Sarah Parr

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The Liverpool Way
...a journey to Excellence
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Sarah Parr

• Head of Learning and Organisational Development

Liverpool City Council
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Liverpool Transformation

• failing authority
• high cost
• low quality services
• third from bottom in council league tables
• highest council tax in the country
• now a leader and innovator in many fields
• good authority (CPA)
• recognised as excellent

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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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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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Approach

• customers
• leadership
• people

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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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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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Leadership

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

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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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The Liverpool Way

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

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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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Assessment and review

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

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Success factors

• commitment from the top
• vision and values
• strong branding
• keep it simple
• robust management systems
• continuous 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