HMCTS Customer Directorate
This was a significant piece of work undertaken for Her Majesties Courts and Tribunals Service (HMCTS) Customer Directorate lasting six months with a team of consultants working on site at the Ministry of Justice Petty France in central London.
The Customer Directorate is a new team led by Sidonie Kingsmill, previously of Tesco and Procter and Gamble. Her team has a leading role in justice reform programme which is one of the three largest change programmes in the UK public sector. It encompasses rationalisation of estates, transformation of back office and radical change in how citizens access justice.
The RedQuadrant team I led developed a business model for the Customer Directorate as a team within HMCTS and put in place the foundations of a Key Performance Indicators (KPIs) for HMCTS as a whole.
The sheer size and complexity of HMCTS as an organisation was a major challenge as was the range and complexity of delivering ‘justice as a service’. Similarly the technical complexity of the required change created challenges in terms of identifying ‘what mattered most’ and being able to communicate this to technical specialists and those delivering front line services. If ever I worked on a ‘wicked problem’ this was it.
Back to top
A large part of the last year has been spent working with Citizens Online (COL) as part of the Big Lottery funded One Digital programme lottery funding has allowed us to develop the ideas behind the Case for a Systemic Approach to Digital Skills into practical tools for mapping digital exclusion and planning interventions in four Local Authority areas It has also developed my ‘beta’ test site into something much more beautiful signposting tool that is being used in three Local Authority areas.
This has been challenging and interesting work involving stakeholders ranging from DWP and Housing Associations through to community groups and third sector organisations such as CAB and Age UK. It has emphasised the potential to deliver efficiency and better services through joining up service delivery as well as the challenges. These challenges include providing access and support for service uses as well as helping service provider personnel improve their own digital skills.
In principle this could be game changing which is why the Lotery has funded it.
Digital Service Transformation Analytics
This is the third year of working with CIPFA and Red Quadrant on benchmarking and metrics and sees a new streamlined Contact Benchmarking Tool in the CIPFA Digital Transformation Analytics offering.
Understanding contact is I believe fundamental to any transformational change programme as it underpins both the business case for change and provides a way of tracking change and benefits realisation. In the case of truly transformative change it is also essential to be able to understand and track change across all main services and channels.
SE London Illegal Tobacco Network – Behaviour Change and Social Marketing
Last summer saw the completion of a social marketing campaign that combined digital and conventional media to discourage residents from buying illegal tobacco. The project also gained a commendation from the Municipal Journal awards this year in the Trading Standards and Environmental Health catagory.
While Trading Standards is not an area of expertise for me transformative change and creating effective partnerships are. Using a combination of partnership building with analytical thinking and service design it was possible to arrive at a highly effective approach and programme of work for South East London. This brought HMRC, PHE, the Police, Public Health teams and local Trading Standards teams together in an informal partnership. It was also possible to exploit a combination of online media and traditional media to deliver a pilot social marketing approach which we hope will be rolled out across London.