Transformational Government

1. Transformational Government September 2008

2. Internet access, and broadband has grown....

3. But one reason for not using it is growing...

4. ENERGY TIME MONEY INFO SPACE TIME has become the most valuable resource Which one of the resources is most/least valuable to you in everyday life? Least Valued Most Valued Time Time 6 6 41 41 Energy Energy 3 3 32 32 10 10 17 17 Money Money 31 31 7 7 Information Information 49 49 3 3 Space Space 60 60 40 40 20 20 0 0 20 20 40 40 60 60 % Source: Planning for consumer Change 2005

5. 2002 2003 2004 2005 2007 As people get busier they just want to get things done... All agreeing ‘You can never have too much choice in life’ 60 58 58 56 56 55 52 52 51 51 50 45 43 43

6. Our response to this challenge... "Citizens’ time is not free, yet often the way public services are delivered assumes it to be so. Our aim is to change public services so they more often meet the needs of people and businesses, rather than the needs of government, and by doing so reduce the frustration and stress of accessing them. The result will be services that are better for the customer, better for front line staff and better for the taxpayer." Meeting the Aspirations of the British People 2007 Pre-Budget Report and Comprehensive Spending Review

7. ..is at the heart of our approach to Service Transformation The government’s aim is to establish across the public sector a sustainable culture built upon an understanding of the needs and behaviours of citizens and businesses to create services that are: Better for customers - services are simpler, more streamlined and intuitive Better for staff - staff have a strong culture of service and are proud of the services they deliver Better for the taxpayer - unnecessary & duplicate contacts that are removed is a saving, giving greater value for the taxpayer. We will achieve this by: We measure progress by: • Six Strategic Aims • Learning about service delivery from citizens and businesses • Grouping services in ways that are meaningful to the customer • Rationalising Services for efficiency and service improvement • Making better use of the customer information the public sector already holds • Linking local and central government • Engaging front line staff Hitting STA targets for Central Government by Reducing avoidable contact by 50% by 2011 (Progress measure 1) Mentoring and driving a wide programme of activity across the whole of the public sector including a small number of strategic initiative such as “Tell Us Once” Simplify contact - The aim is to migrate more than 95% of the total identified Websites by 2011 to Directgov and Businesslink.gov (Progress measure 2) Departmental Service Transformation Plans: Working with departments to identify Service Transformation deliverables, milestones, linkages and dependencies to facilitate joined up approaches and the overall direction of travel NI 14 local Government Indicator (avoidable contact)

8. "Avoidable Contact" is our key measure... • Many of the contacts we have with citizens are caused by failures in the system. We ask them for the same information time and time again; we confuse them with incomprehensible forms; we send them round and round in circles. • Each contact which takes the customer no closer to the resolution of the problem is "avoidable". We have set ourselves the task of halving avoidable contact by 2010.

9. Avoidable Contact Wrong number Access Confusion Service Failure Reassurance Confusing letters and forms Repeat contact Unnecessary duplication Information not online

10. Our organisation structure is corporate, not departmental Empowers to set policies Civil Service Steering Board “owns overall strategy and plan” Delivers cross govt change Assigns Leadership Proposes strategy & Plans Delivery Council “sets overall delivery architecture and policies” Lead Department “leads a cross-government area of transformation” Individual Department “accountable for implementing both: - their own service transformation programme - cross cutting actions approved by the CSSB” Contributes to policy Commissions Sets policies Delivers components

11. Healthcare Choose and Book: By the end of 2007, over six million bookings had been made (approximately 40% are first outpatient referrals) with an average of 17,500+ bookings made daily. 95% of GP practices linked to the service. Electronic Prescription Service: Over 50 million EPS prescriptions have been transmitted (approximately 15% of all prescriptions) and 800,000 EPS prescriptions dispensed. The system has been delivered to 10,000+ GP practices/pharmacies. Over 50% availability across GP practices/pharmacies. GP2GP: Nearly 50,000 medical records have been transferred electronically between GP practices. Almost one third of GP practices have access to this service. 31% availability across GP practices. Picture Archiving and Communications System: Over 473 million PACS images stored with total savings in excess of £21.3 million expected in the 127 systems delivered, covering 100% of sites. NHS Care Records Service: Over 150,000 clinical records have been uploaded to the NHS CRS. 459,958 letters detailing NHS CRS options have been sent to patients, resulting in 1,070 calls to the NHS CRS helpline. 1,405 (0.30%) of patients have chosen not to have a Summary Care Record.

12. Crime • 41,717 crimes with DNA matches in 2006/07 including 452 homicides, 644 rapes and 222 other sexual offences – matching vital components of crime fighting. • 2190 hours saved in police time through the Lantern hand-held fingerprinting device pilot scheme • Over 1,100 arrests following 14,000+ alerts to border agencies generated by the new electronic border control systems – some 1,000,000 messages pass across these links in a typical month. • 27 million annualised airline passenger records processed by the Joint Border Operation Centre on 122 routes and 77 carriers – increased safety and security. • Witness attendance rates increased from 77% to 84% due to the Witness Care Units, jointly staffed by police and the CPS – increased safety of transfer and transparency of information across designated agencies, supporting work of agencies and service to the public. • Over 130,000 messages passed via the Criminal Justice System Exchange every month. Increased use of exchange by designated agencies, supporting use of up-to-date information between agencies, to improve the care and handling of prisoners.

13. Local government • Turnaround times for Social Care assessments in the London Borough of Havering improved from 60.5% in 2004/05 to 84% in 2006/07, through Mobile Social Care solutions. • Calls reduced by 25% per year following a move to e-channels in South Norfolk District Council. • over 1,200 electronic referrals to the Fire Service for an assessment and the installation of free smoke alarms as a result of Salford City Council’s new CRM system. • Sunderland City Council, announced as winner of the Government's Digital Challenge competition in May 2007.

14. London Borough of Islington • Before: • £1m pa capital investment in highways • 19% staff turnover • 69% residents satisfaction level • £490,000 annual insurance bill • 3 week response time • After: • £20m pledged to highways maintenance • Staff turnover too small to register • 96% residents satisfaction level • £12,000 annual insurance bill • Staff compete for the shortest response time (current record 14 minutes!)