eGain UK Public Sector Inclusive Services Report: January 2014

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eGain commissioned research across the whole UK Public Sector to understand the state of channel migration/ digital transformation and the impact of the 'Digital by Default' policy. This report outlines the key findings from the research and offers several opportunities for UK Public Sector to further improve citizen services, better address the digitally excluded segments and underpin the digital transformation business case.

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eGain UK Public Sector Inclusive Services Report: January 2014

  1. 1. Delivering inclusive services in the public sector survey 2014 The Survey As the Digital by Default agenda continues to build momentum, organisations across the public sector are considering how best to overcome barriers to accessing services. However, as budget cuts continue, the challenge is to find the most cost effective way of meeting all service user needs. Channel shift and self-service options provide part of the solution but organisations are also considering the support provided for service users and whether current systems are aiding or inhibiting organisations in providing a single view of the user experience. Our survey aimed to provide a snapshot of how, when and where service users currently access services, and the support mechanisms that are in place to ensure services are inclusive and meet all user needs. This document contains the key findings of the report and recommendations going forward. Profile of respondents In total, 437 individuals from 328 unique organisations accessed the survey representing all parts of the public sector. • NHS: 121 • Central Government: 74 • NDPB: 59 • Local Government: 45 • Clinical Commissioning Groups: 24 • Housing Associations: 6 • Colleges of FE: 3 • Charity: 2 1
  2. 2. Delivering inclusive services in the public sector survey 2014 Central Government Clinical Commissioning Groups Housing Associations NHS 18% 36% Charity Colleges of FE Local Government NDPB 22% 1% 7% 1% 2% 13% Figure 1: Survey completes by sector What do we mean by inclusive services? Citizens for the most part are not able to choose who they consume services from, except where these are delivered outside of the Public Sector. This report focuses on the delivery of services by the Public Sector for the benefit of, and consumption by, citizens. It is helpful to contrast services that are delivered within the Private Sector and consider the expectation that consumers now routinely have for services that are delivered through digital channels. These expectations carry over to citizen’s expectations of public services. Public service providers have a duty to ensure that everyone has equal access to their services. Increasingly important with services being transformed by successive Governments, is the issue of discoverability. If citizens are not aware of service availability then they will not be able to access them. 2
  3. 3. Delivering inclusive services in the public sector survey 2014 Additional considerations for Public Sector services are those of timing and preference. The latest OfCom media preference 1mentions ‘media stackers’ – consumers that ‘conduct activities or communicate via other devices while watching TV, but with these activities not relating to the TV programme being watched.’ The Digital by Default agenda enables this type of interaction, provided that appropriate investment is given to digital channels to support the transaction processing. Above all, the public requires consistency when consuming public services. This consistency covers policy, advice, expectation and experience. There is a risk that the investments being made in digital channels assume a 100% channel-shift from traditional interaction methods, and that costs will rise and experience will suffer due to a lack of consistency across channels, or that citizens will not be allowed choice in how they consume services despite having particular needs or preferences. This leads us to define the optimum characteristics of inclusive services: ‘Inclusive services should be discoverable, available and tailored to all citizens at a convenient and appropriate time and place, as chosen by the citizen and provided by the Public Sector. Furthermore the support of those services should be consistent across different interaction channels and flexible enough to provide resilience and choice.’ 1 Ofcom Communications Market Report August 2013 3
  4. 4. Delivering inclusive services in the public sector survey 2014 Summary of Key Findings 1. Organisations see channel shift as important but the majority are still not taking a strategic approach Despite the benefits associated with channel shift, 64% of organisations surveyed do not have a strategy in place. However 56% of organisations who already have a strategy plan to review it within the next 12 months. This clearly shows that those who are taking an organisation-wide approach to channel shift are recognising the speed at which change is required to meet the challenges of the current climate. No plans to review 12-18 months Less than six months Post 18 months 20% Six to twelve months Don’t know 3% 24% 4% 17% 32% Count: 123 Figure 2: When do you plan to review your channel shift strategy? 4
  5. 5. Delivering inclusive services in the public sector survey 2014 2. The main drivers for channel shift are cost reductions and efficiency improvements. However, less than 2 out of 5 of those surveyed have assessed the business case to provide multichannel support in the last twelve months. It is clear that organisations are starting to recognise the benefits of channel shift but there is still a disparity between this and those organisations who have considered providing multiple channels of support in the last twelve months. There is a real risk to the business benefits of channel shift being delivered, if the transformation of services is not underpinned by readily accessible support, at the time and method as chosen by the citizen. Yes No Don’t know 34% 38% 29% Count: 307 Figure 3: In the last twelve months, has your organisation assessed the business case to provide multichannel support? 5
  6. 6. Delivering inclusive services in the public sector survey 2014 3. Recognising the diversity of service users is considered a priority by half of those surveyed but more needs to be done Of those who provide multi/omni channel support, 53% say this platform is accessible to all users, including those who require digital support. This is encouraging although given that organisations have a legal obligation under EC law to deliver accessible websites, we would expect this figure to be much higher. The lack of an assisted digital policy (only 23% of surveyed organisations have one in place) is also a concern given the importance of assisted digital practices in the delivery of all new services online by 2015. To be inclusive, organisations need to put into place the tools with which to include all service users. Individual channels for different services Don’t know Multi/omni channel support service 21% 43% 36% Count: 307 Figure 4: How do you currently support customers? 6
  7. 7. Delivering inclusive services in the public sector survey 2014 4. Current solutions are not providing organisations with a complete view of the user experience, making it difficult to recognise and address barriers Capabilities of current solutions Track a journey start to finish Complete view of customer interaction Recognise and offer alternative channel Pre-empt potential user problems Customer satisfaction surveys Track incomplete journeys None of the above Don’t know 0 25 50 75 100 Count: 176 Figure 5: Does your current solution allow you to do the following? Of the same list, it is interesting to note that just over half did not know if any of the above services were available via mobile applications, 75% via SMS and 34% via mobile web browsers. This does show the lack of awareness organisation-wide of possible channels available and without staff buy in, it is difficult to deliver services tailored to specific needs. However in terms of mobile, nearly a fifth were able to measure customer satisfaction via surveys which shows that organisations are recognising the importance of listening to customer feedback. Of public sector organisations that have conducted research to identify user digital capabilities, the majority (69%) think that most users are online but still require assistance. 7
  8. 8. Delivering inclusive services in the public sector survey 2014 5. What is the impact of poor service adoption? Cost Reputational risk Service adoption rate Move back to original channel Improving new channel beyond project expectations 19% 29% 5% 21% 26% Figure 6: What risks have been identified? The potential impact of low service take-up has only been considered or quantified to a meaningful degree by 16% of organisations surveyed. This is a major risk as potentially, new ways of delivering services could be alienating or excluding individuals who could previously easily access as and when required. Worryingly, over two thirds are reliant on non-digital channels if take-up is low: paper forms, phone support and face-to-face all score quite highly. Whilst non-digital channels have a role to play, it is notable that such a huge percentage of organisations are not looking at the potential digital solutions available to them. 8
  9. 9. Delivering inclusive services in the public sector survey 2014 Barriers to creating or supporting new and improved digital channels Cost Risk of data Resource - systems Lack of consistency Resource - staff Lack of user experience view Lack of customer adoption Cost - digital inclusion and assisted Poor familarity with technology use Other 0 25 50 75 100 Count: 111 Figure 8: Going forward, which of the following would you consider to be the biggest barriers in your organisation to creating or supporting new and improved digital channels? 9
  10. 10. Delivering inclusive services in the public sector survey 2014 Citizen engagement model When Public Sector bodies have enabled citizens to find and use services via digital means, eGain attributes these organisations with having achieved Digital Citizen Engagement. eGain takes a consultative approach to enable its clients to measure their current state of Digital Citizen Engagement maturity; techniques include root cause analysis, service design, customer journey mapping, knowledge base authoring and cost benefit analysis techniques all orientated to increase a wider realisation of the Digital by Default Service Standard. These techniques underpin the creation of dynamic digital services which include personalised supporting information designed to enable the successful resolution of queries using digital channels. Digital Citizen Engagement Characteristics Benefits • Updated channel shift strategy in place • Assisted digital services available • Robust analytics underpin service enhancement • Personalised service provision Optimised Defined Initial • An evolved digital strategy is in place • Partial development of assisted digital capability • Limited capability to track citizen journeys • • • • • • Lack of a defined digital strategy Limited digital services provision Static online content High level of non-digital & F2F demand Limited visibility of digital service efficacy Citizens inconvenienced Citizen Engagement Maturity Model copyright eGain 2014 10
  11. 11. Delivering inclusive services in the public sector survey 2014 Conclusion Mark Fenna, Head of Public Sector, eGain The survey results make interesting and varied reading and describe a Public Sector landscape undergoing a number of digital transformation projects as expected with the clear Digital by Default agenda. There is, however, a major risk that the broad range of citizen needs and preferences have not been adequately considered and that this could challenge the channel shift business cases by: • • Undermining public confidence in service delivery due to inconsistency of experience between channels Certain segments (such as those requiring Assisted Digital) driving a significant proportion of service cost There are, however, a number of opportunities that organisations should consider before services start transitioning: Make it easier for people to engage how and when they want: Extend access time to assistance, service user satisfaction, and reduce unnecessary customer contact/ improve targeted contact by improving service outside of core business hours via Chat Bot and Web Self-Service Embed context-sensitive help which changes according to realtime analytics to improve service adoption, customer satisfaction and reduce unnecessary customer contact Give citizens choice and receive a complete view of interactions: Being able to view a complete interaction history from customers across the full range of channels provides an opportunity to improve organisational efficiency and reduce the ‘friction’ from a citizen perspective Providing a knowledge base of policies and guidance online via web self-service would empower citizens, improve service and reduce unnecessary contact 11
  12. 12. Delivering inclusive services in the public sector survey 2014 Help the ‘media stackers’ and workers: Provide webchat as a channel to improve customer choice (allowing them to access services at work), and improve contact centre efficiency (typically agents can handle 3-5 web chats vs 1 phone call in realtime) Keep citizens informed by providing proactive and reactive status update information to reduce unnecessary citizen contact and improve customer satisfaction And finally… Above all, make sure that services that are delivered are supported by inclusive support channels, and that these are available to all, not just to those that are deemed as requiring ‘additional support’. Inclusive services should be discoverable, available and tailored to all citizens at a convenient and appropriate time and place as chosen by the citizen and provided by the Public Sector. Furthermore the support of those services should be consistent across different interaction channels and flexible enough to provide resilience and choice. Public Sector Digital transformation is a journey that will evolve over time and be responsive to changes in policy, citizen feedback and technology advancements. A responsive citizen-centric support and engagement model is critical to delivery. Useful links Government’s  Digital  by  Default  Strategy Assisted  Digital  Policy Digital  by  Default  service  standard 12
  13. 13. Delivering inclusive services in the public sector survey 2014 About eGain eGain is the leading provider of knowledge powered customer engagement applications. Our integrated solutions for social, mobile, web and contact centres help our clients deliver connected customer journeys in a multichannel world.  We also help organisations to significantly reduce operating costs, increase customer retention, convert untapped sales opportunities, and improve e-mail, chat, mobile, social, and contact centre customer experiences. In addition, eGain designs and delivers Knowledge Management solutions, which are critical for a multichannel strategy and enable Public Sector organisations to improve the delivery of services and decrease cost, risk and fraud by delivering smart, connected customer journeys across all channels. Visit: www.egain.com About iGov Survey We are an independent team of public sector experts who are responsible for the delivery of public sector related surveys. Our dedicated editorial team work with our clients to collate information about UK public services and the ever-changing environment in which it exists in 2013. iGov surveys are targeted at senior level professionals and decision-makers and provide a current insight into how this group think. We also aim to provide our partners with intelligence to support future communications. Visit: www.igovsurvey.com Acknowledgements The survey team at iGov Survey would like to take this opportunity to thank all of those who were kind enough to take part - and especially to those who found the time to offer additional insight through their extra comments. We would also like to thank our partner, eGain, for their assistance in compiling the survey questions, scrutinising the responses and analysing the results. Delivering inclusive services survey 2013 © copyright Unless explicitly stated otherwise, all rights including those in copyright in the content of this publication are owned by or controlled for these purposes by iGov Survey Except as otherwise expressly permitted under copyright law or iGov Survey’s Terms of Use, the content of this publication are owned by or controlled may not be copied, reproduced, republished, downloaded, posted, broadcast or transmitted in any way without first obtaining iGov Survey’s written permission or that of the copyright owner. To contact the iGov Survey team: Email: dcross@ingenium-ids.org Tel: 0161 482 7890 Address: FAO David Cross, Ingenium IDS Ltd, Mansion House, Wellington Road South, Stockport, Cheshire, SK1 3UA 13
  14. 14. Delivering inclusive services survey 2014 Quest ion: What would best describe your role wit hin your organisat ion? Answer Count Percent Chief 13 3% Director 73 17 % Head 110 25 % Manager 195 44 % Other 49 11 % Quest ion: What are your primary job responsibilit ies wit hin your organisat ion? Please t ick all t hat apply. Answer Count Percent 8 1% 34 4% IT 120 15 % Communications and Marketing 144 18 % Corporate services 78 10 % HR 29 4% T ransformation 75 9% Policy 60 7% Strategy 85 10 % Procurement/purchasing 37 5% Operations 79 10 % Other 70 9% Count Percent 1-50 25 6% 50 -249 77 18 % 250 – 499 70 16 % 500 – 2499 88 20 % 144 33 % 36 8% CEO Finance Quest ion: How many people work in your organisat ion? Answer 2500 – 10000 10000+
  15. 15. Quest ion: Does your organisat ion have a channel shif t st rat egy? Answer Count Percent Yes 142 35 % No 110 27 % Don't know 150 37 % Grid: If you said Yes, please rank t he f ollowing drivers of channel shif t in order of signif icance f rom 14 ( wit h 1 = Most signif icant driver and 4 = Least signif icant driver) Quest ion: Cost reduct ion Answer Count Percent 1 57 45 % 2 28 22 % 3 20 16 % 4 21 17 % Count Percent 1 42 33 % 2 53 42 % 3 18 14 % 4 13 10 % Count Percent 1 16 13 % 2 38 30 % 3 51 40 % 4 21 17 % Count Percent 1 27 21 % 2 30 24 % 3 31 25 % 4 38 30 % Quest ion: Ef f iciency Answer Quest ion: Ef f icacy Answer Quest ion: Improving service adopt ion f or specif ic service user groups Answer
  16. 16. Quest ion: When do you plan t o review your channel shif t st rat egy? Answer Count Percent 4 3% Less than six months 29 24 % Six to twelve months 39 32 % T welve to eighteen months 21 17 % 5 4% 25 20 % No plans to review Post eighteen months Don't know Quest ion: In t he last t welve mont hs, has your organisat ion assessed t he business case t o provide mult ichannel support ? Answer Count Percent Yes 103 34 % No 88 29 % Don't know 116 38 % Count Percent Individual channels of support for different services 132 43 % Multi/Omni channel support service 111 36 % Don’t know 64 21 % Quest ion: How do you current ly support cust omers? Answer Quest ion: If you answered mult i/omni channel support service, is t his plat f orm accessible t o all users, including t hose who require digit al support ? Answer Count Percent Yes 55 53 % No 23 22 % Don’t know 26 25 % Quest ion: Does your current solut ion allow you t o do t he f ollowing? Please t ick all t hat apply. Answer Count Percent T rack a service user’s journey from start to finish 71 18 % Get a complete view of customer interactions via the full range of channels 41 10 % Recognise and offer alternative channels to those who require it 55 14 % Pre-empt potential problems that users may experience during the process 25 6% Measure customer satisfaction via surveys 96 24 % T rack incomplete customer journeys 48 12 % None of the above 26 7% Don’t know 31 8%
  17. 17. Grid: Of t he same list , please t ell us which services are available via mobile applicat ions, SMS and mobile web browsers? Quest ion: Mobile applicat ions Answer Count Percent 14 10 % 6 4% 10 7% 7 5% 25 17 % 9 6% 74 51 % Count Percent T rack a service user’s journey from start to finish 3 3% Get a complete view of customer interactions via the full range of channels 4 4% Recognise and offer alternative channels to those who require it 5 5% Pre-empt potential problems that users may experience during the process 4 4% Measure customer satisfaction via surveys 8 8% T rack incomplete customer journeys 2 2% 78 75 % Count Percent T rack a service user’s journey from start to finish 21 10 % Get a complete view of customer interactions via the full range of channels 15 7% Recognise and offer alternative channels to those who require it 23 11 % Pre-empt potential problems that users may experience during the process 19 9% Measure customer satisfaction via surveys 43 20 % T rack incomplete customer journeys 19 9% Don’t Know 71 34 % T rack a service user’s journey from start to finish Get a complete view of customer interactions via the full range of channels Recognise and offer alternative channels to those who require it Pre-empt potential problems that users may experience during the process Measure customer satisfaction via surveys T rack incomplete customer journeys Don’t Know Quest ion: SMS Answer Don’t Know Quest ion: Mobile web browsers Answer Quest ion: What would you say is t he great est challenge prevent ing users f rom accessing your services via mult iple channels? Answer Count Percent Ease of use 16 9% Customer adoption 33 18 % Website design and navigation 28 15 % Fragmentation of services 53 29 % Lack of intuitive response 6 3% 45 25 % Other
  18. 18. Grid: Which of t he f ollowing self -service f acilit ies are current ly of f ered, plan t o be of f ered or not of f ered by your current plat f orm? Quest ion: Abilit y t o provide cust omer f eedback Answer Count Percent Currently offered 89 64 % Plan to be offered 27 19 % Not offered 24 17 % Count Percent Currently offered 94 67 % Plan to be offered 29 21 % Not offered 17 12 % Count Percent Currently offered 69 49 % Plan to be offered 36 26 % Not offered 35 25 % Count Percent 103 74 % Plan to be offered 13 9% Not offered 24 17 % Quest ion: Abilit y t o complet e online applicat ions/ t ransact ions Answer Quest ion: Abilit y t o access support services Answer Quest ion: Abilit y t o report a problem Answer Currently offered Quest ion: In which of t he f ollowing ways are self -service f acilit ies of f ered? Please t ick all t hat apply. Answer Count Percent 88 30 % 9 3% Help offered based on customer behaviour/ intent 29 10 % Context-sensitive help offered via website or mobile applications 26 9% Ability to join a community of interest/ forum and ask for support from the community 29 10 % Ability to create queries through social media (such as Facebook or T witter) 70 23 % Facility to ask the organisation to call you back ‘click to call’ 20 7% Other 14 5% Don't know 13 4% Access to a knowledge base containing policies via web self-service Interaction via Chat or Co-browsing (chat bot, chat, push pages to customers)
  19. 19. Quest ion: Is t here a t racking syst em in place t o allow your service users t o monit or t he progress of t heir query or request ? Answer Count Percent Yes - proactive (through push notifications of status change) 14 10 % Yes – reactive (users check progress) 33 24 % No 68 49 % Don't know 24 17 % Quest ion: Which of t he f ollowing approaches does your organisat ion t ake when det ermining how services are delivered? Answer Count Percent We mandate the channels that are available to our customers for specific services 55 40 % We offer all channels for our customers and allow them to make a choice 32 23 % We let our service users determine the choice of channel 40 29 % Other 12 9% Count Percent 26 18 % 7 5% No 77 52 % Don’t know 37 25 % Quest ion: Does your organisat ion have an Assist ed Digit al Policy? Answer Yes – part of Digital by Default strategy Yes – standalone policy Quest ion: In t he last t welve mont hs, have you conduct ed cust omer research t o ident if y user digit al capabilit ies? Answer Count Percent Yes 26 19 % No 70 52 % Don’t know 39 29 % Count Percent Less than 10% 3 12 % 11-24% 4 15 % 25-49% 4 15 % 50 - 74% 8 31 % More than 75% 6 23 % None at all 1 4% Grid: If you said Yes, please t ell us what percent age of your service users are: Quest ion: Fully online Answer
  20. 20. Quest ion: Online but require assist ance Answer Count Percent Less than 10% 8 31 % 11-24% 11 42 % 25-49% 3 12 % 50 - 74% 1 4% More than 75% 2 8% None at all 1 4% Count Percent Less than 10% 8 31 % 11-24% 6 23 % 25-49% 7 27 % 50 - 74% 2 8% More than 75% 2 8% None at all 1 4% Quest ion: Not online and require alt ernat ive channel Answer Grid: Which of t he f ollowing services do you provide, have plans t o provide or have no plans t o provide t o service users who require digit al assist ance? Please select all t hat apply. Quest ion: Providing access t o non-digit al channels such as click and print access t o paper f orms Answer Count Percent Currently provide 72 63 % No plans to provide 36 32 % 6 5% Count Percent Currently provide 66 58 % No plans to provide 35 31 % Plan to provide 13 11 % Plan to provide Quest ion: Providing phone support t o t hose requiring assist ance online Answer Quest ion: Providing f ace t o f ace help and support , including access t o int ernet f acilit ies Answer Count Percent Currently provide 68 60 % No plans to provide 38 33 % 8 7% Plan to provide
  21. 21. Quest ion: Signpost ing t o int ernet t raining f or t hose wit hout digit al skills Answer Count Percent Currently provide 46 40 % No plans to provide 52 46 % Plan to provide 16 14 % Count Percent 8 7% No plans to provide 85 75 % Plan to provide 21 18 % Count Percent Currently provide 15 13 % No plans to provide 63 55 % Plan to provide 36 32 % Count Percent 8 7% No plans to provide 88 77 % Plan to provide 18 16 % Quest ion: Video Chat Answer Currently provide Quest ion: Web Chat Answer Quest ion: Co-Browsing Answer Currently provide Grid: Which of t he f ollowing does your organisat ion current ly use, plan t o use or have no plans t o use t o enhance how you deliver services? Please t ick all t hat apply. Quest ion: Web self -service Answer Count Percent Currently use 75 69 % Plan to use 18 17 % No plans to use 16 15 % Count Percent Currently use 11 10 % Plan to use 35 33 % No plans to use 59 56 % Quest ion: Live web chat Answer
  22. 22. Quest ion: Mobile - SMS Answer Count Percent Currently use 43 40 % Plan to use 38 36 % No plans to use 26 24 % Count Percent Currently use 75 68 % Plan to use 27 25 % 8 7% Count Percent Currently use 50 45 % Plan to use 31 28 % No plans to use 30 27 % Count Percent 78 72 % 6 6% 24 22 % Count Percent 104 94 % Plan to use 4 4% No plans to use 3 3% Count Percent Currently use 38 36 % Plan to use 19 18 % No plans to use 50 47 % Quest ion: Social media Answer No plans to use Quest ion: Out bound messaging – SMS Answer Quest ion: Recorded phone message Answer Currently use Plan to use No plans to use Quest ion: Email Answer Currently use Quest ion: Int eract ive Voice Response Answer
  23. 23. Quest ion: Ot her Answer Count Percent Currently use 3 14 % Plan to use 2 10 % 16 76 % Count Percent Currently use 1 6% Plan to use 1 6% No plans to use 15 88 % No plans to use Quest ion: Don't know Answer Quest ion: Has you organisat ion quant if ied t he risk of pot ent ial service users choosing not t o use t he new channel? Answer Count Percent Yes 18 16 % No 55 48 % Don’t know 41 36 % Quest ion: If you said Yes, which of t he f ollowing has been considered? Please t ick all t hat apply. Answer Count Percent Cost 17 29 % Reputational risk (if take-up is below expectation) 15 26 % Service adoption rate (over an agreed period of time) 12 21 % Move back to original channel 3 5% Improving new channel 11 19 % Other 0 0% Don’t know 0 0%
  24. 24. Quest ion: Going f orward, which of t he f ollowing would you consider t o be t he biggest barriers in your organisat ion t o creat ing or support ing new and improved digit al channels? Please t ick all t hat apply. Answer Count Percent Cost 83 20 % Risk of data loss 28 7% Resource required to keep system up to date 60 15 % Resource required to train up all staff on its use 46 11 % Poor familiarity with use of technology 27 7% Lack of consistency in service development 41 10 % Lack of a complete view of the user experience 42 10 % Lack of customer adoption 34 8% Cost of managing digital inclusion and assisted digital 42 10 % 9 2% Other Organisat ions 2 g e th e r NHS Fo u n d a ti o n Tr u s t Ab e r d e e n s h i r e Co u n ci l Ai r e d a l e NHS Fo u n d a ti o n Tr u s t Ar ch i te ctu r e a n d De s i g n S co tl a n d Au d i t Co m m i s s i o n B i o te ch n o l o g y a n d B i o l o g i ca l S ci e n ce s Re s e a r ch Co u n ci l B i r m i n g h a m Ci ty Co u n ci l B o u r n e m o u th B o r o u g h Co u n ci l B r e n t Co u n ci l B r i ti s h P i g m e a t Exe cu ti ve B u cki n g h a m s h i r e Co u n ty Co u n ci l Ca b i n e t O ffi ce Ca i r n Ho u s i n g As s o ci a ti o n Ca m b r i d g e s h i r e a n d P e te r b o r o u g h NHS Fo u n d a ti o n Tr u s t Ca m b r i d g e s h i r e Co m m u n i ty S e r vi ce s NHS Tr u s t Ca r d i ff Co u n ci l Ca r tr e fi Cym u n e d o l G wyn e d d CCWa te r Ce n tr a l B e d fo r d s h i r e Co u n ci l Ce n tr a l Mi d l a n d s CS U Ch a r n wo o d B o r o u g h Co u n ci l Ch i l te r n Di s tr i ct Co u n ci l Ci ty a n d Co u n ty o f S wa n s e a Ci ty o f Lo n d o n Co r p o r a ti o n Cl a ckm a n n a n s h i r e Co u n ci l Co o ks to wn Di s tr i ct Co u n ci l Co r n wa l l Co u n ci l Co ts wo l d Di s tr i ct Co u n ci l Co u n ci l o f th e Is l e s o f S ci l l y Co ve n tr y a n d Wa r wi cks h i r e NHS P a r tn e r s h i p Tr u s t CS H S u r r e y Da i r yCo De p a r tm e n t fo r B u s i n e s s , In n o va ti o n a n d S ki l l s De p a r tm e n t fo r Ed u ca ti o n De p a r tm e n t fo r Tr a n s p o r t De p a r tm e n t o f En e r g y a n d Cl i m a te Ch a n g e De r b ys h i r e Co m m u n i ty He a l th S e r vi ce s NHS Tr u s t De r b ys h i r e He a l th ca r e NHS Fo u n d a ti o n Tr u s t Di s cl o s u r e S co tl a n d Do ve r Di s tr i ct Co u n ci l Du m fr i e s a n d G a l l o wa y Co u n ci l Du r h a m Co u n ty Co u n ci l Ea s t Ch e s h i r e NHS Tr u s t Ea s t Du n b a r to n s h i r e Co u n ci l Ea s t La n ca s h i r e Ho s p i ta l s NHS Tr u s t Ea s t Mi d l a n d s Lo ca l Ed u ca ti o n a n d Tr a i n i n g B o a r d Ed u ca ti o n S co tl a n d En fi e l d Co u n ci l En g l i s h He r i ta g e Fa l ki r k Co u n ci l Fi r s t Ar k G r o u p Fo o d S ta n d a r d s Ag e n cy G l o u ce s te r s h i r e Ho s p i ta l s NHS Fo u n d a ti o n Tr u s t G r e a te r Ma n ch e s te r We s t Me n ta l He a l th NHS Fo u n d a ti o n Tr u s t Ha r r o g a te B o r o u g h Co u n ci l Ha va n t B o r o u g h Co u n ci l He a th e r wo o d a n d We xh a m P a r k Ho s p i ta l s NHS Fo u n d a ti o n Tr u s t He r tfo r d s h i r e P a r tn e r s h i p NHS Fo u n d a ti o n Tr u s t 5 B o r o u g h s P a r tn e r s h i p NHS Fo u n d a ti o n Tr u s t Ag r i cu l tu r e a n d Ho r ti cu l tu r e De ve l o p m e n t B o a r d An i m a l He a l th a n d Ve te r i n a r y La b o r a to r i e s Ag e n cy As h fo r d B o r o u g h Co u n ci l Avo n a n d S o m e r s e t P r o b a ti o n Tr u s t B i r m i n g h a m Ch i l d r e n ' s Ho s p i ta l NHS Fo u n d a ti o n Tr u s t Borough of Poole B r e ckl a n d Di s tr i ct Co u n ci l B r i ti s h B r o a d ca s ti n g Co r p o r a ti o n B r o xto we B o r o u g h Co u n ci l B u cki n g h a m s h i r e He a l th ca r e NHS Tr u s t Ca b i n e t O ffi ce Effi ci e n cy a n d Re fo r m G r o u p Ca i r n g o r m s Na ti o n a l P a r k Au th o r i ty Ca m b r i d g e s h i r e a n d P e te r b o r o u g h P r o b a ti o n Tr u s t Ca m b r i d g e s h i r e Co u n ty Co u n ci l Ca r e P l u s G r o u p Ca s tl e P o i n t B o r o u g h Co u n ci l Ce n tr a l a n d No r th We s t Lo n d o n NHS Fo u n d a ti o n Tr u s t Ce n tr a l Co l l e g e No tti n g h a m Ce n tr o CHFT CITB - Co n s tr u cti o n S ki l l s Ci ty He a l th Ca r e P a r tn e r s h i p CIC Ci ty o f Y o r k Co u n ci l Co n wy Co u n ty B o r o u g h Co u n ci l Co p e l a n d B o r o u g h Co u n ci l Co r n wa l l P a r tn e r s h i p NHS Fo u n d a ti o n Tr u s t Co u n ci l fo r Ca th o l i c Ma i n ta i n e d S ch o o l s Co u n ty Du r h a m a n d Da r l i n g to n NHS Fo u n d a ti o n Tr u s t Cr e a ti ve a n d Cu l tu r a l S ki l l s Co u n ci l Cu l h a m Ce n tr e fo r Fu s i o n En e r g y De n b i g h s h i r e Co u n ty Co u n ci l De p a r tm e n t fo r Co m m u n i ti e s a n d Lo ca l G o ve r n m e n t De p a r tm e n t fo r En vi r o n m e n t Fo o d a n d Ru r a l Affa i r s De p a r tm e n t fo r Wo r k a n d P e n s i o n s De p a r tm e n t o f He a l th De r b ys h i r e Co u n ty Co u n ci l De vo n Co u n ty Co u n ci l Do r s e t Co u n ty Ho s p i ta l NHS Fo u n d a ti o n Tr u s t Du d l e y Me tr o p o l i ta n B o r o u g h Co u n ci l Du n d e e Ci ty Co u n ci l DWP , CMG Ea s t Co a s t Co m m u n i ty He a l th ca r e CIC Ea s t Ke n t Ho s p i ta l s Un i ve r s i ty NHS Fo u n d a ti o n Tr u s t Ea s t Lo th i a n Di s tr i ct Co u n ci l Ea s t o f En g l a n d Am b u l a n ce S e r vi ce NHS Tr u s t EHRC En g i n e e r i n g a n d P h ys i ca l S ci e n ce s Re s e a r ch Co u n ci l Eth i ca l Tr a d i n g In i ti a ti ve Fi fe Co u n ci l Fl i n ts h i r e Co u n ty Co u n ci l G a te s h e a d Co u n ci l G r e a t Y a r m o u th B o r o u g h Co u n ci l Ha l to n B o r o u g h Co u n ci l Ha r r o w Co u n ci l He a l th Tr u s t Eu r o p e He r tfo r d s h i r e Co u n ty Co u n ci l Hi g h wa ys Ag e n cy
  25. 25. Hi n ch i n g b r o o ke He a l th Ca r e NHS Tr u s t Ho m e -G r o wn Ce r e a l s Au th o r i ty In fo r m a ti o n S e r vi ce s Di vi s i o n S co tl a n d J o i n t Na tu r e Co n s e r va ti o n Co m m i tte e Ke n t Co m m u n i ty He a l th NHS Tr u s t Ki n g s Co l l e g e Ho s p i ta l NHS Fo u n d a ti o n Tr u s t La n ca s h i r e Te a ch i n g Ho s p i ta l s NHS Fo u n d a ti o n Tr u s t Le e d s Ci ty Co u n ci l Le i ce s te r Ci ty Co u n ci l Li ve r p o o l Ci ty Co u n ci l Lo n d o n B o r o u g h o f B a r ki n g a n d Da g e n h a m Lo n d o n B o r o u g h o f B e xl e y Lo n d o n B o r o u g h o f Ha ve r i n g Ma n ch e s te r Me n ta l He a l th a n d S o ci a l Ca r e Tr u s t Ma r i n e Ma n a g e m e n t O r g a n i s a ti o n Me r l i n Ho u s i n g S o ci e ty Me t O ffi ce Mi n i s tr y o f J u s ti ce Na ti o n a l Au d i t O ffi ce Na ti o n a l En d o wm e n t fo r S ci e n ce Te ch n o l o g y a n d th e Ar ts Na ti o n a l Mu s e u m s Li ve r p o o l Na ti o n a l S a vi n g s a n d In ve s tm e n t Ne wto wn a b b e y B o r o u g h Co u n ci l NHS An g l i a CS U NHS B u s i n e s s S e r vi ce s Au th o r i ty NHS Ch i l te r n CCG NHS Di r e ct NHS En g l a n d NHS G r e a te r Ea s t Mi d l a n d s CS U NHS Ha s ti n g s a n d Ro th e r CCG NHS He a l th S co tl a n d NHS In n o va ti o n s No r th NHS Is l i n g to n CCG NHS Ke r n o w CCG NHS Ne n e CCG NHS No r th No r fo l k CCG NHS No r th S o m e r s e t CCG NHS No r th e r n , Ea s te r n , We s te r n De vo n CCG NHS S o m e r s e t CCG NHS S o u th Tyn e s i d e CCG NHS S o u th p o r t a n d Fo r m b y CCG NHS S to ckp o r t CCG NHS Ta ys i d e NHS Wa ke fi e l d CCG NHS We s t a n d S o u th Y o r ks h i r e a n d B a s s e tl a w CS U No r th Cu m b r i a Un i ve r s i ty Ho s p i ta l s NHS Tr u s t No r th Do wn Di s tr i ct Co u n ci l No r th Ea s t Li n co l n s h i r e CCG No r th Li n co l n s h i r e Co u n ci l No r th We s t Am b u l a n ce S e r vi ce NHS Tr u s t No tti n g h a m s h i r e He a l th ca r e NHS Tr u s t O fco m O ffi ce o f th e Q u a l i fi ca ti o n s a n d Exa m i n a ti o n s Re g u l a to r O r kn e y Is l a n d s Co u n ci l O xl e a s NHS Fo u n d a ti o n Tr u s t P e te r b o r o u g h Ci ty Co u n ci l P r i s o n s a n d P r o b a ti o n O m b u d s m a n fo r En g l a n d a n d Wa l e s Ro th e r Di s tr i ct Co u n ci l Ro ya l B o r o u g h o f Wi n d s o r a n d Ma i d e n h e a d Ro ya l B r o m p to n a n d Ha r e fi e l d NHS Fo u n d a ti o n Tr u s t S a l fo r d Ro ya l NHS Fo u n d a ti o n Tr u s t S ca r b o r o u g h B o r o u g h Co u n ci l S co tti s h In fo r m a ti o n Co m m i s s i o n e r S e cu r i ty In d u s tr y Au th o r i ty S h r o p s h i r e Co u n ci l S n o wd o n i a Na ti o n a l P a r k S o u th Ayr s h i r e Co u n ci l S o u th De r b ys h i r e Di s tr i ct Co u n ci l S o u th La ke l a n d Di s tr i ct Co u n ci l S o u th No r fo l k Co u n ci l S o u th e n d Un i ve r s i ty Ho s p i ta l NHS Fo u n d a ti o n Tr u s t S o u th wa r k Co u n ci l S ta ffo r d s h i r e a n d We s t Mi d l a n d s P r o b a ti o n Tr u s t S to ckp o r t NHS Fo u n d a ti o n Tr u s t S tu d e n t Awa r d s Ag e n cy Fo r S co tl a n d S u n d e r l a n d Ci ty Co u n ci l S u r r e y a n d S u s s e x He a l th ca r e NHS Tr u s t Ta n d r i d g e Di s tr i ct Co u n ci l Te n d r i n g Di s tr i ct Co u n ci l Te wke s b u r y B o r o u g h Co u n ci l Th e B r i ti s h Li b r a r y Th e Co n s u m e r Co u n ci l fo r Wa te r Th e Ip s wi ch Ho s p i ta l NHS Tr u s t Th e P e n s i o n s Re g u l a to r Th e Ro ya l B o r o u g h o f Ke n s i n g to n a n d Ch e l s e a Th e S co tti s h G o ve r n m e n t Th e Wa l l a ce Co l l e cti o n Tr i n i ty Ho u s e UK B o r d e r Ag e n cy Ul s te r S u p p o r te d Em p l o ym e n t Ltd Un i ve r s i ty Ho s p i ta l o f S o u th Ma n ch e s te r NHS Fo u n d a ti o n Tr u s t Un i ve r s i ty Ho s p i ta l s Co ve n tr y a n d Wa r wi cks h i r e NHS Tr u s t Un i ve r s i ty Ho s p i ta l s o f Mo r e ca m b e B a y NHS Fo u n d a ti o n Tr u s t Ho m e O ffi ce Ho u s e o f Co m m o n s Is l e O f Ma n G o ve r n m e n t J u d i ci a l S tu d i e s B o a r d Ke n t P r o b a ti o n Ki r kl e e s Co u n ci l La n d Re g i s tr y Le e d s Co m m u n i ty He a l th ca r e NHS Tr u s t Li s b u r n Ci ty Co u n ci l Lo ch Lo m o n d a n d Th e Tr o s s a ch s Na ti o n a l P a r k Au th o r i ty Lo n d o n B o r o u g h o f B a r n e t Lo n d o n B o r o u g h o f Ha ckn e y Ma i d s to n e B o r o u g h Co u n ci l Ma n s fi e l d Di s tr i ct Co u n ci l Me d i ca l Re s e a r ch Co u n ci l Me r s e y Ca r e NHS Tr u s t Mi d S u ffo l k Di s tr i ct Co u n ci l Mo n m o u th s h i r e Co u n ty Co u n ci l Na ti o n a l Co l l e g e fo r Te a ch i n g a n d Le a d e r s h i p Na ti o n a l In s ti tu te fo r He a l th a n d Ca r e Exce l l e n ce Na ti o n a l P o r tr a i t G a l l e r y Ne w Fo r e s t Di s tr i ct Co u n ci l NHS 2 4 NHS B r e n t CCG NHS Ce n tr a l Mi d l a n d s CS U NHS Co a s ta l We s t S u s s e x CCG NHS Ed u ca ti o n fo r S co tl a n d NHS Fi fe NHS G r e a te r G l a s g o w a n d Cl yd e NHS Ha ve r i n g CCG NHS Hi g h l a n d NHS Ip s wi ch a n d Ea s t S u ffo l k CCG NHS Ke n t a n d Me d wa y CS U NHS La n a r ks h i r e NHS No r th a n d Ea s t Lo n d o n CS U NHS No r th o f En g l a n d CS U NHS No r th Y o r ks h i r e a n d Hu m b e r CS U NHS P r o p e r ty S e r vi ce s Ltd NHS S o u th De vo n a n d To r b a y CCG NHS S o u th Wo r ce s te r s h i r e CCG NHS S ta ffo r d s h i r e a n d La n ca s h i r e CS U NHS S u s ta i n a b l e De ve l o p m e n t Un i t NHS Tr u s t De ve l o p m e n t Au th o r i ty NHS Wa n d s wo r th CCG No r fo l k a n d S u ffo l k NHS Fo u n d a ti o n Tr u s t No r th Do r s e t Di s tr i ct Co u n ci l No r th Ea s t Am b u l a n ce S e r vi ce NHS Fo u n d a ti o n Tr u s t No r th Ea s te r n Ed u ca ti o n a n d Li b r a r y B o a r d No r th S o m e r s e t Co m m u n i ty P a r tn e r s h i p CIC No r wi ch Ci ty Co u n ci l Nu cl e a r De co m m i s s i o n i n g Au th o r i ty O ffi ce o f th e Ch i l d r e n ' s Co m m i s s i o n e r O ffi ce o f Th e S co tti s h Ch a r i ty Re g u l a to r O xfo r d He a l th NHS Fo u n d a ti o n Tr u s t P a s s e n g e r Fo cu s P o r ts m o u th Ho s p i ta l s NHS Tr u s t Q u e e n Vi cto r i a Ho s p i ta l NHS Fo u n d a ti o n Tr u s t Ro ya l Ai r Fo r ce Mu s e u m Ro ya l B o ta n i c G a r d e n s Ed i n b u r g h Ro ya l Co r n wa l l Ho s p i ta l s NHS Tr u s t S a n d we l l a n d We s t B i r m i n g h a m Ho s p i ta l s NHS Tr u s t S co tti s h Fu n d i n g Co u n ci l S co tti s h P u b l i c P e n s i o n s Ag e n cy S h r o p s h i r e Co m m u n i ty He a l th NHS Tr u s t S ki l l s Fu n d i n g Ag e n cy S o l i h u l l Me tr o p o l i ta n B o r o u g h Co u n ci l S o u th Ce n tr a l Am b u l a n ce S e r vi ce NHS Fo u n d a ti o n Tr u s t S o u th Es s e x P a r tn e r s h i p Un i ve r s i ty NHS Fo u n d a ti o n Tr u s t S o u th La n a r ks h i r e Co u n ci l S o u th We s t Co l l e g e S o u th p o r t a n d O r m s ki r k Ho s p i ta l NHS Tr u s t S t Al b a n s Ci ty a n d Di s tr i ct Co u n ci l S ti r l i n g Co u n ci l S to ke -o n -Tr e n t Ci ty Co u n ci l S tu d e n t Lo a n s Co m p a n y Ltd S u r r e y a n d B o r d e r s P a r tn e r s h i p NHS Fo u n d a ti o n Tr u s t Ta m wo r th B o r o u g h Co u n ci l Te e s , Es k a n d We a r Va l l e ys NHS Fo u n d a ti o n Tr u s t Te s t Va l l e y B o r o u g h Co u n ci l Th e Ar ts Co u n ci l o f Wa l e s Th e Ch r i s ti e NHS Fo u n d a ti o n Tr u s t Th e Eq u a l i ty a n d Hu m a n Ri g h ts Co m m i s s i o n Th e P e n n i n e Acu te Ho s p i ta l s NHS Tr u s t Th e P r i n ce s s Al e xa n d r a Ho s p i ta l NHS Tr u s t Th e Ro ya l P a r ks Th e S h e ffi e l d Ch i l d r e n ' s NHS Fo u n d a ti o n Tr u s t To r fa e n Co u n ty B o r o u g h Co u n ci l Tu n b r i d g e We l l s B o r o u g h Co u n ci l UK Co m m i s s i o n fo r Em p l o ym e n t a n d S ki l l s Un i ve r s i ty Co l l e g e Lo n d o n Ho s p i ta l s NHS Fo u n d a ti o n Tr u s t Un i ve r s i ty Ho s p i ta l s B r i s to l NHS Fo u n d a ti o n Tr u s t Un i ve r s i ty Ho s p i ta l s o f Le i ce s te r NHS Tr u s t Ve h i cl e a n d O p e r a to r S e r vi ce s Ag e n cy
  26. 26. Vi s i tS co tl a n d Wa l e s Au d i t O ffi ce Wa r wi cks h i r e Co u n ty Co u n ci l We l s h G o ve r n m e n t We s t Lo th i a n Co m m u n i ty He a l th a n d Ca r e P a r tn e r s h i p We s t Mi d l a n d s Am b u l a n ce S e r vi ce NHS Fo u n d a ti o n Tr u s t We s t S u s s e x Co u n ty Co u n ci l We s te r n Ed u ca ti o n a n d Li b r a r y B o a r d Wi l ts h i r e Co u n ci l WRAP x Y o r ks h i r e a n d Hu m b e r Aca d e m i c He a l th S ci e n ce Ne two r k Y o u r Ho m e s Ne wca s tl e Wa ke fi e l d Co u n ci l Wa r wi ck Di s tr i ct Co u n ci l WB C We s t B e r ks h i r e Co u n ci l We s t Lo th i a n Co u n ci l We s t O xfo r d s h i r e Di s tr i ct Co u n ci l We s t Y o r ks h i r e P r o b a ti o n Tr u s t We s tm i n s te r Fo u n d a ti o n Fo r De m o cr a cy Wi r r a l B o r o u g h Co u n ci l Wr e xh a m Co u n ty B o r o u g h Co u n ci l Y o r k a n d No r th Y o r ks h i r e P r o b a ti o n Tr u s t Y o r ks h i r e Da l e s Na ti o n a l P a r k Au th o r i ty

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