22 JANUARY 2009 NOT EXEMPT CUSTOMER RELATIONSHIP MANAGEMENT (CRM) - SYSTEM PROCUREMENT

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1 STIRLING COUNCIL THIS REPORT RELATES TO ITEM 10 ON THE AGENDA EXECUTIVE CORPORATE 22 JANUARY 2009 NOT EXEMPT CUSTOMER RELATIONSHIP MANAGEMENT (CRM) - SYSTEM PROCUREMENT 1. SUMMARY 1.1 The Council s Strategic Plan and Single Outcome Agreement require service delivery to be more efficient, customer focused and to build on the successes of the Customer First Stirling and egovernment strategies. 1.2 The Scottish Government has provided ring fenced Modernising Government Funding (MGF) to Scottish Councils for investment to advance its Customer First and Efficient Government agendas. 1.3 The Council s Transformation Board has approved a full business case (copy in Member s Lounge) for CRM. The business case supports the implementation of a new Customer Relationship Management (CRM) system, as an essential council wide enabler for the improvement of customer care and service delivery efficiency. The system costs can be funded from within the MGF allocation 1.4 The Improvement Service has brokered a CRM National Framework Agreement. They have undertaken a full OJEU competitive tender for CRM on behalf of Scottish Councils and identified Lagan Technologies as the Framework supplier. This paper proposes that Stirling Council use that national framework as the best value way procure its CRM system. 11 other Scottish Councils currently use the Framework. 2. RECOMMENDATIONS The Executive is asked to:- 2.1 to approve the procurement of the National Framework CRM system (Lagan Technologies), using MGF funding, as described at below; 2.2 to endorse the implementation of CRM as the Council s platform for providing joined up customer care within Stirling Council and with its partner organisations, as described at below.

2 3. CONSIDERATIONS 3.1 The Council has already used MGF funding to provide a number of customer care systems and resources for use by all Services. These include: - The Contact Centre - The Council s interactive Web Site - The Corporate Address Gazetteer - The National Entitlement Card roll out k of the MGF funding allocation remains available and must be committed by the end of this financial year. 3.3 In August 2008 the Council s Transformation Board commissioned a business case to explore the potential for a CRM system to enable further customer service and efficiency improvements. It was also recognised that the Council s primary workflow management system was becoming increasingly unfit for purpose and unable to respond to changing customer needs. The Board recognised that new technology is needed to modernise service delivery, share information, improve customer access and enable partnership working. 3.4 The business case demonstrated that implementation of a council wide CRM was a vital enabler to progress Strategic Plan Theme A: Making Stirling a Place With Better Services. CRM functionality when linked to our Corporate Address Gazetteer (CAG) and customer databases would permit joined up, personalised service delivery. Experience in other councils has also shown that CRM is an excellent system for enabling partnership working. 3.5 Another advantage of procuring a CRM system at this time is the opportunity presented by the new National CRM Procurement Framework. In 2007 the Improvement Service held a full OJEU competitive tender to identify a supplier for a CRM procurement framework that could be used by any Scottish Council. Using the framework saves Stirling Council from the time and expense of doing its own OJEU tender exercise and uses the joint buying power of Scottish Councils to provide a leading CRM system at a significant discount. It also gives access to a network of other Scottish Councils, to share best practice and the cost of integrating to common back office systems. 3.6 The winner of the Improvement Service competitive tender was Lagan Technologies. Lagan only provides systems to the public sector, so their solutions are uniquely customer, rather than commercially focused. They are recognised as the leading brand in their sector and eleven other Scottish Councils currently use the Lagan CRM solution. 3.7 Lagan was therefore invited to provide a priced proposal for the CRM system, under the terms of the National CRM Framework agreement. They were also asked to quote for the integration work and the skills transfer needed to enable Council employees to evolve the system to meet future service and customer needs. 3.8 Lagan s proposal showed that all core CRM requirements can be met from within the MGF funding budget and existing maintenance funding streams:

3 Implementation Cost (one off) 458,090 Maintenance (Annual) 11,132 This is the full cost of Phase 1 and puts in place the complete CRM technology system for use by any service in the council. It includes the cost of linking the CRM to cross council systems - Corporate Address Gazetteer - Mapping System - - Web Services - Employee Directory - Workflow Management System - Streetscape Asset Database - Cash Receipting System It will also give the council data cleansing tool that will allow CRM to identify the same customer in the various back office applications used by different services. 3.9 Existing resources within Corporate Services would work with Lagan and other council services to implement CRM and a Project Initiation Document has been developed. A multidisciplinary team of four employees has already been identified for Phase 1. A full skills-transfer package will be supplied by Lagan to allow the council to become self-sufficient in future CRM development and support The only substantive additional investment required for successive Phases would be procurement of software that would allow Lagan to integrate with Service specific back office systems (separate business cases and approvals would be sought for this) The option of using a central CRM service hosted by the Improvement Service and using Lagan technology was also explored, as this could potentially have saved some software licensing costs. However it was rejected at this time due to issues of implementation timescales, risk and control. The potential for CRM partnership working with the Improvement Service will be kept under review A phased approach would be taken to the council wide implementation of CRM, to ensure the smooth introduction of CRM, to grow expertise in the new system and ensure effective integration with primary back-office systems. Phase 1 would put the main CRM system in place and pilot the take on of services to Lagan. The aim is to complete this phase by July 2009, although this is subject to detailed joint implementation planning with Lagan The take on of services in subsequent phases would be business case driven and agreed by the Transformation Board. They would include the migration over of services that use the old workflow system and ensuring any new back office IT systems are linked to CRM from the outset It is important to note that although the implementation of a CRM system is the keystone of the project, effective CRM is as much about reviewing and reengineering how we deliver services. The new technology is only an enabler to help us design them in the ways customers would want them. Hence the

4 technical implementation would be accompanied by the thorough business process review of each service that joins the CRM system. Expert input from Services and customers to derive the most benefit from the system. POLICY/RESOURCE IMPLICATIONS AND CONSULTATIONS Policy Implications (delete /No as appropriate) Diversity (age, disability, gender, race, religion, sexual orientation) Sustainability (community, economic, environmental) Corporate/Service Plan Existing Policy or Strategy Risk Resource Implications (delete /No as appropriate) Financial People Land and Property or IT Systems Consultations (delete /No as appropriate) Internal or External Consultations 4. Policy Implications 4.1 The CRM procurement would support the Strategic Plan Theme A of Making Services Better and related High Level Actions Also Strategic Outcome indicators 65 (Resident s Satisfaction) and 69 (services available electronically). 4.2 CRM is a key diversity enabler, enhancing access to services and providing more personalised services based on knowledge of customer s circumstances and needs. 4.3 As the next step in the evolution of electronic service delivery, the implementation of CRM supports both the Council s policies on sustainability and service efficiency. 4.4 A phased approach would be taken to the roll out of CRM implementation to minimise risk and ensure lessons learned are implemented in successive phases. Project governance and risk management arrangements have been detailed in the CRM Project PID, in line with the Council s Risk Management Policy. 4.5 Equalities Impact Assessments (EQIA) would be made on any services whose processes are significantly altered as a result of CRM process reviews. 5. Resource Implications 5.1 The cost and funding of the acquisition and maintenance of the Lagan system are specified at Paragraph 3.8 above. Paragraph 3.9 explains the internal resources needed to directly implement CRM.

5 6. Consultations 6.1 The Council s Transformation Board have approved this investment in a next generation CRM system. The Board has Senior Manager level representation from all Services. 6.2 The Improvement Service has also been fully involved in the development of the Council s CRM requirement and the procurement negotiations with Lagan using the National CRM Framework. Legal Services and Procurement have also quality assured the specification and contract terms and conditions. 6.3 The Scrutiny Panel on Customer Care has been informed of the CRM project and the significant opportunities that it offers to enhance customer service and efficiency improvement. BACKGROUND PAPERS - Stirling Council CRM Business Case Version 1.4 (Copy in Members Lounge) - CRM Phase 1 Project Initiation Document (Copy in Members Lounge) - Improvement Service National CRM Framework Agreement Overview Author Name Designation Tel No/Extension Bob Miller CRM Project Manager Approved by Name Designation Signature Bob Jack Director of Corporate Services Date 13 th January 2009 Reference

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