Conclusions and recommendations
1. The successful implementation of the Jobcentre
Plus roll-out project has important lessons for other major government
programmes, particularly those which involve service transformation.
The main project management success factors were:
- key leadership roles were taken
by people with significant front-line experience of successful
operational delivery—between them, the three senior project
team members had over 100 years experience of the Agency's operations,
starting their careers in relatively junior positions at the front-line;
- continuity in the project team was maintained—helping
the project team to learn and adapt as the roll-out developed;
- staff in local offices were engaged in shaping
service change—the management team recognised that the roll-out
was not just about refurbishing offices, but also about working
differently. They engaged staff in service delivery changes to
maintain local commitment to the programme and the improvements
being sought;
- tight financial control was applied from an early
stage—savings were made against the project's budget because
the mode of roll-out was reviewed and changed as the project proceeded,
and specific action was taken when it became apparent that the
original plans might lead to cost overruns;
- the risks created by changing processes were
actively managed—moving to an open plan office environment
required the introduction of training in customer handling, and
measures to monitor how staff and customers communicated to provide
a safe environment for staff.
2. The Agency has delivered a more cost effective
office network and a more pleasant customer and working environment,
but it is not able to demonstrate clearly whether the project
has achieved the business case objective of increasing the number
of clients finding work.
Measuring the impact on job outcomes is complex because other
initiatives and the economic climate will also have played a part.
The Agency could have set performance targets for the customer
service improvement objectives at the start of the project, based
on changes from the existing baseline, in order to assist in determining
the project's contribution to desired service improvements.
3. The improved office environment has not
increased customer satisfaction levels significantly.
Customers' views will be affected by a wide range of factors,
including the attitude of Jobcentre Plus staff, their knowledge
of benefits and jobs available, as well as the accessibility of
other communications media such as telephone contact centres.
The Agency should offer a consistent approach to customer service
across the network so that, in particular, the capacity to meet
face to face with an adviser, if preferred to conversations by
telephone, as well as the right to privacy, are maintained.
4. The move to an open plan environment in
the new office network may increase the risk that employees are
subject to abuse or harm by disgruntled customers.
The Agency's feedback mechanisms should encourage staff to raise
any concerns freely with senior staff. Senior staff should monitor
the extent and cause of incidents so the approach to staff safety
can be reviewed if necessary.
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