Sarah Parr

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The Liverpool Way
...a journey to Excellence Quality Management
in the Public SectorVilnius 27-28 March 2006
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Maureen Sparks

• Head of Business Process
• Re-Engineering

Liverpool City Council
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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

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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

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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

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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

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RADAR

• RADAR Logic
• Results
• Approach
• Deployment
• Assessment
• Review

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Approach

• customers
• leadership
• people

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Customer

• Customer Contact Strategy
• Corporate Change Team
• Reach and Richness
• Partnerships

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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

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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

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How Customers Contact Us

• 9 transactional on-street kiosks
• 12 One Stop Shops
• Website
• 24x7 call centre
• SMS texting
• Digital TV

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Leadership

• political and managerial leadership
• vision with incremental action
• ownership and accountability
• role model behaviour
• reward and recognition
• internal communications

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Performance Management

• individual performance plans and evaluations
• service plans
• internally-set team targets
• measured against government targets

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People Development

• performance plan at individual, team and service
  level
• learning and development plans
• induction
• evaluation and cost benefit analysis

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People Development

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

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The Liverpool Way

• core skills
• behaviours
• leadership and professional development
• customer contact
• social care

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Outcomes

• customer excellence and continuous improvement
• employee involvement, team work and empowerment
• improved accountability
• reduced operational costs and improved
  performance
• innovation

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RADAR for Liverpool in Summary
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Results

• Liverpool 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

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Results

• Liverpool 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

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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

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Assessment and Review

• best value performance indicators
• service inspections
• satisfaction surveys and feedback
• consultation with customers
• benchmarking
• continuous process improvement

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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

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• Thank You