Mike Spanner Head of Strategic Consultancy

More for Less Developing the business case

Slide 3 The ‘more for less’ challenge Improving Customer Satisfaction Delivering Value for Money Developing high quality and accessible customer services Delivering services in partnership with other public/voluntary sector organisations Generating cash and/or capacity through technology enabled process improvements Optimising the use of resources through strategic partnerships

Slide 4 Post Counter PhoneInternet Contact Centre CRM Intermediaries Complex Enquiries Simple Enquiries Partner e-service take-up End to End Business Process Re-engineering 5 Mobile & home based working PartnersContractors Supply chain automation Shared systems and services Mobile Partnership Working Channel Switching Complex enquiry first point resolution Back Office Systems ERDMS System Simple enquiry first point resolution Service transformation potential

Slide 5 Overall Approach Develop Future Vision & Direction of Travel Develop Future Vision & Direction of Travel Identify High Potential Service Areas Identify High Potential Service Areas Develop ‘As Is’ Process Models Develop ‘As Is’ Process Models Parameterise And Calibrate Process Models Parameterise And Calibrate Process Models Analyse & Assess Process Models Analyse & Assess Process Models Develop Business Case and ROI Develop Business Case and ROI Develop ‘To Be’ Process Models Develop ‘To Be’ Process Models Take Action

Slide 6 More for Less Assessment Develop ‘As Is’ Process Models Develop ‘As Is’ Process Models Parameterise And Calibrate Process Models Parameterise And Calibrate Process Models Analyse & Assess Process Models Analyse & Assess Process Models Develop ‘To Be’ Process Models Develop ‘To Be’ Process Models Identify High Potential Service Areas Identify High Potential Service Areas Develop Business Case and ROI Develop Business Case and ROI Take Action Develop Future Vision & Direction of Travel Develop Future Vision & Direction of Travel

Slide 7 More for Less Assessment Develop Future Vision & Direction of Travel Develop Future Vision & Direction of Travel Develop ‘As Is’ Process Models Develop ‘As Is’ Process Models Parameterise And Calibrate Process Models Parameterise And Calibrate Process Models Analyse & Assess Process Models Analyse & Assess Process Models Develop ‘To Be’ Process Models Develop ‘To Be’ Process Models Develop Business Case and ROI Develop Business Case and ROI Take Action Identify High Potential Service Areas Identify High Potential Service Areas

Slide 8 Process Mapping Develop Future Vision & Direction of Travel Develop Future Vision & Direction of Travel Parameterise And Calibrate Process Models Parameterise And Calibrate Process Models Analyse & Assess Process Models Analyse & Assess Process Models Develop ‘To Be’ Process Models Develop ‘To Be’ Process Models Identify High Potential Service Areas Identify High Potential Service Areas Develop Business Case and ROI Develop Business Case and ROI Take Action Develop ‘As Is’ Process Models Develop ‘As Is’ Process Models

Slide 9 Calibrate & Validate Models Develop Future Vision & Direction of Travel Develop Future Vision & Direction of Travel Develop ‘As Is’ Process Models Develop ‘As Is’ Process Models Analyse & Assess Process Models Analyse & Assess Process Models Develop ‘To Be’ Process Models Develop ‘To Be’ Process Models Identify High Potential Service Areas Identify High Potential Service Areas Develop Business Case and ROI Develop Business Case and ROI Take Action Parameterise And Calibrate Process Models Parameterise And Calibrate Process Models

Slide 10 Analysis & Assessment Develop Future Vision & Direction of Travel Develop Future Vision & Direction of Travel Develop ‘As Is’ Process Models Develop ‘As Is’ Process Models Parameterise And Calibrate Process Models Parameterise And Calibrate Process Models Develop ‘To Be’ Process Models Develop ‘To Be’ Process Models Identify High Potential Service Areas Identify High Potential Service Areas Develop Business Case and ROI Develop Business Case and ROI Take Action Analyse & Assess Process Models Analyse & Assess Process Models

Slide 11 ‘To Be’ Models Develop Future Vision & Direction of Travel Develop Future Vision & Direction of Travel Develop ‘As Is’ Process Models Develop ‘As Is’ Process Models Analyse & Assess Process Models Analyse & Assess Process Models Identify High Potential Service Areas Identify High Potential Service Areas Parameterise And Calibrate Process Models Parameterise And Calibrate Process Models Develop Business Case and ROI Develop Business Case and ROI Take Action Develop ‘To Be’ Process Models Develop ‘To Be’ Process Models

Slide 12 Outline Business Case National E-benefits Findings Home Visit Findings

Slide 13 Common Vision High Potential Service Areas More For Less Assessment AS IS Capture Calibration TO BE Development Progress To Date Outline Business Case Projected

Slide 14 New Claims Results £1,301K

Slide 15 New Claims Results £1,301K £1,585K Costs of processing all non DWP new claims by home visit using current ways of working. Increased travelling expenses Decreased chase up due to higher % Right First Time (50%) Increased core labour costs due to travelling time Reduction of new claims processing Time KPI from 31 days to 17 days

Slide 16 New Claims Results £1,301K £1,585K £1,258K Costs of processing all non DWP new claims by home visit using benefit expert system Decreased claim form costs Decreased chase up due to reduced time checking for completion Decreased core labour costs due to reduced time to assess claim

Slide 17 New Claims Results £1,301K £1,585K £1,258K £1,030K Costs of processing all non DWP new claims by home visit using benefit expert system with full integration Decreased core labour costs due to elimination of scanning, indexing and back office system update effort

Slide 18 New Claims Results £1,301K £1,585K £1,258K £1,030K £873K More radical service transformation model using the SSCC to undertake initial client screening, telephone assisted expert system use, and booking and scheduling services plus use of community based surgeries and intermediary take up. Increased costs due to chase up being undertaken by home visit or surgery Decreased chase up effort due to higher % right first time Decreased core labour costs due to increased productivity through use of surgeries, SMS reminders and intermediary take up,

Slide 19 Summary £1,301K £1,585K £1,258K £1,030K £873K More Service 17 days (-14) for Less Cost 21% reduction

Slide 20 Best Practice Processes System Integrations Change Management Shared Service Solutions Transformation Programmes Organisational Re-engineering Mobilisation Scope Social Services Housing Planning Building Control Education Environmental Health Street Scene ROI Models Transformation Solutions More for Less Assessments