Customer Services. Mgt. Structures. Admin- istration. Common Functions. Workforce Mgt. 3 rd Party Relations. Procure Q Wins. Enablers: ICT, HR, Property & Agile working. Programme structure and aims Appendix 2g.
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Enablers: ICT, HR, Property & Agile workingProgramme structure and aims Appendix 2g
The programme is made up of seven projects and series of enablers which…
… when delivered together, has following balanced score card of outcomes:
Accountability and capacity for service specific policy An equivalent of 121.3fte do this across Directorates. This represents posts where less than 30% of time is spent on this and/ or reflects senior manager posts.
There are 22.75 ftes in terms of posts where more than 30% of time is spent on service specific policy. Such resources should be pooled within Directorates to maximise flexibility and efficiency within Directorates
1 fte Head of Function
plus 0.25 fte senior mgt
Total resource – 58.25 fte
Annual Cost of To Be is £2,556,787
Current running totals
* see later slide on to be designs
Cost: £1,392, 754
2 x SBSA
3 x BSA
Managed by Team Leader for Admin on Civic Campus
Scope, progress & next steps
Scope, progress & next steps
This enabling work-stream provides the necessary
ICT software products and infrastructure to help bring
about the range of new services, processes and operating models
Substantial initial work has been done:
Phase 1: Business Transformation – Engagement with the work stream Design & Implementation teams, to establish alignment with existing projects, strategy and the technology infrastructure. This phase will identify Business Process transformation opportunities at a high level that will require ICT.
Phase 2: Technology Foundation activities – work which has been identified that is needed to put in place the key ICT enablers which will provide the building blocks on which solutions will be built, for example CRM, Single Customer Account, Employee Self Service & Enterprise Content Management solutions such as Document imaging/management, Process Workflow and work collaboration.
Phase 3: Business Solution activities – more detailed requirements coming out of the Think Efficiency ‘to be’ reports which are required and are to be built on the foundations such as the tailoring of systems eg. ECM, ESS or CRM.
Phase 4: Organisational Development and Skills Awareness - Embed new or revised business processes and standards across the organisation based upon the requirements of the Business Solutions phase. Implement the appropriate training and development programs to ensure that all staff are fully confident and competent in any new processes and systems
Scope, Progress & next steps
… measures in place / in development to manage these defined risks
Total post reduction and staffing saving by 2010-11 380 £10,949k
Procurement saving by 2010-11 £ 5,013k
Overtime and venue hire reduction £ 1,183k
Total saving by 2010-11 £17,145k