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National CRM Programme Terry Dailey Programme Manager, National Projects Supplier Management Programme Terry Dailey Programme Manager, National Projects.

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Presentation on theme: "National CRM Programme Terry Dailey Programme Manager, National Projects Supplier Management Programme Terry Dailey Programme Manager, National Projects."— Presentation transcript:

1 National CRM Programme Terry Dailey Programme Manager, National Projects Supplier Management Programme Terry Dailey Programme Manager, National Projects Supplier Management Programme

2 The Strategy Framework

3 ‘Joining Up’ Processes Councils need to move from services working independently to working in a joined up way across services, directorates and other public service agencies. 1. Individual services 2. Joined up services within a directora te 3. Joined up council 4. Joined up local eGovernm ent 5. Joined up central/lo cal eGovernm ent Single service focus Many points of contact within each directorate Different point solutions Staff feel part of their service One point of contact for directorate Consolidation of IT systems Introduction of new channels Staff feel part of their directorate One point of contact for council Integration of consolidated IT systems across council End to end process (front and back office) Staff feel part of the council One point of contact for all local pubic services Consistent service level irrespective of body providing service One point of contact for all government service, local and central

4 ‘Joining Up’ systems 1. Individual services 2. Joined up service s within a director ate 3. Joined up council 4. Joined up local eGovern ment 5. Joined up central/lo cal eGovern ment Single service focus Many points of contact within each directorate Different point solutions Staff feel part of their service One point of contact for directorate Consolidation of IT systems Introduction of new channels Staff feel part of their directorate One point of contact for council Integration of consolidated IT systems across council End to end process (front and back office) Staff feel part of the council One point of contact for all local pubic services Consistent service level irrespective of body providing service One point of contact for all government service, local and central Land Charges System Land Charges System Integrated Housing System Integrated Housing System CRM ERP Doc Management eProcurement Extranets Social Services Case Mgmt System Social Services Case Mgmt System Joint Social Care Systems Joint Social Care Systems NHS.Net CJIT Benefits

5 Process Concepts – Front Office / Back Office Split  Front Office OR ‘Back Office’ will eventually include VS & NHS, and other Government Agencies such as IR, Benefits Digital TV Back Office / Professional Services Other Agencies Support Systems, (MIS, HR, Procurement, Finance) On-Site Service Delivery Front Office / Customer Contact

6 The Customer Experience  Deliver services to our customers / clients through their preferred access methods = both new and existing access channels  Let the public deal with the minimum number of people necessary to provide answers to their queries at the first point of contact = ‘One and Done’ approach  Arrange service delivery and home visits at times that are convenient for our customers = extended and flexible hours  Deliver services to our customers / clients through their preferred access methods = both new and existing access channels  Let the public deal with the minimum number of people necessary to provide answers to their queries at the first point of contact = ‘One and Done’ approach  Arrange service delivery and home visits at times that are convenient for our customers = extended and flexible hours  Clearly explain the process that we follow with each query or transaction = ‘customer care’ approach  Be knowledgeable about our clients and their situation = integrated systems and databases  Ensure there is clear transparent ownership at each step in the process = workflow (process management) and ‘customer care’  Clearly explain the process that we follow with each query or transaction = ‘customer care’ approach  Be knowledgeable about our clients and their situation = integrated systems and databases  Ensure there is clear transparent ownership at each step in the process = workflow (process management) and ‘customer care’

7 When Bad Things Happen To Good Projects  The voice of the customer is absent.  The voice of the employee is not heard.  "What's in it for me" is unclear.  Too much conventional wisdom (not enough risk-taking)  Same old horses, same old glue (Innovators vs status quo types)  The voice of the customer is absent.  The voice of the employee is not heard.  "What's in it for me" is unclear.  Too much conventional wisdom (not enough risk-taking)  Same old horses, same old glue (Innovators vs status quo types)

8 When Bad Things Happen to Good Projects  Failure to deliver early tangible results (Results > 6 mos. = 1/2 support + 2 x barriers)  Talking about breakthroughs, drowning in detail.  Everything is high priority (80-20 rule)  Old performance measures block change ("What gets measured, gets done." )  Failure to deliver early tangible results (Results > 6 mos. = 1/2 support + 2 x barriers)  Talking about breakthroughs, drowning in detail.  Everything is high priority (80-20 rule)  Old performance measures block change ("What gets measured, gets done." )

9 Sustainability of the National Projects Programme Terry Dailey Programme Manager, National Projects Supplier Management Programme Terry Dailey Programme Manager, National Projects Supplier Management Programme

10 Sustainability  3 Stages of Development  Stage 1 - Initial Development – just coming to a close  Stage 2 – Productisation Polishing and packaging it for consumption by LAs  Stage 3 – Dissemination / Marketing / Roll out Link Roll out to Priority Services targets Implement within a National Strategy  3 Stages of Development  Stage 1 - Initial Development – just coming to a close  Stage 2 – Productisation Polishing and packaging it for consumption by LAs  Stage 3 – Dissemination / Marketing / Roll out Link Roll out to Priority Services targets Implement within a National Strategy

11 What LAs Don’t Want (in the next 12m)…!  To attend 23 workshops  To get 23 messages each month  To have to implement 23 projects  To manage the suppliers associated with all 23 projects  To attend 23 workshops  To get 23 messages each month  To have to implement 23 projects  To manage the suppliers associated with all 23 projects

12 Sustainability - Principles  Continue to make the products and wherever possible, the expertise available to LAs  First Stage Consolidation  Around key themes  Around key stakeholders  Continue to make the products and wherever possible, the expertise available to LAs  First Stage Consolidation  Around key themes  Around key stakeholders

13 Implementation Strategies – LAs will bundle projects in key service areas to suit their needs Ryogens School Admissions LAWS Ryogens School Admissions LAWS Ryogens School Admissions LAWS Children Regulatory Back Office Efficiency Best Practice Team

14 Implementation Strategies – Coordination Demand Side – Local Authorities Supply Side – Suppliers of Products & Services

15 Implementation Strategies – Strategic Themes West Sussex CC Knowsley MBC LB Lambeth LB Newham Solution sets Regional application Regional roll out Marketing & Dissemination to the commercial sector Implement Roll out Best practice Links with SSU/ISU Marketing & Dissemination to the LA sector Roland MezulisRod Matthews Terry Dailey Martin Scarfe Lead Authorities Sustainability group Market analysis Supplier analysis Business plan Business case for solutions IPR management

16 What will they do?  Provide ‘strategic’ guidance  Consolidate where relevant across all 23 projects, e.g.  Supplier management events  Regional roll-outs  Links with SSU / ISU  Marketing & dissemination events  Provide ‘strategic’ guidance  Consolidate where relevant across all 23 projects, e.g.  Supplier management events  Regional roll-outs  Links with SSU / ISU  Marketing & dissemination events

17 Stage 4 – Long Term Sustainability  Stage 4 – Long Term Sustainability Operating principles (tasks, requirements, etc) agreed Business model, scope, still to be agreed Organisational format still to be developed  We will develop these whilst delivering the help LAs need in the short to medium term  Stage 4 – Long Term Sustainability Operating principles (tasks, requirements, etc) agreed Business model, scope, still to be agreed Organisational format still to be developed  We will develop these whilst delivering the help LAs need in the short to medium term

18 Support & Capacity Building A brief overview

19 Support & Capacity Building Programme  Supporting Objectives  Enhance two existing roles Service Heads – incorporate e-Government concepts and techniques Heads of ICT – more strategic business focus, more customer focus  Establish two new roles at Corporate level Heads of (Corporate) Customer Services – own the customer experience Programme, Project & Business Change Management – adopt systematic approaches to managing both the tasks and the people aspects of business change  Supporting Objectives  Enhance two existing roles Service Heads – incorporate e-Government concepts and techniques Heads of ICT – more strategic business focus, more customer focus  Establish two new roles at Corporate level Heads of (Corporate) Customer Services – own the customer experience Programme, Project & Business Change Management – adopt systematic approaches to managing both the tasks and the people aspects of business change

20 Support & Capacity Building Programme  Key Deliverables:  Core Competency Frameworks for all four roles  Roadmaps of suppliers of training, mentoring & development services  Engagement with (and endorsement by) existing professional bodies  Standardised approaches to Business Cases  PPM / CM Framework (based upon OGC & National Project Outputs)  Regional Support Networks for the new roles  Embedding the new roles into LAs  Key Deliverables:  Core Competency Frameworks for all four roles  Roadmaps of suppliers of training, mentoring & development services  Engagement with (and endorsement by) existing professional bodies  Standardised approaches to Business Cases  PPM / CM Framework (based upon OGC & National Project Outputs)  Regional Support Networks for the new roles  Embedding the new roles into LAs

21 Contact details:   Tel: ???  Web:www.localegov.gov.uk   Tel: ???  Web:www.localegov.gov.uk


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