mike spanner head of strategic consultancy. more for less developing the business case
Post on 18-Dec-2015
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Mike SpannerHead of Strategic Consultancy
More for LessDeveloping the business case
Slide 3
The ‘more for less’ challenge
ImprovingCustomer
Satisfaction
DeliveringValue for
Money
Developinghigh quality and accessiblecustomer services
Delivering services inpartnership with other public/voluntary sector
organisations
Generating cashand/or capacity throughtechnology enabled process improvements
Optimisingthe use of resources
through strategicpartnerships
Slide 4
PostCounterPhoneInternet
Contact CentreCRM
Intermediaries
ComplexEnquiries
SimpleEnquiries
Partner e-servicetake-up
En
d t
o E
nd
Bu
sin
es
s P
roc
es
s R
e-e
ng
ine
eri
ng
5Mobile & homebased working
Partners ContractorsSupply chainautomation
Shared systemsand services
Mobile
Partnership Working
Channel Switching
Complex enquiry firstpoint resolution
Back Office Systems
ERDMS System
Simple enquiry firstpoint resolution
11
44
33
22
55
66
77
Service transformation potential
Slide 5
Overall Approach
DevelopFuture Vision& Direction of
Travel
DevelopFuture Vision& Direction of
Travel
Identify HighPotential Service
Areas
Identify HighPotential Service
Areas
Develop‘As Is’ Process
Models
Develop‘As Is’ Process
Models
ParameteriseAnd Calibrate
ProcessModels
ParameteriseAnd Calibrate
ProcessModels
Analyse & AssessProcess Models
Analyse & AssessProcess Models
DevelopBusiness Case
and ROI
DevelopBusiness Case
and ROI
Develop‘To Be’ Process
Models
Develop‘To Be’ Process
Models
Take ActionTake Action
Slide 6
More for Less Assessment
Develop‘As Is’ Process
Models
Develop‘As Is’ Process
Models
ParameteriseAnd Calibrate
ProcessModels
ParameteriseAnd Calibrate
ProcessModels
Analyse & AssessProcess Models
Analyse & AssessProcess Models
Develop‘To Be’ Process
Models
Develop‘To Be’ Process
Models
Identify HighPotential Service
Areas
Identify HighPotential Service
Areas
DevelopBusiness Case
and ROI
DevelopBusiness Case
and ROI
Take ActionTake Action
DevelopFuture Vision& Direction of
Travel
DevelopFuture Vision& Direction of
Travel
Slide 7
More for Less Assessment
DevelopFuture Vision& Direction of
Travel
DevelopFuture Vision& Direction of
Travel
Develop‘As Is’ Process
Models
Develop‘As Is’ Process
Models
ParameteriseAnd Calibrate
ProcessModels
ParameteriseAnd Calibrate
ProcessModels
Analyse & AssessProcess Models
Analyse & AssessProcess Models
Develop‘To Be’ Process
Models
Develop‘To Be’ Process
Models
DevelopBusiness Case
and ROI
DevelopBusiness Case
and ROI
Take ActionTake ActionIdentify High
Potential ServiceAreas
Identify HighPotential Service
Areas
Slide 8
Process Mapping
DevelopFuture Vision& Direction of
Travel
DevelopFuture Vision& Direction of
Travel
ParameteriseAnd Calibrate
ProcessModels
ParameteriseAnd Calibrate
ProcessModels
Analyse & AssessProcess Models
Analyse & AssessProcess Models
Develop‘To Be’ Process
Models
Develop‘To Be’ Process
Models
Identify HighPotential Service
Areas
Identify HighPotential Service
Areas
DevelopBusiness Case
and ROI
DevelopBusiness Case
and ROI
Take ActionTake Action
Develop‘As Is’ Process
Models
Develop‘As Is’ Process
Models
Slide 9
Calibrate & Validate Models
DevelopFuture Vision& Direction of
Travel
DevelopFuture Vision& Direction of
Travel
Develop‘As Is’ Process
Models
Develop‘As Is’ Process
Models
Analyse & AssessProcess Models
Analyse & AssessProcess Models
Develop‘To Be’ Process
Models
Develop‘To Be’ Process
Models
Identify HighPotential Service
Areas
Identify HighPotential Service
Areas
DevelopBusiness Case
and ROI
DevelopBusiness Case
and ROI
Take ActionTake Action
ParameteriseAnd Calibrate
ProcessModels
ParameteriseAnd Calibrate
ProcessModels
Right First Time Effort & Cost
Chase Up Effort & Cost
Input Parameters
Slide 10
Analysis & Assessment
DevelopFuture Vision& Direction of
Travel
DevelopFuture Vision& Direction of
Travel
Develop‘As Is’ Process
Models
Develop‘As Is’ Process
Models
ParameteriseAnd Calibrate
ProcessModels
ParameteriseAnd Calibrate
ProcessModels
Develop‘To Be’ Process
Models
Develop‘To Be’ Process
Models
Identify HighPotential Service
Areas
Identify HighPotential Service
Areas
DevelopBusiness Case
and ROI
DevelopBusiness Case
and ROI
Take ActionTake Action
Analyse & AssessProcess Models
Analyse & AssessProcess Models
Slide 11
‘To Be’ Models
DevelopFuture Vision& Direction of
Travel
DevelopFuture Vision& Direction of
Travel
Develop‘As Is’ Process
Models
Develop‘As Is’ Process
Models
Analyse & AssessProcess Models
Analyse & AssessProcess Models
Identify HighPotential Service
Areas
Identify HighPotential Service
Areas
ParameteriseAnd Calibrate
ProcessModels
ParameteriseAnd Calibrate
ProcessModels
DevelopBusiness Case
and ROI
DevelopBusiness Case
and ROI
Take ActionTake Action
Develop‘To Be’ Process
Models
Develop‘To Be’ Process
Models
Slide 12
Outline Business Case
NationalE-benefitsFindings
Home VisitFindings
Slide 13
Common Vision High PotentialService Areas
More For LessAssessment
AS IS Capture
Calibration TO BE Development
Progress To Date
Outline B
usiness C
ase
Projected
Slide 14
New Claims Results
£1,301K
Slide 15
New Claims Results
£1,301K
£1,585K
Costs of processing all non DWP newclaims by home visit using currentways of working.
Increased travelling expenses
Decreased chase up due to higher %Right First Time (50%)
Increased core labour costs due totravelling time
Reduction of new claims processingTime KPI from 31 days to 17 days
Slide 16
New Claims Results
£1,301K
£1,585K
£1,258K
Costs of processing all non DWP newclaims by home visit using benefitexpert system
Decreased claim form costs
Decreased chase up due to reducedtime checking for completion
Decreased core labour costs due toreduced time to assess claim
Slide 17
New Claims Results
£1,301K
£1,585K
£1,258K
£1,030K
Costs of processing all non DWP newclaims by home visit using benefitexpert system with full integration
Decreased core labour costs due toelimination of scanning, indexing and back office system update effort
Slide 18
New Claims Results
£1,301K
£1,585K
£1,258K
£1,030K
£873K
More radical service transformation model using the SSCC to undertake initialclient screening, telephone assisted expert system use, and booking andscheduling services plus use of community based surgeries and intermediarytake up.
Increased costs due to chase up being undertaken by homevisit or surgery
Decreased chase up effort due to higher % rightfirst time
Decreased core labour costs due to increasedproductivity through use of surgeries, SMSreminders and intermediary take up,
Slide 19
Summary
£1,301K
£1,585K
£1,258K
£1,030K
£873K
More Service17 days (-14) forLess Cost21% reduction
Slide 20
Best PracticeProcesses
SystemIntegrations
ChangeManagement
Shared ServiceSolutions
TransformationProgrammes
OrganisationalRe-engineering
Mobilisation Scope
SocialServices
Housing
PlanningBuildingControl
Education
EnvironmentalHealth
Street Scene
ROIModels
TransformationSolutions
More for LessAssessments