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

National CRM Programme

Terry Dailey

Programme Manager,

National Projects Supplier Management Programme

Terry Dailey

Programme Manager,


The eGov@local Strategy Framework

‘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.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

directorate


directorate

3. Joined up council


4. Joined up local

eGovernment

4. Joined up local

eGovernment

5. Joined up central/local eGovernment


• 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


‘Joining Up’ systems




directorate


directorate



4. Joined up local

eGovernment

4. Joined up local

eGovernment

































Land Charges System

Land Charges System

Integrated Housing System

Integrated Housing System

CRMCRM

ERPERP

Doc ManagementDoc Management

eProcurementeProcurement

ExtranetsExtranets

Social Services Case Mgmt System

Social Services Case Mgmt System

Joint Social Care Systems

Joint Social Care Systems

NHS.NetNHS.Net

CJITCJIT

BenefitsBenefits

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

Front Office OR ‘Back Office’ will eventually include VS & NHS, and other Government Agencies such as IR, Benefits

DigitalTV

Bac

k O

ffic

e /

Pro

fess

ion

al

Ser

vice

s O

ther

Ag

enci

es

Support Systems, (MIS, HR, Procurement, Finance)

On

-Sit

e S

ervi

ce

Del

iver

y

Fro

nt

Off

ice

/ C

ust

om

er C

on

tact

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’

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)

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." )

Sustainabilityof the

National Projects Programme

Terry Dailey

Programme Manager,


Terry Dailey

Programme Manager,


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

What LAs Don’t Want (in the next 12m)…!

To attend 23 workshops

To get 23 e-mail 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 e-mail messages each month

To have to implement 23 projects

To manage the suppliers associated with all 23 projects

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

Implementation Strategies – LAs will bundle projects in key service areas to suit their needs

RyogensSchool

AdmissionsLAWS

RyogensSchool

AdmissionsLAWS

RyogensSchool

AdmissionsLAWS

Child

ren

Reg

ula

tory

Back

Offi

ce E

ffici

en

cy

Best Practice Team

Implementation Strategies – Coordination

Demand Side – Local Authorities

Supply Side – Suppliers of Products & Services

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 Mezulis Rod Matthews Terry Dailey Martin Scarfe

Lead Authorities

Sustainabilitygroup

• Market analysis• Supplier analysis• Business plan• Business case for solutions• IPR management

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

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


• 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

Support & Capacity Building

A brief overviewA brief overview

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

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

Contact details:

Email: [email protected]

Tel: ???

Web: www.localegov.gov.uk

Email: [email protected]

Tel: ???

Web: www.localegov.gov.uk

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