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The Liverpool Way ...a journey to Excellence

The Liverpool Way ...a journey to Excellence “Quality Management in the Public Sector” Vilnius 27-28 March 2006. Maureen Sparks. Head of Business Process Re-Engineering. Liverpool City Council. The Way We Were. 23,500 employees

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The Liverpool Way ...a journey to Excellence

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  1. The Liverpool Way ...a journey to Excellence “Quality Management in the Public Sector”Vilnius 27-28 March 2006

  2. Maureen Sparks Head of Business Process Re-Engineering Liverpool City Council

  3. 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

  4. 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

  5. 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

  6. 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

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

  8. Approach • customers • leadership • people

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

  10. 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

  11. 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

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

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

  14. Performance Management • individual performance plans and evaluations • service plans • internally-set team targets • measured against government targets

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

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

  17. The Liverpool Way • core skills • behaviours • leadership and professional development • customer contact • social care

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

  19. RADAR for Liverpool in Summary

  20. 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

  21. 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

  22. 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

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

  24. 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

  25. “Thank You”

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