world class crm platfrom (final) redacted

ISiS Partnership World Class CRM Platform

Variant Bid Volume 2

Section B2

28th November 2006

World Class CRM Platform

Table of Contents

1 .......................................................................... 1 World Class CRM Platform

1.1 .................................................................................................. 1 Summary

2 ....................................................................................................... 5 Approach

2.1 ............................................................................................... 5 Introduction2.2 ........................................................................................... 6 Project Scope2.3 .......................................................................................... 7 Dependencies2.4 ...................... 8 Delivery against your planned and potential developments2.5 .............................................................................................. 9 Deliverables

2.5.1 .................... 9 Migrate Current Services to New CRM platform2.5.2 .................................................. 11 Deliver Enhanced Services2.5.3 ................................................................ 22 Enhanced Access2.5.4 ...................................... 27 Enabling Better Use of Information

3 ................................................................................. 34 Implementation plans

3.1 .................................................................................. 34 Managing Change3.2 ............................................................ 35 Managing SAP implementations3.3 ...................................................................................... 37 Cultural change3.4 ............................................................ 38 Learning and Training Approach3.5 ............................................................................... 40 Knowledge Transfer3.6 ...................................................................... 41 Implementation Timetable

4 ..................................... 43 Analysis against ISiS Objectives & Key Results

5 ................................................................................... 44 Relevant experience

5.1 ............................................................................... 44 Previous Experience5.2 .......................................................................................... 45 Case Studies

5.2.1 Bradford MDC ........................ Error! Bookmark not defined. 5.2.2 ................................... 45 Bath & North East Somerset Council5.2.3 .......................................................... 45 Milton Keynes Council

6 ...................................................................................... 46 Technical Solution

6.1 ........................................................................................ 46 CRM Software6.2 ............................................................................. 47 Enterprise Integration6.3 .................................................................................. 48 Direct Integrations6.4 .......................................................................... 49 Technical Infrastructure

6.4.1 .................................................................. 50 Server Hardware6.4.2 ............................................................... 51 Desktop Hardware6.4.3 .............................................................. 51 Voice Infrastructure6.4.4 ....................................................................... 51 Data Network

6.5 .................................................................. 51 Production Support Strategy

7 ................................................................................................. 53 Appendices

7.1 ............................................ 53 Appendix A: SAP CRM Product Evaluation7.2 ........................... 55 Appendix B: Candidate Service List – Fault Reporting7.3 ..................................... 56 Appendix C: Access Point Facilities – Sketches7.4 ....................................................................... 58 Appendix D: SAPconnect7.5 .................................................. 61 Appendix E: SAP Exchange Connector

IBM Response to ISiS ITN Volume 2 – Section B2

IBM Confidential


1 World Class CRM Platform

1.1 Summary Our Standard Bid proposal will enable the transition of Customer Services into the ISiS partnership establishing a single Customer Services Bureau with a new, combined operational structure with mixed teams brought together into single accommodation. The service will be characterised by a customer focused “can do” attitude, its flexibility to meet demand and its delivery to agreed performance targets and standards.

This will create the operational baseline from which the Councils can jointly launch an ambitious Customer Access transformation programme, to take you from being well performing Councils to becoming a ‘category of one’.

Customer Excellence

WorldClassCRM

Platform

CustomerServicesTransition

People Excellence Enablers

Technology Enablers

Customer Access

Citizen and Community Wellbeing

Know our customers & communities

Empower customers and communities

Enable seamless joined up service

delivery

Improve customer service

Figure 1 - Customer Access Programme

The transition to a single Customer Services Bureau is included in our Standard Bid Proposal. As part of our standard offering, we propose the implementation of a single CRM application based on SAP CRM, being a necessary component of a fully joined-up service. The programme of activity described in this document should be seen as an alternative to our standard proposal of SAP CRM implementation; delivering SAP CRM and a package of transformed services and functionality. As the foundation phase of our Customer Access Programme, this programme has wider objectives, which include, to:

Complete the preparation of the single Customer Services Bureau to become the engine for council-wide change, by implementing a world-class technology platform upon which you can build. To achieve this we believe our proposal based on the industry-leading SAP CRM product is the most appropriate solution;

Deliver the first package of transformed services, including three categories of services that cut across both councils and touch a large number of your customers; fault reporting, email response and complaints handling;

Deliver the first wave of enhanced and joined-up access options for your customers, by:

Extending web self-service options,


IBM Confidential Page 1


Establishing a joint Front of House in your existing locations at Deane House, County Hall and Wellington Community Office;

Opening 10 new outlets in libraries across the County; and

Ensuring that the contacts you receive by email are handled quickly, efficiently and consistently.

Give you the ability to gather and make the most effective use of information about your customers and the performance of your service to allow you to learn from every interaction.




Why new CRM technology?

We understand that the vision for Somerset Direct was to have integration of CRM and Contact Centre telephony across the County and District Councils in Somerset, so that a customer contacting any of these could be dealt with seamlessly. Work continues to create links between the councils, with Somerset and Taunton Deane leading the way. At present, however, while all the authorities have common CRM and telephony products, they are still very much separately implemented.

Further, in Somerset and Taunton Deane, the implementation is incomplete; there is little integration to date with the departmental systems and agents are still switching between multiple applications. You have shared with us some of the issues experienced with Northgate Front Office, including a disappointment with the standard of support provided, poor system performance, insufficient reporting capability and restrictive licensing.

After careful consideration of your existing investment in Northgate Front Office and the dialogue we have had with you throughout this tender process, we believe that a CRM proposal based around SAP is the most appropriate solution for the partnership to achieve your objectives. This is because:

The contact centre will grow significantly – as a result of redirecting more resources to the front line and taking on new business as the partnership grows. With SAP you have the confidence of using a mature product with thousands of clients, including some very large operations;

SAP comes into its own in complex organisations, with its leading support for managing information and integrating with back office applications – allowing agents to delight customers by seeing their needs through to resolution without expecting them to understand how you and your partners are organised;

As you enter this long-term partnership, SAP’s vast resources, financial stability, excellent customer support and continuous investment in product development gives you the assurance that this crucial technology enabler will go the distance, be well supported and continue to provide leading capability; and

IBM has deep expertise in designing and maintaining infrastructure solutions specifically for SAP, ensuring you will get the performance that will allow agents to resolve customer’s enquiries quickly whether they are in the contact centre, a local office, on the road or even at home.

Additionally, should you choose to pursue the implementation of a complete suite of SAP applications to support the Shared Services operation - as we propose in Volume C2,- you would also benefit from significant cost savings – on licensing, hardware and ongoing support; and close integration between CRM and your back office applications.

We include an independent evaluation of SAP CRM in Appendix A of this section.




Benefits to your customers

This project will deliver the following benefits for your customers:

Citizens using existing touchpoints such as Deane House Reception will have access to a much wider range of information and services;

Citizens using the councils’ websites will be able to complete more interactions online without having to pick up the phone or print and send a form;

Citizens reporting faults or making a complaint will find it easy to do so, have a clear idea of what happens next and be kept informed until their concern is fully resolved;

More citizens sending emails to the councils will receive prompt, comprehensive and accurate responses;

Citizens will know, that when they speak to an advisor in person, their previous contacts by email and over the phone are known to the person dealing with them;

More citizens dropping into their local library will find that they can get answers to questions about council services at the same time. More people will be made aware of services and benefits that they never knew existed;

More citizens will become aware of, and gain confidence in using, the online services provided by the councils, as a result of being introduced to them in their local library, under the guidance of a member of staff; and

Citizens will find that the councils become quicker at responding to their needs and wants, as expressed by the way and frequency they access services, the types of services they use and the feedback they give.

Conclusion

This proposal covers the foundation phase of a comprehensive programme to achieve your Customer Access aspirations.

It will establish an optimum platform for change, based on world class CRM technology, and will begin to deliver significant benefits for your customers by setting in motion the transformation of customer-facing services and the extension of the local access network.

Working with you, customer facing services will be re-engineered and implemented on the SAP CRM platform. Over a phased period, we will deliver a full suite of seamless, joined up processes across both councils that support the delivery of your Customer Access Vision and Strategies and significantly enhance customer satisfaction. The phase roll out of re-engineered processes on SAP CRM is considered in our Customer Excellence Programme.




2 Approach

2.1 Introduction

This section sets out our approach to implementing the world class technology platform to allow your ambitions for customer access transformation to be delivered. As part of this initial implementation project, we will:

Migrate all existing services to the new technology platform in a single release – with no dual running of systems. This can rely on the unique experience that we have of similar implementations in the public sector. Some process improvements will be introduced as we populate the application;

Deliver enhanced self-service options – by using SAP eService to extend transactions to the web wherever possible;

Introduce new end to end processes for Fault Reporting. Our offering will provide a joined up, seamless and integrated fault reporting process that covers all such services provided by the councils. We will empower citizens and agents, providing accessible information to enable them to report faults quickly, easily and in a comprehensive manner via multiple contact channels. Full integration of systems will remove the need for re-keying in this area and support a ‘closed loop’ to ensure all parties are aware of the progress of a request or application. We would aim to use this ‘proof of concept’ as a basis for CRM roll out of all re-engineered processes in future phases;

Put in place a best practice email and complaints management processes that will support rapid response and automate process workflows;

Extend the reach of CRM beyond the contact centres to existing face-to-face service locations at Deane House, County Hall and Wellington Community Office;

Take a significant step towards expanding the network of localised customer access by setting up Customer Access Points (service outlets) in libraries across the County – specifically targeting areas of deprivation and limited existing coverage; and

Enable the effective use of your information by migrating, consolidating and cleansing your customer and property data and CRM-related content and documents; and delivering an initial analytics capability with improved management reporting functionality.

In this section we address the following areas:

Overview of project scope;

Dependencies across the wider IBM transformation proposal;

Delivery against your planned and potential developments;

Functional scope of the CRM application; and

Deliverables the councils will receive as a result of the implementation

Each of these areas is considered in more detail below.




2.2 Project Scope

Table 1 below summarises the preliminary scope for this project.

Customers Citizens (All segments)

Channels

Telephone, Web, Face-to-Face Email (non transactional services), SMS (notifications)

Processes

Current service scope to be delivered to same or higher standard Information Requests (~700 ‘services’) Service Requests (~150 services) Receipt of Applications

Processes to be enabled “end-to-end” through back office integration: Fault Reporting, including: Report a Highways Problem (17

services), Report Street Cleaning/Refuse Problem (18 services), Public Rights of Way (Fault reporting), Parks and Grounds Maintenance, Parking Services (Faulty meters etc)

Complaints Management Email Response Management

Technology SAP CRM : Interaction Centre Knowledge Management Customer Data Management Email Response Management E-Service Case and Complaints Management Customer Analytics

Systems Integrations : ECM CTI GIS Address Database Confirm Engineering & Environmental Flare 21 Flare Environmental Health Planning ProW Profess Email – Microsoft Exchange SMS Gateway – Outbound Messaging

Infrastructure Server Hardware

Broadband – Wellington Community Office

Mail Server Integration

SMS Server Integration

CTI/Telephony Integration

Table 1: Project Scope Summary




2.3 Dependencies

The CRM implementation is dependent on a number of related deliverables. Figure 2 shows key deliverables within scope for this phase (dotted line). The CRM implementation itself and the key deliverables are shown in the central grey box. Each of the deliverables in this box is described in Figure 2 below.

Customer Access Phase 1 – CRM Platform Cutover

Infrastructure

Information Enablers

CRM

Migrate existing services

Fault Reporting

Email Response

Complaints ManagementAnalytics

FoH CRM Deployment

Library Access Point

Customer Data

ECM

GIS

SAP BI

VoiceHardware – Desktop

Hardware - Server

Data

Data Migration

Outbound SMSIntegration

Furnish & Fit

People & Org Design

Customer Access Phase 0Operational Baseline

Transition, Consolidation, Improvements

Training

Marketing & Comms

Content & Documents

Migration

Mail Server Integration

Integration

Master Data Load

Interfaces

ESB

Confirm Engineering

Confirm EnvironmentalFlare

PRoW CTI

Address DB

Change Management

Figure 2 - Project dependencies

The key dependencies for the implementation fall into five main areas:

Information enablers – the sources of information to enable CRM and the information management technology;

Integration – the enterprise integration platform and required interfaces between the CRM application and legacy systems;

Infrastructure – The hardware and connectivity to enable CRM objectives;

Property – the changes to physical infrastructure required to support the rollout of library access points;

Business Change – the activities required to ensure the successful adoption of new technology and processes, including change management, training, organisation design and communications.

The following sections will identify the specific dependencies of each CRM deliverable in more detail.




2.4 Delivery against your planned and potential developments

In the Joint Customer Contact Output Specification and our conversations with you, you have identified numerous areas for planned or potential development in the near term. Of these, this project will deliver as a minimum against the following:

Property Maintenance: This service has now been established in SCC and will be migrated along with other in-scope services;

Rights of Way: The fault reporting solution we are proposing will allow Public Rights of Way (PRoW) faults to be reported easily via multiple contact channels in a consistent manner to other types of fault reporting. We propose that the current web interface to PRoW is not fit for purpose and would be replaced by a highly usable and accessible common front end for all categories of fault reporting;

EARS: Given the issues you have related to us with this email system and the fact that SAP offers a powerful email response management solution that is fully integrated in SAP, we propose that any further development of EARS is frozen. SAP Email Response Management (ERM) will be implemented in the Customer Services Bureau, with a view to progressively extending its use across both authorities as the corporate email response solution;

SMS Text Service: As part of our proposal for fault reporting, we envisage the use of outbound SMS to deliver status update messages to citizens;

County Hall Receptions Areas: We welcome the planned consolidation and propose the rollout of CRM functionality, processes and training to allow reception to function as a further service outlet;

Web Site Development: We propose that SAP eService is used to allow citizen access to knowledge and service request forms held in SAP CRM, enhancing the existing web offering;

Comprehensive Systems Integration: As a prerequisite to this project, the corporate wide integration platform will be established. This implementation will deliver interfaces to the key departmental systems required to support the fault reporting solution;

Wider Deployment of CRM – we are proposing the rollout to all existing and 10 new face-to-face locations and have allowed for 300 back office users to access the CRM application;

Extended Opening Hours: We have sized the technical solution with a view to allowing up to 24 hours, 7 day availability – the actual operating hours of customer service must be led by customer demand;

Provision from Deane House: This programme assumes that Deane House reception will continue to act as a customer services location and will extend the breadth of services delivered to include County Council services to the same level provided by the Somerset Direct General Theme. Additionally, this project will establish an outlet in Taunton Library to begin to address the issue of convenience. In the medium term, we envisage a Full Service Centre for Taunton should be based at a new, purpose-built location. Our variant bid contains details of our Property Proposal; and

Disaster Recovery: We have made provision for CRM disaster recovery system with 1-day availability.






2.5 Deliverables

There will be four main areas of work delivered in as part of this programme. These are to:

Migrate current services to new CRM platform;

Deliver enhanced services (Fault reporting, Email response, Complaints);

Enhanced Access (open up new access points); and

Enable better use of information (Analytics, Content and Customer Data).

Each of these area are described in this section.

2.5.1 Migrate Current Services to New CRM platform

As a baseline, the implementation of SAP CRM will more than fully cover the combined scope of services currently delivered by SCC and TDBC using Northgate Front Office. We propose that there should be no parallel running of systems.

Between them, the councils provide information on approximately 700 “services” as defined by the Local Government Service List (LGSL). For the most part, this general information is accessed via Northgate, although for some services, agents may refer to the intranet, Sharepoint (TDBC), or line of business applications.

As part of the CRM platform replacement, a consistent approach will be taken. A generic process for providing general information will be defined and implemented based oIBM’s Ascendant™ SAP Methodology.

n

Additionally, around 100-150 ‘services’ are estimated to be supported by Northgate service forms, these will be enabled to at least the present degree in SAP CRM, using service requests which can either be picked up by a back office user from SAP or forwarded by email. Enabling existing integrations e.g. to Profess will also be in scope.

Around 50 of these services fall into the category of “fault reporting”. We have identified these as early candidates for end-to-end enablement and they are addressed below in section 2.5.2.1.

The remaining services will also benefit from the migration to a new platform:

We have allowed for 300 back office user licenses. In our conversations, you have identified licensing as a key constraint towards extending the depth of your current CRM usage. This solution provides the technical foundation to start reaching deeper into the Directorates;

Using Email Response Management (ERM) will improve the handling of service requests that continue to be forwarded as emails; and

Wherever the process permits it, the same forms can be made accessible by citizens, extending the existing self-service capabilities of the councils’ websites.

Those processes which are currently delivered by Somerset Direct and TDBC Customer Services without the use of Northgate Front Office will continue to be delivered under current arrangements for Phase 1 – this includes, for example the Revenues and Benefits service.


Scope & Channels Telephone, Web, Face-to-Face Email (non transactional services)

Process Design Current service scope to be delivered to same or higher

standard. Migration to common generic process designs

Give Information (~700) Receive Information/Service Requests (~150) Receive Applications (~20)

Data / Content Load Documents and content currently stored in the following systems will be loaded or integrated into the new Enterprise Content Management System and integrated with SAP CRM, as required to support in-scope services Northgate Front Office – SCC Northgate Front Office – TDBC Knowledge Base, Sharepoint – TDBC CMS - SCC Hummingbird - SCC

Customer and Property Data from the following sources: Northgate Front Office – SCC Northgate Front Office – TDBC Register of Electors - TDBC Customer Liaison List - TDBC Address Point - SCC LLPG - TDBC

CRM Configuration Configuration of core SAP CRM solution (Interaction Centre)

Integrations CTI Connector

ECM Integration

Address Database

Profess Property Services

Planning

Integration/linking with existing websites

Management Information Core CRM reports

Training End user training design and delivery (Train-the-trainer)

Knowledge transfer to ICT support staff

Management/administration training

Web Design Design and Modification of SAP eService GUI

Table 2: Migration of existing services

The key dependencies are:

Transition and base lining of Customer Service operations into the ISiS partnership and the physical move to shared (interim) accommodation – our proposals for the take-on of Customer Services are detailed in our standard proposal.

Migration and cleansing of Customer and Property Data (see section 2.5.4.2);




Implementation of Enterprise Content Management solution – loaded with content to support information provision services (see section 2.5.4.3);

Implementation of Enterprise Integration Platform to develop required interfaces (see section 6.2);

Deployment of new Server Infrastructure (see section 6.4.1); and

Delivery of training programme to support the SAP CRM implementation (see section 3.4).

The key benefits are:

Single CRM platform giving access to services from the councils – allowing the creation of “one-stop-shop” services in Front of House and joint teams in the Contact Centre;

Single source of customer and property data; and

Extension of online self-service offering.

2.5.2 Deliver Enhanced Services

As crucial as it is to ground the newly consolidated Customer Services Bureau on a solid technology platform, we believe it is also important that the first phase of CRM delivers some significant and visible service improvements. As a first wave of service development we propose to deliver transformed processes for:

Fault reporting (street scene);

Email response management; and

Complaints management.

Each of the proposed service enhancements is discussed in more detail below.

The impact of these enhancements on the breadth and depth of service delivery in Customer Services is illustrated in Figure 3. Please note that these diagrams aim to paint a broadly representative snapshot.






Ad ults

So cial Ca re

Co mp laints L ibra riesEc ono mic

De velo pm entCom mu nityProt ectio n

F ire& Resc ue

(F ireSaf ety)

Hig hway sRight s of

WayPublic

T ra nsp ort

Adu ltLea rn ing

&Le isur e

Ch ildre ns

So cialCar e

Ad ults

So cial Ca re

Co mp laints L ibra riesEc ono mic

De velo pm entCom mu nityProt ectio n

F ire& Resc ue

(F ireSaf ety)

Hig hway sRight s of

WayPublic

T ra nsp ort

Adu ltLea rn ing

&Le isur e

Ch ildre ns

So cialCar e

P rovide General Informat ion

P rovide Custom er Informat ion

Receive A pplication

Receive Informat ion orS ervice Request

M ake B ooki ng

M ake (Pre)A ssessm ent

Take Payment

Bene fits Reven ue sPar king L and Char ge s

Plann ingWasteSe rvice s

Me mb erSe rvice s

L ic ens ingEnvir onme nta l

Hea lth

Par ks&

G ro und s

Ele ctor alRe gistr atio n

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Fault/Prob lem Reporting

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Ad ults So cial Ca re

Com pla ints Libr ar ies Econ om icDeve lopm en t

Com mu nityPro tect ion

F ire

& Resc ue(F ire

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High ways Rig hts ofWa y

Pub licTr an spor t

Ad ult

Le arn ing&

L eisur e

Scho olAd missions

Reg is-Tr ation

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Ch ildre nsSo cialCar e

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Ad ults So cial Ca re

Com pla ints Libr ar ies Econ om icDeve lopm en t

Com mu nityPro tect ion

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High ways Rig hts ofWa y

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Reg is-Tr ation

Ser vices

Ch ildre nsSo cialCar e

Ear lyYea rs

P rovide General I nformat ion

P rovide Informat ion(Data)

Receive A pplication

Receive Informat ion or

S ervice Request

M ake B ooki ng

M ake (Pre)A ssessm ent

Take

Payment

Adu lts So cial

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Com plain ts L ibr arie s

Econo micDe velo pm ent

&T ou rism

Com mu nityProt ectio n

F ire& R escu e

High ways Righ ts o fWa y

PublicT r ansp or t

Adu ltLea rn ing

&Le isur e

Educ ation(inc l. Scho olAdm ission s,Ea rly Ye ar s)

Leg alServ ices(R egi-

st rat ion)

Child re nsSoc ial

Ca re

WasteRe cyclin g

Adu lts So cial

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Com plain ts L ibr arie s

Econo micDe velo pm ent

&T ou rism

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o

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Figure 3 - Extending depth and breadth of services

Services with ‘ticks’ are currently provided by Customer Services using Northgate Front Office. This functionality will migrated to SAP CRM and provided to the same or higher standard.

Services with ‘circles’ are in-scope but provided using additional applications that are not integrated. For the scope of this programme, these services will continue to be delivered using current technology arrangements.

‘Blank’ areas indicate services that are not currently provided by Customer Services – no distinction is made here between those that do not apply and those which may be opportunities for future development.

Services with ‘stars’ are areas of focus for development in the programme. This means redesigned processes (migration to generic processes model) and full technical enablement using CRM and integration to departmental applications.

The scope of the fault reporting solution is indicated by the red circles.

o


2.5.2.1 Fault Reporting

The councils have each undertaken a number of initiatives to develop fault reporting. Reports for street cleaning and many other services can be reported online using Taunton’s “Report It!” tool. Similarly, Highways problems can be reported on somerset.gov.uk or by calling Somerset Direct’s Roads and Transport theme. You are now looking for further improvements:

Looking ahead over the next three years, your service plans recognise the opportunity to improve Customer Access through the use of ICT and for greater efficiencies through business process redesign;

The roadmap for Taunton Deane asks how ISiS can help to deliver the ‘Cleaner Safer Cleaner’ agenda and bring together Council responsibilities for the local environment;

The roadmap for SCC Environment Directorate notes your aspiration to use GIS to ‘develop the ability to capture location from a report by a customer on-line; and

You have highlighted Public Rights of Way fault reporting as an area for planned development – while online mapping is accessible to citizens, you recognise that it is not currently an effective tool for fault reporting.

Our proposal

In the creation of a single Customer Services Bureau, there is an opportunity to bring together a single, combined, multiple contact channel fault reporting solution and to apply a common, best practise process to all types of fault reporting. These measures alone will significantly improve the overall customer experience and bring

consistency to some of the most frequent interactions with both councils. Our reasons for proposing this as part of the initial implementation are:

These are highly visible services that have a major impact on the perception of the councils’ performance and customer satisfaction overall. In the County’s Corporate Health Survey of 2000, around a third of respondents list the performance of these services among the most important factors for making an area a good place to live. A view confirmed by Taunton Deane’s recent Budget Consultation in which citizens rank clean streets as a top priority after crime and safety;

These services are used by all citizens, providing an opportunity to deliver results for a very wide community early on in the partnership, which will be important in sustaining momentum and public interest;

A focus on creating an excellent online customer experience is crucial to achieving the strategy of encouraging customers to move to lower-cost web channel for transactional processes, thereby freeing up resources to be targeted at areas of highest need or strategic priority; and




This represents an opportunity to create a platform for future process re-engineering and CRM roll out, setting a benchmark for seamless, joined up services to act as a ‘proof of concept’.

How it could work

A single reporting tool for all service areas will be made available to customers, including the facilities to look up locations using address data or interactive maps. The same functionality will be accessible to customer agents in the contact centre or library and community office locations, however, we recommend that the web tool should receive maximum promotion.

Service requests will be routed automatically to the appropriate service department, depending on the nature of the fault and any other relevant information. Through integration to line of business systems such as Confirm, information may be given about the scheduled timeslot for delivery. For progress tracking purposes, any status changes associated with the fault are updated automatically to the CRM.

GISMapInfo mySAP CRM

ESB

ConfirmEngineering

ConfirmEnvironmental

Flare

mySAPOnline Services

tauntondeane.gov.uk

mySAPServiceRequestPortal

somerset.gov.uk

Customers can also be given the option to leave an email address or mobile number to receive automatic notification when the job has been completed.




The following figure uses an example to illustrate the opportunity for an improved customer experience:

Figure 4: Example fault reporting scenario

In implementing a common process across all types of fault reporting we would seek to apply best practise design principles, such as:

Validation of information at the point of capture – to minimise follow up calls;

Capturing only the information required (e.g. No need to register for this process);

Closing the loop – the customer receives status updates from service delivery;

No duplicate entry – data is sent to back office systems electronically; and

Joined-up delivery – the customer does not need to know who delivers the service, her request is automatically routed to the correct service provider.




Scope & Channels

Web, Phone and Face-to-Face reporting of faults or problems in the following areas – to be confirmed in blueprint phase: Report a Highways Problem (e.g., potholes, street lights) Report Street Cleaning/Refuse Problem (e.g., fly-tipping, dead

dogs, abandoned cars, dirty public toilets) Public Rights of Way Parks and Grounds Maintenance Parking Services (car park maintenance, broken meters etc) Trading Standards and Environmental Health

We include a candidate list of services in Appendix B.

SMS and Email Status Notifications

Process Design

This stream will build on Somerset’s existing processes for reporting highways problems and rights of ways faults and Taunton’s “Report It!” tool. A single, best practice process will be established with appropriate variations to account for the estimated 40-50 services provided in the areas in scope.

CRM Configuration

Key activities: Creation of interactive forms to support approx. 50 variations of

problem reporting process. Changes to Data Model Configuration of Workflows and Integrations Modification of User Interface Enablement of Online Services

Integrations Detailed integration requirements will be confirmed during the Blueprint phase. For the purpose of estimating, the assumption is made that the following applications will be integrated to: MapInfo GIS Address Database Confirm Engineering Confirm Environmental Flare 21 Flare Environmental Health Outbound SMS

Management Information

Service Request Analysis, e.g.: Number of Service Requests by Category Time to Resolution (End-to-end)

Training CRM agent training included in core training.

No provision made for training potential SAP back office users.

Marketing Comms

The online service will be promoted strongly to the appropriate customer profiles to achieve maximum channel shift. Phone and in-person interactions should, where appropriate, be treated as an opportunity to promote the use of self-service in future.

Organisation Design

A single fault reporting team will be created, bringing together Somerset Direct’s “Roads and Transport” theme with Taunton Deane advisors.

Web Design Design of a highly usable and accessible web interface.

Table 3: Fault reporting solution





Implementation of corporate wide integration platform (Websphere) to support integration with departmental systems;

Availability of GIS to be integrated; and

Loading of address / location data into Citizen Index and/or SAP CRM.


Improved customer experience;

Increased take-up of online services;

Reduced handling time; and

Significant reduction in follow-up calls.

2.5.2.2 Email Response Management

Email volumes currently recorded by Somerset Direct and TDBC Customer Services are low, however, an already rising trend is only likely to continue and accelerate. Additionally, the Councils publish a large number of email addresses, so the overall workload associated with responding to emails across the councils is unmeasured and potentially significant. As email interaction is essentially handled in the same way as fax or post, it is a labour-intensive, high-cost contact channel. That does not need to be the case.

People Capability spread across several

service areas with differing approaches resulting in potential duplication of effort and over qualified staff handling relatively simple questions.

People are not dedicated to e-mail handling which may create confusion and certainly impacts the speed of response.

Response times are linked to working hours which directly impacts on the level of service provided.

Systems Archiving and retention policies are

not consistent. Limited integration with back office

systems therefore difficult to find historical data such as contact history or customer details.

Reference numbers provided for some services only.

Manual creation of all responses takes time and can create inconsistency. No one place for knowledge base.

Process Limited ability to respond to e-mail

without escalation to specialists, thus requiring additional resource and adding time.

No consistency of customer contact handling across contact channels (telephone, e-mail, etc).

No consistent process for handling e-mails across service areas.

Poor tracking of hand-offs and no end-to-end ownership of the response.

Metrics No tracking or monitoring of e-mails

other than manual methods. Poorly defined service level

agreements that are not tracked. Level of customer satisfaction with

current e-mail handling is not clearly measured but likely to be poor due to lack of customer interaction in the process.

Table 4 - Email Response Management






We believe there is potential in applying a common email handling process across the majority of mailboxes currently accessible to customers, and introducing advanced functionality such as skills-based routing, auto-acknowledge and auto-suggested responses. These terms are explained overleaf.

This could produce significant efficiencies in the amount of time spent responding to email enquiries and ensure a consistently high-quality customer experience to common standards of timeliness and accuracy of information.

Further efficiencies will result from contact channel blending by giving the contact centre the ability to smooth out telephone peaks and troughs with handling emails. By fully integrating the email channel, the councils will also take another step towards extracting valuable information from all their customer interactions and building a holistic view of their customers.

Proposal

We propose to:

Discontinue development of EARS email management system and implement SAP's industry-leading capability alongside CRM; and

Analyse inbound email volumes to all published email addresses with a view to:

Reducing published mailboxes to a small themed set aligned with numbering strategy; and

Routing the majority of inbound emails through Contact Centre.

Features of SAP Email Response Management: Auto Acknowledge: Provides an

automatic e-mail to acknowledge the customer's request.

Auto Suggest: Automatically provides agents with a list of suggestions, as solutions, to a customer request based on the learning engine.

Auto Response: Provides an automatic response e-mail, generated based on the content of previous customer requests that have been successfully solved.

Auto Prepare: Automatically prepares a reply email based on content parsing, automatic categorisation, template and attachment assignment, outgoing email address determination, and standard response texts. Supports a one-click response.

Rule based Email Routing: Easy rule maintenance based on predefined conditions and actions (services). Extendable service repository. Supports distributed administration of rules, staging, simulation as well as monitoring and reporting.

Group Inbox: Provides a group inbox for incoming e-mail, letter, and fax (pull), as well as business transactions and workflow.

Attachments Handling: Allows agent to attach documents to outgoing e-mails.

Email formsEmail

FirewallFirewall

InternetInternet

Mail serverMail server

FirewallFirewall

Mail serverMail server

Email Response

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now

led

ge

Ack

now

led

ge

Ro

ute

em

ail

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est

Knowledge Base

Re

spo

nd

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ECM


Scope & Channels Email - All mailboxes currently in-scope for Somerset Direct and TDBC Customer Services.

Blueprint for extension of solution to cover majority of in-bound email volumes and rationalise number of published mailboxes.

Process Design Definition of standard rules for email routing and escalation;

Definition of email templates;

Delivery of process improvements.

Data / Content Load Email response management will use the same knowledge base as call handling.

Additional content will be required with the migration of additional mailboxes; excluded here.

CRM Configuration Installation and configuration of SAP Email Response Management.

Integrations Integration to Microsoft Exchange Servers

Integration to ECM prerequisite.

Management Information Inclusion of email interactions in multi-channel analysis.

Develop custom reports, e.g., Inbound Volumes, Handling Time, Service Levels.

Training Develop and deliver courses to Trainers:

Rules administration training

Agent training

Marketing Comms No change under minimum scope.

If mailbox rationalisation is pursued, will need to allow for review of websites and printed materials as mailboxes are phased out.

Organisation Design Revised team structures for Contact Centre – consideration of multiple options, including contact channel blending and dedicated email handling resources.

Table 5: SAP Email Response Management


Integration to CRM and Microsoft Exchange/Outlook; and

Directorates buy-in to increase Contact Centre involvement in email handling.


All emails acknowledged automatically with reference number and service level commitment;

All emails measurably responded to within 24 hours with a resolution or progress update;

Significantly reduced handling times;

Consistency and quality of responses through the use of SAP knowledge base and Auto Suggest functionality;

Email contact channel performance is monitored alongside other channels; and






Agents and citizens can access complete contact history including email channel requests.

2.5.2.3 Complaints Management

Complaints are currently being handled well. Somerset Direct captures complaints by theme in the CRM database, Taunton Deane has a Corporate Complaints Intranet.

The information gathered is regularly reported on and used by service departments to identify areas of improvement. This project will consolidate the complaints handling functions, create a common, best practice, process and use ICT to handle complaints more efficiently and consistently and dmaximum value from the feedback you receive.

erive

The objective of this deliverable is to enable agents to capture the details of all types of feedback and complaints about the councils’ services, resolve them instantly where possible and where it is not, distribute these across the organisations in a consistent manner, monitor progress through the stages and ensure that your obligations are met at all times.

This will involve the implementation of single, common complaints and feedback (3Cs) processes across the councils, for example:

Receive feedback;

Classify and assign;

Action and respond; and

Review and release official responses.

Feedback will be received by phone, email, web form, face-to-face or any council employee with access to the web. The CRM will automatically suggest appropriate actions to be taken, based on the categorisation of the complaint.

Rule-based escalation will ensure that complaints are routed to the correct service departments or individuals - either via SAP back office user access, or by generating an email which could be monitored and tracked using the email response management solution.

Either method will ensure that the progress of the complaint and any responses or actions resulting from it can be viewed using the CRM application. Figure 5 shows an example feedback/complaints process implemented in a central government agency.

Using SAP case management to handle complaints delivers powerful capabilities. The SAP Business Workflow tool, for example, can trigger follow-on actions based on the context of the request, such as assigning the case to a case manager.

The case manager reviews the case history, sets the appropriate security level for confidentiality, and assigns required tasks to the team members. Supported by

AECP0025Capture Service

RequestDetails

AEUI0030Customer

descriptionof feedback

AEUD0100Can it be resolved

now?

Y

AEMP0070

ProvideResponse

AECP0040Capture Activity

Details

AECP0050Close SR

AEMP0100

ProvideSR

Number

Close

NAEUD0110Complaint?

Y

AETP0010Transfer toSupervisor

AESD0030Is Supervisor

available?

Y

Y

AEUD0130Can it be

resolved now?

AECP0030Assign SR to

Supervisor

AEUD0150Is a response

required?

Y

N

AEUD0120Is it resolved?

Y

N

14.3.2

AEUD0140Complaint?

N

Y

AEMP0080

Print

AEMP0090

Copy toCEG

14.3.114.3.1

14.3.2

N

Figure 5 - Sample Complaints Process


the business-rules framework, the solution can use transaction details to create a case automatically. When a case is saved, the solution executes events automatically, based on remaining steps in the workflow.

Scope & Channels Reporting of feedback and complaints across all customer access channels – Phone, web, face-to-face and email.

Process Design Design and implement common complaints process

Definition of standard rules for routing and escalation;

Definition of response templates;

CRM Configuration Configuration of SAP Case Management /Complaints Management

Management Information Specific reports to monitor achievement of statutory obligations and to analyse ratio of complaints by service type

Training Inclusion in end-user training

Rules administration training

Marketing Comms Websites, leaflets and other published materials may require revising to advise of new complaints process.

Organisation Design Revised team structures for the Contact Centre – consider need for dedicated complaints handling resources.

Table 6: SAP Complaints Management


Enterprise Content Management solution


Single, best practise complaints process across the ISiS partnership;

Measurable achievement of targets;

Inclusion of feedback and complaints information in analytics to enable improved understanding of customers; and

Reduced effort and cost of complaints handling.

2.5.3 Enhanced Access

Our approach to delivering a new CRM environment includes a significant first wave of improvements to local (face-to-face) delivery of services - in line with the objectives of the Customer Access vision and delivering:

The ability to access the full range of Customer Services functionality across the councils (including the enhancements delivered by this project, e.g., fault reporting) at all existing in-scope face-to-face customer service locations; and

Local access to council services in areas of deprivation through the creation of 10 new "Service Outlets" (Customer Access points) in libraries across the County.




Our proposals for these two areas are described below.

2.5.3.1 Common Front of House

This project will extend access to the CRM application to the existing face-to-face Customer Services locations within Taunton Deane. These are:

The Deane House (Reception);

County Hall (Reception); and

Wellington Community Office.

This will bring the face-to-face contact channel into line with the phone and web channels, giving front of house advisors the ability to:

Provide the full breadth of services across the partnership, including deeper service provision in some areas where currently only sign-posting services are offered;

Offer the same level of services as at the Contact Centre for each service that is handled. For example, if a Contact Centre advisor would call a council service provider on a caller’s behalf, then so would an advisor in the Front of House;

Provide a consistent quality of service (e.g. fulfilment of service requests); and

Access a customers’ interaction history across all contact channels, and track progress of services requested via other channels.

Also, our proposal means that front of house locations can be fully integrated into contact centre operations. For example:

Community office employees could handle calls and emails to general enquiries numbers when the offices are quiet; and

Customer analytics is improved through the capture of all interactions with customers, not just a subset of access channels.

Scope & Channels Face-to-face delivery of Customer Services functionality

Management Information Inclusion of email interactions in multi-channel analysis.

Develop custom reports, e.g., Inbound Volumes, Handling Time, Service Levels.

Training Training of TDBC reception employees in SCC general enquiries

Training of SCC reception employees in TDBC general enquires

SAP CRM end user training

Marketing Comms Low-key communication of increased breadth of services offered.

Organisation Design Integration of all reception staff into ‘General’ theme

Investigate opportunities for contact channel blending, rotation etc.

Table 7 - Common Front of House

The key dependencies are :




Staff across all locations have been seconded to the partnership;

Organisational, cultural and process changes in the transition to the ISiS Partnership have been extended to include all face-to-face locations; and

ICT provision to these locations has been reviewed and upgraded as necessary, including PC desktop provision and network upgrades

2.5.3.2 Service Outlets in Libraries

As part of this first phase of CRM deployment, we suggest taking a relatively low-cost positive step that will have an immediate impact on the accessibility of services and that supports other longer-term initiatives. This would consist of an initial rollout of CRM supported Customer Services functionality to 10 new locations, for which we envisage using the library network.

We will seek to identify and agree the most appropriate locations for this in joint discussion with you in the early stages of the programme. You have specifically highlighted the inconvenience of Deane House as a location for Customer Access. To address this in advance of a possible new Front of House development, we propose the inclusion of Taunton Library as a priority. Looking across the County, as an initial evaluation, we have ranked libraries based on the following criteria:

Location nearest CIP Size IMD area? TotalBishops Lydeard 4.5 miles 2 Small 0 No 0 2Bridgwater 0.2 miles 0 Large 2 top 10 2 4Bruton 0 miles 0 Small 0 No 0 0Burnham-on-Sea colocated 2 Large 2 No 0 4Castle Cary 0 miles 0 Small 0 No 0 0Chard colocated 2 Large 2 No 0 4Cheddar 0.5 miles 0 Medium 1 No 0 1Crewkerne 0.1 miles 0 Medium 1 No 0 1Dulverton 0.1 miles 0 Medium 1 No 0 1Frome colocated 2 Large 2 Yes 1 5Glastonbury 0.1 miles 0 Medium 1 top 10 2 3Highbridge 1.6 miles 1 Small 0 top 10 2 3Ilminster 0.2 miles 0 Medium 1 No 0 1Langport Library 0.7 miles 0 Medium 1 No 0 1Martock 4.9 miles 2 Medium 1 No 0 3Milborne Port 6.7 miles 2 Small 0 No 0 2Minehead 0.1 miles 0 Large 2 No 0 2Nether Stowey 6.8 miles 2 Medium 1 No 0 3North Petherton 2.6 miles 1 Small 0 No 0 1Porlock 0 miles 0 Medium 1 No 0 1Priorswood 1 mile 1 Large 2 No 0 3Shepton Mallet 0.3 miles 0 Medium 1 top 10 2 3Somerton 0.1 miles 0 Medium 1 No 0 1South Petherton 4.5 miles 2 Small 0 No 0 2Street colocated 2 Large 2 No 0 4Watchet 6.8 miles 2 Small 0 Yes 1 3Wellington colocated 2 Medium 1 Yes 1 4Wells colocated 2 Medium 1 No 0 3Williton 7.5 miles 2 Medium 1 Yes 1 4Wincanton 0.1 miles 0 Medium 1 No 0 1Wiveliscombe 5.8 miles 2 Small 0 No 0 2Yeovil 0.1 miles 0 Large 2 top 10 2 4

0-1 miles 0 small 0 no 0Weighting 1-3 miles 1 medium 1 yes 1

> 3 miles or colocated 2 large 2 top 10 2

Figure 6 - Initial evaluation of libraries

Proximity of Council Information Points (CIPs): Weighted preference given to libraries that are either located a long distance from nearest CIP, or are already co-located with a CIP. Libraries located less than 1 mile from a CIP disqualified.




Size of facility: Weighted preference given to larger facilities. Very small libraries disqualified.

Deprived communities: Weighted preference given to libraries close to areas with high deprivation (IMD) ranking.






Based on these criteria, the remaining list of 9 candidate locations for discussion is:

Frome

Burnham-on-Sea

Chard

Street

Wellington

Williton

Martock

Nether Stowey

Wells

We have not, at this stage, had the opportunity to evaluate the specific suitability of each of these facilities.

Equally, the exact nature of the access point will need to be determined based on further analysis, however, for the purposes of planning and costing, we have assumed the following configuration:

1 ‘large’ access point (Taunton Library) with 4 CRM-supported, manned information desks, potentially themed in line with demand, e.g., 2 Generalist desks, 1 Council tax, payments and benefits, 1 Learning & Culture.

9 ‘small’ access points with a single information desk with CRM access.

In addition, we have allowed for each location to be provided with an additional web terminal or kiosk to supplement the existing ‘People’s Network’ PCs. This would be used exclusively to access council services and would not be bookable.

Each facility will be set up to meet the distinctive needs of the community it serves. For illustration purposes we include some sketches in Appendix C.

The access points would be staffed by a mix of Customer Services and Library staff, depending on the specific circumstances in each case. In either case, we would expect to train librarians at all included locations to assist users of the self-service terminals.

The rationale for using libraries is as follows:

Librarians are generally trusted, have good local knowledge and already provide customer service;

All have public access PCs already – connected to the Peoples Network;

Libraries are accessible with good transport links and parking nearby, and generally experience high footfall;

http://www.somerset.gov.uk/images/libraries/15.jpg�


Enhances the value of (smaller) libraries – guarding against closures; and

Maximises use of Council property portfolio.

This programme will allow the Partnership to gauge the support for a change in the role of libraries and provide valuable information on how libraries could be developed into the Information Centres of the future.

Scope & Channels Delivery of general enquiry (information provision) services – face-to-face at 10 new access points in libraries or via web (with or without assistance) at dedicated web terminals or kiosks.

Training Training of (approx 20) additional staff (potentially librarians) in provision of Customer Services functionality to generalist level and assisting customers with online self-service.

Communications & Awareness

Local marketing campaigns targeted at areas of multiple deprivation.

Organisation Design Organisation and People design to accommodate multi-skilling of librarians. Librarians to be involved / included in the broader Customer Service community.

Infrastructure Deployment of desktop PCs

Access to CRM via library network

Additional web access via People’s Network

Property Adapt layout of 10 libraries to accommodate access point

Minor refurbishment, provision of furniture and fittings

Table 8 - Library access points


Relatively low cost means to significantly widening access options for the most deprived communities;

Take-up of online self-service – face-to-face education is most effective means of changing customer behaviours long term;

Potential to attract new users to library services;

Flexible and configurable space based on demand; and

Platform for understanding demand and testing approach prior to large-scale rollout of Information Centres.

2.5.4 Enabling Better Use of Information

You recognise the value of information to the quality of your day-to-day service delivery and your ability to make informed decisions about the continuing development of services. Your customer agents need access to comprehensive data and information to provide the high standards of Customer Access you expect to deliver. Your customers should be able to access relevant, timely and accurate information for themselves, if they choose to. Your employees should have access to simple and consistent means to view, access and maintain information. Members, council leadership and citizens should be able to analyse the performance of your organisations. To respond to these needs, we have set out in this proposal, our solutions for Information Management. This proposal is




supported by the detailed consideration of technical components within our Technology Enablement Proposal Volume A, 4.3.

As the main technical gateway for Customer Access, the CRM application will be both an important consumer of information from across the councils to serve customer requests as well as an important source of data on the councils’ performance against the core objective of meeting the needs of your customers.

In this section, we briefly outline for the CRM implementation project the activities and dependencies relating to information management, covering the following areas:

Analytics;

Customer and Property Data; and

Content and Documents.

2.5.4.1 Analytics

Improved access to services and the CRM system have the potential to be an effective engine for the dissemination of knowledge and information across a broad spectrum of services and disciplines.

Using CRM, we will aim to provide a much more detailed knowledge of operational black spots, customer service standards and internal best practice. Using this data, the councils will be able to make more informed judgements about where to allocate resources and focus remedial action to enhance performance.

Proposal

This project will enhance the partnership’s ability to report on and analyse details of all contacts made through the implementation of SAP Analytics for CRM. This will enable the councils to gain a view of the numbers, types and times of contacts, helping to inform future service delivery and staffing policies and decisions. It can also be used in the context of a “Performance Management Framework” to assist in establishing performance against targets. SAP Analytics for CRM aligns business strategy with operations, allowing managers to continuously plan, monitor and respond to strategic, operational, and tactical objectives with a better understanding of the customer’s needs, trends, and future behaviour.

The types of reporting we expect to be required initially include:

Call analysis* – handling times, abandon rates etc;

Interactive scripting analysis – e.g. which options chosen;

Complaints – reasons for complaints, ratio – complaints per interaction;

Service Levels – e.g. number of delayed service request resolutions by type; and

Email Response - Inbound Volumes, Handling Time, Service Level.

We have included an estimate for 40 reports of medium complexity to be developed for this phase.

*Real-time call stats would continue to be supplied by MacFarlane but we would investigate value of including historical call stats in SAP business warehouse product to give a more comprehensive view of data – depending on reporting needs.




The technical solution supporting this functionality is SAP Business Intelligence (BI). In the longer term, we would see this growing into a full-fledged data warehouse which will take data not just from CRM but also ERP solution, the Citizen Index and existing data stores across the councils and their partners; with the aim of creating a powerful analysis engine that supports the community empowerment agenda and provides the ability to analyse the impact of policy and service delivery on local citizens.

Features of SAP Analytics for CRM: Historical and Forecast Analysis; Ability to analyse at aggregated or granular level; Standard scheduled reports and ad-hoc query capability; All standard contact centre metrics included, data model extensible to any specific

requirements; Designed for business users to construct own reports and analysis, assembling

them from predefined components rather than using complicated development tools;

Analytics that are embedded within the transactional applications with proactive alerts to deliver insights that are timely, relevant, and complete, allowing users to take immediate action directly from the application.

Data / Content Load Master Data Load

CRM Configuration Analytical requirements definition

BI Data Modelling

Rules Development

Customisation of reports

Integrations None

Training Business user configuration training

Table 9 - Analytics for CRM


Enables the councils to develop evidence-led policies and strategies;

Accurate logging, categorisation and analysis of contacts enable detailed understanding of the nature of demand (why, where and when people contact the council for services);

Supports targeted initiatives to improve council services;

Ability to identify shifts in your customers’ behaviours and needs;

Arms your customer facing employees with the information they need to make better decisions; and

Get insights to the right person, at the right time, in the right format.

2.5.4.2 Customer and Property Data

The councils have multiple sources of customer information. The Customer Access Vision and the strategy for multi-agency working clearly point to the need to move towards a holistic view of customers. Our approach to realising this vision is described in our Citizen Index Proposal.




This programme will drive some of the initial requirements for the Customer Identification Project Volume A, 4.6. . The objective is to establish a single, clean and sufficiently complete data set for customers and properties known to both councils.

The CRM implementation project will drive some of the initial data migration requirements for the Customer Identification project. The gathering of these requirements with the councils will be used to impact any changes to the project, such as the timing of when an instance of Northgate Front Office are decommissioned. The objective is to establish within SAP CRM a single, clear and sufficiently complete dataset for customers and properties known to both councils to act as a record of authority when populating the master record held within the Customer Identification database for the Citizens Index programme.

NLPG

AddressPoint

Data Integration

ETL

DataStage

Cleanse

QualityStage

Customer&

Property

ElectoralRoll

Profile

ProfileStage

LegacyCRM

LegacyCRM

Other

Figure 7 - CRM Data Migration

The Customer Identification Project will be a prerequisite to:

Providing identity management and authentication for customer self service through Government Connect;

Generating meaningful customer analytics that will allow future service delivery to respond dynamically to changing customer behaviour; and

Building a holistic view of customers through subsequent integration of further data sources.




Data / Content Load The data sources that are required include: Northgate Front Office – SCC Northgate Front Office – TDBC Register of Electors (Northgate Pickwick)- TDBC Customer Liaison List (to be confirmed) – TDBC Address Point - SCC LLPG - TDBC

CRM Configuration Modification of Data Model

Workflow definitions

Integrations Websphere Data Integration software

Table 10: Customer and Property Data Migration

The key benefit is the creation of shared set of high quality customer and property data. As a record of authority changes in customer and property data, as authorised through customer contacts, it will be used to periodically refresh the master record in the Customer Identification database. This ensures that with the addition of more systems to the Citizen Index accurate and timely data is available for matching thus driving a continuous focus on data quality through the council. During the initial requirements gathering it will be critical to assess the level of data cleansing required and any impact when creating the data migration plans.

2.5.4.3 Content and Documents

The content and documents that will be required to deliver Customer Services under the ISiS partnership are currently held in a number of sources, including the two instances of the legacy CRM application (Front Office), the intranet and other sources.

You have specified a requirement for “ongoing development of records, information and knowledge management systems”. Our proposal for an ECM solution is a direct response to the output requirement, and will enable content to be located from anywhere, for anyone with the correct permissions in a way best suited for that individual. Our ECM solution is described in Volume A 4.3.

Proposal

We propose that the initial implementation of CRM should be consistent with this approach and therefore, the first phase of ECM development will be driven by the requirements of Customer Services and, as part of this project, SAP CRM will be integrated to Enterprise Content Management (ECM) to support information enquiries.

This means that content and documents will be either migrated from the relevant legacy source into the ECM solution, or, in the case of Hummingbird, for example, integrated using a Common Information Services layer (provided by IBM Websphere Information Integrator). In either case, all information will be accessible to customer agents using SAP’s knowledge management facilities.




The Knowledge Management features of SAP CRM include:

Natural language and advanced search functionality. Users can also refine their searches to view the most relevant solutions.

Index-Based Search, generated from problem and solution descriptions and attributes as well as attached documents and case notes.

Solution Search Personalization, including the display of frequently requested answers

Knowledge base management capabilities, which support content management and access security by restricting viewing rights. The solution is a consolidated repository of problems and solutions that customers can access easily using an intuitive search engine.

Given our current level of understanding, it is difficult to scope this initiative precisely. We will need to understand, for example,

The exact nature and volumes of existing content, be it HTML files, Word Document, PDF's etc.; and

The extent to which content is currently classified using metadata.

We have made an initial estimate of around 700 ‘units’ of content requiring migration to support the current scope of informational services and allow for the development of a taxonomy to support CRM requirements.




Scope & Channels All content presently used to support approx. 700 information provision services across both authorities.

Process Design Definition and agreement of any specific variations to Content Authoring and Management Processes

Data / Content Load Documents and content currently stored in the following systems will be loaded into the new Enterprise Content Management System and integrated with SAP CRM, as required to support in-scope services Northgate Front Office – SCC Northgate Front Office – TDBC Knowledge Base, Sharepoint – TDBC CMS - SCC Hummingbird - SCC

CRM Configuration Configuration of SAP knowledge management features

Integrations Integration with ECM

Management Information Create specific reports, e.g., frequently requested content

Training Included in end-user training

Table 11 - Content and Documents solution


Implementation of Enterprise Content Management solution.


Holistic view of customers – easier maintenance and consistent quality of content; and

Use of powerful search facilities for agents and self-service customers.




3 Implementation plans Delivering a world class CRM platform upon which to build your vision for Customer Access will clearly bring significant benefits to you, but also introduce potential risks that require careful management.

The CRM programme will ultimately impact all areas of your organisation. Careful consideration of organisational, change management and people needs will therefore be crucial to achieving the aims and objectives of the programme and to delivering real benefits. We will work in close partnership with your programme team to ensure that this takes place.

IBM and HBS have extensive experience in implementing effective and successful CRM solutions with our clients across a broad spectrum of services and industries. Our tried and tested approach has been developed to ensure that identified benefits can be delivered to plan and actions are in place to mitigate identified risks.

This section provides you with details of our approach to:

Managing change;

Managing SAP implementations;

Cultural change;

Training and knowledge transfer; and

Post Implementation Support

We then address our provisional plans for this implementation. These will, of course, be subject to detailed analysis, scoping, confirmation and agreement with you. Our approach is always one of collaboration and true partnership. For the purposes of clarity, to assist your evaluation we have provided in this section our proposals for the:

Implementation Timetable; and

Implementation Team Structure.

3.1 Managing Change

The Strong and Prosperous Communities Local Government White Paper (Vol 1) acknowledges the role that traditional Business Process Re-engineering (BPR) methods have in the delivery of more effective customer services. Within our overall approach to service transition, we will deploy various techniques such as ‘systems thinking’ in order to drive out efficiencies as soon as practically possible. We will also work with you to ensure that we introduce an appropriate blend of continuous improvement and innovation within the culture of the ISiS partnership.

However, BPR, innovation and continuous improvement are not the only areas of focus in managing and delivering change. In order to drive out business benefits, particularly ‘step-change’ benefits that arise from business transformation, it is essential to focus on change and programme management at the same time, as Figure 8 illustrates.




BPR

Change Mgmt

ProgMgmt

BPR

Change Mgmt

ProgMgmt

Figure 8 - Our approach to delivering change

BPR is about increasing the Partnership’s ability to do the right things; improving what we do in process terms. The application of BPR will enable us to review processes and to identify opportunities to improve the return on effort in a particular process, either by reducing cost or improving efficiency and / or effectiveness, leading to better performance and better value overall.

Change Management is about implementing identified changes well; it is concerned with how we go about changing in practice. It requires us to engage and involve people, to enable them to embrace the change, so that they feel that they are creating their own future rather than having a future imposed upon them.

Programme Management is about controlling and coordinating complex change and leaving nothing to chance; it seeks to always answer the question “if”? By doing so, Programme Management provides tighter control and managed risk in a complex transformational change programme such as ISiS. Programme Management involves developing standards, planning and control, and monitoring and dealing with risks and issues for the entire Programme.

The key point is that our ability to realise benefits is a function of all of these areas combined. The Partnership’s overall ability to realise and sustain benefits requires high capability in all of these areas.

For details of our overall integrated approach to BRP, Change and Programme Management as well as the methods and tools that IBM would deploy within the ISiS Transition Programme, refer to the ‘Turning Your Vision for Somerset into a Reality’ document, Volume A, 1.0.

3.2 Managing SAP implementations

The specific methodology that will be employed for the delivery of this project is IBM’s Ascendant™ SAP Method.

This will provide the partnership with the best of SAP and IBM’s combined expertise, by integrating IBM preferred practices - based on years of implementation experience – with SAP’s own methods and accelerators. This method has been developed as part of IBM’s strategic alliance with SAP. Key features of this method and IBM’s experience are:




IBM’s Ascendant™ SAP methodology comes, complete with tools, accelerators and deliverables, is robust and proven in a large number of IBM’s global SAP implementations;

Accelerators are used to reduce overall cost and effort by reusing standard templates and processes, and therefore allows project to focus on managing risk and complex process areas within the implementation;

Ascendant™ SAP is effectively a super-set of SAP’s ASAP methodology and also directly links into the IBM Organisation Change Strategy Framework; and

We have used Ascendant™ SAP at numerous ‘Blue Chip’ clients, e.g. Cadbury, Nestle, Unilever, City of Bradford

The Ascendant methodology defines an integrated program method that focuses on six key areas (domains):

Project Management

Business

Organisation

Application

Architecture

Operations

Each component of the integrated program consists of a work stream of activities which are mapped across all key phases of our delivery method. Combining our SAP expertise and proven industry experience with a defined program method ensures we can deliver a comprehensive, value driven approach. The Ascendant™ SAP Method was developed to address the six key focus areas of a complete life-cycle implementation.

Key Aspects of Ascendant™ SAP Method:

Supports the easy integration of methods when more than one is applicable to a project and allows for tailoring to suit the needs of the industry or client;

Aligns with SAP’s tools and methods but extends beyond ASAP Method and other vendor-specific methods using specific IBM Global Service method components, tools, accelerators, and work product descriptions;

Provides the roadmap and description of work which must be accomplished; and

Supports an integrated team concept.

There are seven phases in the IBM AscendantTM SAP method. Ascendant SAP Method enhances SAP’s standard Accelerated SAP method by including the Evaluation and Sustain Phases, and by additional material integrated within the other phases. These phases are set out in Figure 9.

AscendentTM SAP

to Sustain

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Figure 9 - IBM Ascendant SAP Methodology




The Ascendant™ SAP Method is designed to be flexible and scalable and integrate with existing generic project management methodologies such as PRINCE2. Indeed we have used it within PRINCE2 managed programmes with several UK government clients, including City of Bradford MDC, Surrey CC (SAP-SSC), DVLA, Defra and others.

3.3 Cultural change

At the heart of the goals you have for ISiS is the drive to improve access to, and delivery of, Customer Services. Your people hold the relationships with your customers and our goal is to help them transform the customers’ experience.

The need for culture change

In our People Excellence Programme Volume A, 3.2., we described the customer focused changes to both organisations and process that will take place within ISiS during the life of the partnership.

The final outcome at which these changes are aimed is a far-reaching enhancement of the quality and accessibility of customer services, including the adoption of a “whole customer” approach to service provision.

Achievement of this outcome will require not only implementation of a state-of-the-art IT solution, but also a remaking of organisational culture - something of which we know the Councils are well aware.

A structured approach to culture change

We will adopt a structured approach to building this new culture, as described in detail within the “Culture and Partnership” section of our proposal. Our approach links ISiS values, key behaviours, cultural levers and project deliverables, in a way that can be briefly summarised as follows:

Across every aspect of the ISiS partnership, we will collaborate to build the agreed transforming values and behaviours into all our activities, and will apply all of the nine Cultural Change Levers within the IBM “Magic Carpet” cultural change model. The leading role in this will be played by the People Programme, but key

Agreed Values supporting the ISiS Objectives

Will define the need for

Key behaviours

The nine “Magic Carpet” cultural levers

These will be driven by

The tangible outputs of our proposed projects, including the CRM project

Applied through




contributions will be made by other partnership initiatives including the CRM project.

More specifically, in terms of the individual cultural levers, the CRM project will deliver the following significant contributions towards a culture of behaviours that will achieve the ISiS objectives:

Culture change lever CRM project deliverables that will help apply the lever

A person’s objectives, and how they are assessed

Staff roles redefined (around new CRM processes), including objectives focused on a “whole customer” approach to rapid and effective service delivery

What training a person receives, and whether the content is placed in a behavioural context.

Training around new CRM system and processes, providing input on: How things are changing Why they are changing How to succeed in using the new system and

processes

How a person is engaged in communication and whether behavioural aspects of the message are covered

There will be an integrated two way communication programme for all ISiS development initiatives through life of partnership

Staff roles redefined (around new CRM processes) in terms that clearly reflect the ISiS values and key behaviours

How a person’s role is defined, and their reporting lines and relationships

CRM organisational definition and reporting lines designed to support ISiS objectives and values (e.g. by being clearly designed to support customer-centric processes & value chains)

How a person’s physical and virtual environment shapes their styles of working and modes of interaction

The SAP system, proposed as the ISiS CRM solution, strongly supports a cross-functional “whole customer” approach, managing related customer interactions as a single case.

Table 12: CRM project and ISiS Cultural Change Objectives

3.4 Learning and Training Approach

It is imperative that a full Training Needs & Gap Analysis for this stream is carried out during the Evaluation & Preparation Phase to produce a comprehensive Learning & Training Strategy.

For the Customer Access learning and training requirements we propose applying our blended and modular solution, as described in our People Excellence Programme, Volume A as follows:




Face-to-Face Collaboration

InteractionInformation1 2

43

Static reference materialsOn-line interactive guidance

• Scripting• System guidance

Quick Reference GuideContext sensitive helpContinuous Improvement

Classroom based learningInstructor led trainingCoachingPre Go Live Training•Training in 20% of functionality users will use 80% of the time

Access to expertsOn-line interactive guidance


Community tools and team roomsMessaging and chat servicesOnline FAQ databases

Face-to-Face Collaboration


43 Face-to-Face Collaboration


43

Static reference materialsOn-line interactive guidance


Quick Reference GuideContext sensitive helpContinuous Improvement

Classroom based learningInstructor led trainingCoachingPre Go Live Training•Training in 20% of functionality users will use 80% of the time

Access to expertsOn-line interactive guidance


Community tools and team roomsMessaging and chat servicesOnline FAQ databases

Figure 10: Learning and Training Approach

Assumptions and Dependencies

For our proposed solution to work the following is required:

The evaluation of the learning programme to assess end user performance and the effectiveness of training. The use of the industry standard Kirkpatrick method would be the basis for this evaluation;

Availability of SCC & TDBC resources to work alongside IBM team members during the blueprint phase and the preparation of business processes; and

Availability of SCC & TDBC resources to work alongside IBM team members during the preparation, design and delivery of training.

Key Performance Indicators

Individuals are able to use both CRM and related business processes effectively and adopt new culture and behaviours; and

Individuals use CRM without a significant drop in performance.




3.5 Knowledge Transfer

Our Learning Program integrates into our IBM Ascendant™ SAP Methodology and toolset at the beginning of the Project Preparation Phase. The learning program, integrated with our project management approach, begins with project team training and continues throughout the technology implementation.

AscendantTM Methodology

Knowledge Transfer

Learning begins with knowledge transfer from IBM to the project team. Knowledge targets are established for project team members and coaching begins.

End User Learning Program

Knowledge transferred to end users with power users, technology tools, and help desk support

Ongoing Support

A variety of tools are available to support functional and operational resources on the job in an effort to support knowledge transfer

Ongoing Knowledge Transfer between IBM and the Project Team

Project Team Training

IBM will provide methodology training and learn-at-lunch coaching sessions on key project topics such as general SAP CRM, CIC, CRM Service configuration topics, integration between R/3 and

CRM,etc.

People

Process

Knowledge

Technology

Project Preparation Sustain

Evalu

ation

Business Blueprint Realization Final

PreparationGo Live and Support

Figure 11 - Knowledge Transfer Methodology

Knowledge transfer begins on day one with our collaborative/teaming operating style and staffing approach and continues throughout the project lifecycle. We are dedicated to working in partnership with client team members to build knowledge and self-sufficiency in the shortest amount of time possible.

Key areas of knowledge that must be mastered include:

SAP functional capabilities;

SAP application configuration;

SAP technical infrastructure;

Technical support skills; and

Client server development and operations

IBM will achieve knowledge transfer to the council’s staff through a powerful combination of skills development planning and knowledge sharing techniques.

The selected technique for transferring knowledge and skills depends on the skills and knowledge level of the learner and the complexity of the skills or concepts to be learned.

The optimum tactic for executing each element of knowledge transfer will be discussed with project management representatives to ensure there is a proper balance of effectiveness within project goals and constraints.




3.6 Implementation Timetable

This CRM implementation forms phase 1of a wider initiative that will deliver against your Customer Access objectives. We have set out our proposals for taking this initial implementation forward in our Proposal for Customer Access, Volume B, 1.0.

By supporting a phased approach, you will be able to:

Realise benefits early;

Limit risk, enabling more effective management control and the introduction of change in line with the capacity of organisations to change;

Support your personnel in going up the ‘learning’ and ‘experience’ curves in manageable stages; and

Take into account your current technical infrastructure and planned applications development more effectively.

Figure 12 is an indicative high level implementation plan:

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When staff migratedto interim accommodation

When scope and plansigned off When blueprint has

been approved

When systemtest is complete

When user trainingis complete

When F2Fdeployment iscomplete

When transfer tosupport is complete

When configurationis complete

Figure 12 - Initial implementation plan

Stage 1: Evaluation and Preparation

During this stage, business and strategic goals will be confirmed via stakeholder interviews, workshops and visioning conferences. The information extracted from these sessions will be used to build business requirements and to define high-level program scope. Under this scope, business benefits are identified and a case for change is made and approved. We will develop detailed initial project planning and preparation for the project. This stage results in an agreed scope and detailed project plan.

Stage 2: Business Blueprint

The purpose of the Business Blueprint or Design stage is to create a detailed description of business requirements, define the technical requirements to enable those business functions, and develop and begin implementing an approach to




manage the impacts to the organization. This stage will draw on the business process re-engineering as a basis for requirements and technical design.

It includes the creation of the system technical design, definition of required custom programming, and the establishment of a development system that is ready for prototyping.

Stage 3: Realisation

The purpose of this stage is to configure the system to the specifications of the business and process requirements documented in Business Blueprint stage. The main purpose of the Realisation or build stage is to verify that the system is complete, stable and ready for transfer into production. At the end of this phase, the focus shifts toward testing, cutover and go-live. Some of the activities completed in this stage include design and development of security, reports, forms, conversions, enhancements; establishing archiving strategy, establishing quality assurance, design/size of production systems, design and development of end user training.

Stage 4: Final Preparation

The purpose of this stage is to validate readiness for go-live, including testing, end user training, site preparation, system management and cut over activities. This Final Preparation stage serves as a last opportunity to resolve crucial open issues.

Stage 5: Go Live and Support

The purpose of this stage is to move from a pre-production environment to a live production operation.

Stage 6: Sustain

During this stage the main activities are to provide a framework to sustain and improve the performance of the system after go-live and to set up an on-going support organization for end users. In addition to providing end users a help desk to troubleshoot system issues, a post-implementation training program is implemented to provide refresher and new hire training, as well as advanced skills training.




4 Analysis against ISiS Objectives & Key Results The implementation of a world class CRM platform is a crucial enabler of the Customer Access Programme, which in turn is the cornerstone of the Transformation Vision – key contributions to objectives are highlighted below.

ISiS objective Proc.

impact

Outcomes

1. To improve access to and the delivery of customer facing services.

High

Enhanced web self-service options

Increased breadth of service in existing front of house locations

10 new customer access points in libraries countywide

Technical foundation for extending operating hours

2. To modernise, reduce the cost of and improve corporate, transactional and support services.

Low

Encourage shift to lower-cost channels for transactional and information services

3. To help modernise and transform the overall workings of the County Council and the Borough Council.

High

Improved consistency of service delivery through generic processes, shared information

Closer collaboration between front and back office through end-to-end integration of processes and technology

4. To invest in world class technologies to improve productivity. High

World class CRM platform with key productivity-enhancing features, including knowledge management, email response management, back office integration, workforce management

5. To create an excellent working environment and a more sustainable employment for council staff in the future.

Medium

Acquiring of new skills

Workforce Management enables greater flexibility of working patterns

Higher customer satisfaction leading to higher employee satisfaction

6. To generate economic investment by attracting a partner willing to invest in Somerset. Medium

Placing the Customer Services Bureau on a robust, functional, high-performing and scalable technology foundation is a crucial prerequisite to creating a service that is competitive and therefore able to attract new business.

7. To promoting sustainability and ethical business practices Low

Reducing unnecessary travel by beginning to extend the network of local customer access and encouraging further migration to self-service channels.

Table 13 - Contribution to ISiS objectives




5 Relevant experience “In addition to its size, depth of skills, and global reach, [IBM] has the unique ability to leverage the full range of IBM hardware and software technologies for CRM solutions. It also can capitalize on IBM's considerable ongoing technology research and development effort.” Source: Forrester Research April 28, 2006 (http://www.forrester.com/Research/Document/0,7211,39271,00.html)

5.1 Previous Experience

IBM and its ISiS business partners are highly experienced in implementing, managing and providing training in, the SAP application portfolio. IBM employs around 10,000 SAP professionals in over 160 countries–making it the world’s largest SAP practice (to date, we have completed more than 4,000 projects at over 10,000 sites).

IBM and SAP

IBM and SAP

#1 SAP Consulting Services Provider Recognized by SAP CEO as consulting

market share leader with 35% of market 5,000 successful projects at over 9,000

sites

#1 SAP Consulting Services Provider Recognized by SAP CEO as consulting

market share leader with 35% of market 5,000 successful projects at over 9,000

sites

Largest and Most Experienced Groupof Global SAP Practitioners

Largest number of experienced SAP staff with over 10,000 resources in over 80 countries. Our SAP staff average 9+ years of experience

Largest and Most Experienced Groupof Global SAP Practitioners

Largest number of experienced SAP staff with over 10,000 resources in over 80 countries. Our SAP staff average 9+ years of experience

Consistently Recognized as the Leading SAP Systems Integrator

#1 in Customer Satisfaction 2005 as referenced by Bill McDermott (2/28/2006)

Pinnacle Award recipient for ERP Innovation/Development in 2005

Only partner to receive SAP’s Pinnacle Award for Delivery Excellence (2004)

Only partner to win the Award of Excellence in the U.S. and Brazil every year it has been given

Achieved the highest customer satisfaction survey rating over the past 5 years

“Highest Ability to Execute” – latest Gartner’s America’s SAP Magic Quadrant

#1 Ranked SAP Integrator in Europe – Gartner’s 2004 Magic Quadrant

Leading independent SI for SAP implementation with over 30% of companies using IBM (Peerstone Research)

Consistently Recognized as the Leading SAP Systems Integrator

#1 in Customer Satisfaction 2005 as referenced by Bill McDermott (2/28/2006)

Pinnacle Award recipient for ERP Innovation/Development in 2005

Only partner to receive SAP’s Pinnacle Award for Delivery Excellence (2004)

Only partner to win the Award of Excellence in the U.S. and Brazil every year it has been given

Achieved the highest customer satisfaction survey rating over the past 5 years

“Highest Ability to Execute” – latest Gartner’s America’s SAP Magic Quadrant

#1 Ranked SAP Integrator in Europe – Gartner’s 2004 Magic Quadrant

Leading independent SI for SAP implementation with over 30% of companies using IBM (Peerstone Research)

Largest Base of SAP Solution Delivery Centers 10 Centers throughout India, China, Brazil, Argentina Industry specific centers in India Global Business Solution Center to develop and

maintain re-useable assets and solutions.

Largest Base of SAP Solution Delivery Centers 10 Centers throughout India, China, Brazil, Argentina Industry specific centers in India Global Business Solution Center to develop and

maintain re-useable assets and solutions.

Longest Standing Alliance Partner SAP’s 1st Global Alliance Partner – jointly

founded SAP Global Alliance Program in 1989

Jointly developed SAP’s Implementation Quality Program – 1st IQP Global Award Winner

Largest partner presence in Waldorf and Palo Alto

Only partner that holds all three certifications - certified as a global services, technology, and hosting partner

IBM has won more awards around the world than any other SAP implementation partner

Longest Standing Alliance Partner SAP’s 1st Global Alliance Partner – jointly

founded SAP Global Alliance Program in 1989

Jointly developed SAP’s Implementation Quality Program – 1st IQP Global Award Winner

Largest partner presence in Waldorf and Palo Alto

Only partner that holds all three certifications - certified as a global services, technology, and hosting partner

IBM has won more awards around the world than any other SAP implementation partner

Unparalleled Depth of Industry Expertise

Industry Solution Maps Composite Application Factory IBM India Industry Centers of

Excellence All In One Solutions Joint development of industry solutions

Unparalleled Depth of Industry Expertise

Industry Solution Maps Composite Application Factory IBM India Industry Centers of

Excellence All In One Solutions Joint development of industry solutions

Figure 13 - IBM and SAP

Our consultants are supported by a network of IBM and SAP global solution centres, and provide a reservoir of extensive industry knowledge and a proven approach to helping companies and institutions resolve complex business challenges.

IBM has established a network of SAP Competence Centres. Headquartered in Walldorf, Germany–the home of SAP–the IBM SAP International Competence Centre (ISICC) serves the Centres’ central access point.

For example, one Centre–the SAP IBM Collaboration Technology Support Centre (CTSC)–focuses on supporting IBM and SAP collaboration strategies for IBM WebSphere and SAP NetWeaver. Its goals are to demonstrate our two companies’ capabilities in linking SAP and IBM technologies, identifying new integration scenarios, defining proof of concepts, and providing solution assurance–all based on open standards.

Additionally, the Global SAP Centre of Expertise (GCoE) is a focal point for coordinating IBM Global Business Services with worldwide SAP activities. This Centre’s mission is to provide and continually develop leading-edge skills and




services to support IBM Global Business Services within the SAP community. The GCoE acts as the link between SAP AG and IBM Global Business Services’ practices, and serves as a key resource for customers requiring assistance with their SAP implementations.

Perhaps the most powerful endorsement of our capability is that, when SAP wanted to roll out SAP CRM across their own business, they came to IBM for assistance.

Alongside IBM, HBS adds strength to IBM’s consortium by extensive experience of SAP CRM in the local government sector. HBS were the first to implement SAP CRM in local government. HBS and SAP recently announced a strategic partnership to execute the first UK market specific BPO (business process outsourcing) programme with SAP. The primary focus of the programme will be public sector.

The experience of the team is exemplified in the following case studies.

5.2 Case Studies

5.2.1 XXXXX Council

REDACTED – SECTION (41) THIRD PARTY INFORMATION PROVIDED IN CONFIDENCE

5.2.2 XXX Council


5.2.3 XXXX Council





6 Technical Solution In this section we will describe the technology components in our proposal for CRM. We will describe:

The SAP CRM components we would enable in this initial implementation;

Our approach to integrations required to support the proposed scope;

The technical infrastructure to support our solution; and

Our approach to post-implementation support,

6.1 CRM Software

The key CRM features we will deploy in this first implementation of the World Class CRM application include:

Interaction Centre. SAP CRM’s Interaction Centre sits at the heart of the system and provides the core CRM functionality such as the agent inbox, the ability to generate, categorise and assign service requests, interactive scripting, access to customer information including interaction history. The Interaction Centre (IC) forms the foundation of the CRM platform, providing:

Easy access to customer profiles, history, and the installed base of purchased products;

Tools to search knowledge bases;

Scripts to guide agents through customer interactions; and

Web based user friendly interface supported by portal technology.

Knowledge Management. Delivering the right information to the right staff at the right time, the inbuilt knowledge base is invaluable in dealing with customer enquiries.

Customer Data Management. Facilities for the capture of customer details as well as the ability to search and retrieve customer information efficiently, analyse customer data and report on it.

Email Response Management - combining advanced e-mail functionality with knowledge management and centralized administration to provide the citizen with an accurate, timely, and contextual answer.

eService. SAP CRM provides intuitive customer self-service functions and service information so customers can solve problems without involving a customer service representative.

Case management (incl. Complaints). The ability to manage related customer or supplier interactions as a single case. This can be particularly beneficial when a customer has requirements that cross traditional “functional” boundaries.

Systems Integration. Supported by powerful integration technologies which facilitates integration with a multiplicity of other business applications. We have undertaken systems integration projects across a broad range of local government business applications.




Interaction Centre Management Provides powerful administration tools to manage the contact centre. Alerts and messages notify agents of special information and exceptions; scripts systematically guide agents through transactions where it is appropriate. SAP CRM makes administration easy because managers can control and monitor the interaction centre from a convenient central access point. This intuitive interface can be easily customized to adapt to different roles and tasks.

CRM Analytics: To enable the Councils to gain a view of demand and service delivery across all access channels. SAP Analytics for CRM aligns business strategy with operations, allowing managers to continuously plan, monitor and respond to strategic, operational, and tactical objectives with a better understanding of the customer’s needs, trends, and future behaviour.

Figure 14 illustrates the key components of SAP CRM that will be required for this phase.

mySAP Customer Relationship Management

Interaction Centre

eCommerce

mySAP Customer Relationship Management

Interaction Centre

eCommerce

Figure 14 – SAP CRM solution for Phase 1

Not shown separately here but also included is Email Response Management.

We have made the following licensing provisions for this phase:

105 Professional User Licences (Contact Centre Agents);

300 ‘Back Office’ Users – to enable wider access to CRM in directorates; and

Citizen access allowing functionality to be accessed via web.

6.2 Enterprise Integration

In an environment where local authorities are being continually challenged by the breadth of services they deliver and the corresponding number of business applications they have implemented to support delivery of these services, integration between the dispararte systems, both within and external to the councils, is crucial.




In the case of CRM initiatives specifically research shows that implementing an integration layer simplifies back to front office integration. It is acknowledged as being key in implementing CRM successfully.

Our integration approach is described in our Service Oriented Architecture (SOA) proposal Volume A, 4.4. Integration to departmental applications will use a Service Oriented Integration (SOI) approach based on a form of central Enterprise Application Integration (EAI) platform known as an Enterprise Service Bus (ESB). This is fully consistent with the Councils’ existing integration strategies and with IBM market-leading strategies, services and products.

From a CRM perspective, the relevant ESB or potentially a replacement one will be used to integrate the CRM with departmental applications and other service providers. This will be determined prior to or during the CRM Realisation phase.

The SAP modules will integrate with the ESB using an IBM SAP adapter. The adapter is the link between SAP’s APIs and the ESB. The adapter can work in a real-time (synchronous) way with SAP using a SAP Business API (BAPI). Alternatively (and more typically) it will work in an asynchronous way using a SAP Intermediate Document (IDoc).

The custom interfaces that can be re-used or will need to be developed for this project will be confirmed during the Blueprint phase. At present, we expect to interface to:

Citizen Index

Confirm Engineering

Confirm Environmental

Flare 21 (Community Protection)

Flare Environmental Health

Planning

Profess Property Services

Public Rights of Way (PRoW)

Our consortium combines IBM’s unrivalled expertise as the leading provider of both services and software for systems integration with both IBM’s and HBS’ highly applicable experience of integrating SAP CRM with a range of business applications commonly utilised in local authorities, including FLARE, SEATS, SBS Confirm, Local Land and Property Gazetteer (LLPG), MapInfo (GIS), Wings (GIS) and ESP.

6.3 Direct Integrations

In addition to the interfaces using the integration platform, a number of direct integrations will be required. These are:

Computer Telephony Integration (CTI): As part of this implementation, MacFarlane will work with us to integrate CallPlus with SAP CRM. The mechanism to be used for this will be confirmed during Blueprint. With the current version, there are several options available to provide client-side integration to provide CTI functionality, including Dynamic Data Exchange, Browser-level integration and Java applications. The new version, scheduled






for 2007 will allow server-side integration using web services or Business Process Language.

Email: Both Councils currently use Microsoft email software. SAP CRM features include direct integration to Microsoft Exchange server. For the purposes of email response management, it uses its own built-in email client rather than Outlook. The SAP Exchange Connector exchanges messages with the SAP communications component SAPconnect by SAP Remote Function Call (RFC). The RFC used here is based on the transport protocol TCP/IP. The communication between the SAP Exchange Connector and Exchange takes place using RPC mechanisms. The RPCs can be transported locally or using the LAN protocols TCP/IP, NetBEUI, IPX/SPX, or Banyan Vines. The SAP Exchange Connector is made up of three Microsoft Windows 2000 system services. These services can be installed either on an Exchange server or, to distribute the load, on a separate Microsoft Windows 2000 computer. We include more information on SAPconnect and SAP Exchange Connector in Appendices D and E.

Enterprise Content Management (ECM): We are proposing the implementation of a Common Information Services layer to expose content - both structured and unstructured - to Portals and CRM in a uniform fashion. This is described in our ECM proposal Volume A, 4.3.

Common Information Services

Portal

WCM

FSA(File System Archiver)

DM(Document Manager)

RM(Records Manager)

Repository Services(Content Manager)

ECM Project Scope

Email Mgmt

MS ExchangeHum ingbirdmOther

CRM

Figure 15: ECM Common Information Services layer

Geographic Information Systems (GIS): The CRM is likely to integrate with the GIS in a similar way to the existing Northgate CRM using HTTP directly into the relevant (or a consolidated) MapInfo GIS. However, the method will be determined finally during Blueprint.

SMS: SAPconnect provides a standard interface for external communication.. Faxes and text messages are packed as e-mails. For the send process, the mail server analyzes the domain of the recipient addresses and either forwards the e-mails to an internal fax-/text message server or to an external provider. For receiving, the fax-/text message server or provider sends e-mails to addresses that have the domain of the SAP system. For more information on SAPconnect, see Appendix D.

6.4 Technical Infrastructure

The infrastructure platform we are proposing to host SAP CRM and Business Warehouse will;

Act as an effective delivery platform for the CRM and Analytics solution;

Provide a development and test environment;

Be consistent with our overall proposals regarding infrastructure architecture;

Be capable of supporting Business Continuity for Customer Services;


Support the rollout of CRM to new locations (libraries, community offices); and

Provide a robust, scalable, secure, high-performing, standards based solution.

In this section we will describe our proposals for:

Server Hardware;

Desktop Hardware;

Voice Network Infrastructure; and

Data Network Infrastructure.

6.4.1 Server Hardware

SAP CRM will be hosted on dual high performance servers (p550 Q) from the IBM System p5 range. SAP BW is hosted on another single (p550 Q) server. A further server could be added if higher availability is needed for BW.

Figure 16 - Proposed Hardware solution

Each server is configured using Logical Partitions (LPARs) to form virtually separate servers. Each LPAR can be allocated part of the overall server processor capacity (in units of 1/10th of a processor). This flexibility enables the proposed configuration to host production, test and QA instances of SAP CRM and BW components.

For the CRM application, each of the two CRM servers is configured with 4 high-performance processors. These can be expanded up to 8 processors for future increases in workload. Further servers can be added (horizontally) to provide more expansion if required. Each CRM server hosts the CRM application modules and its database management system (Oracle 10g).

Server sizing is based on SAP capacity units (called ‘SAP’s). The initial CRM production workload is estimated at 3,900 SAPS. This represents 90 dedicated CRM users, 25 concurrent web users and 30 concurrent internal ‘portal’ users. Each server is sized to support over 5,500 SAPS, giving room for some growth.




The SAP Business Warehouse (BW) for CRM and its database management system (Oracle 10g) will be hosted on a single high performance server (p550 Q) configured with 2 high-performance processors.

IBM DS Disk storage is provided to hold CRM and BW data. The disk storage will be attached to the existing Storage Area Network (SAN). The CRM and BW database servers are attached to the SAN to access the storage. Storage is provided to support the first two years use of CRM and BW (CRM-related), estimated at 2.4 TB in total for production, development and QA. The CRM production storage volume assumes 500,000 contacts per year, held for 2 years. The production CRM storage is duplicated (fully-mirrored) for high-availability.

6.4.2 Desktop Hardware

We have made the assumption that desktop PC provision to the existing contact centres is fully sufficient for the deployment of SAP CRM Web Interaction Client.

We have allowed for the provision of 13 desktop computers of a higher specification to support the deployment of CRM to library locations. We have included 10 further machines of a lower, but amply sufficient specification to provide web access to Council services, also in libraries.

6.4.3 Voice Infrastructure

We would need to evaluate the situation on ‘Day 1’ to establish whether the current voice network will meet the needs of the new CRM implementation.

In the absence of detailed information, we are making the assumption that no upgrades will be required. This assumption is also contingent on the size of the operation not growing significantly from the current baseline.

6.4.4 Data Network

The connectivity to Wellington and Wiveliscombe Community Offices will be assessed and, if necessary, improved to support CRM deployment. As usage of the CRM system in these locations is expected to comparatively light, we propose that this can be achieved via SCC’s IPStream ADSL network. We have allowed for 2 new 2Mbit/s connections and associated infrastructure. Security will be provided by a Virtual Private Network service (supplied by AT&T).

We have assumed that the library rollout can be delivered using spare capacity on the library network and “People’s Network”.

6.5 Production Support Strategy

6.5.1.1 Software maintenance

We have assumed that the standard level of SAP software maintenance and support will be sufficient for the Authorities’ needs. This includes the rights to updates, upgrades and technical support, including 24x7 for Severity 1 problems, as well as Go Live Check service or Migration Check and SAP Early Watch services.

6.5.1.2 Application support

Following implementation and roll out of the new SAP CRM application support will be provided by a combination of IBM and the Integrated Delivery Centre’s




resources. Our goal is to provide application support from the IDC. However we recognise that support to the SAP system requires specialist knowledge and skills. As the council staffs joining the IDC do not have SAP skills today, we have taken the view that they will be unable to support this application until they have had training and the time to develop the necessary level of skill.

Accordingly, our initial approach to application support for the SAP CRM system is to supplement the IDC by retaining some of the build team in Taunton to provide support, adding, where necessary IBM staff, from our specialist SAP application support unit.

As the staff in the Integrated Delivery Centre (IDC) are released from other activities, due to the productivity gains driven by the Application services transformation project or by the sunset of other applications, we will provide these staff with training in SAP. These staff will then join the CRM support team and over a period of 6 months we will ramp down the imported IBM effort until the IDC staff have the skills and confidence to support the application to agreed service levels.

This approach will provide the necessary transition of knowledge for the build team to the support the application from day one by providing staff with the right skills to support SAP whilst IDC staff are trained up, and sufficiently skilled, to assume responsibility as business as usual.

As an additional benefit, we believe this move to grow SAP skills provides exciting personal development for Council staff and enhances career opportunities. Based on our view of supporting similar SAP implementation we plan to train and develop 5 staff in the IDC in the SAP technology.

The SAP CRM system will replace 4 Northgate instances. The sunset of the Northgate systems will free IDC and 3rd party resource dedicated to supporting Northgate. Ahead of further due diligence we are unable to confirm the impact of support costs once the system passes back to support from the IDC. This will be confirmed during due diligence.




7 Appendices

7.1 Appendix A: SAP CRM Product Evaluation

Figure 17 shows how Forrester Research rated SAP’s CRM capability last year.

Figure 17 - Forrester Research Scorecard - SAP CRM




Benchmarked against other leading CRM applications, the functional breadth of SAP is identified as a clear strong point.

The weaknesses identified in ETL and data cleansing are addressed in our proposal through the use of IBM’s leading software capability in this area.

Also, the usability of SAP has been much improved by the latest, fully web-based GUI in the current release and is now on a par with other leading CRM vendors.

Already strong in industry adaptation, SAP continues to make the public sector a major focus for further development, having launched a product offering for Social Care amongst others.

SAP’s relatively lower maintenance charges are an important consideration with regards to the overall cost of ownership. As mentioned in this proposal, there is potential beyond that to realise major efficiencies from a decision to adopt a broad suite of SAP products for Shared Services as well as CRM.




7.2 Appendix B: Candidate Service List – Fault Reporting

PID name FO Service Category 2 FO Service Category 3 FO Service DescriptionAbandoned VehiclesBus and transport incident reportEmergency Highways CallsFloodingWildlife Casualty ReportReporting a problem on a right of way

Enforcement - non-residential Fire Safety ComplaintsHydrants maintenance Fire HydrantsRegulation - Parking Issues Parking IssuesObstructed pavements Reporting a Highways ProblemObstructed pavements Verge and Boundary MaintenanceMaintenance - Kerbing/Footway Defect Reporting a Highways ProblemMaintenance - Bridge Damage Reporting a Highways ProblemMaintenance - Blocked Drain/Gully Reporting a Highways ProblemMaintenance - Pothole and C'way Defects Reporting a Highways ProblemInsurance Claims Reporting a Highways ProblemWalls Reporting a Highways ProblemMaintenance - Street Lighting Reporting a Highways ProblemTraffic Lights Reporting a Highways ProblemSpillage - roads Reporting a Highways Problem

Highways Follow-up CallReporting a Highways Problem

Car Parks and On Street Parking I have lost my money in the ticket machineCar Parks and On Street Parking The parking meter does not work on the streetCar Parks and On Street Parking The ticket machine does not work in the car parkPenalty Charge Notices My car has broken down/I have lost my keyRecycling Household Complaints about mini recycling centresRecycling Household Locations of mini recycling centresRecycling Household Report It-Missed Food Waste/ Brown Bin CollectionRecycling Household Report It - Missed Garden Waste CollectionRecycling Household Report It-Missed Kerbside/Green Box CollectionRecycling General Recycling Information Report it - Complaint about the driving of one of your lorriesRefuse Collection Bulky Waste Request a Bulky Refuse CollectionRefuse Collection Clinical Waste Request a Clinical Waste CollectionRefuse Collection Domestic Refuse Report It - Missed CollectionsRefuse Collection Domestic Refuse Report it - Refuse SpillageRefuse Collection Domestic Refuse Report it - Refuse out too earlyStreet Cleaning Bins Report it - Full Dog BinsStreet Cleaning Bins Report it - Full Litter BinsStreet Cleaning Fly Tipping Report it - Fly-tipped waste on Public HighwayStreet Cleaning Graffiti Report it - Graffiti or Fly-postingStreet Cleaning Hazards Report an abandoned vehicleStreet Cleaning Hazards Report It - Needles/Sharps found in a pubStreet Cleaning Hazardous Waste Report it - Dead animal on roads/public pavementStreet Cleaning Hazardous Waste Report it - Faeces/Vomit on PavementStreet Cleaning Highways Report a hazard on the highway.Street Cleaning Highways Report it - Highway Maintenance ProblemStreet Cleaning Litter Report It - Litter on a Public Highway Street Cleaning Litter Report it - Litter on Council Housing EstateStreet Cleaning Litter Report of litter on Open Spaces / Playing FieldsStreet Cleaning Public Toilets Report it - Unclean Public Toilets Street Cleaning Public Toilets Report It - Needles/Sharps found in a public placeStreet Cleaning Public Toilets Report it - Public Toilet Maintenance FaultsStreet Cleaning Road Sweeping Complaint about Mechanical Road Sweeping

Figure 18: Candidate Service List – Fault Reporting




7.3 Appendix C: Access Point Facilities – Sketches

The following sketches are brief impressions of the types of facilities which could be considered for access points in libraries.

Figure 19: Access Point Facilities – Sketch A

Figure 20: Access Point Facilities – Sketch B




Figure 21: Access Point Facilities – Sketch C

Figure 22: Access Point Facilities – Sketch D




7.4 Appendix D: SAPconnect

SAPconnect provides a standard interface for external communication, which supports sending using telecommunication services, such as FAX, text messages (pager/SMS), Internet mail and X.400, as well as sending to printers and between different SAP Systems. It enables external communication components to be connected to the SAP System.

SAPconnect provides a direct connection to the Internet through the Simple Mail Transfer Protocol (SMTP) plug-in of the SAP Web Application Server. This enables Internet mails, faxes and text messages (pager/SMS) to be sent and received directly, without having to use additional external communication systems.

The SAP system sends the outbound e-mails to a separate mail server, whilst the e-mails in the inbound direction can be received by any number of mail servers.

Faxes and text messages are packed as e-mails. For the send process, the mail server analyzes the domain of the recipient addresses and either forwards the e-mails to an internal fax-/text message server or to an external provider. For receiving, the fax-/text message server or provider sends e-mails to addresses that have the domain of the SAP system.

Packed text messages (pager/SMS) can also be sent to external servers or providers as Uniform Resource Locators (URLs) . The kernel of the SAP Web Application Server supports Hyper Text Transfer Protocol (HTTP). This enables text messages (pager/SMS) to be sent directly to external text message servers, or to the provider packed, as a URL.

Confirmation that the message has been sent to the provider is possible.

Integration

Figure 23: SAPconnect - SAP Components

The graphic above shows the SAP components that may be part of the message exchange process using SAPconnect:

SAP applications, such as CRM with e-mail campaigns

Business Workplace




Smart Forms

PPF (for alerts)

All components use the SAP Business Communication Services (BCS) which provides SAP application developers with a simple way of integrating internal and external sending into their applications. Business Communication Services are used not only for controlling sending and receipt, but also for extensive status handling and for making all the send information on an application object available.

BCS also provide dialogs that enable one to pre-select data required for the sending so that it can be stored temporarily or post-processed. In addition to interfaces without dialog; documents, message control, SAPscript and SAP Smart Forms can be sent from the SAP applications using the BCS, and, as a result, enable the applications that already send documents in this way to benefit from the enhanced functions without incurring the costs of modification.

The BCS communicates with SAPconnect. SAPconnect then communicates with the outside world by SMTP, RFC or http, as can be seen in the document below.

Figure 24: SAP BCS Communications

Independent to these components, there is also address management, which manages the sender and recipient addresses for all of them.

Features

SAPconnect can be used to create links to various types of communication components and communication systems:

The SMTP Plug In

This enables e-mail exchange between the SAP system and each SMTP mail server, without having to use additional external components. Exchanging




faxes and text messages (pager/SMS) using SMTP is also possible. For this, faxes and messages are packed as e-mails.

The HTTP Plug In

This enables text messages (pager/SMS) to be sent to external text message servers or providers as URLs.

Fax servers, text message (pager/SMS) servers, SMTP gateways or X.400 gateways that support the SAPconnect RFC interface (provided by SAP software partners)

Other SAP systems

Printers

The following graphic shows the different communication paths that Internet mails, faxes and SMS messages can travel to and from the SAP system:

Figure 25: SAPconnect Communication paths

The following communication paths are available:

Two SAP systems exchange messages through SAPconnect and an RFC connection.

A SAP system uses SAPconnect and RFC to communicate with an external communication system (fax server, text message (pager/SMS) server, SMTP- or X.400-Gateway) that forwards Internet mails, faxes, SMS or X.400 messages.

A SAP system uses SAPconnect and the SMTP plug-in to communicate with the Internet directly to send e-mails, or with a paging/fax server or provider that forwards SMS messages and faxes.

A SAP system uses SAPconnect and the HTTP plug-in to communicate with a paging provider that forwards SMS messages.




7.5 Appendix E: SAP Exchange Connector

The new version of the SAP Exchange Connector (version 2.0) connects the Microsoft Exchange 2000 Server to the SAP system. This enables SAP applications and SAP users to send and receive documents to and from an Exchange mailbox. Documents can also be sent and received in the SAP system using other connectors that are connected to the Exchange server, for example, over the Internet or as a fax. Attachment files (for example, SAP documents, Microsoft Office documents, fax bitmaps) can be transmitted in both directions.

Note that SAP Exchange Connector 2.0 is compatible only with Microsoft Exchange 2000 Server, and not with any earlier versions. (Both native mode and mixed mode are possible for the interaction between Windows and Exchange.)

The SAP Exchange Connector controls message receipt, message conversion and message transport between Exchange and SAPconnect, the SAP system’s communications interface. This mean that connectors installed on the Exchange server (gateways) can also be used from the SAP system. Examples include:

SMTP Connector

TCP X.400 Connector

X25 X.400 Connector

Third-party fax connectors for Exchange

Figure 26: SAP Exchange Connector

The SAP Exchange Connector exchanges messages with the SAP communications component SAPconnect by SAP Remote Function Call (RFC). The RFC used here is based on the transport protocol TCP/IP.



http://www.erpgenie.com/interfaces/sapconnect.htm



The communication between the SAP Exchange Connector and Exchange takes place using RPC mechanisms. The RPCs can be transported locally or using the LAN protocols TCP/IP, NetBEUI, IPX/SPX, or Banyan Vines.

The SAP Exchange Connector is made up of three Microsoft Windows 2000 system services. These services can be installed either on an Exchange server or, to distribute the load, on a separate Microsoft Windows 2000 computer.

The RFC Out service takes messages from the SAP system and transfers them via a queue to the Gateway service, which then forwards them to the Exchange MTA. Incoming messages flow via the Gateway service and the RFC In service, which then forwards messages to the SAP system.

Figure 27: SAP Exchange Connector Rfc Services


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customer identification

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database management