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Transforming the Student
Bursary Support Service
A collaborative approach to service
transformation: one goal
EFA requirements
Joe Carr
Manager
Funding Allocations & Student Support
Allocation Formula, Data & Quality
The Student Bursary Support Service
 Supports vulnerable & disadvantaged 16-19 year
olds in education
 Care to Learn: Under 20’s childcare fees (£30m pa)
 Vulnerable Bursaries: 16-19 year olds (£27m pa)
 Professional and Career Development Loans: 18+,
administration for Skills Funding Agency (SFA)
 Process applications/claims, operate helpdesk and
process payments
The Student Bursary Support Service
 Care to Learn largest element and problematic in
terms of accurate data collation
 Lengthy paper based process, multiple
contributors
 Significant time spent concluding applications
 Monthly attendance monitoring requirements
 Sought innovation, fresh approaches to service
delivery as well as cost reduction
The approach
Philip Knight
Managing Director
Funds Disbursements
Capita Central Government Services
The challenges
 Timescales
 Project scope
 100% channel shift necessary
 Service transition and service user buy-in
 Automation and integration
 Reduce potential fraud
 Security
Project team composition
Solution build
PMO function
Specifications
and systems
testing
Key elements of the solution
 Online application
 Secure web portal
 Online integration
 Rules engine
 Case management
 Fully hosted and accredited
ttps://www.gov.uk/care-to-learn/how-to-claim
ttps://www.gov.uk/care-to-learn/how-to-claim
Getting service user buy in
 User Focus Groups
 YouTube videos
 Integrated webchat
 Email alerts
 Access 24x7
What worked well
 The people
 Communication
 UI/UX design input
 Client expectations managed
Lessons Learnt
 Operational and technical IT staff gained a deep
understanding of solution from outset, however:
 Bridging gap
 Time needed to refine system and for UAT
 Allow for the unexpected!
 Management Information:
 Rethinking of MI in relation to new world required
Joe Carr
Manager
Funding Allocations & Student Support
Allocation Formula, Data & Quality
Tel: 01325 340472
Joe.CARR@education.gsi.gov.uk
Philip Knight
Managing Director
Funds Disbursements
Capita Central Government Services
Mobile: 07765 897519
Philip.Knight@Capita.co.uk

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Transforming the Student Bursary Support Service | Joe Carr and Philip Knight | March 2016

  • 1. Transforming the Student Bursary Support Service A collaborative approach to service transformation: one goal
  • 2. EFA requirements Joe Carr Manager Funding Allocations & Student Support Allocation Formula, Data & Quality
  • 3. The Student Bursary Support Service  Supports vulnerable & disadvantaged 16-19 year olds in education  Care to Learn: Under 20’s childcare fees (£30m pa)  Vulnerable Bursaries: 16-19 year olds (£27m pa)  Professional and Career Development Loans: 18+, administration for Skills Funding Agency (SFA)  Process applications/claims, operate helpdesk and process payments
  • 4. The Student Bursary Support Service  Care to Learn largest element and problematic in terms of accurate data collation  Lengthy paper based process, multiple contributors  Significant time spent concluding applications  Monthly attendance monitoring requirements  Sought innovation, fresh approaches to service delivery as well as cost reduction
  • 5. The approach Philip Knight Managing Director Funds Disbursements Capita Central Government Services
  • 6. The challenges  Timescales  Project scope  100% channel shift necessary  Service transition and service user buy-in  Automation and integration  Reduce potential fraud  Security
  • 7. Project team composition Solution build PMO function Specifications and systems testing
  • 8. Key elements of the solution  Online application  Secure web portal  Online integration  Rules engine  Case management  Fully hosted and accredited
  • 11. Getting service user buy in  User Focus Groups  YouTube videos  Integrated webchat  Email alerts  Access 24x7
  • 12. What worked well  The people  Communication  UI/UX design input  Client expectations managed
  • 13. Lessons Learnt  Operational and technical IT staff gained a deep understanding of solution from outset, however:  Bridging gap  Time needed to refine system and for UAT  Allow for the unexpected!  Management Information:  Rethinking of MI in relation to new world required
  • 14. Joe Carr Manager Funding Allocations & Student Support Allocation Formula, Data & Quality Tel: 01325 340472 Joe.CARR@education.gsi.gov.uk Philip Knight Managing Director Funds Disbursements Capita Central Government Services Mobile: 07765 897519 Philip.Knight@Capita.co.uk

Editor's Notes

  1. Timescales (5 months) Project scope (incl. systems migration) 100% channel shift necessary Service transition and service user buy-in Simplifying the end-to-end process Automation/Integration: Ofsted Reduce potential fraud: bank a/c verification Security critical to protect data
  2. CAPITA – comprised of experts from across the business in areas of: Central Govt Services (Specifications and testing) Software Services (Solution Build) Transformation (PMO function)
  3. Simplified online application processes Secure web portal (automated registration) Online integration to Ofsted, CRA for bank account verification, address lookup Rules engine to automate assessment of entitlement and payment plans Case management functions Fully hosted and accredited
  4. Hidden this slide. There should we need to reference it but most people have seen this time and time again
  5. User Focus Groups (YPs, CPs, EIs) YouTube videos (linked from Portal/Forms) Integrated Webchat for agent support Email alerts to notify of progress and actions Service users can access information and interact directly via the portal 24x7
  6. Capita staff lead project delivery: Each had right skills & 100% committed to making it work. Communication excellent: frequent but focused. Project management tight but appropriately defined to be fit for purpose (minimum burden). UI/UX design input: portal journeys designed specifically for each service user type Client expectations managed: EFA involved in demonstrations after each sprint - reassuring
  7. Operational and technical IT staff gained a deep understanding of solution from outset, however: Bridging gap from old to new between academic years & payment of summer retainers proved a little awkward Despite starting pre contract signature more time needed to refine system and ensure sufficient UAT factored in Users doing the unexpected – doing things out of sequence Management Information: Trying to replicate existing reporting under a very different service solution. Rethinking of MI in relation to new world required.