Type of initiative

• Strategic initiative

Case Abstract

Liverpool City Council demonstrates how a poorly performing organisation has been transformed through the use of technology to benefit the citizens of Liverpool. 

In 2001 all Council services were poorly performing, the third-poorest in the country and all in the bottom quartile of local government measures (as monitored by ‘Key Performance Indicators, KPI’s).  Indeed a ‘Deloitte and Touche’  Best Value Review found: 

·          investment was limited, wasteful, uncoordinated and ineffective

·          no ethos of customer service

·          quality not ingrained into the fabric of services

·          absence of performance management

·          low levels of motivation or employee engagement.

Additionally, Liverpool had for many years, been designated an area of economic deprivation with a distorted percentage of its population requiring access to local government services, particularly the social benefits.

Summary of where we were: 

·          Poor performance in many areas, uncertain prospects for a way forward

·          Expenditure well exceeding budget

·          Complicated Customer Contact arrangements incorporating too many sites and staff, with poor inter-departmental communication.

·          Uncertain standards, and levels of response

·          Limited IT systems led to inefficient processes (e.g. dual keying of data), inconsistent data recording, and a lack of suitably available information.

·          Stifled innovation

·          Lack of clarity in targets

·          An under-developed e-strategy

It was therefore imperative that a change of direction be taken to address these issues.

Where we are now:               

·          Three million customer contacts handled each year

·          Higher performance in all areas

·          95.5% of calls answered within 20 seconds with 90% First Point Of Contact resolution with 94% Customer Satisfaction Levels

·          Single point of contact centre established providing high levels of first point of contact resolution and customer satisfaction

·          Integrated IT systems to enhance support given to our external and internal clients needs

·          Effective Performance Monitoring

·          24/7 operation

·          Established service levels

·          IT and telephony systems have improved as a result of concentration of networks, with more effective and relevant information captured and delivered to the relevant service provider.

·          An innovation culture whereby staff are actively encouraged to propose enhancements to service based on experience.

Each of these demonstrates how LCC has developed the use of high quality technology and people to empower citizens whilst improving access to public services using an innovative joint venture solution within local government in the UK.

Please refer to additional documentation.