[Also see Current Activities]
Managing Change was retained for identifying ICT options for supporting Single Assessment Process (SAP) for Older People for a joint NHS / Local Council project in the South West of England. SAP is a Department of Health (DoH) directive that defines a high level standard framework and principles for assessing the needs of older people. It requires the various health and social care agencies to work together in an integrated way. Information should only be collect once, objective assessment methods used, and older people and their carers involved. It must be in place by April 2004.
In the South West of England over 18 statutory agencies were involved (acute and community hospitals, local council social services departments, GPs, ambulance trusts, mental health trusts, housing associations) as well as voluntary organisations.
We were working with the user project team and the IT departments, ensuring that we understood their requirements as well as the DoH requirements defined in the National Service Framework. We guided the care users and IT helping them to define process models, assessing supplier's proposals, conducting gap analysis, defining implementation options, including the pre-requisites and strategic issues, defining the implementation issues and activities, and presenting to Directors and Boards.
|We have been helping a fast growing entrepreneurial organisation, providing
sustainable transport services, to develop its IT infrastructure to support
UK wide expansion. Smart Moves
establishes and manages car clubs, allowing groups of people in a community
to share a car rather than each own a car. Experience has shown that members
of car clubs reduce their personal car use by 80%. Car use is replaced by
walking, bicycles, taxis and public transport. Car clubs help to reduce
congestion and pollution and increase the quality of life in a community.
Schemes are usually established in co-operation with local councils and property
developers. Smart Moves also provides sustainable transport consultancy
|With a growing interest in schemes that address the pressing environmental and transport problems in our cities, Smart Moves challenge is to grow quickly yet maintain a quality service that retains and attracts new members. It needs to recruit local car club managers and staff who then have a steep learning curve in establishing the local car club. Smart Moves also needs to enhance its head office support operations including the estabishment of a in-house call centre, as well as bind the staff together as its developes its services. Car club members can book a car from as little as an hour to a whole day. Booking are made via the call centre or direct via the web. Once a booking is made the system uses mobile data to send the booking to the on-board computer in the cars. A member's smart-card provides access to the car when their booking is about to start. Later, the on-board computer send back information about the use of the car that then generates the billing details. Members can even extend a booking using the on-board computer.||
Click image to enlarge in new window
Managing Change ascertained the requirements and then specified the physical, IT and telephony requirements for the in-house call centre as well as producing an implementaion plan.
We produced an interactive, web-based an on-line process manual that integrates Visio flowcharts with the guidance text. Call Centre assistants can either click on hyper-links in the flowcharts or within the text to move through the manual in response to the caller's needs. At various points they can access various information databases providing the lastest data on the various car clubs, vehicles for hire, rates etc.. Click the above image for a full size view.
To help bind together this fast moving organisation, we defined recommendations for branch networking including virtual voice and data networking, identified information management needs and recommended a knowledge management / content management solution. We also wrote a proposal for regional funding.
Managing Change is working with another consultancy to develop a PSA offering for Professional Services Organisations (PSOs). Due to pending launch we cannot give too many details. Our contribution was to define the process models for a typical PSO. These include business strategy, marketing, prospecting, selling. bidding, and the various activities associated with managing and delivering a winning bid. These include progress monitoring and billing. Additionally, there are a whole raft of support processes.
We also defined the logical data models needed to support the process and information needs of a PSO. All this information is being used to defined the PSO methodology as well as identify suitable PSO systems.
Working together with ValueAdding.com we won a local government BPR tender in competition with 6 other companies. We helped Ealing Council to radically improve council housing and environmental services to its citizens by means of re-engineered processes delivered via a one-stop call centre.
Over 20 processes were assessed using facilitated user groups. First we defined the "as is" along with the problems and challenges of the current situation. Metrics were also gathered to help identify the critical processes to be re-engineered. A "blue sky" visioning activity encouraged council staff to articulate the way the Council should be delivering services in the future. By identifying areas for change, the "to be" model was created. Again, using facilitated user groups the re-engineered processes were reviewed for feasibility and action points for change identified.
|Managing Change additionally defined the call centre scripts for the
re-engineered processes using the LEAP methodology and notation.
LEAP stands for Life Events Access Project.
It is a £2 million project of which £1.2m is government money from
the Invest to Save programme. It is a partnership project between a group
of 5 Councils including the London Borough of Ealing. Each LEAP partner is
defining separate processes and then they share the results.
Often companies invariably define processes from an organisational viewpoint. However, with LEAP the process maps are drawn from the customer's (citizen's) viewpoint with each map centred around a life event. For example, a Life Event of Having A Baby would point the citizen to all the council services available with their associated forms and guidelines. Using the LEAP maps the service could then be delivered by a council employee in person, an internet web site, interactive TV, a customer contact centre or a kiosk system.
Whilst LEAP is a local government initiative that focuses on the local delivery of services, central government has a similar concept called Life Episodes that forms the basis of UKonline.gov.uk, the strategic government portal for interactions with the citizen.
LEAP and UKonline are together helping to deliver the Government's Modernising Britain programme that has the aim of electronically delivering all government services by 2005.
Part of a LEAP model
We undertook process analysis and IT development for the Formulary & Dispensary Management for Kingsclere Health Centre. The Health Centre needed to make cost savings by standardising the use of drugs for prescribed for specific ailments. This list is known as the practice formulary. The formulary allows larger discount to be negotiated from the drug suppliers as well as reducing overheads due to holding excessive stock, this in turn reducing waste as expiry dates are reached. Defining and subsequently amending the practice formulary requires a traceable process that involves all the doctors in the practice as well as the nurses and dispensing staff.
Managing Change analysed and designed the processes to manage the practice formulary. We documented this both in flowchart form and in written text. Standard forms documented the changes. We were then asked to develop an IT system to manage the formulary as well as managing the drugs and supplies in the dispensary and at other locations. This involved defining the system requirements, user-interface, and data models. Next phase was specifying, designing, building, and testing the database system, as well as defining the data collection strategy and loading the initial database. The system is written in MS Access and integrates with the NHS drugs and supplies master index involving the processing of monthly updates delivered via CD-ROM. Our final task was writing the system & user guides and operational procedures as well as training the staff.
This is documented here.
Managing Change reviewed the business plan and IT Strategy for a major media company about to embark on a second generation e-business internet site costing over £2m. We used the SIM Framework to structure the review. This work was undertaken in partnership with TriReme International.
Managing Change is a founding member of this virtual organisation that provides research, mentoring, facilitation, knowledge transfer, training, and knowledge analysis. It specialises in the area of Customer Relationship Management within Call Centres. This includes knowledge about customers, products, services, internal resources, processes, etc.. The Knowledge Partnership has acquired the support and involvement of a number of well known knowledge experts from industry and academia. It has the knowledge, skills and experience to help call centre managers and executives develop their call centres into Customer Knowledge Centres that are able to handle all customer interactions whatever the distribution medium whilst providing excellent service and added value.
We completed a report for Nortel Networks called Towards a New World - Add Intelligence to Your Call Centre, Nortel distributed it to 10,000 of their customers. See their press release.
Providing Change Management Consultancy to a major insurance company for the implementation of the new Individual Saving Accounts (ISA). ISAs replaced PEPs (Personal Equity Plans) from 6 April 1999.
Planning: Defining a development process, detailed project planning, planning communication, task and activity agreement, resource acquisition.
Compliance: Understanding legislative requirements, identifying over 300 events and compliance requirements, working with marketing and operations to ensure legal compliance including verifying product literature, presenting plans and processes to Inland Revenue.
Marketing: Defining business requirement, building and populating product database, identifying and clarifying with marketing over 500 product attributes.
Information Technology: Verifying computer system specification, undertaking gap analysis, developing interim solutions when software supplier failed to deliver, guiding and supporting the UAT team.
Business Process Re-Design: Identifying and reviewing over 80 business processes, selecting, updating and improving over 40 of these (with 2 other analysts), developing and managing the model office including change management processes, process verification, developing and managing the user training.
Management: Liaising with other related projects, deputising for project manager including staff recruitment, presenting proposals to steering committee, managing project close-down and orderly hand over of all project documentation.
Managing Change participated in evaluating a new course by the SCIPIO Consortium, as well as discussing how the Consortium could market itself. The SCIPIO Consortium has developed the SCIPIO Methodology, an integrated methodology for capturing business requirements and then using Component Based Development (CBD) for systems development.
Managing Change chaired the first day of an IIR seminar on Practicalities of Measuring, Monitoring and Maximising the Success of Your Website & Internet Marketing Strategy. In late 1999 we spoke in Oslo to the Norwegian Association of Advertisers on Interactive TV and the Opportunities and Implications for Advertisers.
Managing Change has written a number of feature articles for Internet Business and other magazines. See Publications.
Together with a number of other members we have formed a virtual working party to put the CEL Charity on-line. The first task was to make the business case for having a web site. Besides offering marketing and internet advice, we are also constructing some of the web site pages.
Managing Change formulated an Internet Business Plan for Basingstoke, Andover and North Hampshire Industrial Mission (BANHIM) which was endorsed by the executive committee.
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