3 DP Consultancy Principal : agent relationship PrincipalAgent Public sectorGovernment Service users Public sector
4 DP Consultancy Principal : agent relationship PrincipalAgent Public sectorGovernment Service users Voluntary sector Public sector
5 DP Consultancy SERVICE PROVIDER Becoming a purchased service CAPABILITIES CAPACITY v QUALITY EFFICIENCY v EFFECTIVENESS COSTING SYSTEMS MONITORING & INFORMATION
6 DP Consultancy Corporate Image Citizen-oriented sector Systems Demonstrability
7 DP Consultancy Strategic orientation DEMOGRAPHICENVIRONMENTALPOLITICAL CLARITY OF PURPOSE FLEXIBILTY OF SYSTEMS
8 DP Consultancy “Charities face a simple choice as they plan for the coming decades. They can decide to do nothing to increase their effectiveness and thereby marginalising their impact on those they exist to help. Alternatively, charities can strengthen their efforts to make every pound go further than before.” Joe Saxton (1997)
9 DP Consultancy Business Process Re-engineering BPRBPR Performance Improvement Concepts Critical Core Issues Organisational raison d’être Operational practices
11 DP Consultancy Process Re-engineering Focus Inputs Outputs
12 DP Consultancy Objectives 1. Achieving step changes in performance. 2. Moving away from a functional to a process capability. 3. Asserting the importance of the customer. 4. Integrating work systems. 5. Developing a process management culture.
13 DP Consultancy There is a genuine desire to make a difference, to address societal inequailities. There is a need to do this in the most efficient and effective way possible.
17 DP Consultancy Strategic orientation Environmental circumstances Radical reappraisal What difference? In what context? Effective & transparent management systems Consistency of culture
18 DP Consultancy NCVO Conference 1998 Business Process Re-engineering in the Voluntary Sector Deborah Price PO Box 124, Loughborough UK. LE11 2ZN firstname.lastname@example.org http://www.l-boro.demon.co.uk/deepee/dpcons2.htm