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The Liverpool Way ...a journey to Excellence

“Quality Management in the Public Sector”Vilnius 27-28 March 2006

Maureen Sparks

Head of Business Process

Re-Engineering

Liverpool City Council

The Way We Were• 23,500 employees• 3rd from bottom in national performance

league table • Highest council tax in UK• Attracted attention for all the wrong reasons• Strategies, strategies, strategies….. Not enough

action• £2bn turnover• High cost/low quality services• Endemic powerlessness

Challenge• sense of powerlessness• lack of accountability• organisation around past problems• duplication of effort• huge complexity• meet rising customer expectations• increase accessibility • lack of vision and pride

The way forward• New political and officer management teams• New vision of Seaport to e-Port• Intelligence Led Government• Taking the services to the people• Responsive, joined up, strategic, best value

services• Deliver a real and lasting change for our city and

our citizens

EFQM Excellence Model

• focus on leadership• placing the customer at the heart of ‘what we do’• performance management• people development • joint venture partnership• technology as a driver for change

RADAR

RADAR Logic

• Results

• Approach

• Deployment

• Assessment

• Review

Approach

• customers

• leadership

• people

Customer

• Customer Contact Strategy

• Corporate Change Team

• Reach and Richness

• Partnerships

Customer Contact

• 450,000 residents

• city centre working population 55,000

• 10 million visitors

• 1 million library visitors a year

• 2.6 million leisure services visits a year

• 74,000 school pupils

Customer Contact

• network of one stop shops

• 24 x 7 x 365 contact centre

• first point of contact resolution

• reach and richness

• recognised brand

• intelligence led local government

• enhanced customer experience

How Customers Contact Us

• 9 transactional on-street kiosks

• 12 One Stop Shops

• Website

• 24x7 call centre

• SMS texting

• Digital TV

Leadership

• political and managerial leadership

• vision with incremental action

• ownership and accountability

• role model behaviour

• reward and recognition

• internal communications

Performance Management

• individual performance plans and evaluations

• service plans

• internally-set team targets

• measured against government targets

People Development

• performance plan at individual, team and service level

• learning and development plans

• induction

• evaluation and cost benefit analysis

People Development• Liverpool Way• Management and professional development• Investors In People• Ideas Win Prizes• The Lord Mayors Meritorious Scheme• Service Improvement Awards

The Liverpool Way

• core skills

• behaviours

• leadership and professional development

• customer contact

• social care

• customer excellence and continuous improvement

• employee involvement, team work and empowerment

• improved accountability

• reduced operational costs and improved performance

• innovation

Outcomes

RADAR for

Liverpool in

Summary

ResultsLiverpool 1998

• 3rd from bottom in council league table• highest council tax in UK• poor quality services• failing education service• endemic powerlessness • failing city• 131 reception points• switchboard for telephony contact

ResultsLiverpool 2006• Developing actionable knowledge to achieve

intelligence-led services based around customer

• Driving quality and customer focus – not a ‘numbers’ game

• Attracting local/national/international interest

• 24x7x365 call centre• 12 One Stop Shops• 9 transactional on-street kiosks• Website• SMS texting

Approach and Deployment

• technology as driver for change• commitment from the top• vision and values• strong branding• keep it simple• robust management systems• continuous improvement

Assessment and Review

• best value performance indicators

• service inspections

• satisfaction surveys and feedback

• consultation with customers

• benchmarking

• continuous process improvement

Achievements

• “good” council rating• recognised for excellence – UK EFQM Excellence

Awards 2005• investor in people 2003• investor in people leadership & management 2005• best in sector – Public sector – Call Centre Association

Excellence Awards 2004• ‘Public Sector Innovation of the Year Award’ –

Professional Planning Forum 2005• ‘Member of the Year Award’ - Call Centre Association

Excellence Awards 2005

“Thank You”