BUSINESS TRANSFORMATION PROGRAMME - UPDATE AND FUTURE REPORTING

Report Sc r ut iny Committee 3 September 2009 LBUSINESS TRANSFORMATION PROGRAMME - UPDATE AND FUTURE REPORTING SCHEDULE 1. Reason for Report This report seeks Member approval for a future reporting schedule of progress or post implementation reports on the Business Transformation programme. It also provides Members with a post implementation report on Customer Relationship Management, deferred from the July 2009 meeting of the Scrutiny Committee. 2. Recommendations Members are asked to: 2.1 approve the future reporting schedule of progress or post implementation reports on the Business Transformation programme (Appendix 1); and 2.2 consider and comment on the post implementation report on Customer Relationship Management (Appendix 2) in accordance with paragraphs 6.2, 8.2 and 9.2. 3. Plan Links and Contribution 3.1 The Corporate Plan for 2007-1 1 includes both Customer First and Continuous Improvement as values: Customer First - to put our customers at the forefront of everything we do so our services meet customers needs and give value for money. Continuous improvement - to make our services better and get the right balance of quality, the cost of the service to the Council and the cost to the people who use the service. 3.2 Effective scrutiny is an essential part of continuous improvement activity. 4. ResourcesNalue for Money Assessment The Business Transformation programme was initially established as a component of the Financial Efficiency Strategy to be a mechanism for generating immediate and future cashhime releasing efficiency savings. In a wider context, the programme also supports Best Value and the development of a better approach to benefits realisation management. 5. Risk Assessment Member scrutiny is part of the Council’s governance arrangements. There are risks associated with an ineffective scrutiny function: the Council is less accountable for the services it provides; less likely to challenge service delivery; less likely to improve the services it provides. 6. Authorities and Legal Implications 6.1 The duty of Best Value, enacted in the Local Government in Scotland Act 2003 and developed in supporting statutory guidance, makes it clear that local authorities must make arrangements to secure continuous improvement in performance. Report Scrutiny Committee 3 September 2009 6.2 Consistent with its remit, the Scrutiny Committee has a key role in assisting the development and implementation of the Business Transformation programme t hrough: Making sure that clear aims, objectives and priorities are in place for the programme Ensuring that the necessary resources are in place to achieve these aims, objectives and priorities Scrutinising and monitoring progress on the delivery of projects within the programme Ensuring that the process operated by the Council to deliver the Business Transformation programme is transparent and accountable Ensuring that Business Transformation projects deliver the intended outcomes and include commitments to identifying benefits realisation and performance management information. 6.3 The Audit of Best Value and Community Planning Report highlighted the need for strengthening the scrutiny function. 7. Consultations The Corporate Management Team and Project Officers have been consulted and are in agreement with the terms of the report. 8. Background 8.1 The core programme of Business Transformation projects has been the subject of regular updates to the Scrutiny Committee since 2007 and includes projects grouped under four sub-headings: Scottish Government level New ways of delivering services 21st Century government strategy Asset Management Planning 8.2 The officers responsible for each project have prepared progress or post implementation reports to the Scrutiny Committee. These reports typically include information about objectives, critical success factors, impact assessment, project timelines/milestones, risks, projected customer/service improvements and best estimate cash/time release efficiencies. 9. Issues 9.1 Some projects are still in the active phase whilst a number of them have now entered the post implementation phase. 9.2 The Scrutiny Committee retains an active interest in the projects that are classed as post implementation in order to: ensure that the implemented project is delivering on the intended outcomes ensure that Best Value is being achieved in service delivery scrutinise performance indicators and measures track benefits realisation - benefits/efficiencies achieved or accrued. 9.3 A new schedule of reports covering the period to September 2010 has been prepared and this is attached at Appendix 1. Report Sc r ut iny Com mittee 3 September 2009 2- 9.4 A post implementation report for Customer Relationship Management is attached at Appendix 2 for consideration and comment. At the 9 July 2009 meeting of the Scrutiny Committee, Members had agreed to defer consideration to the meeting on 3 September 2009 as the two report authors could not be present. John Bennett Business Transformation Manager Business Transformation Tel: 01387 260397 Gordon Lawson Director of Support Services Council Offices English Street Dumfries DG1 2DD Date of Report: 12 August 2009 File Ref: CTTEE/7 - JB/CB ReD018 APPENDICES 2 - Financial Efficiency Strategy Business Transformation Core projects Progress / post implementation reports to Scrutiny Committee - future reporting schedule Report Customer Relationship Management (CRM) (deferred from July 2009) October 2009 November 2009 - APPENDIX 1 Type Post implementation No reports Leisure management system (Scuba) Corporate Address Gazetteer (outcome of Definitive National Addressing project) Progress Post implementation December 2009 DG Direct - call centre Scotland Excel Post implementation Post implementation Post implementation Post implementation January 2010 Broadband Delivering Excellence (review of approach and outcomes) February 2010 E-records and document management (review of Social Work pilot) Data Sharing and Standards/single shared assessment (e-care) Post implementation Post implementation Page 1 of 2 Date March 2010 Corporate Print Strategy Public Information Notices portal (Improvement Service national project) Type Progress Progress April 2010 Transport with Care Emergency Services Fleet Collaboration Progress Progress Post implementation Post implementation May 2010 GIS E-payments (update and review of PCI/DSS compliance issues) June 2010 July 201 0 Asset Management Plans Planning portal (outcome of Definitive National Addressing project) Committee recess Website & Digital Communications project Progress Post implementation August 2010 September 2010 Progress Page 2 of 2 APPENDIX 2 CUSTOMER RELATIONSHIP MANAGEMENT (CRM) POST IMPLEMENTATION REVIEW Summary Report for Scrutiny Committee August 2009 1 . Reason for Report This post implementation review report is requested by scrutiny committee to ensure that the implemented project is delivering the business benefits as outlined in the Business Case and to ensure that Best Value and continuous improvement is being achieved in service delivery. Introduction The Council is committed to Customer Relationship Management (CRM) software as part of it’s 21St Century Government Strategy and as a tool to maintain continuous improvement in service delivery to support the Councils commitment to improving customer services. Where possible, face to face access to services was to be made available at the Councils 15 Customer Service Centres and telephone access available via the Councils Contact Centre DG Direct. Customers should also be able to access services via the web (see Web and Digital Communications Strategy 2007-201 2 for further information) The standard of service delivered should be consistent no matter where or by which means a Customer chooses to access Council services. The use of CRM within the Council supports compliance with the Scottish Govern ments Electronic Service DeIivery ( ESD) Framework that should allow for enquiries to be dealt with ‘at first point of contact’ by virtue of deep integration with back office systems. After a CRM pilot study in the Stewartry throughout 2006 using Lagan Frontline software, the Corporate Policy Committee on 5 December 2006 agreed to: Note the evaluation criteria agreed by the Project Board and summary success factors as: Hardware and software installation Deep Integration with Confirm Soft Integration - via web pages Direct Delivery of Service via Lagan Frontline Skills Transfer & Training Raising Awareness 1. I 2. 21 . 2.2 23 . 2 APPENDIX 2 2.3.1 And further agreed that a phased roll out detailed below was to be implemented. Phase 1 - Business Case prepared with clear costings, cost benefit analysis and efficiencies signed off by CMT. Completion of a procurement exercise. Agreement reached with CMT on proposals for development team, including backfilling issue. Phase 2 - Intensive communication and buy in sessions organised in other three areas in preparation for roll out. This should include discussions and agreement for the business processes already adopted in the pilot phase. Full project plan prepared by Customer Services manager. Phase 3 - Pilot services rolled out to across other areas in conjunction with limited new services being prepared and tested by Stewartry. Continuing development work by proposed development team with services to identify further priority services. Phase 4 - New services implemented by other areas. Continued rolling programme led by Modernising Government Programme Manager and Development Team 2.4 Procure a system by way of Mini Competition Exercise Award a contact and agree full project specification by February 2007 The procurement exercise was completed by the Project Manager, the Modernising Government Programme Manager and a representative from Technology Solutions. Lagan Frontline won the tender, which was the system used for the pilot study. To support the Project Manager, a CRM development group was formed in April 2007. Project Objectives Outline Business Case Stewartry Pilot 6 June 2005 prepared by Project Manager. This project will facilitate the delivery of key Council commitment ‘To improve customer services’. This project is required to meet commitments made within the adopted Customer Services Strategy and Customer Charter as well as an integrated part of the 21st Century government Strategy. The Customer First Framework for the delivery of 46 Core Services will require a joined up booking, tracking and monitoring system to ensue compliance across Council Services and that delivery of these key services can be achieved in recognised ‘Corporate Centres’ including Customer Service Centres. 2.5 3. 3.1 APPENDIX 2 32 . Project Costs Budget Source MGF Policy Head Amount Total (E) (€1 375.000 125,000 The actual Capital Funding was €400,000and El 95,000 was transferred to DG Direct. Financial Year Revenue Spend (E) Capital Spend (E) Total Spend (€1 1,200 19,600 98,400 322.900 1 1 9,300 8.200 2004/2005 2005/2 006 2006/2007 2007/2 008 2008/2009 2009/2010 1,200 19,600 98,400 151.200 36,300 2.000 171.700 83,000 6.200 3 2 1 Estimated Cash and Time Release Efficiency Savings .. Estimated Sustainable Efficiency Savings Cash Release 2007/2008 (E) 2008/2009 Total (€1 120,000 Not avai lab le (€1 240,000 120,000 Time Release Not ava iIable The above figures were reported to Corporate Policy on 5 December 2006 as part of the financial efficiency strategy Business Transformation report. . 3 A project plan was agreed with Lagan to support a phased roll out Phase 1 - roll out of pilot services to the rest of the region by October 2007. Bulky uplifts including white goods Planning Control Enquiries Building Control Enquiries Reporting street light faults Reporting pot holes Phase 2 to be completed by January 2008 - corporate complaints, social work complaints and integration with Revenues electronic wo rkf low system. 2 APPENDIX 2 3.4 The following phases were later agreed Phase 3 to be completed by May/June 2008 Homeless services Children’s Information Services Anti-social behaviour issues Phase 4 - agreed in principle 0 Leisure and sport bookings Community Learning and Development bookings Libraries information/booking Landlord registration Pest control 35 . 4. 41 . Outcomes and Benefits Realisation Please see appendix 2A as a summary of outcomes and benefits realisation. 5 . 51 . Plans links and Contributions The roll out of CRM is aligned to the Council’s Financial Efficiency Strategy (FES), specifically ‘Business Transformation’ and ‘doing more with less’. CRM was a major part of the Council’s 2lStCentury Government Strategy. More recently CRM is intrinsically linked to the Delivering Excellence Programme ‘Driving Forward Customer Services’ work stream. The CRM project in the future will fit into the new Customer Services strategy and Unit. The CRM project will continue to support the delivery of the following values from the Corporate Plan: Putting the Customer First Continuous Improvement Openness and communication Performance Management & Measurement A project update was presented to Customer First Strategy Board on 29 October 2007 and noted: Phase 1 complete and in operation with IT issues resolved Phase 2 on target for December 52 . 53 . 5.4 55 . 6. 61 . APPENDIX 2 A Complaints workshop for Social Work and Corporate Complaints at the end of November. Phase 3 agreed in principle and agreed to include homeless, children’s information services, Anti Social Behaviour Phase 4 expected to include leisure and sport bookings, CLD bookings, libraries, landlord registration and pest control Development Strategy agreed in principle and also taken to Lagan User Group. 6.2 A project Highlight Report was presented to Scrutiny on 4 December 2007 and the overarching critical success factors reported was: ‘The CRM Development Team has agreed a number of overarching critical success factors which will be used to evaluate the success of CRM implementation corporately within the Council. These are: Business Process Re-engineering culture adopted by services to ensure efficiency and best value in delivery. Evidenced improvements to Customer Services Evidenced efficiencies and cross service workings. Service Buy In and culture change in delivery of services.’ 6.3 A progress report was presented to Customer First programme Board on 4 July 2008 and agreed the following recommendations Lessons Learned and newly identified risks There is a need to ensure the Council learns from issues which have arisen from implementation to date and some of the issues identified are: Need to ensure that staff understand the change required in relation to adopting CRM Need to ensure that managers implement and monitor staff usage of the process agreed to make sure that over riding principles of full customer information is available to front office staff Clarity is required to ensure that consistency of data recording and management as well as core process management New initial risks associated with the project was agreed and a formal facilitated risk identification session was agreed to take place in August 2008 to produce a risk register and matrix. Training - only one trainer has officially been trained and is off long term sick. IT Support - project requires a back up support person to be trained. Integration -this requires to be led, developed and managed by Technology Solutions. Funding - only a small pocket of funding remains which needs to be prioritised and an option of capital funding bid needs to be developed. APPENDIX 2 First point customer contact - a strategy needs to be developed to ensure all services produce a programme to ensure all front office contact is developed as part of their service planning process Reporting - a major risk to the adoption of the system is the lack of corporate reporting tool being available to services. Continuation of project management - the risk of current reorganisation needs to be managed in relation to ensuring that the reorganisation does not have a negative impact on the project. 2 64 . Reporting in Lagan was developed and finalised in April 2009. Prior to this date it was not possible for service departments to create or run reports. With the absence of management information it was not possible to measure or manage performance until very recently. The absence of an ‘As-Is’ or baseline Business Model, which is a measurement of the service delivered prior to being delivered through CRM, makes it difficult to identify measurable benefits post CRM. It has not been possible to identify time released savings as yet. 6.5 6.6 7. 7.1 Continuous Improvement In respect of services delivered through CRM, customers have a wider choice of access in how and where they want to contact the Council. The standard of service received for these services is consistent, regardless of where and how a customers wishes to make contact. For services in CRM it is difficult to comment on first point of contact resolution as effective mechanisms have not yet been established. Risks The project risks identified in August 2008 and logged on Covalent (Code BTMGFFcOl & BTMGFFc02) are Lack of Strategic Ownership of CRM - lack of effective, dedicated commitment to strategic supportdprioritisation of this project over others. Risk Rating A2. Lack of central and dedicated resources to facilitate implementation of the project, oversee technical development and provide specialist advice and support to Services. Risk Rating B2. 7.2 7.3 8. 8.1 9. 9.1 9.2 Future Development of CRM The previous Project Manager stepped down in January 2009. In the absence of a Customer Services Manager and development of a new strategy for customer services, the development team agreed to APPENDIX 2 cease to meet until a new strategic direction was clear and the structure to support this was agreed in February 2009. 9.2.1 The Delivering Excellence - Driving Forward Customer Services work stream will influence the future priorities of CRM. 9.2.2 The new structure established an Operations Manger Customer Services who, together with Delivering Excellence, will be responsible for future developments of CRM. 9.3 An interim project lead officer was appointed in March 2009 and has initiated a project review to establish a base line in terms of where the project is in relation to previous priorities, support existing activities and recommend future direction and delivery of CRM. 9.3.1 A recent user survey has confirmed that there is lack of confidence in using Lagan software and that the training provision has been inadequate. This will need to be addressed as a priority development. 9.4 The interim project officer post will be deleted as part of the forthcoming restructure exercise. Report prepared by: Ed Parkhouse, Operations Manager Revenues and Exchequer Services & SRO Delivering Excellence - Driving Forward Customer Services Catherine Black Principal Officer Review & Development & Interim Project Officer CRM July 2009 Appendix 2A Outcomes and Benefit Realisation Objective Process Type Implemented First Used Target Y/N Completion date Total Number of Enquiries 2007/08 Phase 1 Bulky Uplifts October 2007 Y 2008/09 3,426 Summary and Back Office Integration 01/10/2007 9,932 The general decrease in uplifts is probably due to the changes in pricing rather than service access provision. The Lagan eform is used as a Works Order, there is no back office Asset Management System used and therefore no back office integration White Goods Uplifts October 2007 October 2007 October 2007 Y 01/10/2007 7,154 9,335 Potholes Y 01/10/2007 1,626 Street Lighting N Planning and Building Control Building Control Enquiries October 2007 October 2007 N N There is full integration with the Confirm Asset management database allowing a 2-way communication between systems. Although this was included in the evaluation of the Stewartry Pilot, it was not practicable to roll this service out across areas due to no readily available GIS system and no confirmed back office Asset Management system. With the recent developments of GIS system this service is now in test with the intention to roll it out to CSCs and DG Direct. This was included in the Stewartry Pilot but has never been used in a wider remit. There are no plans to take this forward at Dresent This has not been implemented and there are no plans to take this forward at present Objective Process Type Implemented First Used Number Number Target Completion of of Enquiries Enquiries Date 2007/08 2008/09 Summary and Back Office Integration Phase 2 Corporate Complaints & Social Work Complaints January 2008 N With the support of the Social Work Complaints Manager, the Improvement Service and Lagan, D&G attempted to develop an end-to-end process within Lagan’s CRM. The work was abandoned in March 2009 as it was determined by the Customer First Programme Board that the system did not meet Social Work’s needs, and the CFPB approved purchasing an off the shelf Complaints, Comments and Compliments package. Respond, will handle ALL complaints, comments and compliments. CRM will front-end the Respond system. Integration with Revenues Electronic Workflow System (Civica’s W2) January 2008 N This would be a major task due to the complexity of the Revs and Bens activity and the linkages with core system and the integral workflow system. This would cost E80K for which there would be no business benefit other than the concept of having a single CRM. The Revs CRM system Comino Contact Manager is fully established and used by DG Direct and Customer Service Centres and it sits alongside Lagan with no issues. Objective Process Type Implemented First Used Target Y/N Completion Date Number of Enquiries 2007108 Number of Enquiries 2008109 Summary and Back Office Integration Phase 3 Homeless Services Children’s Information Services Anti-social behaviour issues MaylJune 2008 As Above As Above N This has not yet been implemented into CRM and there is no current plan to take this forward at present. As Above N N As Above Phase 4 Leisure and sport bookings Agreed in principle Libraries with no informatiodbookings target completion date Landlord Registration Pest Control CLD Booking N This service has not yet been implemented into CRM and there is no current plan to take this forward at present. As Above N N As Above N As Above As Above N As Above Objective Process Type Implemented First Used Target Y/N Completion Date Number Number of of Enquiries Enquiries 2007/08 2008/09 Summary and Back Office Integration Not Cashless Catering Included Pilot in phased roll out Plan General Enquiries Y April 2009 This involves 1 school at the moment Annan Academy. There have been 11 reported enquiries. It is planned to extend this to all the secondary schools in the A&E area. Y December 2008 66 This was established in the Call Centre to report on non Revenues or CRM scripted services. Dog Fouling ) Flytipping ) Y Feb 2008 323 This was not included in the Stewartry Pilot. The eform is used by the Environment Wardens as work requests. There is no integration with a back office system.