Jason Tanner and Laura Richardson discuss a better way to engage a workforce in making difficult decisions about how to cut costs best for the organization and best for the workforce. Collaborative Cost Cutting which leverages frameworks from participatory budgeting and from Scaled Agile Framework, leads to better alignment and better decisions.
New Perspectives: Driving Strategic InitiativesSociusPartner
Developing and launching strategic initiatives is critical for businesses, but the effort required to manage and ensure success is often underestimated. EGC, recognized this challenge and developed a process that is driving results. EGC Enterprises will discuss common challenges and talk about how you retool your own internal processes to overcome obstacles and drive faster results from your initiatives.
Best Practices to Enhance Collaboration Across BoundariesHRDQ-U
Today, more and more companies are adopting cross-functional team structures that reward collaborators over “lone wolves.” Members of these teams often have complex reporting relationships, rather than a single boss, which makes it essential for goals to be aligned across departments or teams.
Jason Tanner and Laura Richardson discuss a better way to engage a workforce in making difficult decisions about how to cut costs best for the organization and best for the workforce. Collaborative Cost Cutting which leverages frameworks from participatory budgeting and from Scaled Agile Framework, leads to better alignment and better decisions.
New Perspectives: Driving Strategic InitiativesSociusPartner
Developing and launching strategic initiatives is critical for businesses, but the effort required to manage and ensure success is often underestimated. EGC, recognized this challenge and developed a process that is driving results. EGC Enterprises will discuss common challenges and talk about how you retool your own internal processes to overcome obstacles and drive faster results from your initiatives.
Best Practices to Enhance Collaboration Across BoundariesHRDQ-U
Today, more and more companies are adopting cross-functional team structures that reward collaborators over “lone wolves.” Members of these teams often have complex reporting relationships, rather than a single boss, which makes it essential for goals to be aligned across departments or teams.
Leading Transformation and Accelerating Change at Scale - Apr 20 2021 - Dave ...Dave Litwiller
In response to a burst of requests from the scale-up community for help working through the issues with larger magnitude change initiatives, here is a set of highlight thoughts and preferred approaches.
Organisational principles for digital collaboration - keynote at Enterprise 2...David Terrar
Explaining the current digital landscape as the Digital Enterprise Wave, ride it or go under. Stop thinking business as usual. Start thinking digitally - design thinking, business model innovation, digital inside and out. Any org structure will work, but you need to change the culture, empower your people and encourage the right behaviours. Then some recommendations of how to do it, where and how to start.
Facilitating Change explains how to take a ‘learning-by-doing’ approach. You will find a set of recommendations covering the processes of facilitation, monitoring, reflection, learning and planning.
The step also includes a summary of our lessons for facilitating key Participatory Market System Development activities.
Last updated 25/09/12
This presentation was conducted by Peter Glynne to the Yorkshire & North Linconshire APM membership providing a practical insight into the realisation of benefits
Strategic Initiative Optimization and Strategic Relationship Optimizationarnoldconsultants
New solution consisting of processes, services and software tools for the alignment (and management) of strategic initiatives to the corporate strategies they support and provide a 360 view of status via SharePoint.
During the Independent Sector Conference in Detroit on October 26th, we presented these slides to discuss how to generate better board decisions using the "Generative governance" framework, created by Richard Chait, William Ryan, and Barbara Taylor in their seminal book, "Governance As Leadership."
Managing change in today\'s topsy turvey business climate -- practical tips in this eBook produced in association with Interaction Associates. More info is at: www.interactionassociates.com
In this presentation Senior consultant Geir Stene discuss how to integrate digital collaboration in organizations. What differentiate traditional collaboration tools and these ideas is that it's now possible to use the internet and social media integrated in a whole new set of ways, and enhance many forms of collaborative work in a scale that up till now hasn’t been possible.
Keynote "The System Approach in Resiliency"
Dirk Helbing, Chair of Sociology, in particular of Modeling and Simulation, ETH Zurich, Zurich, Switzerland at the 4th Annual Conference on Community Resiliency
Leading Transformation and Accelerating Change at Scale - Apr 20 2021 - Dave ...Dave Litwiller
In response to a burst of requests from the scale-up community for help working through the issues with larger magnitude change initiatives, here is a set of highlight thoughts and preferred approaches.
Organisational principles for digital collaboration - keynote at Enterprise 2...David Terrar
Explaining the current digital landscape as the Digital Enterprise Wave, ride it or go under. Stop thinking business as usual. Start thinking digitally - design thinking, business model innovation, digital inside and out. Any org structure will work, but you need to change the culture, empower your people and encourage the right behaviours. Then some recommendations of how to do it, where and how to start.
Facilitating Change explains how to take a ‘learning-by-doing’ approach. You will find a set of recommendations covering the processes of facilitation, monitoring, reflection, learning and planning.
The step also includes a summary of our lessons for facilitating key Participatory Market System Development activities.
Last updated 25/09/12
This presentation was conducted by Peter Glynne to the Yorkshire & North Linconshire APM membership providing a practical insight into the realisation of benefits
Strategic Initiative Optimization and Strategic Relationship Optimizationarnoldconsultants
New solution consisting of processes, services and software tools for the alignment (and management) of strategic initiatives to the corporate strategies they support and provide a 360 view of status via SharePoint.
During the Independent Sector Conference in Detroit on October 26th, we presented these slides to discuss how to generate better board decisions using the "Generative governance" framework, created by Richard Chait, William Ryan, and Barbara Taylor in their seminal book, "Governance As Leadership."
Managing change in today\'s topsy turvey business climate -- practical tips in this eBook produced in association with Interaction Associates. More info is at: www.interactionassociates.com
In this presentation Senior consultant Geir Stene discuss how to integrate digital collaboration in organizations. What differentiate traditional collaboration tools and these ideas is that it's now possible to use the internet and social media integrated in a whole new set of ways, and enhance many forms of collaborative work in a scale that up till now hasn’t been possible.
Keynote "The System Approach in Resiliency"
Dirk Helbing, Chair of Sociology, in particular of Modeling and Simulation, ETH Zurich, Zurich, Switzerland at the 4th Annual Conference on Community Resiliency
Keynote "The National Imperative"
Lauren Alexander Augustine, Associate Executive Director, Division on Earth and Life Studies, National Research Council of the U.S. National Academy of Sciences, Washington D.C., USA
Panel IV: “Translating National Strategies to Practice”
Gerry Galloway, Research Professor, Department of Civil and Environmental Engineering University of Maryland, Maryland, USA
Panel III: "Appropriateness of Resiliency as a National Strategy"
Stefan Brem, Head of Risk Analysis and Research Coordination, Swiss Federal Agency for Civil Protection, Berne, Switzerland
Panel III: "Appropriateness of Resiliency as a National Strategy"
Joao Ribeiro, General Director of the National Disasters Management Institute (INGC), Maputo, Mozambique
Panel II: “Approaches to Infrastructure Resiliency in Different National Contexts”
Jaffer Khan, Director, MARG Institute of Design and Architecture Swarnabhoomi – MIDAS, Chennai, India
Panel I: "International Disaster and Risk Reduction, Sustainability and Resiliency"
Wolfgang Kroeger, Professor, ETH Risk Center, ETH Zurich, Zurich, Switzerland
Krishna Vatsa - Resilience-based approach to Flood Risk Management in South AsiaGlobal Risk Forum GRFDavos
Panel II: “Approaches to Infrastructure Resiliency in Different National Contexts”
Krishna Vatsa, Regional Disaster Risk Reduction Advisor, South Asia UN Development Programme, Bangkok, Thailand
Slide Deck for The Balanced Scorecard - Implementing Strategy Webinar conducted by BMGI India Consultants in Feb 2010.
For More Quality Content from BMGI India, visit http:/www.bmgindia.com, visit our blog at http://bmgindia.wordpress.com, or join the BMGI India group on LinkedIn.
We would love to hear from you, feel free to write to us at info@bmgindia.com
First published In 1996, John P. Kotter's Leading Change became a classic outlining an eight-step program for organizational change that was embraced by executives around the world. Then, Kotter and co-author Dan Cohen's The Heart of Change introduced the revolutionary "see-feel-change" approach, which helped executives understand the crucial role of emotion in successful change efforts. The Heart of Change Field Guide written by Dan Cohen and forwarded by John Kotter provides leaders and managers tools, frameworks, and advice for bringing these breakthrough change methods to life within their own organizations.
What's in the Numbers? A workshop for mastering the power of financial toolsStrengtheningPGHArts
Presented by Kim Cook and Alice Richardson, Nonprofit Finance Fund, August 23, 2010, for the Strengthening Pittsburgh Arts Kickoff Event at Father Ryan Arts Center
Have you been asked to manage to a balance sheet? Do you wonder what it means to get “beyond break even”? Have you heard the term “below the line” and wondered what line they were referring to? Do metrics sound like a system for tabulating football scores that you didn’t learn in college? This workshop is designed to address issues for both new and experienced nonprofit managers facing increasingly challenging demands in the use of financial tools. As the economy continues to remain uncertain, many organizations are revisiting current budgeting practices and exploring new options to better navigate this changing environment. Especially valuable for managers of organizations with budgets between $200,000 and $5 million, this workshop encompasses a review of how to approach budgeting for successful annual financial management and external communications, how to use program economics as a method for making adjustments on the margin to improve overall performance, and concepts for thinking about and adjusting scenarios when operational changes occur.
Creating a Welcoming and Connect City: The Philadelphia Experience with Roset...Rosetta Carrington Lue
Creating a Welcoming and Connected City: The Philadelphia Experience shares Philly311’s journey to becoming a leader in customer service, and encourages a critical discussion on public sector return on investment from customer service and community engagement initiatives.
Through Philadelphia’s journey, we are sharing best practices and approaches that provide a vital role in defining what a welcoming and connected city is. Customer service and feeling welcomed go hand and hand, but how local governments choose to employ customer service is what drives connectivity.
3 1-1 for smarter governments - City of Philadelphia 311 Business CaseRosetta Carrington Lue
ities across the U.S. are joining in a global
movement to improve the quality of their decision
making and planning through increased access to
data and by integrating collaborative approaches to making
that data more accessible to government officials as well
as the public. In many larger cities, 311 service centers are
becoming a core driver to building capabilities for service
integration. Since the first 311 hotline launched in 1996
in the City of Baltimore, 311 service centers have rapidly
spread across the country. 311 systems are providing quick
and easy access to non-emergency municipal services and
information through a single, consolidated channel that
extends from the three-digit toll-free dial number (3-1-1) to
any possible means that people can use to communicate
with their municipal government; email, text messaging,
social media, and more recently smart phone applications.
Leaders of large urban 311 contact centers throughout the United States have announced plans to raise the profile of 311 and the need for excellence in government customer service by focusing on the creation of new benchmarking tools and standards for the field.
See the success journey for the City of Philadelphia Government to transform the customer experience by launching the Philly311 Contact Center operations.
Customer Service Officers program manual template which launched Office of the Managing Director's program. Examples include success profiles, expectations, and project timelines.
City of Philadelphia relaunched the new PhillyStat program with a televised discussion with Philly311 Director, Rosetta Lue, and Managing Director, Richard Negrin.
This presentation examines how the behaviors and attitudes of the latest generation to enter the workforce will affect the traditional utility. In addition, it is expected that “next gen” employees will change jobs and careers more often than the traditional utility employee will. This presentation will also look at what utilities will need to do to retain the workforce of the future.
Leveraging Private And Public Sector Partnerships In Government Contact Centers
1. Leveraging Partnerships with the
Private Sector to Improve Operations
Rosetta Carrington Lue
Deputy Managing Director – 311 Contact Center
City of Philadelphia
GOVERNMENT CONTACT CENTER SUMMIT – December 7, 2010
2. Talking Points
• Building a Business
Case
• Best Practice
Strategies
• Philly311 Case
Studies
• Open Discussions
3. Private Sector Partnerships
Why Partnerships Fail Anchor Adoption Pillars of Success
Declaring victory too soon Renew sense of
urgency
Not systematically planning for and
Execution Implementation
creating short-term wins Planning
Not removing the new obstacles
Leverage Governance
Under-communicating the vision Governance Processes
by a factor of ten
Build a framework for
tomorrow (Holistic)
Lacking a vision Roadmap
Understand Current
State
Get a committed
Not creating a powerful
executive sponsor
enough guiding coalition
Foundation
Not establishing a great Create a solid business
enough sense of urgency case
“Why Transformations Fail,” John P. Kotter, Harvard Business
Review, April 1995
4. Best Practices Strategies
“Fund Your Operations Without Increasing Your Budget “
• Create a Public Sector
Outreach Board and
Subcommittees
• Create an Contact Center
Operations Advisory Board
• Share Success
5. Private Sector Outreach Board
Best Practice Strategies
• Create A Public Sector Outreach
Board
– Forum of members from the public
and private sectors
– Exchange perspectives on the vital
development forces that shape our
region
– Share experiences on the
implementation of best practices
– Promote public-private collaboration
and partnerships in the region
• Appointed by Mayor and/or CEO
• Key Stakeholders in the
Community
6. Contact Center Operations
Advisory Board
Best Practice Strategies
• Have A Strategic Vision
• Know Your Key
Stakeholders
• Appoint Members to the
Board
• Conduct Regular Meetings
• Communicate Success
7. Share Success
Best Practice Strategies
• Communicate joint
partnership
accomplishments
• Allow name placement on
product or service
• Recognize partnerships at
every opportunity
8. Philly311 Operations – BEFORE
• Launched in 2009
• Budgetary Cuts
• Augmented Staffing Plan
• Only two (2) with call
center management
background
9. Philly311 Operations - AFTER
• One-year later
• Numerous awards and
national recognitions
• Increased Customer
Satisfactions ratings with
budgetary cutbacks
• Relies and Promote Private
Sector Partnership
10. Philly311 – Partnership Ventures
• Independence Blue Cross –
Six Month Partnership for
Loaned Experience Agents
• Philadelphia Workforce
Development Corporation
– Free Labor for Quality
Assurance Surveyors,
Administrative Assistance,
etc.
12. Private Sector Partners - Coming To Your Rescue!!!
• Be Strategic In Your Thinking
• Project Success – People Attach Themselves To “Winners”
• Create A Sense Of Urgency
• Think Outside of the Box – Creative Problem Solving
• Make It Easy For Private Sector Partners To Work With You
• Communicate Operational Quick Wins
• Ask For Help At Every Opportunity
13. Thank You
Rosetta Carrington Lue
Deputy Managing Director – 311 Contact Center
rosetta.c.lue@phila.gov
215-686-3640