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Hertfordshire County Council: Shared Managed Services

Hertfordshire County Council: Shared Managed Services. Jonathan Prew Managing Director, Business Solutions Vikki Perkins HR Director , Business Solutions. Not Just Another Contract. That rare thing - a contract which represents a step change in Serco’s market position

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Hertfordshire County Council: Shared Managed Services

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  1. HertfordshireCounty Council:Shared Managed Services Jonathan Prew Managing Director, Business Solutions Vikki Perkins HR Director , Business Solutions

  2. Not Just Another Contract • That rare thing - a contract which represents a step change in Serco’s market position • Transformational for us as well as you • Transformation of the Customer Journey to make the citizen truly self-reliant has never, yet been achieved on a significant scale. No authority has implemented a comprehensive channel shift strategy, enabled by a truly transactional citizen portal • No-one before us has realised the full potential of the customer services function to release front line professionals from time consuming and costly processes • Until now no one has committed to investing in a transformational hub, which spreads cost, shares knowledge and offers potential for new partnerships and total place services

  3. SMS Core Solution Building the foundation for transformation People • Cultural and working environment change • Organisational transformation • Increase professionalism • Empower and motivate • Remove waste and simplify • Reduce and automate handoffs • Integrate front and back office • Reengineer and continually improve Process Single SMS Vision • Release full benefit from past investments • Foundation for future technologies • Significant investment in new CRM system • Comprehensive service management tool set • Innovative CRM based IBSH Technology • Dedicated change resources: fast time to benefit / low risk • Service improvement Plans for all services • Subject Matter Experts for implementation • Supports Council for the Future and Deepening Change

  4. SMS Target Operating Model High quality customer service professionals providing customers with maximum fulfillment at first point of contact Single Branded Customer Services Centre • Maximise the time staff spend providing specialist professional services to their clients • Unburden specialist staff from unnecessary bureaucracy and other non professional/ non value add tasks • Transfer non professional activities to consolidated front and back office functions • Implement new technology for integration and automation Customer transactions & mid office processing activities Automated Hand Offs Front Line Service Specialists Focused service professionals unburdened from basic administration activities Adult Care Services Children, Schools and Families Environ.& Comm. Fire & Rescue Districts & Other Transactional back office support activities Integrated Business Support Helpdesk Shared centralised back office support functions accessed via the Integrated Business Support Helpdesk HR Finance ICT Facilities Management Other

  5. A Structured Transition Approach Fundamental to Any Programme of Change Risk management • Pre-Contract • Initiation and Planning • Due Diligence • Contract Finalisation Transition to Service Take-On • Service Take-on Preparation: • Finance • Contract • People • Operations • Infrastructure • Service Delivery Planning • Service Improvement Planning • Shaping Change • Cut over to live service • Transition to‘To Be’ Services • Stabilisation • Change Readiness • Realising change • Service Improvements • Service Baseline • OD • BPR • New Technology • Personnel Development • Take on of new processes • Future State andContinuousImprovement • Post Implementation Review • Ongoing Change Management • Performance Monitoring and Management • Innovation Projectsupon Request Change management, culture and communications Working to new SLAs ContractGOLIVE Contract Award

  6. With Significant Change Comes Complexity…. • We recognise this isn’t just business as usual • There are some specific complexities to address: • A blend of employees from different employers with different personal priorities and values • A requirement for transformation resulting in the most efficient processes and systems, all the right people in the right places and consequently a reduced workforce • A recognition that we will need to challenge current behaviours and attitudes • We will commit to a series of activities that will seek to overcome any complexities and build a new partnership • Our proven transition approach provides a sound basis for service improvement and the change to a high performance culture – commitment to these continues throughout the life of the contract

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