cslg front office shared services 2008 siobhan coughlan 21 june 2008
TRANSCRIPT
CSLGFront Office Shared Services 2008
Siobhan Coughlan21 June 2008
Front Office Shared Services
FOSS 2007 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
and voluntary services in a retail environment
Multi agency service models• Joint OSS/ contact centres – Ashford / Kent
Gateway, Sunderland Bunny Hill• Multi agency teams - Tameside Older peoples
service• Customer group models - Children’s Trusts,
BEGOP teams,• Two tier Pathfinder / enhanced working –
Worcestershire Hub, Cumbria, Bucks, • Regional / sub regional contact centres –
Northumbria 101, London Connects OOH• National Service Transformation projects –
TUO, FSM, In and Out of Work
Key factors for success
• Clear Leadership – political & managerial• Agreed shared vision across partners – outcomes
focused on customers• Understanding the needs & engagement of
customers• Engaging staff – particularly frontline staff• Partnership working – governance arrangements• Exploiting technology & sharing infrastructure• Project management process• Innovation & creativity!
Working with local partners to join up services for shared customers
"People should be able to rely on services which are all singing from the same hymn sheet, not working across each other. Responsive, joined up services are already a reality, and with these new powers they are only going to improve,"
Hazel Blears, Secretary of State, Communities and local government
Local authorities as convenors ……
Central Government
PCT
Private Sector
Third Sector
Local Government
Police
Regional Government
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
Front Office Shared Services 2008
FOSS 2008 Report• Updating the National policy landscape post STA -
'delivering public sector transformation 2008’• Local service transformation• Reflecting the ambitions outlined in the Varney
work streams to join up services for the citizen and businesses
• Cross cutting themes including: • achieving transformation in two tiers• exploiting customer insight• Engaging citizens in transformation• developing the workforce to support transformation• Working with the third sectorhttp://www.idea.gov.uk/idk/core/page.do?pageId=6440077
Generating and exploiting customer insight
• This report considers how to generate and make effective use of customer insight to integrate local public services and deliver better outcomes.
• A number of councils outline their experiences of developing customer insight, including the London Borough of Barnet and Rotherham City Council. They both used customer insight data from a corporate and service-led perspective, as well as discussing specific
techniques used.
Developing the workforce to support transformation
• This report outlines how we can plan and develop the right skills and behaviours in our workforces.
• It investigates the sorts of skills staff at all levels within councils and their partners will need in the future. This includes customer service and customer insight skills.
• It looks at the ways that these skills might be developed through recruitment, training and secondments and their impact on our organisations.
• Highlights the work done by the LB Lewisham to set up the Frontline Academy
Partnering successfully for transformation
• This report looks at the ingredients for success in multi-agency collaboration, focused on the front office.
• London Connects shares experiences of how to stimulate successful partnerships in a complex and changing environment, using examples of pan-London projects.
• The Warwickshire Direct Partnership is a voluntary collaboration of all six councils in Warwickshire. It runs projects involving a range of other local public service partners.
Working with the third sector to transform services
• This report looks at the role the third sector can play in transforming local services. It advises on how best to engage with organisations in this sector.
• Rushcliffe Borough Council shares experiences of partnership working with local third and voluntary-sector organisations.
• The London Borough of Croydon demonstrates how working with the third sector has enabled them to reshape services. This has allowed the council to better meet the needs of its customers.
Engaging citizens in transformation• This report demonstrates how we can engage
citizens in reshaping local services and the way they are delivered.
• It looks at how we can reach a wide range of local citizens, including those who have traditionally been excluded from or found it
difficult to participate in decision making.• Highlights the work being done through the LB
Haringey’s Area Assemblies
LGDC / DWP Face-to-face work stream
Service Transformation Agreement‘A number of Local Authorities are achieving significant
improvements in the quality, penetration and accessibility of services by bringing them together in single face-to-face locations. Some of the best examples have been brought together under the "Front Office Shared Service" programme (FOSS). These initiatives also enable central and local government services to be delivered alongside those from the third sector and other partners to provide local solutions to local needs. The LGDC will be encouraging the development of these initiatives.’
‘The objective for the CSR07 period is to move towards more one-stop shops in places which the public will find convenient; …….and towards finding ways of delivering face-to-face services at a place of the customer’s convenience through the use of mobile service provision’.
Face-to-face work stream
• LGDC & DWP lead c/o the Delivery Council• Identify and share best practice – FOSS, Beacons,• Identify and jointly tackle blockages• Agree a range of ‘models’ of operation• Work with select group of pilot LAs and local
partners• Use customer insight to identify shared customer
requirements & local partners• Capture & share learning – to increase the pace of
change and consistency of the customer experience
In summary
• Local government leading service transformation of local public services
• Lots of innovation & good practiceHowever,• Need to highlight & share learning more
systematically • Need to bring local partners together for the good
of shared customers• Need to join up services more systematically
across the sector to ensure consistently good customer experience