CUSTOMER RELATIONSHIP MANAGEMENT (CRM) UPDATE

Transcription

1 Report Customer First Sub-committee 26May CUSTOMER RELATIONSHIP MANAGEMENT (CRM) UPDATE I. Reason for report 1.I To update Members on the progress of the Customer Relationship Management (CRM) pilot project. 1.2 To inform Members of issues and risks identified to date within the context of the Pilot as well as the longer term roll out programme. 2. Background 2.1 Customer Relationship Management (CRM) is a major part of the approved 2Ist Century Government Strategy for Dumfries and Galloway Council as well as a major contributor to the commitment made by the Council to improving customer services. 2.2 CRM will enable more enquiries to be dealt with at first point of contact and will facilitate compliance with Electronic Service Delivery (ESD) Framework being implemented by the Improvement Service/Scottish Executive. 2.3 Members of the Customer First Sub Committee approved a pilot project to take place in the Stewartry using Lagan s Frontline CRM product. The aims of the pilot are to evaluate: 0 the concept of CRM and its implementation in Dumfries and Galloway Council; 0 deep integration capacity with back office systems - for example Confirm; and 0 the capacity of the Lagan system - Frontline - to deliver in terms of the Citizen Account requirements. 2.4 Taken together these aims will enable a realistic, researched and evaluated decision to be made by Members in terms of rolling out CRM across Dumfries and Galloway Council. 3. Discussion Since the appointment of the Project Manager in January, there has been a great deal of progress made in key areas of the project. This has been achieved by establishing a CRM Project Board with representation from across services, devising a comprehensive project plan and setting up sub groups using the specialist skills of members of the CRM Project Board. A fully negotiated and updated Project Plan has been agreed with Lagan and all Board Members.

2 3 Report Customer First Sub-committee 26 May General progress The CRM Project Board meets regularly to discuss all project issues and keep the project plan and associated documentation up to date. Arising from the meetings: 0 a risk analysis has been undertaken with a further risk prioritisation and log facilitation session in March; 0 a draft Integration Strategy has been agreed by the Board and a research brief agreed; a meeting has taken place with Human Resources to commence work on addressing staffing issues; and a joint working group to look at cross council integration issues with Confirm is being established with various English and Scottish Councils - being led by a London Borough Council. A meeting is organised for early April to look at agreeing a joint requirements for two integration document which will be used as a model for all future integration between Lagan and Confirm. 3.2 Specific areas of progress 0 Hardware and Software Installation A Product Plan and sub group structure has been agreed by the CRM Project Team. The Frontline system has been installed on the DGC Server and a training environment created. Software will be installed in all relevant areas for the pilot during April and early May. A schedule of technical meetings has been implemented with outside contractors and a specific meeting arranged with Information Services to look at back office integration issues. 0 Skills transfer/training completed A Product Plan and sub group structure has been agreed by the CRM Project Team. Business Configuration and Scripting Training has been completed by key members of services and relevant Process Maps are being developed. Further training and workshops covering AS Is processes require to be organised. Business Process Re-engineering (BPR) issues have been raised and a facilitating package is now being developed. Which will be considered by the CMT at a later date. 0 Raising Staff and Public Awareness A Product Plan and sub group structure has been agreed by the CRM Project Team. Staff awareness sessions have been delivered to all staff in the Stewartry involved in pilot as well as Care Call and Switchboard operators. Joint working is agreed and underway with: 0 Financial Services to support staff in terms of configuration and scripting to maximise efficiency; and Social Work Services and Corporate Governance regarding complaints handling (the possibility of a joint pilot project is being considered).

3 Report Customer First Sub-Committee 26May2006 q Joint working with East Lothian Council is also being investigated. East Lothian Council is also implementing Lagan Frontline and Confirm integration. East Dunbarton Council has been contacted to look at learning from their experiences with installation of Frontline and to gain assistance in terms of business mapping. A meeting has been arranged with Community Services to look at Management Information Systems and integration issues. A Communications Plan was agreed at CRM Project Board meeting in March and it will be monitored throughout the project. 4. Issues 4.1 Confirm Integration Specific technical issues have been raised regarding integration with Confirm which need to be resolved and these are being addressed through the Technical Working Group. Although there has been assurance by Combined Services on their long term commitment to Confirm and indeed they have recently targeted specific areas for further development there does remain some issues including the use of a linked GIS system to get the most effective usage of a CRM system. There have been indications that differences in processes and/or procedures in different locations may make roll out difficult although the work currently being developed for Business Process Re-engineering will assist in this. 4.2 Technical There are indications of problems in relation to future server capacity this will be monitored by the lead officer of the IS sub group throughout the pilot and reported on as part of the evaluation. More clarity is needed in terms of linking CRM and BPR with IT Strategy. Back office system integration will be a major issue requiring middleware usage or direct links through integrators with all back office systems. There are general Issues in terms of back office systems, for example duplication of output, service update issues, lack of cross service working and general awareness. 4.3 Other issues More work is required to raise staff awareness and buy in outwith of pilot area. Business re-engineering required within services prior to other services being configured for CRM (ie need to establish and agree fronuback office split). There is also a need to balance need to publicise with recognition of testing system and I co n ce p t o n I y. 5. Risks 5.1 The CRM Project Board undertook a risk awareness and prioritisation session in March 2006 and identified 4 risk scenarios which fell into the required to be actively managed area of the Councils accepted risk framework. The risk matrix is attached as Appendix These were identified as: Lagan identifying additional work items as chargeable; no out of hours ICT support; lack of co-operation and buy in by staff; and staff unrest. 3

4 3 Report Customer First Sub-committee 26 May The Project Risk Scenario sheets for each of these risks are attached as Appendix 2. Each identified owner has been informed of their responsibility and they are currently developing a Risk Management Action Plan as appropriate. 6. Budget 6.1 The budget for this project is currently within the target spend authorised by Customer First Sub Committee on 22 September Additional spend against integration requirements has been contained by negotiation of free trial of integrator. The most up to date deep integration option has been taken on the advice of Information Services. 7. Consu I tation The Customer First Programme Board, members of the CRM Project Board and Human Resources have been consulted on the content of this report. 8. Recommendations Members are requested to note the progress against the Project Plan; the current issues against the product plans; the risk assessment and management exercise undertaken; and to agree the risk logs for those identified risks requiring to be managed. Report prepared by Anne Sweetin, CRM Project Manager - tel : Gordon Lawson Group Manager Policy and Improvement Tel: Date of Report: 27 April 2006 Leslie Jardine Corporate Director of Corporate Services Council Offices English Street Dumfries File Ref: MG/3/3 - AS/MBRep001 APPENDICES- 2

5 DRAFT FOR CONSULTATION DUMFRIES AND GALLOWAY COUNCIL (Appendix 1) CRM PILOT PROJECT RISK ASSESSMENT - 23 March 2006 APPENDIX 1 3 A B C D E F IV 111 II I Impact - Likelihood A Very High B High C Significant D E F Low Very Low Almost Impossible Impact I Catastrophic II Critical 111 Ma rg i na I IV Negligible Scenarios 1 Lagan may become over-stretched 2 Lagan identify work items as chargeable 3 No out of hours ICT support 4 Confirm failure affects Lagan system 5 Loss of key staff 6 Incomplete/out of date information on CIS. 7 Inadequate IT and/or typing skills 8 Lack of co-operation and buy in by staff. 9 Staff unrest. \\Corpserv\Corpserv\CSDATA\Directorate and Support\Corporate Services\Corporate Services Committees\COM. 1.3 Customer First Sub Committee\8 May 06 Mtg - CANCELLED\Final Reports\CRM rpt Appendix 1 1 pagedoc

6 Project risk scenarios Project - CRM REPORT - APPENC RiskScenario 1 1 x2 Sho Lagan may become over-stretched Vulner (The context of the risk) Lagan are trying to support a large number of customers. Trigger (What might happen) Lagan may not have sufficient resources to provide implementation and on-going support. D3 ight happen as a res Timescales get stretched of the trigger e Costs to the council could escalate because IS or third party provider required to cover shortfall of support Project objectives may not be met Customer expectations may not be met if system fails Owner: Mark Brett - Project Manager - Lagan \\Corpserv\Corpserv\CSDATA\Directorate and Support\Corporate Services\Corporate Services Committees\COM. 1.3 Customer First Sub Cornmittee\8 May 06 Mtg - CANCELLED\Final Reports\CRM rpt Appendix 2 9 pages.doc Page 1 of 9

7 Project risk scenarios Project - CRM ~ u l ~ e r a ~ ~ ~ i Trigger ~ (The context of the risk) Proposal document was not as precise or comprehensive as it could have been. Short name (What might happen) Additional items are identified as being chargeable. Lagan identify work items as chargeable Consequences at r n ~ happen ~ h ~ as a result of the trigger event) Additional costs incurred to enable project to proceed The scope of the pilot may need to be re-assessed A3 Owner: Anne Sweetin \\Corpserv\Corpserv\CSDATA\Directorate and SupporWorporate Services\Corporate Services Committees\COM. 1.3 Customer First Sub Committee\8 May 06 Mtg - CANCELLED\Final Reports\CRM rpt Appendix 2 9 pages.doc Page 2 of 9

8 Project risk scenarios Project - CRM Risk Scenario 13 Vu~n@~a~~l~ (The context of the risk) The Council does not have out of hours support arrangements for ICT. Trigger Short name There is a system failure outside of normal working hours. No out of hours ICT support Consequences ( ~ h might ~ t happen as a result of the trigger event) Service failure Impact on the Council s reputation Staffing impact (e.g. stress) A3 Owner: Lynne BerrieAain Jamieson \\Corpserv\Corpserv\CSDATA\Directorate and Support\Corporate Services\Corporate Services Committees\COM. 1.3 Customer First Sub Cornmittee\8 May 06 Mtg - CANCELLED\Final Reports\CRM rpt Appendix 2 9 pages.doc Page 3 of 9

9 Project risk scenarios Project- CRM Short name Confirm failure affects Lagan system Vulne (The context of the risk) Lagan is integrated with Confirm. Confirm fails. ~ ~ happen ~ as h if result t of the tri Limited ability to handle customer enquiries A delay in inputting service requests into Confirm Service delivery targets not met ~V~~~~ A4 Owner: lain Jamieson / Graeme Mcllorum / Alistair Paul \\Corpserv\Corpserv\CSDATA\Directorate and Support\Corporate Services\Corporate Services Committees\COM. 1.3 Customer First Sub Committee\8 May 06 Mtg - CANCELLED\Final Reports\CRM rpt Appendix 2 9 pagesdoc Page 4 of 9

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11 Project risk scenarios Project - CRM Riskscenario 1 6 Short name Incomplete/out of date information on CIS. Frontline staff are heavily dependent on the intranet (CIS). Incomplete/out of date information on CIS. E3 t hap~en~ happen as a result of the tri Staff may give out wrong information Staff may be unable to answer the query Impact on Council reputation Stress Owner: Chari Laurie / Edith Reyntiens \\Corpserv\Corpserv\CSDATA\Directorate and SupporWorporate Services\Corporate Services Committees\COM. 1.3 Customer First Sub Comrnittee\8 May 06 Mtg - CANCELLED\Final Reports\CRM rpt Appendix 2 9 pages.doc Page 6 of 9

12 Project risk scenarios Project - CRM G3 Risk Scenario 7 Short name Inadequate IT and/or typing skills (The context of the risk) Operators require IT and/or typing skills. Some staff do not have adequate IT and/or typing skills. D3 at ~ ~ ha g ~ t Speed of delivery Missed calls and/or long queues Accuracy of input Customer complaints Stress suit of the trigger event) Owner: Anne Sweetin / Anne Tranter \\Corpserv\Corpserv\CSDATA\Directorate and Support\Corporate Services\Corporate Services Committees\COM. 1.3 Customer First Sub Cornmittee\8 May 06 Mtg - CANCELLED\Final Reports\CRM rpt Appendix 2 9 pages.doc Page 7 of 9

13 Project risk scenarios Project - CRM Vu I ~ e r Trigger ~ ~ ~ ~ ~ ~ e context of the risk) There is not a shared vision - backed up by strong leadership - of CRM and its role in improving customer services. Short name Lack of co-operation and buy in by staff. Lack of co-operation and buy in by staff. Consequences The project is delayed a result of the tr~~~er event) Confusion: different things happen in different places Traditionalism We don t achieve the benefits that we set out to achieve lneff iciency Al Owner: Leslie Jardine \\Corpserv\Corpserv\CSDATA\Directorate and Support\Corporate Services\Corporate Services Committees\COM. 1.3 Customer First Sub Committee\8 May 06 Mtg - CANCELLED\Final Reports\CRM rpt Appendix 2 9 pagesdoc Page 8 of 9

14 Project risk scenarios Project - CRM (r? Short name Staff unrest. ~~lnera~jl~~ (The context of the risk) Some staff are naturally resistant to change. Some believe that they will experience added demand. Others are concerned that their jobs are under threat. Staff unrest. nces ht happen as a result of the trigger ev Staff leave or seek transfers De-motivation Productivity decreases We fail to achieve our targets c2 Owner: Derek Crichton /John Withers / Ronnie Irving \\Corpserv\Corpserv\CSDATA\Directorate and Support\Corporate Services\Corporate Services Committees\COM. 1.3 Customer First Sub Committee\8 May 06 Mtg - CANCELLED\Final Reports\CRM rpt Appendix 2 9 pages.doc Page 9 of 9