THE LIVERPOOL STORY Karen Lewis eGovernment Manager 1999

1999 • • • Highest council tax in UK Low quality service delivery Chronic

BUILDING BLOCKS • • • Dissatisfaction with the past Clear vision New ways of

THE DIFFERENCE • • • Political / management alignment Clear strategic vision Levels of

TECHNIQUES • Public - Private Partnerships • Clear managerial agenda • Simple message “Customer

IMPROVEMENTS REALISED • • • EFQM Most Improved Council Capital of Culture Transactional website

EFFICIENCIES • Over 3000 less employees • £ 105 million out of cost base

FUTURE • • • Portals/ authentication Excellent council 500 seat call centre Mobile technology

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THE LIVERPOOL STORY Karen Lewis e-Government Manager

1999 • • • Highest council tax in UK Low quality service delivery Chronic departmentalism Process, strategy, process, strategy …. Loss of confidence and trust

BUILDING BLOCKS • • • Dissatisfaction with the past Clear vision New ways of thinking Clear, precise potential priorities Customer contact agenda

THE DIFFERENCE • • • Political / management alignment Clear strategic vision Levels of delegation ‘big leap’ Measured risk taking Spend less!

TECHNIQUES • Public - Private Partnerships • Clear managerial agenda • Simple message “Customer at the heart of the Organisation” • Product, product • No more money!

IMPROVEMENTS REALISED • • • EFQM Most Improved Council Capital of Culture Transactional website (top 8%) BVPI 157 - achieved a year early Self Service 24/7 call centre 10 OSS’s 6 kiosks Beacon Council 4 CFC’s…

EFFICIENCIES • Over 3000 less employees • £ 105 million out of cost base • 60% of KPI’s have measurably improved (34% KPI’s in top quartile) • 40% reduction in transaction costs • Accommodation strategy • Reduction in ICT spend

FUTURE • • • Portals/ authentication Excellent council 500 seat call centre Mobile technology Hosting services for other organisations

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