Transformational Government

September 2008

Internet access, and broadband has grown....

But one reason for not using it is growing...

INFO

TIME

ENERGY

MONEY

SPACE

TIME has become the most valuable resource

Source: Planning for consumer Change 2005

Which one of the resources is most/least valuable to you in everyday life?

%

6

3

10

31

49

41

32

17

7

3

60 40 20 0 20 40 60

Time

Energy

Money

Information

Space

Least Valued Most Valued

6

3

10

31

49

41

32

17

7

3

60 40 20 0 20 40 60

Time

Energy

Money

Information

Space

All agreeing ‘You can never have too much choice in life’

58

56

5251

4345

50

55

6058

56

5251

43

20072002 2003 2004 2005

As people get busier they just want to get things done...

Our response to this challenge...

"Citizens’ time is not free, yet often the way

public services are delivered assumes it to

be so. Our aim is to change public services

so they more often meet the needs of

people and businesses, rather than the

needs of government, and by doing so

reduce the frustration and stress of

accessing them. The result will be services

that are better for the customer, better for

front line staff and better for the taxpayer."Meeting the Aspirations of the British People

2007 Pre-Budget Report and Comprehensive Spending Review

..is at the heart of our approach to Service Transformation

We measure progress by:

The government’s aim is to establish across the public sector a sustainable culture built upon an understanding of the needs and behaviours of citizens and businesses to create services that are:

Better for customers - services are simpler, more streamlined and intuitive Better for staff - staff have a strong culture of service and are proud of the services they

deliverBetter for the taxpayer - unnecessary & duplicate contacts that are removed is a saving, giving greater

value for the taxpayer.

Hitting STA targets for Central Government by Reducing avoidable contact by 50% by 2011(Progress measure 1)

Hitting STA targets for Central Government by Reducing avoidable contact by 50% by 2011(Progress measure 1)

We will achieve this by:

Simplify contact -The aim is to migrate more than 95% of the

total identified Websites by 2011 to Directgov and

Businesslink.gov(Progress measure 2)

Simplify contact -The aim is to migrate more than 95% of the

total identified Websites by 2011 to Directgov and

Businesslink.gov(Progress measure 2)

Departmental Service Transformation Plans:

Working with departments to identify Service Transformation deliverables,

milestones, linkages and dependencies to facilitate joined up approaches and

the overall direction of travel

Departmental Service Transformation Plans:

Working with departments to identify Service Transformation deliverables,

milestones, linkages and dependencies to facilitate joined up approaches and

the overall direction of travel

Mentoring and driving a wide programme of activity

across the whole of the public sector including a small number of strategic

initiative such as “Tell Us Once”

Mentoring and driving a wide programme of activity

across the whole of the public sector including a small number of strategic

initiative such as “Tell Us Once”

NI 14 local Government Indicator (avoidable contact)

NI 14 local Government Indicator (avoidable contact)

Six Strategic Aims

• Learning about service delivery from citizens and businesses

• Grouping services in ways that are meaningful to the customer

• Rationalising Services for efficiency and service improvement

• Making better use of the customer information the public sector already holds

• Linking local and central government

• Engaging front line staff

Six Strategic Aims

• Learning about service delivery from citizens and businesses

• Grouping services in ways that are meaningful to the customer

• Rationalising Services for efficiency and service improvement

• Making better use of the customer information the public sector already holds

• Linking local and central government

• Engaging front line staff

"Avoidable Contact" is our key measure...

Many of the contacts we have with citizens are caused by failures in the system. We ask them for the same information time and time again; we confuse them with incomprehensible forms; we send them round and round in circles.

Each contact which takes the customer no closer to the resolution of the problem is "avoidable". We have set ourselves the task of halving avoidable contact by 2010.

Delivers cross govt change

Sets policies

AssignsLeadership

CommissionsContributesto policy

Proposes

strategy

& Plans

Delivers components

Empowers to set policies

Delivery Council

“sets overall delivery architecture and policies”

Civil Service Steering Board

“owns overall strategy and plan”

Lead Department

“leads a cross-government area of transformation”

Individual Department

“accountable for implementing both: - their own service transformation programme - cross cutting actions approved by the CSSB”

Our organisation structure is corporate, not departmental

HealthcareChoose and Book:

By the end of 2007, over six million bookings had been made (approximately 40% are first outpatient

referrals) with an average of 17,500+ bookings made daily. 95% of GP practices linked to the service.

Electronic Prescription Service:

Over 50 million EPS prescriptions have been transmitted (approximately 15% of all prescriptions) and

800,000 EPS prescriptions dispensed. The system has been delivered to 10,000+ GP practices/pharmacies. Over 50% availability across GP practices/pharmacies.

GP2GP:

Nearly 50,000 medical records have been transferred electronically between GP practices. Almost one third of GP practices have access to this service. 31% availability across GP practices.

Picture Archiving and Communications System:

Over 473 million PACS images stored with total savings in excess of £21.3 million expected in the 127 systems delivered, covering 100% of sites.

NHS Care Records Service:

Over 150,000 clinical records have been uploaded to the NHS CRS. 459,958 letters detailing NHS CRS options have been sent to patients, resulting in 1,070 calls to the NHS CRS helpline. 1,405 (0.30%) of patients have chosen not to have a Summary Care Record.

Crime

41,717 crimes with DNA matches in 2006/07 including 452 homicides, 644 rapes and 222 other sexual offences – matching vital components of crime fighting.

2190 hours saved in police time through the Lantern hand-held fingerprinting device pilot scheme

Over 1,100 arrests following 14,000+ alerts to border agencies generated by the new electronic border control systems – some 1,000,000 messages pass across these links in a typical month.

27 million annualised airline passenger records processed by the Joint Border Operation Centre on 122 routes and 77 carriers – increased safety and security.

Witness attendance rates increased from 77% to 84% due to the Witness Care Units, jointly staffed by police and the CPS – increased safety of transfer and transparency of information across designated agencies, supporting work of agencies and service to the public.

Over 130,000 messages passed via the Criminal Justice System Exchange every month. Increased use of exchange by designated agencies, supporting use of up-to-date information between agencies, to improve the care and handling of prisoners.

Local government

Turnaround times for Social Care assessments in the London Borough of Havering improved from 60.5% in 2004/05 to 84% in 2006/07, through Mobile Social Care solutions.

Calls reduced by 25% per year following a move to e-channels in South Norfolk District Council.

over 1,200 electronic referrals to the Fire Service for an assessment and the installation of free smoke alarms as a result of Salford City Council’s new CRM system.

Sunderland City Council, announced as winner of the Government's Digital Challenge competition in May 2007.

London Borough of Islington

Before:‒ £1m pa capital investment in highways

‒ 19% staff turnover

‒ 69% residents satisfaction level

‒ £490,000 annual insurance bill

‒ 3 week response time

After:‒ £20m pledged to highways maintenance

‒ Staff turnover too small to register

‒ 96% residents satisfaction level

‒ £12,000 annual insurance bill

‒ Staff compete for the shortest response time (current record 14 minutes!)