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Mike Spanner Head of Strategic Consultancy
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Mike Spanner Head of Strategic Consultancy. More for Less Developing the business case.

Dec 18, 2015

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Page 1: Mike Spanner Head of Strategic Consultancy. More for Less Developing the business case.

Mike SpannerHead of Strategic Consultancy

Page 2: Mike Spanner Head of Strategic Consultancy. More for Less Developing the business case.

More for LessDeveloping the business case

Page 3: Mike Spanner Head of Strategic Consultancy. More for Less Developing the business case.

Slide 3

The ‘more for less’ challenge

ImprovingCustomer

Satisfaction

DeliveringValue for

Money

Developinghigh quality and accessiblecustomer services

Delivering services inpartnership with other public/voluntary sector

organisations

Generating cashand/or capacity throughtechnology enabled process improvements

Optimisingthe use of resources

through strategicpartnerships

Page 4: Mike Spanner Head of Strategic Consultancy. More for Less Developing the business case.

Slide 4

PostCounterPhoneInternet

Contact CentreCRM

Intermediaries

ComplexEnquiries

SimpleEnquiries

Partner e-servicetake-up

En

d t

o E

nd

Bu

sin

es

s P

roc

es

s R

e-e

ng

ine

eri

ng

5Mobile & homebased working

Partners ContractorsSupply chainautomation

Shared systemsand services

Mobile

Partnership Working

Channel Switching

Complex enquiry firstpoint resolution

Back Office Systems

ERDMS System

Simple enquiry firstpoint resolution

11

44

33

22

55

66

77

Service transformation potential

Page 5: Mike Spanner Head of Strategic Consultancy. More for Less Developing the business case.

Slide 5

Overall Approach

DevelopFuture Vision& Direction of

Travel

DevelopFuture Vision& Direction of

Travel

Identify HighPotential Service

Areas

Identify HighPotential Service

Areas

Develop‘As Is’ Process

Models

Develop‘As Is’ Process

Models

ParameteriseAnd Calibrate

ProcessModels

ParameteriseAnd Calibrate

ProcessModels

Analyse & AssessProcess Models

Analyse & AssessProcess Models

DevelopBusiness Case

and ROI

DevelopBusiness Case

and ROI

Develop‘To Be’ Process

Models

Develop‘To Be’ Process

Models

Take ActionTake Action

Page 6: Mike Spanner Head of Strategic Consultancy. More for Less Developing the business case.

Slide 6

More for Less Assessment

Develop‘As Is’ Process

Models

Develop‘As Is’ Process

Models

ParameteriseAnd Calibrate

ProcessModels

ParameteriseAnd Calibrate

ProcessModels

Analyse & AssessProcess Models

Analyse & AssessProcess Models

Develop‘To Be’ Process

Models

Develop‘To Be’ Process

Models

Identify HighPotential Service

Areas

Identify HighPotential Service

Areas

DevelopBusiness Case

and ROI

DevelopBusiness Case

and ROI

Take ActionTake Action

DevelopFuture Vision& Direction of

Travel

DevelopFuture Vision& Direction of

Travel

Page 7: Mike Spanner Head of Strategic Consultancy. More for Less Developing the business case.

Slide 7

More for Less Assessment

DevelopFuture Vision& Direction of

Travel

DevelopFuture Vision& Direction of

Travel

Develop‘As Is’ Process

Models

Develop‘As Is’ Process

Models

ParameteriseAnd Calibrate

ProcessModels

ParameteriseAnd Calibrate

ProcessModels

Analyse & AssessProcess Models

Analyse & AssessProcess Models

Develop‘To Be’ Process

Models

Develop‘To Be’ Process

Models

DevelopBusiness Case

and ROI

DevelopBusiness Case

and ROI

Take ActionTake ActionIdentify High

Potential ServiceAreas

Identify HighPotential Service

Areas

Page 8: Mike Spanner Head of Strategic Consultancy. More for Less Developing the business case.

Slide 8

Process Mapping

DevelopFuture Vision& Direction of

Travel

DevelopFuture Vision& Direction of

Travel

ParameteriseAnd Calibrate

ProcessModels

ParameteriseAnd Calibrate

ProcessModels

Analyse & AssessProcess Models

Analyse & AssessProcess Models

Develop‘To Be’ Process

Models

Develop‘To Be’ Process

Models

Identify HighPotential Service

Areas

Identify HighPotential Service

Areas

DevelopBusiness Case

and ROI

DevelopBusiness Case

and ROI

Take ActionTake Action

Develop‘As Is’ Process

Models

Develop‘As Is’ Process

Models

Page 9: Mike Spanner Head of Strategic Consultancy. More for Less Developing the business case.

Slide 9

Calibrate & Validate Models

DevelopFuture Vision& Direction of

Travel

DevelopFuture Vision& Direction of

Travel

Develop‘As Is’ Process

Models

Develop‘As Is’ Process

Models

Analyse & AssessProcess Models

Analyse & AssessProcess Models

Develop‘To Be’ Process

Models

Develop‘To Be’ Process

Models

Identify HighPotential Service

Areas

Identify HighPotential Service

Areas

DevelopBusiness Case

and ROI

DevelopBusiness Case

and ROI

Take ActionTake Action

ParameteriseAnd Calibrate

ProcessModels

ParameteriseAnd Calibrate

ProcessModels

Right First Time Effort & Cost

Chase Up Effort & Cost

Input Parameters

Page 10: Mike Spanner Head of Strategic Consultancy. More for Less Developing the business case.

Slide 10

Analysis & Assessment

DevelopFuture Vision& Direction of

Travel

DevelopFuture Vision& Direction of

Travel

Develop‘As Is’ Process

Models

Develop‘As Is’ Process

Models

ParameteriseAnd Calibrate

ProcessModels

ParameteriseAnd Calibrate

ProcessModels

Develop‘To Be’ Process

Models

Develop‘To Be’ Process

Models

Identify HighPotential Service

Areas

Identify HighPotential Service

Areas

DevelopBusiness Case

and ROI

DevelopBusiness Case

and ROI

Take ActionTake Action

Analyse & AssessProcess Models

Analyse & AssessProcess Models

Page 11: Mike Spanner Head of Strategic Consultancy. More for Less Developing the business case.

Slide 11

‘To Be’ Models

DevelopFuture Vision& Direction of

Travel

DevelopFuture Vision& Direction of

Travel

Develop‘As Is’ Process

Models

Develop‘As Is’ Process

Models

Analyse & AssessProcess Models

Analyse & AssessProcess Models

Identify HighPotential Service

Areas

Identify HighPotential Service

Areas

ParameteriseAnd Calibrate

ProcessModels

ParameteriseAnd Calibrate

ProcessModels

DevelopBusiness Case

and ROI

DevelopBusiness Case

and ROI

Take ActionTake Action

Develop‘To Be’ Process

Models

Develop‘To Be’ Process

Models

Page 12: Mike Spanner Head of Strategic Consultancy. More for Less Developing the business case.

Slide 12

Outline Business Case

NationalE-benefitsFindings

Home VisitFindings

Page 13: Mike Spanner Head of Strategic Consultancy. More for Less Developing the business case.

Slide 13

Common Vision High PotentialService Areas

More For LessAssessment

AS IS Capture

Calibration TO BE Development

Progress To Date

Outline B

usiness C

ase

Projected

Page 14: Mike Spanner Head of Strategic Consultancy. More for Less Developing the business case.

Slide 14

New Claims Results

£1,301K

Page 15: Mike Spanner Head of Strategic Consultancy. More for Less Developing the business case.

Slide 15

New Claims Results

£1,301K

£1,585K

Costs of processing all non DWP newclaims by home visit using currentways of working.

Increased travelling expenses

Decreased chase up due to higher %Right First Time (50%)

Increased core labour costs due totravelling time

Reduction of new claims processingTime KPI from 31 days to 17 days

Page 16: Mike Spanner Head of Strategic Consultancy. More for Less Developing the business case.

Slide 16

New Claims Results

£1,301K

£1,585K

£1,258K

Costs of processing all non DWP newclaims by home visit using benefitexpert system

Decreased claim form costs

Decreased chase up due to reducedtime checking for completion

Decreased core labour costs due toreduced time to assess claim

Page 17: Mike Spanner Head of Strategic Consultancy. More for Less Developing the business case.

Slide 17

New Claims Results

£1,301K

£1,585K

£1,258K

£1,030K

Costs of processing all non DWP newclaims by home visit using benefitexpert system with full integration

Decreased core labour costs due toelimination of scanning, indexing and back office system update effort

Page 18: Mike Spanner Head of Strategic Consultancy. More for Less Developing the business case.

Slide 18

New Claims Results

£1,301K

£1,585K

£1,258K

£1,030K

£873K

More radical service transformation model using the SSCC to undertake initialclient screening, telephone assisted expert system use, and booking andscheduling services plus use of community based surgeries and intermediarytake up.

Increased costs due to chase up being undertaken by homevisit or surgery

Decreased chase up effort due to higher % rightfirst time

Decreased core labour costs due to increasedproductivity through use of surgeries, SMSreminders and intermediary take up,

Page 19: Mike Spanner Head of Strategic Consultancy. More for Less Developing the business case.

Slide 19

Summary

£1,301K

£1,585K

£1,258K

£1,030K

£873K

More Service17 days (-14) forLess Cost21% reduction

Page 20: Mike Spanner Head of Strategic Consultancy. More for Less Developing the business case.

Slide 20

Best PracticeProcesses

SystemIntegrations

ChangeManagement

Shared ServiceSolutions

TransformationProgrammes

OrganisationalRe-engineering

Mobilisation Scope

SocialServices

Housing

PlanningBuildingControl

Education

EnvironmentalHealth

Street Scene

ROIModels

TransformationSolutions

More for LessAssessments