Newport City Council has radically transformed the way in which all of its citizens and businesses gain access to its services by the implementation of its Transforming Access to Services (TATS) agenda which encompasses a multi-channel contact centre, utilising a common and integrated technology platform. The award-winning contact centre is seamlessly integrated with back office functions and handles in excess of 500,000 contacts per annum. Sophisticated IT systems have enabled the integration of front and back office function; the production of detailed performance management information enables targeted business improvements.

Policy Context

As a local Government organisation Newport City Council is bound and affected by numerous legislative and policy requirements. The Transforming Access to Services agenda was designed to help Newport meet the access and service delivery needs of its citizens by following the eGovernment agenda and by pre-empting many of the key points raised by the Beecham Review which was published in 2006 and has been driven forward by the Welsh Assembly Government under the direction of the Making the Connections agenda. The agenda's mission is to promote improvement in the public services for Wales. The Contact Centre enables the authority to adopt the Making the Connections agenda as well as addressing the needs of the Gershon review, specifically by looking at the modernisation agenda and providing value for money savings. These themes are very similar to the European Commissions direction on e-Government and driving forward efficiencies in services.

Description of target users and groups

The key target group is the citizens and businesses of the City of Newport. Newport City Council covers an area of 190 Sq Kms ,serves a population of 137,000 and 4,000 businesses. Total Number of households: 56,535

Description of the way to implement the initiative

An innovative approach to the management of the Transforming Access to Service's initiative was adopted to enable ownership on a number of different levels, ensure on-going support, facilitate decision making and provide a platform for partnership working with a number of key stakeholders. This involved a two tier internal project management board structure which engaged Directors, Senior management, members, unions, employees and key partners such as ATOS Origin. These boards were managed on a partnership basis using standard project management methodology. The Transforming Access to Services agenda (TATS) initially envisages three key access channels to transform the way in which the Council interacts with its citizens and businesses. These are: Telephone, Face To Face and Web. Our aim at Newport is to provide the service the citizen needs at the required point of access in the most cost effective and efficient way providing value for money. In practice, this means encouraging citizens, via awareness and education, to utilise the more cost effective channel. In essence, there will be a migration from Face to Face to Telephone to Web over time as this process continues.

Technology solution

The technology used in the TATS Agenda is from leading global suppliers based on public and private partnerships and is tailored to the needs of Newport City Council. This method helps ensure that technologies are able to adapt and work in conjunction with other agencies when needed while maintaining the focus on local service provision. The use of joined IT systems allows for citizen specific services to be delivered based on the individuals needs. TATS is based on a citizen focused method of improvement and the ethos is based on the tradition of the European Union, working collaboratively for prosperity in improving services and access to those services for its citizens. The knowledge management system is the central information source and scripting tool which enables a high rate of resolution at first point of contact. This is managed on a real time basis with specific service area personnel on a pan council basis “pushing” updates through to the system to ensure currency of information.

Technology choice: Standards-based technology

Main results, benefits and impacts

Implementation of the multi-channel contact centre within Newport has transformed the way in which the Council interacts with its Citizens and businesses in terms of ease, choice and convenience, cutting across boundaries, reducing bureaucracy and focusing resources at the point of delivery. Integration of front and back office systems and processes facilitated by the Customer Relationship Management System has enabled the production of performance management information across all services transacted via the contact centre. This enables measurement of back office services, targeting of business improvement effort on an on-going basis and providing a key input into the corporate wide performance management system Community cohesion and unified public services are key drivers for change. Newport’s contact centre- with its transferable technology and innovative people management arrangements- is ideally placed to provide solutions that extend beyond geographical and organisational boundaries. Newport is actively seeking to develop partnerships with other local authorities and public sector bodies not only to share best practice but also to maximise the use of the contact centres assets and expertise. Newport is utilising the TATS agenda to directly tackle its social access and inclusion challenges, which are accelerating in line with EU enlargement and the free movement of its citizens. This is integral to the Corporate Strategy and plans adopted by Newport and its approach firmly places the city as a modern and forward looking city.

Return on investment

Return on investment: Not applicable / Not available

Track record of sharing

This has been a common theme of Newport City Council ever since the inception of the TATS initiative. During initial investigations for the Telephone Contact Centre a significant level of investigation and market research was undertaken to determine the correct approach for Newport. This involved using consultancy firms to provide direction and determining current best practice by reviewing the “best of breed” operations within the UK. Many organisations provided their time and information free of charge. As a Council we took the decision that we would repay this by sharing our experience and lessons with other organisations who were contemplating similar implementations. To date Newport City Council has held a number of open days at the City Contact Centre to “spread the word” and encourage discussions around potential partnerships. We also have an “open house” philosophy for visits by other organisations which are currently held at the City Contact Centre where state of the art facilities have been installed for presentations. In general Newport hosts around two to three visits by other organisations every month. A number of these organisations have been influenced by Newport’s experience and operation. In addition we are members of a number of user and benchmarking groups related to local government and Contact Centre operations where best practiced is shared. These have been hosted by Newport City Council on a regular basis. Key employees are also encouraged to speak at seminars and conferences to deliver our experiences to a wider audience.

Lessons learnt

Lesson 1 - Organisational Commitment. For any new and innovative initiative which involves significant capital and revenue investment, internal support across a wide range of stakeholders is critical to its success. This involved cross party political support, but also high level support from the Directors, employees and unions. Engagement of the key stakeholders at an early stage in the process via awareness building and education significantly contributed to the level of required support. Lesson 2 - Involvement of the citizen & businesses. Prior to any decision being taken regarding the TATS agenda , citizens were consulted to facilitate prioritisation of specific initiatives and buy-in in line with citizen requirements and expectations. Citizens expressed an overwhelming preference to contact the Council via the telephone and this informed the prioritisation of access initiatives. The multi-channel contact centre was the first access channel to be implemented. Lesson 3 - Procurement/Project Management. The implementation period of the multi-channel contact centre from the initial letting of the contract to go-live was 6 months. This remarkably short period was accomplished by strict adherence to project management methodology and by the procurement structure which was put in place. The contract for the implementation of the IS systems, telephony and integration with back office system and processes was let on a prime contractor basis to ATOS Origin. This ensured that the majority of un-controllable risks were passed to the contractor and ensured that the project was completed on time and to budget at the correct quality level. All of the above lessons are generic in nature and are applicable to most organisations irrespective of origin.

Scope: Local (city or municipality)