We, as a Department, have a proven track record of developing and delivering innovative systems at pace. We have done this over the past number of years and we take considerable pride in what we have done.
Our new IT system is known as the business object model implementation, BOMI. In conjunction with the redesign of our business processes, procedures and organisational structures, it delivers key business benefits and each time we add to that system, we build on the object model. These developments allow us to be more agile in responding to the changes in Government policy and customer needs. Our aim is to provide a cost-effective, efficient and comprehensive service based around our customers while also providing a much improved working environment for our staff.
The next slide, which also is a busy slide, gives an indication of the work we have been doing over the past number of years on our new platform. There are over 40 major developments since 2006 represented on that slide. One of the key points is that each time, we build on what we built previously. We keep reusing core pieces of that architecture and build new additional services on it. As we move through it, one will find that we have got faster in our delivery of service and we deliver at pace.
In conjunction with what is on that slide as individual services, we still do budget changes each year and we accommodate them on this platform. We do monthly releases, which are a substantial piece of work. In the past six years, we probably have not done a monthly release only on three occasions.
We build and we reuse. I will pick out some of the schemes which that particular innovation represents. If I start in 2006 with State pension, transition, and State pension, contributor, that is, SPT and SPC, respectively, on the slide, those are our contributor pensions. We built that piece of development with 215,000 customers on those schemes. We now support 315,000 on those self-same schemes without any increase in staff. This particular development brings administrative savings to our organisation and gives us the capacity to continue to support the business within the resources allocated to us.
I will skip to individualisation, which happened in 2007. Individualisation was an implementation to respond to a Government policy that qualified adults would be paid individually on pension claims and that development would support that. Claim initiation, the same year, allowed us as an organisation to go to customers and invite them at pension age to apply for their pensions proactively, which is in the interests of good customer service and our customers.
Certification was done in 2007. This is a major control initiative for our organisation. That development allows us to make major control savings each year as a consequence. I suppose e-payments also brought us cost savings and innovation because it reduced the number of manual payments we were making and supported electronic payments.
I will move down to 2009. On UK pensions, we are required under EU legislation to support our EU colleagues in the provision of records to EU countries. The UK has pension age at 60 and we have an obligation to supply them with records early. This particular development allowed us to automate that process in conjunction with the central records section of the Department. It brought considerable administrative savings but also efficiencies to our colleagues in the EU, and means that we respond efficiently and quickly to their needs.
I will jump forward to activation, in 2010-2011. It supports the initiative to which Mr. Barry referred earlier where we work on profiling and case management of our customer base.
JA Online offers support for our local offices at a time when the numbers on the local offices were under pressure because of increased numbers on unemployment. We developed initiatives on our business object model to support those schemes at that point as well. Means, also in 2011, refers to a scheme that does means across all our schemes and, in time, may be possible to share across organisations. Moving through to the last one, the public services card was brought in last year. The roll-out of that public services card has started and it is supported as well on the business object model.
I will concentrate briefly on one of the schemes we introduced in 2011, that is, the redundancy and solvency scheme from the Department of Jobs, Enterprise and Innovation. We developed an end-to-end system within a four-month period to support those schemes in from another organisation, which is a major piece of work to be done in a short period. It reflects our ability to react and respond quickly with our IT systems.
The programme for Government recognises our ability to adopt and deliver. Combined with our proven track record of responding to all challenges, we are confident we will continue to develop and expand our IT platform and it will deliver on our Department's and the Government's agenda in the future.