itself paying by Direct Debit is a digital transaction, in that it requires no human intervention to make payments. The only reason for this group to contact us, is if there is if they have a change in circumstances which may effect the amount they have to pay, such as moving house, or they elect to contact us, for example with a name change. Because of this, we think that the majority of processing effort is made on the customers in the 17% who pay council tax by means other than Direct Debit.

30 Demand split by means of payment
Customer payment method % of customers # of transactions % of transactions Direct debit 80% 53,469 20% Other 191,531 Why do direct debit customers contact us (at all?) What could be automated? We know that 80% of customers pay by DD. Our demand capture has identified that those on DD generate about 53K additional transactions per year. The annual transactional cost is 109k which is 20% of the overall processing cost. 20% of our customers (Non DD payers) are generating 80% of our F2F and phone demand. This group generate 80% of the CT team’s work. Where can digital delivery make it easier and faster for them, and cheaper for us?

31 Customer purpose and behaviour – what they do and why they do it…that way
Analysing web searches/hits/journeys and incoming s. Talking to customers at reception. Listening to what customers say and ask for in phone calls. Thinking: how does this inform our assessment of the potential for digital delivery for the transactions in this service?

32 Detailed demand by channel
Service Transaction Type of transaction Channel Transactions per Annum Hourly Rate Cost of Officer Processing Time Interaction Cost Per Annum Potential for digital % Potential for digital C/Tax Moving House I want to notify F2F 3,000 £11.63 £2.13 £6,397 80.00% £5,117 plus postage Phone 12,000 £25,586 £20,469 I want to notify (Band H) 38,000 £92,543 100.00% I want to notify (Band M) £18.19 £0.30 Web 2,000 £4,264 £3,411 Pay/Moving House/ Queries/ Reductions/ DD requests etc I want to pay or information 13,000 £27,718 £21,486 Update personal details I want to update my personal details 416 £888 Arrange discount/refund/benefits I want to arrange discount/refund/benefits 666 £1,421 72.73% £1,033 Repayment schedule I want to re/arrange my payment schedule 125 £266 64.71% £172 Information I want some information 833 £1,776 71.67% £1,273 Pay I want to pay 10,243 £21,841 82.61% £18,042 Create/amend Direct Debit I want to re/arrange a direct debit 42 £89 81.82% £73 Report fraud I want to report fraud 4 £9 33.33% £3 Respond to summons I want to respond to a summons 29.41% Advice I want some advice 0.00% £0 I want to pay or information Tel CT 117,000 £249,464 £122,248 4,052 £8,639 £6,912 5,571 £11,879 8,610 £18,359 30,390 £64,796 £46,437 11,649 £24,838 £20,519 16,714 £35,638 60.00% £21,383 1,519 £3,240 £1,080 £5,400 29,883 £63,716 C/Tax CS I want to pay or information Tel CS 20,000 £1.94 £38,767 £27,068 1,220 £2,364 £1,891 3,252 £6,304 £4,584 813 £1,576 £1,020 6,098 £11,819 £8,470 £9,764 £1,289 41 £79 £26 £23 1,626 £12.63 £2.11 £3,423 /post £81,022 £48,613 £64,818 £2,559 These transactions merit further work – they are an exchange of (factual) information or money: Moving house – especially and phone Payment – F2F Updating personal details Arrange/amend direct debit Requests for information (as opposed to advice) eg account balance/amount due

33 Further analysis into these transactions which have good potential for digital delivery and take up (totalling 140k)

34 Change of Address 72% of Change of Address requests are via a digital channel

35 Quantify the automation and benefit potential
Service Transaction Type of transaction Channel Transactions per Annum Cost of Processing Time Potential for digital % Other benefits? C/Tax Moving House I want to notify F2F 3,000 ? plus postage Phone 12,000 I want to notify (Band H) 38,000 I want to notify (Band M) Web 2,000 Cost each transaction by channel (time to process x staffing costs/hour, as advised). Assess the potential for digital of each transaction, based on customer purpose and customer behaviour/the nature of their enquiry/contact. Develop options including investment costs for how to digitise each suitable transaction, including changing the triggers, processes, and customer behaviours. Predict benefits/ROI based on volumes, costs, and potential for digital.

36 Staff time – cost of Change of Address
Demand capture identified 7 minutes on phone plus 4 minutes wrap up. So 11 minutes in total for each transaction. It’s much the same for an request Total hours of staff time = 10,700 hours per annum However…. Analysis of inboxes identified 35% of Change of Address s as having data missing, resulting in an back to the customer and then processing their reply. This additional cost has not been included in the figures….

37 Approx. £200,000 potential value of purely ‘raw work’.
The work that remains is to develop options for ‘how’ and implement…. Same graph, the green blocks are the transactions which we believe could be in scope for digitisation… And finally…

38 Change of address – worked ‘what if’ example
What if customers could advise us of change of address online and it was an entirely automated process? A proportion of the contact from D/D customers would disappear. What would be left (D/D set up?) and how could we address that? What about sending updated bills electronically? What impact on chasing contact “where is my bill”? What about annual bills? Once customer information is going directly into our Council Tax application, how could we leverage that across the organisation? Bring proposal/options: solution(s), investment, projected returns.

39 The other ‘transactions of interest’
Payment – F2F (10,000pa) – options to change? Updating personal details (8,400pa) – direct into CT application? Arrange/amend direct debit (18,400pa) – digital options? Requests for information (as opposed to advice) (38,900pa) Account balance/amount due to be paid Date of payment Reference number Update website; direct from CT application. Total work for all CT readily digitisable = 16-20,000 hours pa.

40 How to achieve benefits?
Understand customer purpose, understand the demand and customer behaviour in terms of what customers want to do. Find the places with high potential value and likely digital uptake (we are starting with exchanges of information and money). Redesign for value. Automate where possible. Leverage and re-use the information the customer is providing.

41 Discussion and questions
Thank you – and following up…. For further information, contact Slides and content, and applying the systems thinking approach to digital work and to public services Wiltshire partnership’s three-day Systems Thinking ‘immersion’ course – taking up places or on-site delivery.


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