Presentation Transcript

1. Transforming Systems Into Knowledge

   Glyn Evans 10 July 2012
2. Agenda Background Birmingham’s transformation programme The role of information and knowledge management in transformation A more radical approach?
3. Unitary local councils in the UK Property tax collection Refuse collection and disposal Environmental Health Licensing Public leisure – parks, libraries, culture Deliver Social care Education policy and planning Some social housing Some welfare benefits Development control Regeneration
4. Birmingham, England The City 1 million citizens, culturally diverse, relatively young 391,000 households, 30% social housing Cradle of industrial revolution but suffered from decline in manufacturing Reinventing itself around knowledge and service economies Excellent recent record of attracting private investment The Council The largest UK local authority Inventor of modern municipal Government 120 councillors, Cabinet model of government 40,000 non-teaching employees An annual budget of A$5.3 billion 5000 customer facing staff Over 1000 locations
5. 40,000 non-teaching staff A$5.3 billion budget (reducing) Hundreds of services Thousands of locations One million residents The largest UK local authority Council Tax collected on 390,792 homes 40% of Birmingham owned and managed 68,020 Council houses maintained 20,000 tonnes of paper recycled 2,499 km of roads maintained 2,675 acres of park maintained 14,371,230 school meals served 4,174,716 library visits 176,495 pupils taught
6. Birmingham - where we started Performance CPA rating – one star with uncertain prospects for improvement Demographics – the ‘ticking time bomb’ Increased efficiency essential Political New administration in June 2004 - desire to keep council tax low Government Expectations/Agenda Transformation  Efficiency & Reform Joined up services  Total Place  Place Based Budgeting Customer Expectations Improved services Better customer experience/ more ‘joined-up’ for effectiveness Partners/Public/voluntary Sector Shared data More ‘joined-up’ for efficiency
7. Better jobs Greater efficiency Improved services Birmingham’s vision & objectives 15% productivity gain Top decile performance
8. Realising more than A$3 billion of benefits (A$2.39 billion cashable) over ten years for investment of A$1.04 billion What is being achieved Providing first class sustainable environmental and leisure services that improve people’s quality of life now and in the future An excellent service that delivers homes to be proud of; providing quality housing that meets the needs of everyone in the city Environment Housing Improving outcomes and life chances for all children, particularly vulnerable children through early intervention Expanding direct choice for adults in need of care to better meet their needs in the 21st century Adults Children, Young People & Families Achieving significant savings through better procurement, an "Amazon.com" style of ordering, greater compliance with corporate contracts and more consistent financial information Putting the customer first ; a single record allowing integrated responses to customer needs, easy tracking of service requests and better service standards Customer First Corporate Services Transformation Helping the Council to make best use of its people resources and improve performance through live management information and corporate behaviour standards Workspaces that support agile working and provide a better staff environment to help deliver improved services to our customers Improving the way that we create, manage and use our wealth of information Excellence in Information Management Working for the Future Excellence in People Management
9. The transformation programme... An information enabled change programme A technology enabled change programme
10. Providing the council with information on the customer
11. Google search is proving popular, giving us insights into how to deliver what customers are looking for Most commons searches on Birmingham.gov.uk Popularity of city events is demonstrated by frequency of search Strong demand for jobs – we are making sure jobseekers are signposted to a variety of places to look for work and training Events Jobs Demand for common Council Services reflects a need to drive service-based channel shift
12. “My Local Information” service provides further intelligence about customer requirements My Local Information: Giving Customers a Map-Based View of their Local Council Services Go e.g. Where are my local schools?
13. Customer knowledge components Build Customer Knowledge To help us understand what our customers need and want Develop Customer Strategy To treat our customers differently according to their needs and preferences Manage Communication To inform the right people at the right time and show we are listening Customer Segmentation To group customers with similar characteristics and service needs Fast Stats Multi media guide MMG3 DOL My SAP - CRM
14. customer knowledge cycle
15. citizen segmentation model
16. segment profiles
17. service need – group A
18. business data - companies Size (turnover, employees, sites) Structure (Legal Status and group affiliation) Broad Sectoral classification (Used as overlay rather than classification)
19. the CK environment Primary Data Sources for Insight Customer Communication Operational / SAP Experian Identify SAP CRM SAP ECC Single Customer Record Panorama BI Leisure Flex Single Customer Record Unique ID Links transactional data CareFirst Target customers Galaxy Council Tax Customer Insight Environment Housing ETL / Server Mining, Mapping & Modeling Experian FastStats MMG3 SPSS External Data Repositories (Survey Data, Independent DB, Query lists etc) Analysis and Reporting MS-Excel MS- Access BCC Book Business Objects
20. Providing the customer with information on the council
21. A new homepage was launched,developed with the involvement of local residents Key New Homepage Features Modern, clean style Quick 1-click access to most common online services to drive channel shift New website registration for access to Single Customer Account New layout for news, events, campaigns and space for commercial advertising Quick access to multi-lingual sign-posting pages Interactive footer with access to search and common services on all pages
22. New, well designed online forms are integratedacross channels with CRM and back-office systems for staff Key Features New Online Forms Quick access to online forms direct from the home page and service pages Clear, modern design in plain English Tested with customers including those with a disability Quick and convenient to complete forms – optimised for registered customers with pre-populated data Ability to track transactions online plus automatic status alerts by email / text message
23. Customers can register and login to their secure account to manage their Council-related affairs Customer Login: Giving customers access to their secure account to transact with the Council
24. External Campaign Poster Self service went live March 2010 More than 8,000 transactions took place within the first month; without any promotion Since promoting the on-line service the number of customers using it has grown from 800 to 3,000 per week Over 24,000 customers have now signed up for on-line personal accounts
25. Customer Home Page: Secure, personalised page for every customer My homepage navigation to keep your personal details up to date and view your transactions 1 click access to transactions, bookings, saved forms and statements Upgrade your account (by verifying your identity) to access more secure services, e.g. Council Tax Statements and Benefits Quick 1-click access to most common services to drive channel shift, pre-populating forms with customer details