1. Portfolio/Number/Name:ELL/T4 (formerly ELL/T3) Scottish Enterprise Network - Single CRM database efficiencies - NEW |
2. Programme/Activity: Implementation of a single CRM database to the whole of the Scottish Enterprise global network to deliver productivity improvements for front line customer facing staff. |
3. Efficiency | 3.1 Current target; £m | | 2005-06 | 2006-07 | 2007-08 |
Cash | - | - | - |
Time | | 6.0 | 6.0 |
3.2 Efficiencies delivered; £m | | 2005-06 | 2006-07 | 2007-08 |
Cash | - | - | - |
Time | - | - | - |
4. Accountable Officer for delivery | Philip Rycroft |
5. Project Manager | Rebecca Robinson |
6. EGDD Portfolio Manager | Hilary Pearce |
7. Description of efficiency and actions to be taken | 7.1 What is the efficiency improvement? How will the efficiencies be made? The efficiency saving will come from customer facing staff spending more value add time with their clients. The benefit will be made by using CRM management information to manage staff-client relationships, thereby supporting the value add interaction with clients. |
7.2 What are the main actions that are needed to secure the delivery of this efficiency improvement? Emphasis is on ensuring that Business Unit Management Teams and Managers are using the data to confirm that we are interacting with the right clients per SE segmentation criteria, that these clients are having an appropriate and regular interaction with Scottish Enterprise account or client manager, and that these interactions are making a difference to the business through either product delivery or other value add interactions other than product delivery. The efficiency improvement will also come through Scottish Enterprise strategically using the data provided through CRM to ensure our pipeline of business opportunities is in line with our forecasts and strategy. Also to ensure that our product interventions are appropriate for the customer by reviewing what products are being delivered and to what customer and sector. |
8. Associated costs | 8.1 Are there any development or redundancy costs associated with the delivery of this efficiency? No redundancy costs £13M in development costs - these do not need to be netted off as this project was set up to improve levels of customer service and strengthen relationships with customers, not primarily to generate an efficiency. |
9. Measurement | 9.1 What are the inputs that will be measured? Significant Interactions per FTE for Account Managers, Client Managers, Growth Advisers and Start-up Advisers Information requests per FTE for Business Information Officers |
9.2 What are the outputs that will be measured? - Customer satisfaction review
- Products delivered
- Customer significant interactions
Base level of value add activity was 2.5 interactions per week per FTE (mainly meeting face to face). Account Managers have the capacity to complete 4 interactions per week per FTE. Interaction is a proxy measure for the whole Account Management process. The process is as listed; pre meeting prep - travel - meeting - travel - visit report - after meeting action - implementation of solution - review if effectiveness of solution - associated admin. Similar review was undertaken for client and Business Improvement Operations. The percentage uplift in value add activity is multiplied by the average salary for that role to give a benefits value. |
9.3 What is the baseline for inputs and outputs? Baseline for activity was Sept - Nov 2004 There was no baseline for products delivered. The benefits model is driven by the Input - activity baseline (see 9.2) |
10. Quality cross-check | 10.1 What quality indicators are being used to ensure that quality of service is maintained or improved? A suite of reports are provided on SE Intranet monthly which reflect the whole engagement cycle of Enquiry - Interaction - Lead - Opportunity - Delivered Product These reports are reviewed at each Business Unit Management level and by line managers to review best practice and also performance to date. The reports are also discussed at Growing Business Directors monthly meetings to consider performance of the organisation overall. |
11. Monitoring | 11.1 What are the arrangements for monitoring the delivery of efficiencies? The efficiencies are monitored monthly with each business unit submitting a monthly return to Business Improvements Directorate. These are collated and review against target levels. Reports are provided to Executive Board member and Growing Business Director as required. Efficiencies will also be monitored by Business Improvement to consider the improvements which can be made to the business and associated processes based on benefits review. |
12. Reporting | 12.1 What are the arrangements for reporting the delivery of efficiencies? As above re. monitoring and as required by Executive Board, Audit etc. |
13. Dependencies | 13.1 Explain if your efficiencies are dependent on legislation or other structural changes being achieved. Efficiencies can be achieved by using capacity of Account and Client Managers to increase significant interactions with customers. |
14. Use of efficiencies | 14.1 How are the efficiencies released from improvement activity being used to improve front-line services? Efficiencies are released into SE's annual budget and included in the prioritisation of annual budget allocations to operational activities. |