ONE FRONT LINE UPDATE

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ONE FRONT LINE UPDATE

• OSMB Quarterly Performance Update
• 6th July 2006
• Paul Blantern

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Contents

• E-Government to T-Government
• Solihull Connect (Treating our customers as
  individuals)
• Demand and service requests
• Customer Satisfaction
• Procurement Savings (Good Value Services)
• Progress against programme over last quarter
• Financial Expenditure
• Utility pressures

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E-Government to T-Government

• IEG6 statement submitted final E-government
  position statement on which we will be audited
• 95 e-enabled main exception Leisure Bookings
• 43 of transactions electronic
• 56 of all payments received
• 75 of all payments made
• Twenty First Century Government is enabled by
  technology
• Policy is inspired by it, business change is
  delivered by it, customer and corporate services
  are dependent on it, and demographic engagement
  is exploring it.
• Above is Government strap line for the
  T-Government agenda that replaced E-Government
  from 1st April 2006

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Key Elements to T-Government

• Services designed around the citizen or business
• Move to a shared services culture
• Government view this as the next area of cost
  saving
• Professionalism in terms of planning, delivery,
  management, skills and governance

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A SMARTer Solihull
Right Services for the Right Customers by
the Right People in the Right Place at the Right
Time at the Right Price
Making it work for Solihull
Services designed around citizen and business

• The Challenge        
• Lead the Community, working with our partners to
  ensure that all of Solihull benefits from new
  opportunities
• Be citizen centred, align people, processes and
  technology to serve customer needs
• Increase choice, improve dealings with citizens
  by using new technology
• Empower customers, to serve themselves
• Develop intelligence led services with our
  partners
• Re-engineer, improve services, decision making,
  productivity and save money
• Increase voter turnout by widening ways to vote

Shared Services
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• 2005 2006
• STABILISE
• 1st Steps
• Deliver programmes of change commissioned under
  the last spending review and already underway
• Drive the connecting of Britain
• Mobilise the professionalism agenda
• Put in place the roles and structures to lead
  transformation beyond 2006
• Use the Comprehensive Spending Review to
  challenge existing delivery models

• 2007 2011
• EXPLOIT EMBED
• No Going Back
• Transform delivery into public services centred
  round citizens and businesses
• Transform support into a shared services
  framework
• Realise the financial and service benefits of
  current and planned investments
• Goal is to have made key changes, to have
  embedded the new cultures, and to have made the
  process irreversible, by 2011

• Beyond 2011
• EXPLOIT LEAD
• Striding Forward
• Focus on delivery and professionalism will have
  generated confidence in ability to transform
  itself in radical ways
• Switchover to new channels, supported by common
  infrastructure and the digital home, will enable
  radical new service delivery options to be
  implemented
• Newer technologies today will be mainstream by
  2011 and the time will be right to roll out their
  widespread exploitation
• Culture of government will have changed to one
  which embraces rather than shuns sharing,
  which will continue to breakdown the silos
  perceived today.
• Market and other governments will have set new
  citizen expectations and created new
  opportunities for government in the UK to
  exploit.

How Central Government see it
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Implications for Solihull

• For Solihull it has always been T-Government
• The Original Vision and Challenges are still
  valid
• Central Government prescribing services
• Community Engagement in Service Design must be
  transparent
• Shared Services agenda is the new Best Value
• Shared Services must deliver efficiencies
• Care Trust, Childrens Information, ALMO
• Business Engagement IT Transformation
• IM, IT/IS and Business Improvement

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Do you have access to the internet? Base 757
Those under the age of 44 years are significantly
more likely to have access to the internet that
older people (89 compared to 45 of 4585 year
olds)
Although only eight percent spontaneously mention
the Councils website as an information source,
more than six in ten respondents (65) have
access to the internet.
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Would you consider using the Councils website to
find details for contacting the Council? Base
430 (those who have access to the internet but
did not mention using the Councils website)
Of those who did not spontaneously mention the
Councils website as an information source, when
prompted, more than eight in ten (81) of those
with internet access said they would use the
Councils website.
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You can now access and request lots of different
services via the Councils website. Would you
consider using this service in the future ?
Base 430 (those who have access to the internet
but did not mention using Councils website)
Those aged 30-44 years are significantly more
likely to consider using the website than older
people (86 compared to 71 for those aged 45-84
years)
Almost eight in ten (78) reported that they
would consider using this source in the future.
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Customer Contact Service

• In May Connect dealt with over 46,000 customer
  interactions
• An average of 624 people a day visited the
  Library Square walk-in centre
• This is a significant increase in demand on
  previous years because we are answering their
  queries??
• We are now getting the customer intelligence to
  improve services

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Increasing Customer Service
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Service requests
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Service requests
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SMBC Total Satisfaction levels trend dataBase
Wave 3 751 Wave 5 758 Wave 6 757
Between October 2005 and February 2006, net
satisfaction remained reasonably static (51 and
46) however, by May 2006, net satisfaction
increases to 70.
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Contact Centre Quarterly Calls Stats (excl.
Revenue Benefits)
CRM
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Customer Satisfaction 1st Qtr 2006
Overall Satisfaction
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Question 3 The waiting time to speak to an
adviser was acceptable?

• We know we had answering problems particularly in
  April
• We know the temporary switchboard functionality
  is not perfect and we are looking at ways to
  improve this.
• Our service levels (answer within 15 secs is not
  up to standard required), again we are looking to
  how we can improve in the short term

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Corporate Procurement 05/06 Actual 832k
cashable1.15m total value600k Efficiency
benefits
06/7 Target Savings - 252k IY / 942k annualised
Key Projects
In progress
To start
Complete
In progress
In progress
In progress
In progress
In progress
To start
New print contract starting in August will save
c.125k p.a. exceeding target
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Treat Our Customers As Individuals

• All (84) Secondary schools now have Broadband
  (1.5m project)
• New Revs and Bens system (SX3) in place
• The last 3 major ICT enablers are progressing
  well
• Electronic Content Management (22 new servers in
  place)
• Government Gateway
• Portal
• All enablers planned to be complete by October
  then full exploitation phase can begin
• Revs and Bens on CRM last fortnight
• All payrolls on Oracle HRP (still settlement
  issues)
• Registration Services moved into Customer
  Services and service improvements occurring
• Cash office moved into Library Square Connect
• Human Resources moved into Customer Services and
  process review started
• Planning and Trading standard reviews to start in
  Autumn
• Connect employees won Town Centre Partnership
  customer service award.

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Happy internal customers

• Thank you for your super human efforts on our
  behalf in getting the SX3 project implemented. I
  hope you are as proud of the results as we are.
  We are delighted with our system and that we've
  been able to maintain our service throughout the
  implementation, you played a critical part in
  that. Our service now has a sound technology
  platform to move forward from. Thank you.
• Regards
• Jan
• Head of Revenue Benefits
• Resources Directorate

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ONE FRONT LINE CAPITAL PROGRAMME 2005/06
3.81 under spend (carry forward) of the 5.6m
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ONE FRONT LINE CAPITAL PROGRAMME 2006/07
As at 26/6/07