Presentation on shared service in local authorities presented to annual conference of public sector IT management organisation, Socitm, on 11 October 2010
Andy Heys and Graham Catlin, Cheshire Shared ServicesSocitm
Presentation on shared services in local authorities presented to annual conference of public sector IT management organisation, Socitm, on 11 October 2010
Rob Whiteman, LG Group - challenges under the coalition governmentSocitm
Presentation on challenges facing local authorities under the Coalition Government presented to annual conference of public sector IT management organisation, Socitm, on 11 October 2010
Presentation on the importance of professional development for public sector IT professionals and what Socitm is doing to promote and support this. Presented to the annual conference of the public sector IT management organisation, Socitm, on 11 October 2010
Presentation on managed services (aka outsourcing) presented to the annual conference of the public sector IT management organisation, Socitm, on 11 October 2010
Andy Tait, Cabinet Office - public sector ICT landscapeSocitm
Presentation on the ICT landscape for the public sector preresented to annual conference of public sector IT management organisation, Socitm, on 12 October 2010
The Digital Public Services Strategy aims to transform public services in Scotland through digital technology by:
1) Establishing a vision where digital technology provides innovative, integrated services across organizational boundaries focused on those most in need.
2) Using digital tools to capture service use patterns and feedback to better involve users in service design.
3) Leveraging digital technologies to promote shared commitment to and responsibility for public services.
4) Focusing on four key themes: citizen needs, appropriate data use, a skilled workforce, and collaboration for value.
The document summarizes news and updates from Socitm in July 2015. It discusses the new president's goals of growing membership, encouraging women in IT careers, and shared services learning. It also announces the annual conference in October and a Scotland conference in November. New self-assessment services and benchmarking surveys are introduced. Membership benefits like reports, briefings, skills frameworks, and a members' magazine are highlighted.
Andy Heys and Graham Catlin, Cheshire Shared ServicesSocitm
Presentation on shared services in local authorities presented to annual conference of public sector IT management organisation, Socitm, on 11 October 2010
Rob Whiteman, LG Group - challenges under the coalition governmentSocitm
Presentation on challenges facing local authorities under the Coalition Government presented to annual conference of public sector IT management organisation, Socitm, on 11 October 2010
Presentation on the importance of professional development for public sector IT professionals and what Socitm is doing to promote and support this. Presented to the annual conference of the public sector IT management organisation, Socitm, on 11 October 2010
Presentation on managed services (aka outsourcing) presented to the annual conference of the public sector IT management organisation, Socitm, on 11 October 2010
Andy Tait, Cabinet Office - public sector ICT landscapeSocitm
Presentation on the ICT landscape for the public sector preresented to annual conference of public sector IT management organisation, Socitm, on 12 October 2010
The Digital Public Services Strategy aims to transform public services in Scotland through digital technology by:
1) Establishing a vision where digital technology provides innovative, integrated services across organizational boundaries focused on those most in need.
2) Using digital tools to capture service use patterns and feedback to better involve users in service design.
3) Leveraging digital technologies to promote shared commitment to and responsibility for public services.
4) Focusing on four key themes: citizen needs, appropriate data use, a skilled workforce, and collaboration for value.
The document summarizes news and updates from Socitm in July 2015. It discusses the new president's goals of growing membership, encouraging women in IT careers, and shared services learning. It also announces the annual conference in October and a Scotland conference in November. New self-assessment services and benchmarking surveys are introduced. Membership benefits like reports, briefings, skills frameworks, and a members' magazine are highlighted.
Thorhildur Jetzek proposes a strategy for improving public sector data management in Denmark. Key points of the strategy include:
1) Establishing a shared data infrastructure and platforms to distribute basic data from registers to avoid data silos and reduce duplication.
2) Implementing master data management to improve data quality, consistency, and access across departments and sectors.
3) Making data more open and liquid to remove barriers to use, while protecting privacy and ensuring data security.
4) Focusing on data as a strategic resource and converting tensions between exploration and exploitation into synergies.
On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l
Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.
Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.
The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.
One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.
Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.
Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.
CTO-Your Partner In ICT Business Developmentsegughana
This document summarizes the evolution and activities of the Commonwealth Telecommunications Organisation (CTO) from 1901 to the present. The CTO started as the Pacific Cable Board focused on telecommunications but has expanded its focus to information and communication technologies (ICTs). It now works as a global partnership between governments, businesses, and civil society. The CTO conducts capacity building, knowledge sharing, conferences, research, and training to help members develop ICT infrastructure and policies to reduce poverty and achieve development goals.
What is ICT? do I want it? where do I get the money from? tonyokotie
This document provides information about planning and funding for information and communication technology (ICT) projects for voluntary and community organizations. It discusses determining ICT goals and needs, calculating costs including hardware, software, staff time, and ongoing expenses. Tips are provided for ICT health checks, total cost of ownership calculations, technology budget tools, purchasing processes, potential funders, and writing effective funding proposals. Resources from organizations like the ICT Hub Consortium are recommended for consultation and assistance.
This annual report summarizes the activities of COSMIC, a nonprofit organization that aims to encourage the use of information technology. Some key points:
- COSMIC provides high-quality IT training, services, and support for small businesses and community organizations.
- In 2007, major achievements included a ministerial visit and winning awards for their work with young enterprise programs.
- Financially, revenue increased from 2004-2007 with a mix of grant/contract income and commercial income.
- Projects in 2007 included training programs and developing accessible websites for organizations.
- Areas of focus going forward include organizational support services, regional programs, and developing new technical skills.
High-level Dialogue on the Drivers and Politics of Regional Integration in Southern Africa
Bruce Byiers
Presentation Day 1
2-3 July 2013
Roodevallei Hotel
Pretoria, South Africa
Network support services provide communication and logistical support to professional networks in order to facilitate innovation. This includes hosting meetings, providing workspaces, advertising events, and advising on network strategy. The goals are to incubate networks and integrate them into innovation initiatives. Agreements are established between the supporting organization and each network to formalize the services provided and roles of both parties. Networks benefit from free services, while the supporting organization gains access to expertise and potential partnerships to leverage projects.
Summit Session - Stronger Together ConferenceCANorfolk
This document discusses systems leadership and outlines plans for a voluntary sector-led systems leadership group in Norfolk, England. The group aims to:
1) Ensure the voluntary sector can engage in broader leadership conversations and policymaking by creating an appropriate interface.
2) Represent the sector and advance the priorities in the Sector Led Plan, which include improving income, business strategies, communication, and workforce development for voluntary organizations.
3) Identify key priorities like integration of services and prevention to deliver the best outcomes for communities.
The document calls for nominations to the group and lays out its proposed composition, role, and next steps in developing an action plan to strengthen the voluntary sector.
This webinar discussed voluntary sector consortia and supply chains. It provided an overview of the session which would explore the motivations of commercial sector contractors and the advantages and challenges of working in supply chains. A case study of 3SC was presented, where they manage contracts on behalf of third sector organizations. 3SC helped the company Interserve build a supply chain for probation contracts. The webinar addressed how consortium approaches can leverage the strengths of both commercial and voluntary sectors to deliver better outcomes.
Partners in technology 13 sept2013 ed ict renewal dsitiaDigital Queensland
An overview of the Queensland ICT Strategy and Action Plan which provides valuable information on the key initiatives, their outcomes, target measures, completion dates and accountabilities for all, provided by Glenn Walker - Executive Director, ICT Renewal from the Department of Science, Information Technology, Innovation and the Arts.
TCIOceania14 Building a successful cluster system in regional AustraliaTCI Network
This document discusses building a successful cluster system in regional Australia based on Mark Bell's experiences studying business cluster development in Europe. It outlines several key building blocks for a successful cluster system, including collaboration between government, universities, regional organizations, and businesses. It also advocates for creating a "cluster commons vehicle" in each region to facilitate cluster identification and initiatives, connect organizations, and undertake activities like skills training and innovation projects to benefit multiple industry networks.
The document provides an overview of the Empty Homes Programme and progress in reducing empty homes in England. Some key points:
- Over 93,000 empty homes have been brought back into use since 2011, with more than 38,000 between 2012-2013.
- Challenges in the program include the time it takes to establish projects, negotiate with owners, and carry out enforcement procedures. Successes include refurbishing homes to a high quality and innovative identification of empty properties.
- Additional social benefits have resulted from the program like employment, training, and neighborhood renewal. However, measuring these softer outcomes is difficult and data is not consistently collected.
- Identifying empty homes and engaging owners
The document provides an overview of the Empty Homes Programme in the UK. Some key points:
- The number of empty homes has decreased by 14% between 2010-2012, with over 93,000 homes brought back into use since 2011.
- Challenges include the time it takes to establish projects, negotiate with owners, and carry out enforcement procedures. Successes include refurbishing homes to a high quality and innovative identification methods.
- There are opportunities to better measure wider social benefits like employment, training, and neighborhood renewal, and to promote best practices across the program. Identifying empty homes and engaging owners remains difficult due to limited resources and owners' reluctance.
Public-private partnerships can help communities successfully deploy broadband infrastructure and increase broadband use. There are benefits like improved services and private sector investment, but also risks like loss of control. Communities can partner with incumbent providers or competitors, each with their own advantages and disadvantages. Successful partnerships require clear communication, selecting the right partner that matches community goals, and developing the market through activities that address digital inclusion, build skills, and support key institutions.
Sutton CVS presentation at South London Roadshow, 12 May 2015lvscsteve
This document summarizes an event about opportunities for voluntary and community sector organizations through the European Social Fund (ESF) roadshow. The speaker has 20 years of experience with ESF funding. Last ESF funding lasted 7 years and brought together sectors through collaborative bidding, partnerships, and capacity building. Challenges included jargon, bureaucracy, and ensuring activities matched priorities while being relevant locally. Benefits included improved quality of life, capacity building, and success in service delivery. Partnership is beneficial if roles are clear and systems are adequate. The sector brings skills and experience engaging vulnerable groups. Thorough understanding of needs, research, and adapting other models can strengthen funding applications. ESF continues to support removing barriers and meeting gaps for
This Presentation is one of a series where we look at the innovative work of how through working together, housing associations and social landlords can make a difference in the employment prospects of their residents and have an influence on policy.
The ACTION network connects cleantech incubators across New England to support green businesses and job growth. It aims to accelerate startup success through collaboration between incubators, universities, investors, and other stakeholders. The network provides startups with services like office space, prototyping facilities, funding assistance, and introductions to potential partners and customers.
This presentation was from a joint NCVO and RAWM event on 4 October 2013.
This presentation was by Rachel Quinn (One East Midlands) and discussed LEPs - past, present and future.
Find out about the NCVO's European Funding Network: http://europeanfundingnetwork.eu
IT Excellence Awards 2010 winner - Connect DigitallySocitm
Presentation from one of the winning projects in the IT Excellence Awards 2010. The project is about making applications for free school meals an easy to use online process
Martin Greenwood, Socitm Insight - customer accessSocitm
Part of presentation on customer access and channel shift presented to the annual conference of the public sector IT management organisation, Socitm, on 11 October 2010
Thorhildur Jetzek proposes a strategy for improving public sector data management in Denmark. Key points of the strategy include:
1) Establishing a shared data infrastructure and platforms to distribute basic data from registers to avoid data silos and reduce duplication.
2) Implementing master data management to improve data quality, consistency, and access across departments and sectors.
3) Making data more open and liquid to remove barriers to use, while protecting privacy and ensuring data security.
4) Focusing on data as a strategic resource and converting tensions between exploration and exploitation into synergies.
On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l
Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.
Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.
The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.
One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.
Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.
Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.
CTO-Your Partner In ICT Business Developmentsegughana
This document summarizes the evolution and activities of the Commonwealth Telecommunications Organisation (CTO) from 1901 to the present. The CTO started as the Pacific Cable Board focused on telecommunications but has expanded its focus to information and communication technologies (ICTs). It now works as a global partnership between governments, businesses, and civil society. The CTO conducts capacity building, knowledge sharing, conferences, research, and training to help members develop ICT infrastructure and policies to reduce poverty and achieve development goals.
What is ICT? do I want it? where do I get the money from? tonyokotie
This document provides information about planning and funding for information and communication technology (ICT) projects for voluntary and community organizations. It discusses determining ICT goals and needs, calculating costs including hardware, software, staff time, and ongoing expenses. Tips are provided for ICT health checks, total cost of ownership calculations, technology budget tools, purchasing processes, potential funders, and writing effective funding proposals. Resources from organizations like the ICT Hub Consortium are recommended for consultation and assistance.
This annual report summarizes the activities of COSMIC, a nonprofit organization that aims to encourage the use of information technology. Some key points:
- COSMIC provides high-quality IT training, services, and support for small businesses and community organizations.
- In 2007, major achievements included a ministerial visit and winning awards for their work with young enterprise programs.
- Financially, revenue increased from 2004-2007 with a mix of grant/contract income and commercial income.
- Projects in 2007 included training programs and developing accessible websites for organizations.
- Areas of focus going forward include organizational support services, regional programs, and developing new technical skills.
High-level Dialogue on the Drivers and Politics of Regional Integration in Southern Africa
Bruce Byiers
Presentation Day 1
2-3 July 2013
Roodevallei Hotel
Pretoria, South Africa
Network support services provide communication and logistical support to professional networks in order to facilitate innovation. This includes hosting meetings, providing workspaces, advertising events, and advising on network strategy. The goals are to incubate networks and integrate them into innovation initiatives. Agreements are established between the supporting organization and each network to formalize the services provided and roles of both parties. Networks benefit from free services, while the supporting organization gains access to expertise and potential partnerships to leverage projects.
Summit Session - Stronger Together ConferenceCANorfolk
This document discusses systems leadership and outlines plans for a voluntary sector-led systems leadership group in Norfolk, England. The group aims to:
1) Ensure the voluntary sector can engage in broader leadership conversations and policymaking by creating an appropriate interface.
2) Represent the sector and advance the priorities in the Sector Led Plan, which include improving income, business strategies, communication, and workforce development for voluntary organizations.
3) Identify key priorities like integration of services and prevention to deliver the best outcomes for communities.
The document calls for nominations to the group and lays out its proposed composition, role, and next steps in developing an action plan to strengthen the voluntary sector.
This webinar discussed voluntary sector consortia and supply chains. It provided an overview of the session which would explore the motivations of commercial sector contractors and the advantages and challenges of working in supply chains. A case study of 3SC was presented, where they manage contracts on behalf of third sector organizations. 3SC helped the company Interserve build a supply chain for probation contracts. The webinar addressed how consortium approaches can leverage the strengths of both commercial and voluntary sectors to deliver better outcomes.
Partners in technology 13 sept2013 ed ict renewal dsitiaDigital Queensland
An overview of the Queensland ICT Strategy and Action Plan which provides valuable information on the key initiatives, their outcomes, target measures, completion dates and accountabilities for all, provided by Glenn Walker - Executive Director, ICT Renewal from the Department of Science, Information Technology, Innovation and the Arts.
TCIOceania14 Building a successful cluster system in regional AustraliaTCI Network
This document discusses building a successful cluster system in regional Australia based on Mark Bell's experiences studying business cluster development in Europe. It outlines several key building blocks for a successful cluster system, including collaboration between government, universities, regional organizations, and businesses. It also advocates for creating a "cluster commons vehicle" in each region to facilitate cluster identification and initiatives, connect organizations, and undertake activities like skills training and innovation projects to benefit multiple industry networks.
The document provides an overview of the Empty Homes Programme and progress in reducing empty homes in England. Some key points:
- Over 93,000 empty homes have been brought back into use since 2011, with more than 38,000 between 2012-2013.
- Challenges in the program include the time it takes to establish projects, negotiate with owners, and carry out enforcement procedures. Successes include refurbishing homes to a high quality and innovative identification of empty properties.
- Additional social benefits have resulted from the program like employment, training, and neighborhood renewal. However, measuring these softer outcomes is difficult and data is not consistently collected.
- Identifying empty homes and engaging owners
The document provides an overview of the Empty Homes Programme in the UK. Some key points:
- The number of empty homes has decreased by 14% between 2010-2012, with over 93,000 homes brought back into use since 2011.
- Challenges include the time it takes to establish projects, negotiate with owners, and carry out enforcement procedures. Successes include refurbishing homes to a high quality and innovative identification methods.
- There are opportunities to better measure wider social benefits like employment, training, and neighborhood renewal, and to promote best practices across the program. Identifying empty homes and engaging owners remains difficult due to limited resources and owners' reluctance.
Public-private partnerships can help communities successfully deploy broadband infrastructure and increase broadband use. There are benefits like improved services and private sector investment, but also risks like loss of control. Communities can partner with incumbent providers or competitors, each with their own advantages and disadvantages. Successful partnerships require clear communication, selecting the right partner that matches community goals, and developing the market through activities that address digital inclusion, build skills, and support key institutions.
Sutton CVS presentation at South London Roadshow, 12 May 2015lvscsteve
This document summarizes an event about opportunities for voluntary and community sector organizations through the European Social Fund (ESF) roadshow. The speaker has 20 years of experience with ESF funding. Last ESF funding lasted 7 years and brought together sectors through collaborative bidding, partnerships, and capacity building. Challenges included jargon, bureaucracy, and ensuring activities matched priorities while being relevant locally. Benefits included improved quality of life, capacity building, and success in service delivery. Partnership is beneficial if roles are clear and systems are adequate. The sector brings skills and experience engaging vulnerable groups. Thorough understanding of needs, research, and adapting other models can strengthen funding applications. ESF continues to support removing barriers and meeting gaps for
This Presentation is one of a series where we look at the innovative work of how through working together, housing associations and social landlords can make a difference in the employment prospects of their residents and have an influence on policy.
The ACTION network connects cleantech incubators across New England to support green businesses and job growth. It aims to accelerate startup success through collaboration between incubators, universities, investors, and other stakeholders. The network provides startups with services like office space, prototyping facilities, funding assistance, and introductions to potential partners and customers.
This presentation was from a joint NCVO and RAWM event on 4 October 2013.
This presentation was by Rachel Quinn (One East Midlands) and discussed LEPs - past, present and future.
Find out about the NCVO's European Funding Network: http://europeanfundingnetwork.eu
IT Excellence Awards 2010 winner - Connect DigitallySocitm
Presentation from one of the winning projects in the IT Excellence Awards 2010. The project is about making applications for free school meals an easy to use online process
Martin Greenwood, Socitm Insight - customer accessSocitm
Part of presentation on customer access and channel shift presented to the annual conference of the public sector IT management organisation, Socitm, on 11 October 2010
The document summarizes a networking event about building up website take-up. It discusses barriers to maximizing self-service online, changing demographics of web users, whether channel shift is a corporate objective, and lessons for improving websites from user research. Key recommendations are that the design of the entire customer journey is critical, promotion of online services matters, focusing on information in addition to transactions, and corporate commitment to channel shift is essential for success.
Web analytics involves the analysis of qualitative and quantitative website data to drive continual improvement of the customer experience and achieve desired business outcomes. It is important to use web analytics to gain actionable insights rather than just looking in the rear view mirror. Implementing a full web analytics program requires setting goals, training, custom reports, and taking actions based on insights to drive uplift. Google Analytics is a powerful and free tool that can provide valuable reporting and insights to organizations, especially when the right resources are dedicated to analyzing the data. While some were skeptical of a free tool in the past, Google Analytics competes with top paid solutions and is a strategically important product for Google's large advertising business.
The document outlines an upcoming workshop on leading with intent and influence. The workshop will cover topics such as leading versus managing, inspiring others, emotional intelligence, coaching, collaboration, and extending influence. Participants will learn about listening, building trust through sharing, and expanding their sphere of influence through effective networking. The workshop encourages developing personal action plans and key learning points.
APM webinar sponsored by the South Wales and West of England branch on 4 November 2021.
MoD Defence Equipment and Support (DE&S) is responsible for delivering equipment and support solutions to the UK Armed Services. This event will discuss the work underway to transform the way these projects are delivered.
The presentation will provide an overview of work undertaken in recent years, and still ongoing, to transform the project delivery of equipment and support. It will set out the rationale behind the need for change, describe the key components of the transformation programme, including organisation, people and the DE&S Way to delivery, refer to progress made, and work still in hand.
https://www.apm.org.uk/news/transforming-project-delivery-in-mod-defence-equipment-and-support-webinar/
Rapid Benefits of Alternative Shared Services Models - 3.10.2016Chazey Partners
Chazey Partners was invited to present a session titled “Raped Benefits of Alternative Shared Services Models” at the 2016 Washington-ASMC National Capital Region in Washington D.C. on March 10, 2016. Phil Searle, Founder and CEO of Chazey Partners, educated attendees on the trends and benefits of Shared Services in the public and private sectors. The presentation also examined multiple case studies and some alternative models of implementation used before concluding with a list of “Tips and Tricks” for a successful Shared Services implementation.
PDF Collaborative Working for Civil Society Organisations, Michael O[Toole, 3SCCFG
This document discusses the benefits of charities and social enterprises collaborating through consortiums to bid for large public service contracts together. Key points discussed include:
1) Reductions in public spending and changes in commissioning require collaboration to deliver integrated, holistic services at scale.
2) Consortia allow smaller organizations to participate in large contracts and provide local, personalized services through national frameworks.
3) Clear roles, governance, and contractual agreements are needed for successful collaboration, with independent management to oversee quality assurance.
4) Sharing resources can help manage fluctuations in demand and reduce costs through centralized support functions.
Business Change and Transformation Services V4Robert Topley
This document outlines services to help master successful business change. It discusses how change fails due to lack of execution, governance, operational excellence, people transformation, and IT solutions delivery. It provides examples of services in each area, such as change readiness assessments, program governance reviews, process maturity reviews, stakeholder analyses, and project management, to improve the chances of successful change outcomes.
BizFlow - BPM at Jardine Lloyd Thompson for Sales, Document Handling, Custome...Garth Knudson
As far back as 2004, JLT EB started using business process management (BPM) to streamline a limited set of business operations. Use was confined to about 30 people in a “model office”. During that same time period, JLT acquired Profund, a leading provider of pension administration software in the UK. Customers included both in-house and third-party administrators. Profund had seen opportunities to expand its pension fund administration solutions into specific areas of process automation while helping customers to simplify the overall user experience. Deciding to use the current BPM tool, the company developed outward facing solutions that rolled out to end customers in 2007. BPM usage at JLT EB and Profund grew to about 300 users.
Between 2007-2010, JLT made more than 20 acquisitions globally across the group. JLT EB operations quickly became highly complex, distributed and paper-based. Employees were handling millions of documents annually covering Pension Administration, Payroll, Defined Contributions, Actuarial, Health and Risk, among other requests. Processes treated more than 16 million workflow elements, 300+ million rows of table data and 15 million SharePoint documents. The BPM solution covers 14 active offices in Europe and India, off-shoring and massive amounts of regulations. The company knew that in order to continuing growing at the same speed while containing costs, it would have to do more with less.
JLT EB accomplished its goals of increased revenues with lower costs with continual investment in BPM. JLT EB has worked with BizFlow and used the BizFlow BPM software to streamline >200 processes. From an ROI standpoint, this work has provided a key business component, contributing to JLT EB’s growth in trading profit by 50% in the last financial year. Revenue growth is enabled by more flexible solutions that can be highly tailored to internal client needs as well as end-customer engagements. Cost cutting is enabled through the use of process automation tied together with effective scanning, document handling and rule-based routing. Paper is largely removed, deadlines hit, and governance accomplished.
This document provides an overview of Radius Solutions' services. It discusses their established track record in delivering technical resource solutions and expanding into more comprehensive service solutions. The services offered include a technical bench, project resources, IMAC services, and recruitment services. It outlines their approach to quality, branding, governance, and transitioning services. The conclusions reiterate their flexible portfolio and commitment to developing their service capabilities.
Delos Partnership provides integrated business leadership consulting services to help clients implement transformational changes to their culture, organization, processes and systems. This includes educating clients on integrated business planning concepts, facilitating task teams for projects, and designing workshops. The document discusses Delos working with Pegler Yorkshire to implement these changes, including creating a common planning process, improving forecasting and reducing stock levels while increasing on-time delivery. As a result, Pegler Yorkshire achieved tangible benefits like 10-20% stock reductions and improved customer service, as well as intangible benefits like coordinated decision making and improved information.
This document discusses procurement transformation at Millicom, a telecommunications company. It provides an overview of Millicom, the basics of procurement transformation including key steps and areas to address. It then discusses approaches to transformation, focusing on category management and an example of transforming the contingent labor category. Key takeaways are that each transformation is different, category management can deliver results but also transform the procurement organization from the inside out.
ICT Service Desk as a Business Partner 2015 - itSMF VPaul Lahey
The document discusses making the ICT Service Desk at Brisbane City Council a visible and reliable business partner. It outlines implementing and embedding improvements by focusing on people, processes, technology, and partnerships. This includes building an improvement culture, reviewing processes, increasing service visibility, and strengthening relationships. The goal is to continuously improve customer experience and deliver more value. Progress so far includes tracking feedback and initiatives through displays and reports. Next steps involve establishing metrics and collaborating further.
An introduction to kinetik solutions - a management consultancyKetan Varia
Kinetik Solutions is a UK-based consultancy established in 2004 that delivers complex change programs for large organizations. It consists of highly experienced consultants with over 10 years of change management experience. Kinetik continually invests in the latest approaches to transformational change and is a member of several professional groups. It offers services in complex transformation, operational design and improvement, systems implementation, workshops, and developing high performance teams. Kinetik's values include integrity, agility, engagement, sustainability, and creating emerging futures. Past clients praise Kinetik's leadership, communication, facilitation skills, and ability to achieve critical objectives.
Tenant Focus: Winning Efficiency Projects in the Commercial SpaceZondits
A presentation and training on winning efficiency programs in the commercial tenant space. This training was part of NYSERDA's Commercial Tenant Outreach program.
Royal Mail Group underwent a large IT transformation project called ITST to modernize its outdated IT infrastructure and move to a new supplier model. The objectives of ITST were to establish greater internal IT capabilities, leverage expert suppliers, provide better value and service quality, and focus suppliers on RMG's strategic needs. ITST involved procuring new suppliers through an OJEU process, negotiating contracts, planning the transition, and migrating over 100 applications and decommissioning legacy systems between 2015-2016. The project achieved its goals but faced challenges including procurement delays, underestimating legacy system complexities, resource constraints, and balancing transitions with business operations. Lessons included improving data quality for bidders, rigorous planning and governance, and managing
- Lisa Hogarty, Vice President for Campus Services, presented on efforts to realign Campus Services departments to improve services and reduce costs.
- Feedback was gathered from over 50 clients who noted that some units focus more on costs than service and services can be hard to access.
- The realignment will consolidate common business functions into shared service models and leverage technology to simplify processes and the customer experience.
- Business process redesign teams will identify areas for improvement and changes will be piloted before rolling out to main client groups. The goals are to reduce overhead costs while maintaining or improving service levels.
DPBoK Foundation Certification IntroductionAshraf Fouad
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Geoff Connell London Borough of Newham - shared services
1. Shared Services
SocITM Annual Conference at Brighton
11th October 2010
Geoff Connell – London Boroughs of Newham & Havering
Andy Heys & Graham Catlin – Cheshire Shared Services
2. It Might Look Calm on The Surface, But We Are Paddling Like Mad!
• We know that we have to cut our ICT overheads. And yet we must retain
sufficient capacity to transform council service provision in order to make the big
savings that are needed.
• How do we do this?
• Continue down an evolutionary path of incremental savings?
• Outsource all or some of our services and share the savings with a private
sector supplier / partner?
• Or, we could retain ALL of the savings in the public sector by sharing
services. This presentation will show you how this is possible.
3. Agenda
1. Introduction – What are shared services?
2. Cheshire Example.
3. East London Solutions – Newham and Havering Example.
4. Panel Discussion / Q&A.
Slide 3
4. Introduction – What are shared services?
• Different things to different people – massively overused term.
• Largely hype in the past perhaps?
• They require a buyer and a seller. We can’t all just sell our
services. Someone has to give up budget &/or control.
• Different models: franchise under common management, mergers
and acquisitions, joint outsourcing, aggregated procurement etc.
• Can come about in a variety of ways, but need a strong driver for
change and a willingness to change in order to get up and running.
• We will present a couple of examples of how they can come about,
how they can work and what challenges to watch out for.
• 1st up is a real and established example from Cheshire.
Slide 4
5. 6D+ 1C shared
( 2 ) = -29%
Andy Heys
Graham Catlin
6. Year Zero
Rationalise
Technology
Set Up
Service
Deliver
Transformation
7. Set Up
• Structure
– Hosted
– Delivery & Commissioning
• Mood
– Trust, Suspicion and Control
• Staff
– Reduction
– Competency and skills
– Communication
• Big savings, but how much?
8. Rationalise
• Harmonise applications
• Revs and Bens
• Oracle R12
• Centralise services
• Kelly House & Macclesfield Technology Centre
• Service Desk
• Simplify activities
• Standard business processes
• Incident control
• Renew culture
• Professional services
• One team
9. We had achieved a lot, but…
• We needed:
• Leadership
• Governance
• Planning
• Focus
• We needed to know what we were trying to
achieve, prioritise and to stop fire fighting!
10. What did I find?
• A battle weary team who had achieved great things
very quickly
• A team on the way to demonstrate that private sector
savings can be achieved the public sector
• A team that needed a plan to be recognised as a
professional, efficient service delivery team
11. What did I do?
• Leadership
• Governance
• Planning
• Focus
13. What key lessons did we learn?
• Baseline performance
• Communicate relentlessly
• Focus on governance
• Realise the benefits; and,
• Remember: Culture trumps everything
14. What next?
• Recruited a permanent replacement HOS
• Further savings
• Service Improvements
• Potential clients
• Commercialisation
15. East London Solutions (ELS) & Newham and
Havering ICT Partnership Working Arrangements
• Funded by Capital Ambition and the boroughs
• Support team led by Rita Greenwood.
• Various works-streams led by each borough.
Our purpose
• To re-shape services that better meet customer needs
• To deliver greater efficiencies and savings to release
funding for priority areas
• To make better use of capacity and skills
• To improve the ability and capability to deliver services in
partnership
• To deliver increased collaboration in East London
• To promote better engagement with established projects
• To challenge the Status Quo
• To provide improved awareness of opportunities
Our Vision
"Deliver and commission shared and collaborative services and
products to facilitate improvement, efficiency and innovation."
Slide 15
16. Objectives of the Newham & Havering
Shared ICT Arrangements
• To reduce the overheads associated with running Newham
and Havering’s ICT support services.
• To share knowledge and skills in order to improve the quality
of the respective ICT infrastructures and services.
• To accelerate the rate of improvement of Havering’s ICT
infrastructure.
• To demonstrate what could be achieved through partnership
working with a view to offering the arrangements to the other
ELS boroughs.
• Operates as a “franchise” & “centre-of-excellence” model.
Slide 16
17. How did it come about?
• ELS & ICT Work-stream Lead.
• Turkeys don’t vote for Christmas! Vacant Head of Service.
• It’s all about people and trust. “Hi are you busy? Could you come
and run our ICT service?”
• 1 Month assessment. Didn’t look promising at first.
• Sold a Roadmap to Havering CMT and Cabinet.
• Approval through agile Members and Management arrangements.
• Objectives and estimated savings agreed by both authorities.
• Labour Mayoral approval & Conservative Leader agreement to
formalise partnership working.
Slide 17
18. How does it work?
• Leadership package - 1*FTE – Shared Head of Service, PA Support & technical
expertise where needed. Critically - Enterprise Architect to align technologies.
• Converging ICT roadmaps. Standardisation key to savings.
• Can operate as a “franchise” : aligned teams in each borough. And/or as a
“centre-of-excellence” model : One borough provides service, other consumes.
(Microsoft & Oracle examples).
• Sharing of experienced resources.
• Reshuffling when vacancies arise – natural attrition/wastage.
• Process by process (ITIL) review and rationalisation.
• Extending the arrangements into other authorities, could include overall
management control or offer discrete services at a lower cost, higher quality or
both. An alternative to in-house or outsourced alternatives. (AD Forest)
• Joint procurement where outsourcing/hosted/cloud offering offers best value.
Slide 18
19. What savings have been achieved &
What are planned?
• Newham & Havering have already made significant revenue savings over last 3 years (> £1M).
• Doing much more would have been very difficult without reducing service breadth or quality.
• Shared service arrangements are the best way to keep the savings going.
• Examples….
• 1 head of service, one 1 PA and 2 contract/consultant senior managers released at Havering.
• Plus 7 other FTE headcount reduction achieved due to greater operational efficiency.
• Circa £250k income for Newham in 2010/11 (Delivering staff cost savings in Havering).
• £1M shaved off Havering capital programme on the basis of shared Info-sec work, better value
driven from existing contracts, etc.
• £100k reduction at Havering, year on year minimum saving already allocated.
• Better procurement. Microsoft example (procured once rather than twice & increased discount).
• Greater value driven through other procurements due to greater choice (Newham data centre
for example).
• Shared expertise at actual cost rather than pay market rate for contractor/supplier (& retain
skills / knowledge in-house).
• I predicted 15% saving within 3 years, rising to 25% over 5 (from a £20M total revenue budget).
Slide 19
20. What other benefits have been achieved
& what are planned?
• Member and Exec sign up to partnership and technology standardisation roadmap.
• ICT Transformational Programme as delivery vehicle for change. Havering
Programme manager and team, but with Newham expertise contributing.
Knowledge transfer in progress.
• Legacy technologies being rapidly replaced with confidence of working with a team
who have done it before.
• Customer Services Technologies being jointly developed, implemented and
supported.
• De-duplication of roles, systems and support arrangements. Head of Service &
Enterprise Architect in place. Now looking at Help Desk systems and ITIL lead
roles (starting with Change).
• Joint hosted Unified Comms trial (based on MS stack) with Waltham Forest.
Slide 20
21. Lessons Learnt / Advice?
• Think big, but start small (if your starting point allows you to do so).
• Sell your vision up, down, then across the organisation(s) and keep repeating it. Remember
repetition, repetition, repetition!
• Delegate effectively and develop management capacity or your personal capacity will become
the bottleneck. Being in two places at once is really hard.
• Get Member backing as early as possible (once you have developed the business case – with a
primary focus on the cost savings).
• Appoint a single lead for aspects of the partnership wherever possible to drive standardisation of
policy, procedure and technologies.
• Baseline performance and costs so that benefits can be measured.
• Remember, you can’t just sell services. To achieve sustainable relationships and savings you
must also be open minded about consuming services. (From other public sector bodies and
private sector suppliers, particularly as cloud offerings mature).
• If you don’t win hearts and minds, you will have a constant battle to drive through service
changes. Harmonising staff cultures will always be the greatest challenge.
• But it is possible and may represent your best opportunity to make the savings you have to find.
• And finally…. I’ve really enjoyed the challenge!
Slide 21
22. Thanks for Listening. Questions/Debate?
• East London Solutions (ELS)
Geoff.connell@newham.gov.uk
Geoff.connell@havering.gov.uk
• Cheshire
Graham.Catlin@cheshiresharedservices.gov.uk
Andy.Heys@cheshiresharedservices.gov.uk
Slide 22