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Transcript of LDL Company Business Plan
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Foreword
Over the last 12 months the fruits of this relationship have been realised. We have
continued to strive to deliver service excellence. We have engaged with the City Council
to ensure that we meet the needs of the; communities, organisations, stakeholders,
schools and businesses we serve. At the same time, reduce the annual cost of the
services to Liverpool City Council by 4.5 million per annum with no reduction in
service.
Despite the current financial climate and the pressures and challenges this brings
Liverpool Direct Limited has delivered a solid financial performance evidenced by
growing the order value of the Company. This could not have been achieved without the
commitment of all the stakeholders and most importantly the staff of Liverpool Direct
Limited. Service performance continues to excel and all Service Level Agreements have
again been met or exceeded their targets. For 2013/2014 these will be further
enhanced.
2012/2013 has witnessed a number of key
achievements. This has required new approaches
to the way we work. We said last year that we
had set new standards in public service
performance, thinking and innovation. And, we
have but there is always more we can do and
more that can be done. We are committed to
continuing to lead and help to shape the delivery
of services and keeping the customer at the
heart of the organisation.
We are pleased to be able to reflect on, and
acknowledge the achievements and successes
over 2012/2013 and have set the continued
standard of excellence we will meet and exceed
during 2013/2014.
The agreement by all Partners to a comprehensive Contract Review in 2011
provided an ideal opportunity to re-invigorate and refresh the partnership
between Liverpool City Council and BT delivered by Liverpool Direct Limited.
Neil Rogers President, Global Government, BT. Chairman of Liverpool Direct Limited.
Joe Anderson Mayor of Liverpool. Director of Liverpool Direct
Limited. .
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1. Review of 2012/2013
Liverpool Direct Limited has had a
solid financial year in 2012/2013 and
its staff again has delivered excellent
services on behalf of its customers. It
has been a challenging year with our
customers facing growing budget
constraints and increasing customer
expectations. Our staff have excelled
in delivering first class services under
what are difficult trading conditions.
Financial Review
With the current economic climate, and the pressures this places on both current and
prospective customers, 2012/2013 has been a challenging year. However staff have
responded positively to these challenges and once again exceeded expectations by
delivering excellent customer service and overcoming the increase in the levels of
demand (especially within the area of Careline and Benefit Services).
In 2012/2013 Liverpool Direct Limited reduced its price of service to Liverpool City
Council by 4.5 million per year with no direct impact on services. This follows on from
a price reduction in 2007 of nearly 2 million per year. There has been significant
investment in the business also.
The key measures of financial performance set by the Board. The outturn against
targets for 2012/2013 are; revenue was 86.1 million. The total sales order value (iTOV)
of the company has grown by over 36 million during 2012/2013. The iTOV position has
been helped substantially by; securing two contract extensions for the Security Industry
Authority and the delivery of several significant projects (eg. Desktop Refresh, Equal Pay
and Job Evaluation Projects). These latter projects also impacted on a strong revenue
performance.
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In 2012/2013 Liverpool Direct Limited committed over 8.5 million in investment into
the business. The Investment Plan included a fundamental review and planned
implementation of:
Investments Value ( million)
Desktop refresh 2.0
ICT Infrastructure Projects 1.8
Storage Network Upgrade 1.7
Next Generation Data Centre 1.5
Expansion IVR / Automation Self Service 0.5
Adults Social Care system Replacement 0.5
Internet Upgrade 0.2
E-recruitment System 0.2
Total 8.5
Table 1.1: Investments 2012/2013.
In 2012/2013 Liverpool Direct Limited delivered over 6.1 million of added value to
Liverpool City Council through initiatives and improvements across all Service Areas.
Added value can be a combination of; avoidable costs, additional services, additional
performance and service developments:
Added Value Value ( million)
ICT Service 3.5
Customer Access Service 1.0
Benefits Service 1.0
Revenues Service 0.5
Human Resource and Payroll Service 0.1
Total 6.1
Table 1.2: Added Value to Liverpool City Council 2012/2013.
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The SIA Service answered
100% of calls all received within 30 seconds.
Real examples of this added value across all service include:
ICT successfully deleted a total of 3436 legacy Active Directory (AD) user accounts
across the period of March to July
2012. This work resulted in 638
Gigabytes (GB) of saved data space.
Careline exceeded the contractual
target for percentage of calls
answered during 2012/2013; with an
achievement of 90%. This exceeds
the contractual target by 3%.
Contact Centre has exceeded the contractual target for percentage of calls
answered during 2012/2013 with an achievement of 95%. This is 3% above the
contractual target at no additional cost to Liverpool City Council.
The One Stop Shops exceeded the contractual target for percentage of customers
seen within 15 minutes (without an appointment), with an achievement of 97%. This
exceeds the contractual target by 7%.
The Benefits Service implemented the Northgate ICT Landlord Portal is a secure on-
line application that allows access to limited data by landlord representatives to the
Northgate Benefits System, via a web portal. This is restricted to claims which are in
payment to a landlord and provides only that data to which the landlord is legally
entitled in these cases. This facility is now live.
The Payroll Team continues to
administer the Childcare Voucher
Scheme. This is a salary sacrifice
scheme where employees can reduce
their gross pay and benefit from tax
and National Insurance savings. As a
result of employees participating in
this scheme the employer's National
Insurance liability is reduced.
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Performance Review
Performance excellence remains a key priority of the business. To maintain a strong
culture of performance excellence (across the entire business) remains a constant
challenge. Liverpool Direct Limited has set performance excellence as its competitive
advantage and to give it distinctiveness within a crowded market space.
A review of some of the key successes and highlights of 2012/2013 help to demonstrate
the progress made and the dedication of all staff engaged. Performance is key to the
success of the business but by itself this is simply not enough. Success depends on both
performance and value. It is also about dealing with customer priorities, concerns and
expectations. A lot happened in 2012/2013 and it was a good year in this respect.
Some of the key highlights and achievements across the Partnership include:
Benefits Service
The Benefit Service handled over 82,000 cases in 2012/2013 and administered over
328 million of benefit to Liverpool City Council and also delivered:
A campaign around Free School Meals, which are a vital source of nutrition for
children, and a revenue source to individual schools. Each child entitled to free
school meals generates a Pupil Premium to the school of 900 per annum. In
2011/2012 Liverpool Direct Limited completed a campaign to ensure every child
entitled to a free school meal was
registered. Through a programme
of data matching (Housing Benefit
Records and Schools Rolls) and
deploying a model of implied
consent, the Benefit Service delivered
over 1,200 extra free school meals
entitlements generating 0.72 million
additional revenue to schools via the Pupil Premium. From 2012/2013 claims
without Free School Meals data are reviewed each month and updated; ensuring
that under claiming is addressed on a continuous basis. Processing of free school
meals has continued to be performed quickly with over 99% of applications
processed within six weeks.
Over 50 Apprentices have
been recruited through
Liverpool Direct Limited.
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Attendance Allowance is a major form of benefit entitlement to the elderly. Again
deploying data matching techniques the Benefit Service ensured in 2011/2012 that
an additional 516 people received
their entitlement and generated, to
them, 1 million in cash. This
campaign has continued during
2012/2013 by contacting and advising
individual customers to support them
in claiming Attendance Allowance;
this has contributed to record levels
of benefit gains through benefit
maximisation checks.
The Benefit Maximisation Service generated over 8.6 million in Liverpool who were
entitled to benefits not claimed. The Service handled over 4,500 benefit
maximisation checks and over 2,000 people gained income they were entitled too.
In 2012/2013 the Benefits Service Counter Fraud team has continued to direct its
efforts at detecting serious fraud based on the Services strategy of targeting the
most serious forms of fraud. It had applied 67 legal sanctions, identified 2.5 million
in fraudulently overpaid benefits and prevented 0.65 million in fraudulent
payments.
Benefit Applications reached a record 22,000 however processing times remained at
top quartile levels of 25 days.
Benefit Subsidy Clawback is effectively a cost on poor performance by Local
Government. It is paid back to
Government by the Local
Authority. In 2005/2006 it was over
5 million. For the last four years it
has been nil. A massive saving to
Liverpool City Council. Indeed the
last three years the City Council has
received effectively a performance bonus of over 1 million each year for the
performance of the Benefit Service.
Revenues Services collected over
15 million in corporate
debt during 2012/2013.
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Revenues Service
The Revenue Service collected over 300 million in 2012/2013. It collected; debt, Council
Tax and non-Domestic Rates due and also delivered:
A barcode solution to replace payment cards. All Council Tax bills and recovery
documents now incorporate the barcode solution. This has particular benefits for
44,700 customers who will have to pay
8.5% Council Tax for the first time
under the Governments Welfare
Reforms. Customers will be able to
make their payment free in any Post
Office or Paypoint outlet.
The Council Tax Net Debit contractual
collection rate outturn for 2012/2013
was 92.82% which is 2.82% above
target. In relation to Council Tax
arrears, the reduction outturn for 2012/2013 exceeded the annual target by
4.5million.
The target for processing Council Tax correspondence is 90% within 14 days and it is
pleasing to report that this challenging target was achieved for the first time ever in
2012/2013. The take up of e-billing has also improved by over 35% during 2012/2013
with over 35,500 customers now enjoying the benefits of receiving a paperless bill.
The collection of Non Domestic Rates exceeded the annual target at 97%. The
reduction in arrears has also exceeded the target by 1 million.
Implementing the National Non-Domestic Rates (NNDR) Deferral Scheme which now
means 386 ratepayers successfully deferred part of their increased rates liability.
Implementing the extension to the Small Business Rates Relief scheme which
benefited over 4,200 ratepayers in the City.
Piloting a scheme to improve collection under attachment to earnings. In 2012/2013
this scheme identified 10.7% of cases issued resulting in over 12,000 being
collected. Introducing a scheme for improving collection in 203 probate cases by
over 9,000.
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Contact Centre Service
The Contact Centre again exceeded its contractual target for percentage of calls
answered. Achieving an exceptional rate of 95% calls answered. This is 2% above
2011/2012. This is now 10% ahead of performance in 2001 with regard to calls
answered. It remains the only 24 x 7 x 365 local government contact centre and also
delivered:
In April 2012 the Library telephony service for; Childwall, Speke, Garston and Walton
Libraries transferred into the Contact Centre (as part of the phased service take on
for all the library calls). This continued throughout 2012/2013 with all Libraries
telephony transferring into the Contact Centre. The Contact Centre received over
17,000 calls during 2012/2013. Customers can now access the service 24 x 7 x 365.
The Service was successful in its bid to
run the Liverpool Mutual Homes Out of
Hours Service. The contract with
Liverpool Mutual Homes commenced
on the 1 August 2012. The contract is
for three years and has helped to
protect jobs.
Two Interactive Voice Recognition (IVR) Services were launched during 2012/2013.
IVR was launched on 30 May 2012 for customers wishing to make a Revenues and
Benefits appointment at a One Stop Shop. An IVR Forms Request Service was
launched on 15 September 2012 giving customers the opportunity to request forms
in respect of; Revenues, Benefits, Elections and Educational services without the
requirement to speak to a Customer Service Advisor.
In September 2012, the Contact Centre started to handle the Cruise Liner Terminal
Telephony transferred into the Contact Centre. The Contact Centre can now offer
customers a wealth of advice and guidance in support of the Cruise schedule
providing information about the Ship, Cruise berth and surrounding area as well as
signposting about job opportunities and public transport links.
The Contact Centre maintained a strong performance for all its customers not just
the City Council. Liverpool Mutual Homes and London and Quadrant both achieved
96% of all calls answered. The percentage of calls received and answered by
Interactive Voice Recognition (IVR) Automation was over achievement of 10%.
During 2012/2013, 99% of
One Stop Shop customers were
offered an appointment within
five working days.
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During 2012/2013 the number of Automated Services customer transactions
completed without the need to speak to a Customer Service Advisor totalled over
130,000. The new automated service launched in 2012/2013 and now includes:
o Making a Revenues and Benefits appointment at a One Stop Shop.
o Request a form for Revenues, Benefits, Elections and Education.
o Merseyside Waste Tip opening times.
The Careline Service
The Careline Service is a critical service and acts as a first point of contact for both
residents and professionals seeking advice, support or referrals for both children and
adults. It operates 24 x 7 x 365 and also delivered:
In 2012/2013 exceeded the contractual
target for percentage of calls answered
with 90%. This is 17% above the
comparison when the Careline Service
transferred into Liverpool Direct
Limited. Referrals in Careline were up
by 13% in 2012/2013 compared against
same period 2011/2012.
Careline generated a total number of 15,869 Referrals in 2012/2013, an increase of
15% compared to 13,788 Referrals in 2011/2012. Adult Referrals increased by 29%
to 8,404 Referrals in 2012/2013 compared to 6,516 Referrals in 2011/2012. Children
Referrals increased by 3% to 7,465 Referrals in 2012/2013 compared to 7,272
Referrals in 2011/2012.
A Hillsborough Family Support Helpline was launched in Careline on 12 September
2012. An agreement between the Home Office Independent Hillsborough Panel and
Liverpool City Council determined that a support network is to be made available for
families of the bereaved, survivors and those who may need emotional support on
the disclosure of information relating to the Hillsborough Disaster by the
Hillsborough Independent Panel on the 12 September 2012.
The Careline Service maintained a strong performance for Knowsley Borough Council
Out of Hours Service throughout 2012/2013. The Careline Service exceeded its target
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of calls answered by 12%. The Contract was renewed in 2012/2013 by Knowsley
Borough Council.
One Stop Shops Service
The network of eleven One Stop Shops exceeded all their targets during 2012/2013. This
face to face service acts as a front line for Liverpool residents to interact with the City
Council and also delivered:
The management of a merged Library and One Stop Shop service at three library
sites; Garston, Speke (Parklands) and Walton. The opening times of the three sites
changed to incorporate the library
customer demand which includes
Saturday opening at the Garston site.
Six Library staff transferred into
Liverpool Direct Limited and have
been trained to become Customer
Service Advisors. One Stop Shop
Customer Service Advisors have also been trained in Library Services. This has saved
Liverpool City Council over 115K per year with extended hours.
Achievement of 99% for an appointment to be offered 5 working days from the date of the request.
Over 96% of customers were seen within 15 minutes with an appointment and 97% of customers seen within 15 minutes, without an appointment.
Web Services
Web Services provides a wide variety of services focused on delivering solutions which
give the best end user experience possible, working closely with clients focusing on
simple solutions for both end customers and service areas and it delivered:
In the last twelve months Web Services have worked closely with Liverpool City Council to enhance the already industry recognised Liverpool.gov.uk website. The website has been further developed focusing on the ease of access to services for the end user. The delivered website is now being acknowledged as an example of
Benefits Service has generated over
8.6 million in addition benefits for
Liverpool residents.
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best practice for local government websites and focusing on the needs of the residents, businesses and visitors of Liverpool.
In 2012 Web Services provided services for a number of the public sector
organisations; strategic consultancy for Gloucestershire County Council during their
website redevelopment. This
included detailed user task analysis
and content training for the staff of
the County Council. Gloucestershire
launched their new website in April
2012, and have seen a 28%
reduction in calls on key service
lines due to the new tasks-focused
approach of the website. In
September 2012, Web Services
developed the digital services
strategy for North Ayrshire Council and is continuing to aid in the redevelopment of
their website and associated digital services with the aim of producing a more
customer focused website. A new website design for the Northumbria Police was
completed in January 2013. The new look gives the Police an increased ability to
communicate with residents in neighbourhoods and raise awareness of campaigns
across the force region. The Redesign is part of the continuous support that Web
Services offer Northumbria Police.
ICT Service
The ICT Service met or exceeded all its targets in 2012/2013 and there were no Major
Incidents and also delivered:
The average resolution times for all categories were significantly improved
compared to targets. For example, our Category Three Internal SLA is 20 hours. For
the year, ICT has achieved an average resolution time of three hours and 20 minutes
for this particular Service Level Agreement.
A Desktop Refresh programme commenced and is seeing all of the City Council's
4,000 aged PCs and monitors replaced with state-of-the-art ICT equipment. The new
computers are much faster, smaller and more energy efficient, with 4GB of memory.
They run on Windows 7 with Microsoft Office Suite 2010 (Word, Excel, PowerPoint
and Outlook 2010) and each one is installed with a new tool called 'Appsense', which
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gives you a 'virtual profile' so you can log on quickly to any PC on the Council's
network and access all your personal files/applications.
A total of 15,615 Access Databases were successfully deleted resulting in 570GB of
saved data space and reducing levels of risk.
As part of Continuous Service Improvement, ICT introduced two new, high powered
servers into the Solaris infrastructure. As a direct result of this work new hardware
has been introduced at no cost to the customer while saving cost in investment in
memory upgrades and in supplier installation charges as ICT Specialists planned and
implemented the change internally.
The ICT Service successfully completed the migration of 150 databases from the
previous legacy equipment to a new
Structured Query Language (SQL)
cluster environment. This extensive
piece of work ensures the platform
is fully supported and introduces
improved resiliency for customers.
The ICT Service has upgraded the
ageing e-mail system to the latest
version of Microsoft Exchange 2010. This offers enhanced capabilities in an industry
standard communication suite. This work involved the migration of the existing
email system, users and mailboxes onto a new Exchange 2010 platform. The
programme refreshed all hardware and software. The new platform is resilient
across two Data Centres and provides enhanced Business Continuity over the old
solution. Exchange 2010 also offers improved collaboration, greater security and
improved business intelligence capabilities. During the seven month
implementation from February to August over 13,000 mailboxes were migrated and
rationalised.
Human Resources and Payroll Service
The Human Resource and Payroll Service provide advice and guidance on the nature,
interpretation and application of all employment policies, procedure and related
processes. The service provides employee relations and employment law advice whilst
facilitating consultation and negotiation with recognised trade unions. The Payroll
Over 40,000 customers applying
Housing and Council Tax Benefit had
their application, as per the Benefits
Service Ten Day Promise.
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service provides transactional HR and payroll processing using powerful software from a
market leader. This enables the service to complete a payroll and pension function and
produce a range of standard report to inform follow on processes and also delivered:
The Payroll Service has consistently met the contractual performance target for
contractor errors relating to payments made outside the payroll cycle. The target
level for contractor errors is currently less than 0.5% of payments made in the year.
In 2012/2013 the Payroll Service performance was less than 0.1%. Due to the
consistently positive performance the target has been stretched to less than 0.2% in
2013/2014.
The Service has consistently produced 100% performance in its contractual
indicator for ensuring BACS payments are made on the due date. In 2012/2013 over
200,000 BACS transactions were
processed with a value of over
265 million for customers and third
party organisations.
Payroll has consistently exceeded the
target of 90% of pension requests for
estimate of benefits processed
within ten full working days. The Service has processed 100% of the 589 estimates
completed in 2012/2013 within ten working days.
Implementation of the e-recruitment system has already yielded saving since its
introduction in June 2012. Since the implementation of e-recruitment the numbers
of electronically submitted applications has increased to 98% in 2012/2013 from
91% in 2011/2012 with a reduction in paper applications from 9% in 2011/2012 to
just 2% in 2012/2013. This has reduced postage and paper usage to customers.
Learning and Development Service
The service has been re-engineered with its processes and practices realigned to ensure
that e-learning is a core service option to reduce costs to the user and introduce high
levels of risk management. It delivered:
Over 2000 staff to date within the City Council have undertaken a piece of development with the Learning and Development team and 97% of staff were satisfied with their development. In 2012/2013 the Learning and Development team
During 2012/2013 Liverpool Direct
Limited continued to financially
support the Duke of Edinburgh
Award in schools across Liverpool.
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worked closely with the City Council to provide a piece of learning; Managing Council Projects. This worked to a City Council Project Management Framework with the aim of ensuring that all projects being managed across the City could be managed to the same consistent level. The Pilot was a great success and this has just started to be rolled out across the authority. Over 60 City Council staff have completed this in the last three months. Also:
Investment was made in the Atlantic link e-learning software during 2012/2013. This
has provided the team with new
functionality to enhance the learner
experience. There have been 35
new interactive pieces of e-learning
developed which includes a New
Information Security awareness
course created to support the City
Council. There were 20 new
apprentices and trainees recruited
across the City Council. All these
new recruits came from the greater
Merseyside area and their skills are benefiting both organisations and boosting the
local economy.
Security Industry Authority Service
The Security Industry Authoritys Service received over 200,000 applications and
handled over 360,000 calls during 2012/2013.
The Security Industry Authority (SIA) Service exceeded all their stretched targets
during 2012/2013. These targets were enhanced in 2011 and formed part of a
significant reduction in the price of the Service. These include; answering 99% of all
calls offered to the Contact Centre, 100% of calls were answered within 30 seconds
against a target of over 99%. Achieving an average of 1.67 days to process an SIA
application against a target of nine days. Achieving over 99% system availability
against a target of 98%.The Security Industry Authority (SIA) Service exceeded all
their stretched targets during 2012/2013. These targets were enhanced in 2011 and
formed part of a significant reduction in the price of the Service. These include;
answering 99% of all calls offered to the Contact Centre, 100% of calls were
answered within 30 seconds against a target of over 99%. Achieving an average of
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1.67 days to process an SIA application against a target of nine days. Achieving over
99% system availability against a target of 98%.
Other 2012/2013 Key Developments
Corporate Social Responsibility
Liverpool Direct Limited is committed to continuing to conduct its business responsibly.
We recognise and embrace the responsibilities we have on the environment, to our
people, customers and the local community and we are working to make sure Corporate
Social Responsibility is an integral part of all our business operations to ensure we fulfil
our commitments. Highlights in the
last twelve months in the area of
Corporate Social Responsibility (and
targets for 2013/2014) include:
As part of its commitment to the
community, Liverpool Direct Limited
launched a successful
Apprenticeship and Traineeship Programme in 2011. Since its inception, the
programme has given opportunities to over 50 young people in a range of areas
across Liverpool Direct Limited and Liverpool City Council.
In 2012/2013 staff selected and supported two local charities; The Lily Centre and
The Newborn Appeal. Staff also continue to support and take part in fundraising
days for national charities such as; Comic Relief, Jeans for Genes and Children in
Need. In total during 2012/2013 over 17,000 was raised.
During 2012/2013, Liverpool Direct Limited continued to support the personal
development of young people within the community through the partnership with
the Duke of Edinburghs (DofE) Award. The Partnership witnessed hundreds of
pupils from schools across the city achieve the award at varying levels, enriching
their development and providing them with valuable skills and experiences. In
addition to supporting local schools in delivering the scheme, we have also funded a
number of our own employees to complete the Duke of Edinburgh Gold Award, with
five members of staff enrolling onto the Award during 2012/2013 and a further
In the last 12 months, over 2,000 employees completed a
development programme with
Learning and Development.
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seven embarking on a Leadership Programme which provides them with training and
supports them in mentoring young people through various levels of the Award.
During 2012/2013, Liverpool Direct Limited has made significant achievements in the
area of environmental management, including;
Improved recycling facilities have been provided for staff to use, such as colour
coded bins for recycling paper, card,
plastic and batteries.
Launched Cycle to Work Scheme
which enables staff to purchase a
bicycle through a salary sacrifice
scheme. Over 80 staff successfully
applied for the scheme and have
now purchased bicycles.
Expanded Save the Planet intranet
pages were provided with information and tips for staff to be more environmentally
friendly in the workplace.
Further audio conferencing facilities were provided to avoid unnecessary travelling.
Having achieved certification to ISO 14001 Environmental Management Systems
Standard in 2007 for the whole Partnership, Liverpool Direct Limited will maintain
and continue to develop its environmental management system and adhere to our
environmental policy to ensure continued compliance to the requirements of the
standard.
Quality
Quality is at the heart of everything Liverpool Direct Limited does and plays an integral
role in achieving our vision to deliver excellence and to place the customer at the heart
of everything we do. During 2012/2013 Liverpool Direct Limited successfully
maintained the quality framework in place. The framework consists of over ten national
quality standards and accreditations.
These standards provide a proven business improvement framework that can
significantly improve financial performance, profitability, productivity and increase
employee involvement and focus.
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Whilst Liverpool Direct Limiteds quality agenda is fully implemented, work will continue
to ensure compliance to the requirements of the standards/accreditations across the
organisation. Work is on-going to strengthen the internal audit process and an internal
reviewer development programme is being established to up-skill and improve the
knowledge of our internal auditors. The resulting improved internal audit process will be
supplemented by ad hoc third party audits, undertaken bi-annually across the business,
to ensure adherence and continual improvement.
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2. Looking Ahead 2013/2014
In 2010, Liverpool Direct Limited developed
a Strategic Framework based around the
European Foundation for Quality
Management (EFQM) Model. This is
successfully applied across Europe and
beyond as a rigorous structure to examine
an organisations current capability. The
framework sets out our purpose and the
processes we have put in place to deliver
service excellence. This is kept under review to ensure it continues to meet the needs of
all the stakeholders.
Strategic Priorities
To help give Liverpool Direct Limited a clearly defined sense of direction and focus, a set
of four strategic priorities are in place supported by a set of agreed aims. They help to
give shape to service delivery and to embed innovation and excellence across the
business and provide a platform for growth. They underpin the Companys core
processes.
Strategic Priority One: Customer at the Heart
To place the customer at the heart of the organisation.
Aims:
Challenging, transforming and continuously improving the way services are
delivered; and only accepting performance excellence.
Adopting new approaches to service planning and delivery, effecting real change
in ways that create opportunities now and for the future.
Bringing together knowledge, expertise, experience and customer feedback to
positively build a customer service excellence culture.
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Strategic Priority Two: Service Excellence
Delivery of sustainable service excellence.
Aims:
Using excellence as a benchmark to inspire innovation and encourage each other
and our customers to achieve beyond our ambitions.
Exploiting the opportunities of data, metadata analysis and the gift of contact to
plan and sustain organisational performance and act as a catalyst for
improvement, innovation and transformation.
Understanding our customers ambitions to shape and define strategies to
deliver customer centred and intelligence led solutions.
Strategic Priority Three: Workforce Matters
A committed, trained and developed workforce that matters.
Aims:
Ensuring people are living the values and behaviours of the business; and
engaging in meaningful consultations and communications to capture our
employees perspectives and feedback.
Enhancing and investing in learning and development, apprenticeships and
training opportunities across the Partnership to enable and encourage our
people to excel and develop their individual skills, knowledge and confidence.
Developing leaders who have the capacity, skills and vision to lead, transform
and continuously improve services and people.
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Strategic Priority Four: A Socially Responsible Partnership
Committed to our people, the local community and economy
and the environment. Aims:
Creating growth through harnessing the power and leverage of Liverpool Direct
Limited, the City Council and BT.
Developing our business with an awareness of the environment, optimising the
use of resources to eliminate waste and deliver value for money services.
Ensuring corporate and social responsibility is part of the culture of the
Partnership
Financial Targets
The following financial target for Liverpool Direct Limited have been set for 2013/2014
as:
Description Target
2013/2014 (million)
Revenue 80.0
Table 2.1: Financial Target 2013/2014.
A key priority will remain the creation of new jobs and the protection of existing jobs.
Investments will also continue to be made into areas of business activity during
2013/2014. Potential investments and will include:
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Investments
Desktop Refresh Completion
Next Generation Computing Platform
Adults System Replacement
Childrens System Replacement Completion
Corporate Wireless extension
Leisure Services System Replacement Completion
Total
Table 2.2: Planned Investments 2013/2014.
These investments will support Liverpool City Council and protect future performance
and help deliver immediate (and in year) savings for Liverpool City Council (eg. energy
costs) and reduce risks. It is the belief of Liverpool Direct Limited that further real and
significant savings can be delivered to Liverpool City Council through the hard work of
both sets of staff and managers, and councillors.
In plain terms if we continue to work more
closely and collaboratively the Partnership
can simply do more to support Liverpool City
Council. There are many opportunities.
Examples include: additional revenue and
debt collection, reduced accommodation
costs, increased productivity (i.e. home
working) and standardisation of processes
and services.
The next twelve months are a real opportunity to build on this successful Partnership
and help to continue to generate real value to the City and to create real and
sustainable job opportunities. The targets set for 2013/2014 will be kept under
constant review and reported to meetings of the Board. They will also form part of our
Annual Review.
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Enhanced Performance Targets
As part of the Refresh Agreement in 2011, we reviewed our contractual and non-
contractual service level agreements. The review recognised that a culture of
performance excellence is firmly embedded across the business. Performance targets
were regularly being met or exceeded.
A further review has now been completed for 2013/2014 which has agreed a revised set
of Service Level Agreements of 57 targets that will be applied in 2013/2014. These will
of course continue to be kept under review and refreshed as required. The enhanced
contractual performance targets are as follows:
Service Level Agreement Target
2012/2013
Target
2013/2014
Contact Centre
% of all calls received answered by IVR 5% 10%
Careline
Total calls answered 87.5% 90%
Revenues
Checks on void properties twice a year for Council Tax. 95% 97.5%
Checks on void properties twice a year for National
Non Domestic Rates 95% 97.5%
ICT
Severe Business Disruption: Business Unit 99% 99%
Major Business Disruption: Critical User or User Group External: 99% Internal: 95%
99%
Minor Business Disruption: Single User or User Group External: 99%
Internal: 95% 97%
Minor Disruption: Single User or User Group 95% 98%
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Service Level Agreement Target
2012/2013
Target
2013/2014
Advice and Guidance offered to users via
Connect2ICT 100% 100%
HRP
DBS requests completed within two working days 95% 97.5%
% of payroll errors attributable to the Service < 0.5% < 0.25%
ICT
% Customer Satisfaction with ICT 96% 97%
Business Critical Service Availability New 97%
ADM5 Requests* within five working days 99% 95%
Asset Management updated within five working days New 95%
% of calls resolved at First Time Resolution New 60%
% of invalid links on www.liverpool.gov.uk
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Planned Developments
2012/2013 witnessed a lot of performance and service improvement. Many new
developments were delivered. Plans for 2013/2014 are well underway and include:
Benefits Service
The Benefits Maximisation Service was formed in 2006 to bring together and
improve the quality of advice and support provided to Liverpool citizens. In its first
year this specialist team received 3,500 referrals for advice and helped customers
claim 2.8million in additional benefits. By developing and improving its ways of
working it has been able to support
more and more customers each
year. Last year the service received
6,000 referrals and helped
customers claim an extra 8.2million
in benefits. As the Governments
welfare reform programme takes
effect even greater levels of demand
for advice and support can be
expected. In 2013/2014 Liverpool
Direct Limited has invested in a new
ICT case management system for the Benefit Maximisation Service to streamline the
work of the team. This new system has opened up opportunities to further
modernise and extend the service. By rolling out the new casework system to
customer services staff it will be possible to provide casework information and
advice to customers more quickly and comprehensively. This will also free up
resources to provide additional benefits advice.
The Benefits Service has delivered financial assessment and benefits maximisation
advice for around 7,000 customers receiving non-residential care since 2006. During
the last year the service has also assisted with the management of closely-related
functions including assessments and advice for residential care (a further 4,000
customers) and customers receiving direct payments to manage their personal care.
This will now total over 12,300 customers. In 2013/2014 these teams will be
combined to ensure that there is a single process for benefits advice, financial
assessment and charging, including providing benefit maximisation and ensuring that
Careline operates 24 hours a day,
7 days a week, 365 days a year.
90% of all calls received were answered
during 2012/2013.
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all appropriate benefits are awarded. By bring together these teams it will be
possible to develop and implement a common approach to the way customers
access advice and services, underpinned by common ICT platforms and processes.
The service will be built around the needs of the customer and their advice and
entitlement needs rather than the historic split of functions and teams.
Although a detailed timetable for converting the benefits system to Universal Credit
is still being finalised by the Government it is anticipated that the first stage will be
go live for certain new claimants of Job Seekers Allowance in October 2013. This will
be key focus of work in
2013/2014 for the service.
Roll out to additional
groups will commence in
April 2014 and the aim is
to transfer all new and
existing claims by the end
of 2017. It is important
that services prepare plans
for how customers will be
affected by these changes.
This will include providing
assistance and advice to customers who need support making or transferring claims
under the new arrangements. As the Government provides further details of the
planned transfer of claims, the Service will develop a detailed programme of work
for aligning its information, processes and systems to the new national system,
which will gradually be implemented between 2013 and 2017.
The Benefits Service administers Housing Benefits and Council Tax Support for
around 82,000 customers at any one time. The Housing Benefit Regulations oblige
Local Authorities to provide written notices of decisions to customers claiming
Housing Benefit. These regulations also specify the detail that needs to be included
in the decision letters. Because the letters are formal legal notifications they can only
be partially amended by the Local Authority and this can result in customers having
difficulty understanding the content. Many customers have to contact the service for
an explanation of what the letters mean. The Services key software provider is
working to provide a simplified summary letter that will be meaningful and
understandable to customers. This does not replace the legal notification letter,
which is still required to be produced, but will provide a simplified version to help
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customers. The Benefits Service will be implementing this new arrangement in the
summer of 2013.
Revenues Service
The Radius Recoup ICT System (which currently houses Community Charge and
archived Council tax, along with
Radius Arms which supports Sundry
Debts) will be replaced with a new
Civica Legal system which will provide
increased functionality. The system
will enable the service to proactively
collect debts and increase collection
rates. The greater recovery functionality will enable us to develop an enhanced
single view of debt. Additional user licenses will allow for the transfer of all calls to
the contact centre which will in turn improve the customer experience. The
introduction of a Debt Prioritisation module will assist in developing a process that
uses the latest data available about customers. Collection rates will improve through
identifying and targeting debts which are collectable whilst writing off those deemed
to be uncollectable.
Northgate e-Revenues allow certain liability amendments to be automatically
uploaded into our core system. E-Serve brings all the core system electronic services
together and implementation will allow customers to view their account. There will
also the facility to allow customers to make basic updates. In 2013/2014 these
enhancements will achieve the following; increased first point of contact resolution,
improve the customer experience, reduce the number of service requests to the
back office, reduce costs, reduction in calls/ visits/ correspondence being received.
There are currently 30,923 customers signed up to receive an electronic bill. The
Office for National Statistics has recently revealed that over 21 million households
(80%) in the UK have internet access. In 2013/2014 a targeted mailshot campaign
will identify owners of more than one property and those customers who contact
the service by email. This will be supported by colleagues in customer access who
will promote the advantages of e-billing. By promoting e-billing the service will see
the following benefits of; reduction in printing and postage costs, support the green
agenda, and reduce calls/ visits.
Benefits Service administered
over 328 million in Benefits
to Liverpool residents.
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Customer Access Service
The Contact Centre, Careline and One Stop Shop and Web Services make up the
Customer Access Service. The planned developments for the Customer Access Service
include:
Enhancing the options of self-service for basic transactions through Instant Voice Recognition (IVR) Auto Attendants and the web. It is anticipated the number of basic transactions planned for automation will reduce call volumes by over 55,000 pa and in doing so widen customer choice through alternative forms of contact. Automation and self-serve is the most cost effective way of providing Customer Access therefore transferring basic transactions to automation will create efficiencies and free up advisors time to deal with more complex enquiries.
Customer Access will be working closely
with colleagues within ICT during 2013/2014 to upgrade the current Telephony
Infrastructure. This planned upgrade will provide a multi-media environment with
the capability to ensure service excellence with improved accessibility for customers
into the future. The enhanced infrastructure once in place will enable Liverpool
Direct Limited to meet the requirements of the changing customer contact channels
over the next four years and beyond.
During 2013/2014 Customer Access will be looking to enhance self-Serve options for
Careline Services for both Professionals and Service Users. By again transferring basic
enquiries to self-serve options will reduce call volumes by over 7,000 pa and help
create efficiencies for the service. The enhancements to self-serve for Careline will
also ensure service excellence is retained for both service users and professionals
and increase customer choice by providing more via automation without the need of
Customer Service Advisors intervention. Again allowing more complex queries to be
dealt with.
Customer Access will be working closely with colleagues from the Benefit Service
during early 2013/2014 to enhance the frontline service provided on behalf of the
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Benefit Maximisation Service. Teams across both One Stop Shops and Contact
Centre will be given access to view cases within IIZUKA the case management system
used by the Benefit Maximisation Service. This will enable more queries to be dealt
with at First Point of Contact Resolution which will significantly reduce the
production of unnecessary hand off enquiries and service requests. It is anticipated
the quantity of service requests generated by Customer Access teams will reduce by
50%. This will free up specialised resources within the Benefit Maximisation Service
to focus.
ICT Service
The introduction of 4000 new small form factor tiny PCs and 20 Monitors to
replace the current Liverpool City Council estate. New toolsets will allow a more
efficient utilisation and centralisation of applications, reducing desktop complexity,
and will provide a more enhanced service. The new PC solution will deliver a
minimum 60% power reduction saving money and supporting the environment with
the associated Green Energy Star award. Through centralised software
management, applications can be deployed
without a visit to the workplace or disruption
to the user. Major operating and system
software upgrades and rollouts or security
patches can be undertaken almost instantly
across the whole estate.
In 2013/2014 delivery of a new virtualised
Next Generation Compute Platform VBlock
will take place. This is scalable platform that
will replace a vast majority of the aged;
servers, storage and networking devices in
the Data Centres. Allowing it to host all the
current services on a smaller more efficient
footprint. The new VBlock system will release up to 30% more space in the Data
Centre avoiding the need for expansion. Power savings will be reduced by at least
25% saving an estimated 26,000 per annum. The server provision time from point
of request into the Platform Support Team will reduce from 14 hours to two hours
using enhanced provisioning and management tools.
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Delivery in 2013/2014 of a Self-Service Password Reset (SSPR) system across the City
Council and Liverpool Direct
Limited to reduce the current load
of 750 calls per month. SSPR
functionality allows users to
authenticate with their known
username and password and
register themselves with the
system. The system then requires
the users to register answers to a number of questions. When the user then requires
their own password to be reset, instead of calling Connect2ICT, the user can access
the Password Reset portal via the internet or the logon client on their PC or laptop.
The benefits are reduced administration effort, reduction in help desk calls and
reduced down time for users waiting for system access.
Following the agreement of a contract with security industry leading McAfee,
Liverpool Direct Limited now has access to 72 McAfee security products rather than
just four previously available (at no extra cost). ICT Security will be implementing
the three most beneficial of these security products to increase our delivery of pro-
active security to the desktop. Rather than responding reactively to security, a
hacking attempt or Zero-Day virus infection as it happens, early warning and
control will be enabled through the implementation of McAfee Risk Advisor and
Policy Auditor and a new, real-time security protection service will be delivered
through McAfees Global Threat Intelligence platform, taking advantage of threat
analysis from millions of computers around the world. All three of these products
will introduce a shift in our security capability and protection.
Human Resource and Payroll Service
The second phase of the electronic recruitment system will provide assistance to
managers linked to the payroll system. This will remove the current manual
processes. It will introduce customer branding presenting a more professional image
to users and potential new business customers. There will be a redeployment area
that will support the current redeployment process and provide at risk employees
with direct access to the vacancy system. Whilst this phase will not provide a
financial saving it will improve the overall application of the system through a more
streamlined approach.
In 2012/2013 Liverpool Direct Limited
successfully retained the
Gold Investors in People Standard
across all service areas.
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Introducing the facility to access the Human Resource and Payroll system via the
internet will provide access to
Employee and Manager Self Service
all year round and will help remove
paper payslips. This development
will allow users of smart mobile
phones to access payslip
information on the mobile phone
removing the need to produce over
100,000 paper payslips per annum
making savings of printing and postage of approximately 12,000 yearly and
reducing over 1300 unnecessary related calls per annum.
Extended Oracle system development will provide an improved service and system
access for managers, employees and external customers. The introduction of a new
starter process through manager self-service for organisations who do their own
recruitment will streamline payroll new starters and reduce emails by over 1200 per
annum. The development will enable managers to track their submissions via a
single route and reduce an estimated 400 calls per annum to Connect2HRP.
There will be a review of
employment related policies and
procedures to standardise the
documents. This will provide
managers and employees with a
consistent understanding of the
employment framework. Each
policy will follow an agreed format
and, where appropriate, a
procedure will follow. Online
learning will be developed for both managers and employees to understand of the
reasons and use of such policies. Standardising the policies will ensure that queries
and requests for information are dealt with at the first point of contact. They will be
more user friendly and will reduce the need for staff to contact HRP as the
documents will be easy to navigate through the intranet. This should reduce the
numbers of calls to Connect2HRP by approximately one third.
Learning and Development Service
Human Resource and Payroll Service
launched a new e-recruitment portal.
Over 4,000 a year of printing and
photocopying costs has been saved.
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The upgrade to the Epstein Training Centre will improve the learning environment
and reduce space. This will enable much more responsive, efficient use of
technologies which supports our investment in people development. Combined
with the conversion to more efficient means of learning to aid cost efficiencies by
reviewing learning/eLearning to ensure it is accurate and fit for purpose and cost
effective.
Establish a new Learning Management System that will improve the customer
journey; provide greater and more accurate reporting and cost analysis; enable a
platform which will house e learning in order to aid consistency or message and
minimise cost.
To support the transition from the
former social care system (ISSIS) to
a more robust and up to date social
care system (Liquid Logic)
incorporating greater financial
controls. The training planned is
aimed to minimise down time for
staff concerned with a just in time
approach so that learning can be
undertaken directly prior to the go
live date of the system. Post go
live support and floor walking is built in to aid stoppage time and maximise benefits
of the system to the user and subsequently provide a more streamlined service to
the customer.
2013/2014 will be a challenging year however plans are in place (and will be
continuously reviewed and evaluated) to ensure targets; are met, expectations
exceeded and real service improvements are made.