An introduction to 101

1
An introduction to 101
Version 5.1 Author Tom Samuel
2
Overview
1

• What is 101 and who else is doing it?
• Vision
• Drivers for change
• Experience overseas
• History to date
• 101 Myth and Reality
• Wave 1 areas
• What are the benefits and costs of 101?
• Benefits to the citizen
• Efficiencies that can be realised and catalysed
  through 101
• Understanding high level costs of 101
• How does 101 fit together?
• Components of the 101 service
• Connecting to 101
• 101 governance and service requirements
• Material to assist areas implement 101
• What should be my next steps?

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1

• What is 101 and who else is doing it?

4
The Vision
1

• 101, the Single Non-Emergency Number, will make
  local communities safer places to live and work.
  The easily accessible 24/7 service will provide
  action, information and advice to the public on
  community safety issues.
• Greater coordination between local councils and
  police and better information about what problems
  are occurring where, will improve the management
  of resources and services to the public.

5
Drivers for change
1
under 30
People dont know the non-emergency numbers for
the police and the council
Citizens aware of council and police
non-emergency helplines
over 50
Customer service is key, but so is service
delivery keeping promises
Citizens who believe that nothing will actually
happen as the result of their call
50
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police
council
Without a visible response, citizen confidence
and engagement will remain low and fear of crime
will stay where it is
Citizens having confidence in the police and
council to deal with crime and antisocial
behaviour
Over 200
LA and police delivery teams need supporting
infrastructure to achieve effective and efficient
partnership working at a local level.
Typical number of LA and Police teams delivering
community safety and ASB services in a force area
3.4bn
Costs will remain high without an infrastructure
to support public engagement and information for
targeting problem issues
Annual cost of to agencies in tackling ASB
over 70
People call 999 because they dont know what else
to do
999 calls to the police which are not emergencies
(7.6m calls a year)
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Experience overseas
1

• 311 in the US and Canada
• 311 access to non-emergency services is
  available in 37 major cities and areas of the
  United States and Canada.

• Single number access in Europe
• Single number access to government is either
  being explored or implemented in other areas of
  Europe for example Holland, France, Northern
  Ireland and Scotland

7
History to date
1
2005 2006
2007
2008
3
6
2
4 - Launch
5 Evaluation phase
7 Transition and re-launch
1

• Single Non-emergency Number set out in Police
  Reform White Paper (2004), Manifesto Commitment
  (2005) and Respect Action Plan (2006).

• Oct 05 - Public consultation. Through public
  consultation, 101 determined to focus on areas of
  non-emergency crime and ASB. 8 core public
  priorities highlighted, but local areas given
  flexibility to promote other local priorities.
• Dec 05 - Design and delivery framework. Concept
  of operations document outlines basic design and
  delivery framework for the service.
• March 06 - Central telephony and routing ready
  for use. OFCOM approve use of 101, and Cable and
  Wireless infrastructure capable of routing any
  landline or mobile to the relevant contact centre
• Summer 06 - Wave 1 launch. Service goes live in 5
  areas (covering 10 of population of England and
  Wales)
• Oct 06 to Oct 07 - Evaluation phase.
  Implementation put on hold in Oct 06, with a
  decision to evaluate the service throughout 2007
• Nov 07 Ministerial decision. Decision taken to
  reduce operational grants to live areas whilst
  maintaining availability and central support for
  national telephony infrastructure for local areas
  to use.
• From Jan 08 Transition and re-launch.
  Transition and re-launch of the 101 service
  following ministerial decision.

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101 Myth and Reality
1

• I have heard that the government has dropped 101
  is this correct?
• No. The government has not dropped 101, but is no
  longer offering grants to local operations.
  However, the 101 telephony infrastructure is
  available for local areas to use. Further, the
  Home Office and CLG recognise the benefits of
  single access locally and are supportive of local
  areas implementing the service.
• I have heard that 101 is all about reducing
  inappropriate calls to 999, and that is focus is
  on police forces. Is there an incentive for local
  authorities to get involved?
• Yes. 101 is about much more than reducing
  inappropriate calls to 999. 101 provided benefits
  of improving access, satisfaction and confidence
  in local services, as well as forming a catalyst
  for broader transformational savings and
  efficiencies.
• I have heard that to implement 101, calls handled
  in existing contact centres may in future be
  handled in other police or local authority
  centres. Can this really work?
• Yes. Wave 1 areas have demonstrated that existing
  police and local authority centres can handle 101
  calls on behalf of many local areas - provided
  advisors have the appropriate tools, information
  and training. Consolidating contact handling in
  this way will also prove more cost effective in
  the longer term.

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What was the approach for Wave 1?
1

• Basic operating model shown opposite. Wave 1
  achieved high levels of benefit on a relatively
  short timescale by rapidly implementing the ideal
  features of a contact management operation.
• Wave 1 also provided a useful basis to test
  different ways of delivering 101.
• All Wave 1 areas worked to a common service
  blueprint the 101 Concept of Operations.

Call routed to 101
contact centre
Signpost
Transfer call
101 centre
Other services
Police 999
Refer
electronic service request
Closing the loop. Progress reporting, or
feedback on completion
Police and LA
service delivery
Use of 101 information and intelligence to drive
local initiatives shared services, performance
improvements, targeting of resources etc.
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Current live areas
1
Northumbria (Pop 1,396,000) Call takers
Northumbria police, Sunderland CC, Newcastle
CC Total partners sharing service 14
Sheffield (Pop 516,000) Call takers South
Yorks police Total partners sharing service 2
Cardiff (Pop 315,000) Call takers Standalone
101 centre Total partners sharing service 2
Hampshire (Pop 1,801,000) Call takers
Hampshire Police Total partners sharing service
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Although operating to a common framework, 101 has
been embedded in quite different ways across the
5 areas, according to local needs and existing
resources.
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How was 101 implemented in Wave 1?
1

• Wave 1 areas implemented 101 according to a
  common Concept of operations, but chose 4
  different models
• South Yorkshire. An existing police centre, with
  no switchboard layer.
• Hampshire. An existing police centre, with a
  switchboard layer.
• South Wales. Built a standalone centre
• Northumbria. Used network of 3 existing police
  and local authority centres

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1
South Yorkshire
Single tier 101 operation incorporated within
an existing police non-emergency contact centre.
Advantages of approach

• Incorporating within existing police centre, so
  good way of using existing call handling
  resources.
• No detriment from receiving out of scope police
  calls (eg theft) as advisors are dual trained
• Integration with existing policing and safer
  neighbourhoods structures
• Opportunity to improve police call handling more
  generally by injecting expertise from local
  partners and other 101 areas.

Police non-emergency centre
Challenges and disadvantages

• Police call takers often less motivated to handle
  softer community issues
• Police call handling can often be less developed
  that other areas of government and commercial
  sector

Electronic service request
Local authority partner
Local authority partner
Local authority partner
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1
Hampshire
Two tier approach with calls routed through a
police switchboard for initial triage and
filtering.
Advantages of approach

• Switchboard can help filter out of scope calls
  and managed levels of demand
• Fits with existing police two-tier approach
  (where relevant)
• Other advantages as stated in example 1

Police Switchboard
Challenges and disadvantages
Transfer or filter

• Two tier structure perceived to be less good for
  customers, although no significant impact has
  been noted on customer satisfaction
• Increased costs as calls go through an
  additional layer
• Other disadvantages as stated in example 1

Police non-emergency centre
Electronic service request
Local authority partner
Local authority partner
Local authority partner
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1
101 operation run as a standalone service. This
might be set up on a new site, outsource, or
built alongside an existing LA, police or other
government service.
South Wales
Advantages of approach

• Provides a longer term platform for cost savings
  by forming a foundation for further
  rationalisation of contact handling across
  partnership, and expansion of 101 scope or
  geography
• Neutral ground for partnership working, as well
  as avoiding cultural baggage of existing
  organisations

New contact centre
Electronic service requests
Challenges and disadvantages

• Initial implementation more costly

Police non-emergency centre
Local authority partner
Local authority partner
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1
Northumbria
Virtual 101 operation incorporated within a
network of existing police non-emergency and LA
centres.
Advantages of approach

• Ability to re-use existing contact centres
• Level of scalability and resilience is inherent,
  assuming the right information systems available
  to advisors across all centres
• By allowing more than 1 contact centre, this
  model overcomes some stakeholder and political
  barriers related to taking existing contacts from
  local operations

Police centre
Challenges and disadvantages

• Requires a common shared contact management
  system (CRM or equivalent) to work effectively
• Difficult to set-up, with effort required over
  multiple locations.
• Difficult to manage operationally and
  commercially across multiple sites
• Challenge with distributing calls to the right
  centres at the right time. Note that current
  models are not fully virtual due to cost
  contraints.

LA centre
Local authority partner
Electronic service request
LA centre
Local authority partner
Local authority partner
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2

• What are the benefits and costs of 101?

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2
101 Key Benefits
Better delivery of community safety services
Better access to community safety services
Reducing non-emergency calls to emergency lines
Improved confidence in community safety services
Transformational cost savings and efficiencies
Better access, delivery, satisfaction, confidence
and perceptions
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2
Benefit drivers and enablers
Single number access to community safety services
Partnership working

• Effective branding and marketing of service
• A focus on public priorities
• Effective ramp-up to ensure demand and capacity
  appropriate - starting small and growing
• An effective balance with other channels, and
  alignment with neighbourhood management and
  community engagement

• Strong senior support and leadership
• Effective, cohesive and equitable local
  governance and partnership working
• Positive stakeholder perceptions at all levels
• A positive media image

101 drives
101 requires
Transformation and shared services
Information enablers
Improving customer experience

• Increased quantity and quality of information
  through single point of access
• Improved partnership mechanisms for using
  information and intelligence
• Improved allocation of front-office and
  back-office resources around customer demand, and
  a reduction in avoidable contact

• Increase in shared contact management and back
  office delivery across partnership
• Increased resolution at first point of contact,
  and harmonisation of business processes between
  partners and agencies
• Effective re-use of existing resources as much as
  possible

• Improved contract centre training and recruitment
  across partnership
• Improved front-office performance and quality
  management across partnership
• Increased focus on end-to-end performance
  management

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2
Better access to community safety services
Benefit 1

• 101 has experienced rapid uptake. With ¾ million
  calls since the launch of 101 (now at levels of
  15 of population calling annually), and 66
  prompted and 39 unprompted public awareness in
  under a year, there is strong evidence for the
  power of using a 3-digit number. 101 already has
  higher levels of awareness than other national
  services such as NHS Direct.
• 101 increases levels of reporting. Issues of ASB
  and community safety are cited as priorities by
  the public, but have traditionally low levels of
  reporting. By improving access to these services,
  101 has improved levels of reporting, with 8 of
  callers to the service saying they wouldnt have
  reported if 101 hadnt been available.
• 101 impacts the most deprived areas. Evidence to
  date shows that the 101 service is being used by
  the areas that need it the most in deprived
  areas and where ASB is perceived to be very or
  fairly high.
• 101 introduces access related cost savings. 101
  has reduced the need for citizens to make
  duplicate calls to multiple services, as well as
  seeing the public transition from more costly
  channels (eg face to face). Access related
  operational cost savings of approx. 1.59M per
  annum at existing national coverage level.
• 101 and major incident support. 101 supported
  access to services and the relief effort during
  the recent flooding South Yorkshire, with the
  ability to coordinate between police, local
  authority services and other agencies.

Source COI
Source Independent customer survey, Synovate,
July 2007

I was particularly impressed during a visit
during the recent flooding in South Yorkshire
with Sheffield's co-ordination of information for
the local community. It has been one of the areas
that piloted the 101 number, bringing together a
whole range of services, which was extremely
impressive. Hazel Blears (Secretary of State,
CLG)
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2
Better delivery of community safety services
Benefit 2
101 community intelligence. Weve never really
had either the resources or the mechanism to
actually take on board this less tangible
community intelligence. Now with 101, through
providing easier access and a better customer
service focus, you can do a bit more research
into the actual issues, which will allow an
identification of trends. 101 Management Team,
South Wales 101 partnership working. Working
in closer partnership with the Police in the way
that we are now with 101 certainly wasnt on the
agendaWe would have got there, it would have
been a natural extension of the work that we were
doing, but we wouldnt have got to where we are
now as quickly as we have without question.
Service Director, Leicester Council Freeing up
policing teams. The introduction of the
civilian-operated 101 non-emergency service had
also allowed 90 officers to join neighbourhood
policing teams in the community instead of being
tied up on fast response duty. I would never have
been able to put officers in the community
without it. Its the right way to go. Barbara
Wilding, Chief Constable, South Wales Police

• Responsive and effective services through
  partnership working. Through setting service
  standards, and monitoring delivery against these
  standards, 101 is driving local improvement
  identifying and addressing gaps in service
  provision. Management information and
  intelligence that 101 has brought the
  partnerships has been key to achieving this
  benefit. This has provided common ground to drive
  multi-agency working and response to community
  issues, where existing structures were
  ineffective.
• Efficiencies in service delivery. Evidence that
  101 has impacted on reduced police deployments,
  driven shared service initiatives, and driven
  smarter partnership working and tackling of crime
  and ASB. Approx. 2 million saving have been
  identified to date in Wave 1 partnerships (see
  table opposite).
• 101 in the community. 101 has been a key tool in
  engagement with communities, with a presence of
  key staff at local events and meetings.

1 101 case studies, Synovate, Aug 07 2 Safer
communities? Evaluating the 101 Cardiff pilot,
University of Glamorgan, Sept 07
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2
Improved confidence in community safety services
Benefit 3
101 impacting overall satisfaction and confidence

• 101 increases satisfaction. The introduction of
  101 has increased customer satisfaction
  significantly on baselines conducted on police
  and local authority services, from 74 to 84.
  This has been achieved by
• Providing much easier access to these services,
  with 24/7 access and multi-lingual support
• A strong focus on customer experience
• Focus on delivering on promises
• Using intelligence to resolve issues in
  communities.
• 101 increases confidence. The evidence suggests
  that 101 is improving overall levels of
  confidence
• Evidence provides a strong link between
  satisfaction and confidence, with satisfied users
  twice as confident as dissatisfied (101 survey of
  public awareness, MORI, July 2007)
• 67 of users of 101 agree that 101 improves
  levels of confidence (non-users 59)
• 101 impacts other perceptions towards government
  and communities. Awareness of 101 has a positive
  impact on perceptions and is encouraging positive
  attitudes towards local services, covering
  confidence, reassurance, and empowerment.

of callers satisfied with overall end-to-end
service 1
Baseline of LA and police lines
74
Baseline of police and LA lines
101 service
84
101 Wave 1 areas
who stated that 101 would make them more
confident about the ability of the police and
local authorities to tackle crime and ASB 2
59
Non-users of 101
Non-users
67
Users of 101
Users of 101
Note This is compared with a 64 national police
force average for customer satisfaction in ASB
related incidents (PPAF 2006)
1 Source Independent customer survey, BMRB and
Synovate, Mar 06 Jul 07
2 Source Survey of public perceptions and
awareness, MORI, July 07
101 impacting other public perceptions of
government and their community
Source Survey of public perceptions and
awareness, MORI, July 07
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2
Reducing non-emergency calls to emergency lines
Benefit 4

• Too early to understand longer term impact on
  999. Although there is evidence showing a shift
  of callers from 999, it is too early to
  understand longer term impact on overall 999
  figures, and this benefit will take longer to
  fully realise, as awareness and coverage of the
  programme continues.
• Peak support for 999. 101 has particularly been a
  useful tool to relieve pressure on 999 at key
  times, such as Halloween, ensuring that genuine
  emergencies are dealt with as a priority. 101 has
  also been used during the response to recent
  flooding in South Yorkshire.
• Limited evidence that callers are shifting from
  999. The assessment of the impact of 101 on 999
  is balanced between customer survey and call
  volume data, with results that are broadly
  aligned
• Customer data. 80 of the public say that 101
  would make them less likely to use 999 for
  certain incidents, with 15 of callers to 101
  stating that they would have called 999, if the
  101 service had been unavailable. This level of
  channel shift would equate to savings of
  approximately 445K per annum with existing
  national coverage levels.
• Call volume data. The graph opposite shows a year
  on year reduction in non-emergency calls to 999
  in Hampshire Constabulary after the introduction
  of 101, from 37 to 31

Source Leicester Rutland Partnership
Source Hampshire Constabulary
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101 Citizen Path
2
The 101 Citizen Path is an illustrative tool to
demonstrate the end to end impact that 101 has on
the citizen. By identifying the key steps that
impact on the citizens confidence and
satisfaction in the governments ability to
deliver community safety services. Before 101
of 100 Citizens who need help with Community
Safety and Anti Social Behaviour issues, only 7
Citizens receive the expected service. After
101 this has increases to 45 Citizens over
600 improvement.

a MORI SNEN Scoping Research Research Findings
Report - December 2005b MORI Ipsos Evaluating
the effectiveness of the 101 Campaign - 24
January 2007 c BMRB Social Research Evaluation
of Wave One of the Introduction of 101 The
Single Non-Emergency Number Final Report
December 2006 d Provided by Hampshire Policee
Synovate Research CQAT CSS Wave 1
Presentation of Findings February 2007
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2
Local opinion
The reaction to the service by local citizens and
press has been positive. The service receives a
greater number of compliments than complaints to
the service something that came as a surprise
to existing call handling staff in both the
police and local authority call handling centres.
Media coverage analysis
Positive reaction from local press
73 Positive
17 Neutral
10 Negative
Quotes from 101 users
Im not sure we wouldve got the same progress
if we hadnt have had the 101 service. With the
problems we were having with the kids, it did get
to the point where the police had to come out and
speak to them. Shortly after that I think the
kids realised that they would get into trouble
doing the things that they were doing. Since
then I think the kids around the area have
realised its easy for us to report it.
I was having difficulties where my daughter
lives, there were a lot of cars there that were
being abandoned there, and I was getting into
conflict with the council trying to get them
moved. Then I thought I'd give 101 a try, and it
seemed to be a lot less complicated, and a lot
easier to do.
Theyve been able to build a picture of whats
going on in the area. And that encouraged us to
use the service a lot more. So it gives us the
confidence that they actually want us to be using
the service, and want to get the feedback from
people.
Because I know that the 101 service will be able
to direct the call to the right department. It
takes away a lot of worry about who I need to
ring, or whether Im going to tie up one service
with something that they shouldnt really be
dealing with. It makes it very easy to report
problems that are going on. And because Ive got
the confidence in the service because Ive been
using it for a while, Im quite confident that
things will come of calling it and the relevant
information will be passed onto the other units
involved.
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Access for the most vulnerable
2
Evidence to date shows that the 101 service is
being used by the areas that need it the most, in
deprived areas and where ASB is perceived to be
very or fairly high.
Green shading indicates where user profile
significantly higher than population Pink
shading indicates where user profile
significantly lower than population

• Those who would call 101 to report for 7 or
  more ASB issues out of a possible 12 (Q14) MORI
  June 20077

Source Survey of public perceptions and
awareness of 101, MORI, July 07
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101 driving local initiatives
2
Case study research (summarised below), has
provided examples of the effect of 101 in terms
of efficiency, improving service delivery and
promoting effective partnership working.
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Efficiencies through 101
2
Below is a summary evidence of efficiencies
derived across the programme and by individual
partnerships, and potential applicability to
either the police or local authorities. These
efficiencies have tended to vary across
partnerships dependent on local opportunities and
operational models.
Customer contact
Back office service efficiencies
3 Wave 1 case studies independent evaluation
(Synovate, Aug 07)) 4 Safer communities?
Evaluating the 101 cardiff pilot (University of
Glamorgan, Sept 07)
1 Wave 1 early evaluation (BMRB, Nov 06) 2
Independent customer survey (Synovate, Aug 07)
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What is the cost of 101?

• The following outlines an simple example a high
  level case across a partnership for 101. It has
  been derived using evidence from Wave 1 but is
  based on a theoretical partnership of 1 million
  population. Each partnership is different and so
  should develop their own high level understanding
  of how to best deliver 101 in their area.

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3

• How does 101 fit together?

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Core service components
3
Governance and national coordination
Local delivery
Infrastructure
101 Liaison Committee
National telephony routing
Partnerships of local authorities, police forces
and other agencies working together to deliver 101
Chaired by the HomeOffice, and represented by all
live 101 areas. This group will be the principal
steering body for 101 nationally.
101 number available though CW, routing
automatically based on geographic local of
caller. Other services also available for hard of
hearing
101 working groups
Stakeholder groups
Documentation
A set of working groups, run by partnerships, to
explore any specific areas of interest
Connection wtih stakeholder groups to feed into
the 101 liaison committee
The 101 Memorandum of Understanding (MoU),
outlining the way in which partnerships agree
with each other to run the 101 service on a
national basis.
101.gov.uk
101 MoU
101 website providing basic information about
coverage of the service, and a means of
submitting online complaints
Central team
Central team based at the Home Office to provide
chair and secretariat functions for the 101
Liaison Committee, to maintain overall links with
policy, and to maintain Partnership Delivery
Toolkit
101 Partnership Delivery Toolkit
Full partnership delivery toolkit a CD worth of
material to support new areas in implementing the
101 service
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3
Connecting to 101
Routing. 101 calls are connected to a partnership
via routing through the Cable Wireless (CW)
infrastructure. A Partnership would agree a
geographic area for coverage with CW. The CW
location finder uses NNG (STD code) and mobile
cell information linked to postcode data to route
calls appropriately.Procurement. New areas
would have to procure the use of the 101
infrastructure through CW, under a PNN3 standard
framework agreement.Costs. Areas would need to
pay a one of set-up cost of approx. 50k plus an
annual service charge of between 5k to 50k
dependent on size of area.
Someone dials 101
Location finder
Extra information gathered from caller to
identify area
N
Until Mar 08 Switchboard Operator Post Mar 08
IVR
Y
Automated Message
N
101 is not currently available in this area
Y
Call routed to relevant 101 Partnership
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101 Governance
3
The 101 Liaison Committee is the principal
steering body for delivery of the 101 service. It
is an important forum for live 101 areas to
discuss and build consensus regarding operation
of 101.The meeting will be split into 2
halvesCore member session. Allowing a smaller
group involved in delivery to discuss specific
issues.Stakeholder session. A fuller session
involving a broader group of stakeholders
(Cabinet Office, NPIA etc.)

• The 101 Memorandum of Understanding (MoU) sets
  out the details of the 101 Liaison Committee,
  including
• Membership, chair and secretariat
• A Partnership Service Commitment
• Process for new areas joining
• Home Office Commitments
• Links with other policy and strategic fora

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101 Service Commitment
3
In general there are very few actual mandatory
requirements (see opposite) for 101 moving
forward these are outlined in full in the 101
MoU. Partnerships will instead have the choice
locally to implement 101 according to local
resources and priorities, albeit having lessons
learned from other areas available for reference.
1 Service vision 2 Service values 3 Service
offering 4 Hours of operation 5 Partnership
working principles 6 Hand-off to emergency
services 7 Boundary issue protocols 8
Complaints process 9 Branding
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Material to assist in implementation
3

• The 101 Partnership Delivery Toolkit gathers
  together a wide range of resources to create a
  single source of guidance for organisations
  intending to initiate a 101 Partnership. The
  structure mimics the timeline that Partnerships
  are likely to follow in turning an Interest into
  a live 101 Operation

Phase 3
Phase 4
Phase 5
Phase 1
Phase 2
Phase 6
Partnership formation
Planning
Expression of Interest
Implementation
Operational Ramp up
Steady State Operation
Guidance. The Toolkit provides guidance as to the
activities that could form the basis of each
phase.
Supporting material, templates and examples. The
Toolkit includes the supporting documents and
material to help partnerships work through
activities in each phase, from example
partnership agreements to process maps and so on.
Checklists. The Toolkit provides a checklist at
the end of each phase as a support reference for
101 areas
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What should be my next steps?
3

• If you want to know more contact the 101 central
  team on
• Email 101operations_at_homeoffice.gsi.gov.uk
• Tel [phone]