What are the Business Benefits of Unified Communications? Mario Devargas Monday, 20 April 2015
Bolton MBC Context Bolton MBC & Its Citizens What’s changing in the Council? How will the changes affect our customers? What are the Business Benefits of Unified Communications? The Information Challenge The ICT Strategy The Communications Challenge The Next 30 Minutes:
Situated in the North West of England Bolton MBC was formed in 1974 Population of around 265,000 –unemployment rate of 3.4% –33% of its population living in one of the 10% most deprived wards in England (2001 Census, Indices of Deprivation 2000) –11% of the population non-white (2001 Census) Local Authority employs approx 14,000 staff Annual spend of approx £550 million Introduction to Bolton Metro
Public expectations are changing fast –demand immediate service –fill in just one form –have access to information –make one call only –be served any time –receive high quality materials Private sector comparisons Demand Service Quality Conscious What our Citizens want?
Other Central Gov Initiatives Locally we identify what we want to see change but national funding influence how and when we plan and implement new developments t-Government Requirements ODPM guidance and directives Inspection Framework Bolton Council Plan Community Strategy Local Priorities Context
Access Bolton – contact centre, one stop shops & kiosks Our Change Programme Organisational Development Staff Development Business Planning Corporate Support Systems Business process re-engineering Data sharing across agencies Communicating Change Improving Access What’s Changing in the Council?
improved service more convenient faster service lower administration costs e -learning Knowledge management e-procurement Shared information (Services) Improved communications / Accessibility IP – It’s Possible How will the changes affect the Council?
What are the Business Benefits of Unified Communications?
The value of ICT is being increasingly questioned... ? ? ? ? ? ? ? ? ? ? ?...yet organisations continue to spend more and more on ICT The Information Paradox
ICT – The ICT Strategy Senior Management Involvement
ICT – The ICT Strategy..........beyond e-Government To Deliver effective, innovative and inclusive ICT Services to Support and Enable the Council to provide high quality public services and promote quality of life across the borough
A genuine transformation More Customer Focussed Integrated Service Delivery Shared Information Shared resources Improved Efficiency Our Change Prg.ICT Common Infrastructure / Integrated Systems Greater self Service (customers and staff) Improved Processes and use of ICT ICT as an Enabler creating a “Step Change “
Town Hall Well Spring Le Mans – Old Police Station Server Mgmt Disaster Recovery Application Maintenance Capacity Mgmt Security Mgmt Etc.... Supplier Mgmt
EVERYWHERE - The explosion of devices which is creating a demand and expectation.
How do I change today’s reality of Bolton Staff chasing devices rather than connecting to key people……TO Seamlessly connecting people to people and people to applications easily
Business Drivers Reduction in property portfolio - £’s Reduction in sickness absenteeism - £’s Reduction in travel/environmental impact Improve staff retention/employee relations Improve Customer Service Family Friendly Promote flexible working/ “work-life balance” Maximise recruitment pool I Believe that – IP – “It’s Possible!” is the answer IP is the ENABLER Remote Working in Bolton
Projects Elected members – connectivity from home Homeworking – pilot and subsequent rollout phases Contact Centre Upgrade Adult and Children’s Services – Hotdesking Mobile Working – Benefit Assessment Team “Benefit Bus” – visiting hard to reach customers Remote Email Property Reduction (Knowsley House) Anti Social Behaviour Team ( Unified Communications Pilot) I Believe that – IP – “It’s Possible!” is the answer IP is the ENABLER Remote Working in Bolton
Define what your Communications Strategy/Plan is. Approach Relationship as a Strategic Business Decision Choose the right person to lead Establish a rigorous provider selection process (eg., references!) Clearly Define Expectations & Requirements (SLAs?) Measure performance and continuously communicate results Define clear “Performance” Measures with “teeth”! Think as ONE Company across multiple cultures Identify potential points of friction Communicate – Communicate - Communicate Recommendations: Lessons Learnt – so far!