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National CRM Programme

National CRM Programme. Terry Dailey Programme Manager, National Projects Supplier Management Programme. The eGov@local Strategy Framework. 1. Individual services. 2. Joined up services within a directorate. 3. Joined up council. 4. Joined up local eGovernment.

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National CRM Programme

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

  2. The eGov@local Strategy Framework

  3. 1. Individual services 2. Joined up services within a directorate 3. Joined up council 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 Councils need to move from services working independently to working in a joined up way across services, directorates and other public service agencies. ‘Joining Up’ Processes

  4. ‘Joining Up’ systems CRM 1. Individual services 2. Joined up services within a directorate 3. Joined up council 4. Joined up local eGovernment 5. Joined up central/local eGovernment Land Charges System Integrated Housing System ERP Extranets NHS.Net Social Services Case Mgmt System Doc Management Joint Social Care Systems CJIT eProcurement Benefits • 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

  5. Back Office / Professional Services Other Agencies On-Site Service Delivery Front Office / Customer Contact Digital TV Support Systems, (MIS, HR, Procurement, Finance) 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

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

  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)

  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." )

  9. Sustainabilityof theNational Projects 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

  11. 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

  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

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

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

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

  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

  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

  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

  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

  21. Contact details: • Email: tdailey@lambeth.gov.uk • Tel: ??? • Web: www.localegov.gov.uk

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