Engagement With Customers in Somerset Method Statement (Fina

ISiS Partnership Engaging with Customers in Somerset Method Statement

Variant Bid Volume 2

Section B3

28th November 2006

Engaging with Customers in Somerset

Table of Contents

1 ...................................................... 1 Engaging with Customers in Somerset

1.1.1 ............................................................................ 1 Introduction1.1.2 ..... 4 Addressing your specific requirements for transformation1.1.3 .............. 14 Other requirements listed within ITN Section 5.2.11.1.4 ....................................................... 15 Additional requirements

IBM Response to ISiS ITN Volume 2 – Section B3

IBM Confidential


1 Engaging with Customers in Somerset

1.1.1 Introduction

This method statement is IBM’s response to the context and requirements provided within section 5.2 of the ISiS ITN; Engaging with Customers in Somerset. The statement contained here is based on IBM’s Variant bid response. A separate version of the method statement is provided to support our Standard bid.

All of the programmes of work that we are proposing touch in some way your agenda around Engaging with Customers in Somerset and the challenges highlighted in section 5.2.1 of the ISiS ITN. This method statement demonstrates how the various projects and initiatives we are proposing within our overall ISiS programme will fulfil your requirements.

1.1.1.1 Capability Overview

In response to the challenges associated with ‘Engaging with Customers in Somerset’, we propose an overarching transformation programme to deliver change with a clear and definite focus on Customer Access.

Based on the engagement we have undertaken with the councils to date the following four key themes have emerged that describe the transformation in Customer Access that the councils are seeking to achieve:

Improve Customer Service

To provide a flexible and scalable world class CRM platform which delivers enriched functionality upon which we can build further transformational projects;

Know Our Customers and Communities

To design, promote and monitor localised service delivery that matches the needs of customers and communities based on their profiles and the existing property resources;

Empower Customers and Communities to Take Control and Promote Independence

Empowering citizens, businesses and communities with the information and methods of communication that they prefer e.g. telephone, web, face to face, to take control of the way in which they initiate and receive services from both councils and their partners; and

Enable Seamless Joined Up Service Delivery Across Departments, Agencies and Partners

To achieve a seamless continuum of service delivery that minimises and smoothes hand-offs, regardless of the nature of the request or the staff, departments, agencies and partners involved.

You are looking to deliver joined-up localised services that address the needs of the customers within that locality and that are delivered in a way that the customers prefer - ensuring that you engage with the widest number of people while at the same time supporting those who might be in greatest need.


IBM Confidential Page 1


This document outlines a programme structure within which we propose delivering the councils Customer Access strategies that will meet your requirements:

A World Class CRM Platform A project to establish a platform for change based on world-class SAP CRM technology, and to initiate the transformation of services and an extension of the local access network;

Customer Excellence A programme to ensure you achieve customer excellence by knowing your customers and communities, target your resources, roll out transformed service designs and making your performance visible. This programme comprises of the following foundation projects:

Understanding our Customers and Local Services Delivery Planning;

Measuring and Analysing Performance;

Promoting Services;

Library of the Future;

Citizen / Business Access;

Enabling Customer Service; and

Partner Portal.

Citizen and Community Wellbeing Programme A programme that focuses specifically on the needs of the more vulnerable. The programme comprise of the following foundation projects:

Telemedicine; and

Mobile Electronic Single Assessment Process.

This programme structure is illustrated in Figure 1 below.

Customer Excellence

WorldClassCRM

Platform

CustomerServicesTransition

People Excellence Enablers

Technology Enablers

Customer Access

Citizen and Community Wellbeing

Know our customers & communities

Empower customers and communities

Enable seamless joined up service

delivery

Improve customer service

Figure 1 - Customer Access Programme – Key Themes




Supporting this programme are a series of People Excellence and Technology enablers that deliver against the councils’ wider plans for training and development of staff, developing a customer-centric culture across the organisations and providing a robust and scaleable technology platform.

The Customer Access transformation programme is underpinned by the successful transition of Customer Service employees into a single Customer Services Bureau as described in our standard bid.




1.1.2 Addressing your specific requirements for transformation

Within this section, we provide a summary of how IBM’s Variant bid will help meet objectives and partnership expectations highlighted in ITN section 5.2 and 5.2.1.

IBM’s response

We will support the councils build on the success they have achieved in developing ‘joined up’ front-line public services, by proposing solutions that will integrate front line, back office and partner organisations. We can deliver process re-engineering and enabling technologies in order that services can be re-designed to capture information only once, validate information during the completion of the transaction and bring together appropriate information across a number of systems into a holistic view. We bring web-based solutions that facilitate access to this view in a controlled way subject to the role and permission of individual employees, citizens, businesses, members and partners.

We are also proposing to explore the possibility of co-locating local access points, where appropriate, within existing service providers property be they council owned (e.g. libraries and, in some cases, Active Age Centres) or not (e.g. Age Concern Offices, Post Offices).

We recognise that a technical solution on its own will not achieve the revolution you are looking for. Developing a customer centric

culture within both organisations is essential and we are proposing a range of projects and initiatives under the People Excellence Programme to support you in achieving this.

Further information

Our proposal for broadening and deepening transactions and processes across Customer Services, back office and partner organisations is described fully in the Customer Access Proposal; Volume 2B section 1. Our People Excellence Programme is set out in Volume 2A section 3.

IBM’s response

We will support the councils achieve and maintain higher customer satisfaction by providing an analytical capability that will allow you to understand take-up, performance and satisfaction at an individual, local area and county level. In

(a) Revolutionising customer access for ‘joined-up’ front-line public services

(b) Continually seeking, measuring and maintaining higher customer satisfaction



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conjunction with our partners Experian, we can develop a picture for the whole of Somerset that will help you understand the needs and preferences of your citizens, businesses and communities at whatever area level is appropriate. This data can then be used to tailor services and information and deliver it to the customer in a way they are comfortable with, e.g. face to face, over the web etc. This is not a one off exercise. By enabling a continuous improvement culture, the councils can continue to tailor services to reflect individual needs and preferences and enhance take up and overall satisfaction. Over time, this information can be used to target communications, services and resources to support the delivery of local implementation of Local Area Agreement outcomes. An example of this type of profiling is shown below at Figure 2 which provides a spatial representation of lifestyle groups within Taunton.

Figure 2: Spatial Representation of Lifestyle Groups within Taunton

In addition, we are proposing to improve the range of contact channels that enable citizens, businesses and communities to express their satisfaction or suggestions for the services and information they receive. This will be in the form of a Citizen Portal, a personalised window providing access to services and information, available 24 hour a day, 7 days a week. Ultimately feedback received in this way will be linked to the Members Portal, which will provide elected members with improved access to their citizens and communities and vice versa. This affords both sides the opportunity to consult and comment on the quality of the services and information being provided; making performance visible at a local level.

Our world class CRM proposal will deliver further support to the councils including:

Analytical capability to continuously monitor the delivery of services and respond quickly to changes in customer needs and behaviour or identify problems in services early;

Feedback mechanisms built into new process designs to capture customer reaction at the point of completing the transaction; and




A single complaints and feedback process that will control the capture, classification and prompt response to feedback and support continuous improvement action plans.

Further information

This package of support is considered in more detail within our Customer Access Proposal; Volume 2B, section 1 and our World Class CRM Platform Proposal; Volume 2B, section 2.

IBM’s response

Our proposals for Customer Access build on the action plans and initiatives currently underway to deliver the shared service Customer Access Strategy of both councils. These proposals comprise of:

(c) Continue to develop the action plans to deliver the shared service Customer Access Strategy of both organisations

World Class CRM Platform - A programme of work that will establish a platform for change based on world class SAP CRM technology. This project will initiate the transformation of services, the extension of the local access network within community offices and libraries and will start to deliver on your plans to:

Enable wider choice of communication channels and resolving enquiries at the first point of contact; - implementing a customer focused set of processes within ‘street scene’ for fault reporting that cut across both councils, are fully integrated with back office systems (Confirm, Flare, GIS) and accessed by telephone, web or face to face channels within local access points. Information is captured and validated at the point of the transaction, without the need to seek further clarification from the customer. The phased roll out of other transformed services will continued to deliver against these plans;

Create a simple and accessible complaints system; - implementing a single complaints system that will control the capture of complaints across different communication channels, their classification and a prompt response to feedback. The analytical capability delivered by SAP CRM, will also support your plans to use this information to further improve services; and

Continuously monitoring service take-up and satisfaction levels; - providing the analytical capability of SAP CRM to respond quickly to changes in customer needs and behaviour or identify problems in services early.

Customer Excellence; - A programme to turn your Customer Access Strategy into reality. This will start to deliver on your plans to:

Identify optimum locations for local access points and service outlet; - presenting citizen lifestyle profile data in a way that matches citizen and business needs with the assets and facilities that exist within a local community.

Engage citizens and communities in the design and review of services; - presenting citizen lifestyle profile data in a way that is meaningful and encourages discussion, joint working and consultation to tailor services






Action plan priorities

• Direct debit take up ?

• Re-cycling information ?

• Neighbourhood watch ?

• Leisure/library services?

• Health messages ?

and local access points to the needs, preferences and existing facilities within local communities;

Promote and market new ways of accessing services; - defining tailored communication and awareness campaigns to promote appropriate services and methods of communication for individual citizens;

Continuously monitoring service take-up and satisfaction levels; - measuring and analysing performance at an individual, local area and county level to support the councils’ decisions on targeting resources to areas of need. Our proposals can help to create a continuous process of performance improvement; performance drives further tailoring of services based on individual needs of citizens and communities, leading to enhanced levels of satisfaction.

Citizen and Community Wellbeing – A programme focused more specifically on the needs of the more vulnerable and the ability to take your service delivery to the heart of your communities. These projects will start to deliver on you plans to:

Enable effective partner working; - joining up operations across service providers to form ‘virtual teams’ around the citizen and to provide a greater focus on early identification of vulnerable citizens.

Equip staff with technologies that enable them to reach customer who are unable to access services via other means; - implementing mobile working solutions for adult care workers. In addition, supporting processes, such as electronic single assessment, using mobile technologies.

Further information

The Customer Access Proposal is defined in Volume 2B section 1 of our variant bid.

IBM’s response

We will support the councils in removing the barriers and inherent confusion of a two tier local government system. At the heart of this proposal is the fact that customers should not need to know how the councils and their service partners are organised in order to gain access to and receive services or information. This situation is compounded by the fact that even within a single council services are structure around departmental silos that can result in multiple contact points and duplicate requests for information from a customer’s perspective. To address these issues, we are proposing a number of projects including:

(d) Continue to remove the barriers to effective service delivery that are inherent in the confusion of a two tier local government system


Process re-engineering focusing on designing services from a customer’s perspective;

Collaborative tools that support the creation of a ‘ virtual team’ around a citizen regardless of the organisation you work for; and

Citizen Index to provide an appropriate view of the citizen to those with a need and the permission to view with the amount of data held about a citizen being related to the level of involvement they have with the councils as demonstrated in Figure 3 below.

Customers and CommunitiesUniversal Services

Vulnerable CustomersTargeted Services

Adults, C&YP inNeed or at Risk

Specialist Services

InformationRequirements

Information to reduce risk.

Individual and shared

Information to enable.

Personal but partial

Information to plan.Often

anonymous

Customers and CommunitiesUniversal Services

Vulnerable CustomersTargeted Services

Adults, C&YP inNeed or at Risk

Specialist Services

InformationRequirements

Information to reduce risk.

Individual and shared

Information to enable.

Personal but partial

Information to plan.Often

anonymous

Figure 3: Information Allied to Need

Through this combination, we can start to achieve a seamless continuum of service delivery, minimising the number of hand offs, regardless of the nature of the request and the staff, departments, agencies and partners involved.

An example of this is our proposal for ‘street scene’, which illustrates how a set of processes, currently delivered independently by both councils, can be joined together to deliver seamless and integrated fault reporting for customers such as lamp failure, fly tipping, potholes, abandoned cars, car park maintenance, etc.

Further information

Our proposals for removing barriers to support effective delivery are described fully in the Customer Access Proposal; Volume 2B section 1.

IBM’s response

The original vision for Somerset Direct was to integrate CRM and Contact Centre telephony across the County, Districts and Borough of Somerset so that a customer contacting any of these organisations could be dealt with seamlessly. Although work continues to create links between the authorities, with Somerset

(e) Build on Somerset Direct’s initial implementation to complete the original vision within the expected timetable




and Taunton Deane leading the way, the current status remains that while all the authorities have common CRM and telephony products they are, however, separately implemented in each authority.

Our proposal will build on Somerset Direct’s initial vision and implementation to deliver a single integrated Customer Services Bureau covering the front line services of Somerset County Council and Taunton Deane Borough Council. The combined contact centre management structure and accommodation solution defined in our standard bid will be further enhanced through the delivery of a single technology platform and supporting infrastructure.

Our proposals to broaden and deepen services and deliver these across telephone, web and face to face contact channels further supports the councils in realising their aspiration for joined up service delivery with a significant number of requests resolved at the first point of contact; a clear goal of Somerset Direct. Our proposal for rolling out future ‘To Be’ process is shown below in Figure 4.

Customer Segment

Channel Mix

Service Bundle

Customer Segment

Channel Mix

Service Bundle

Customer Segment

Channel Mix

Service Bundle

Customer Segment

Channel Mix

Service Bundle

Customer Segment

Channel Mix

Service Bundle

Customer Segment

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Customer Segment

Channel Mix

Service BundleCustomer Segment

Channel Mix

Service Bundle

Customer Segment

Channel Mix

Service Bundle

Processes

Technology

Infrastructure

People

Data

Processes

Technology

Infrastructure

People

Data

Customer Segment

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Customer Segment

Channel Mix

Service BundleCustomer Segment

Channel Mix

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BASELINE

Phase 2 3 4Phase 2 3 4

Customer Segment

Channel Mix

Service Bundle

Customer Segment

Channel Mix

Service Bundle As-Is

Processes

Technology

Infrastructure

People

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Processes

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People

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Phase 0

Rural Isolation / Elderly

Phone / Home Visit

BenefitsHealth

Example

Scope

Full Service Centre

Local Service Centre

LSC

Outlet

Requirem

ents

Outlet

Outlet

Rollout

Phase1

mySAPCRM

Strategic Priority

Figure 4: ‘To Be’ Process Delivery

We have also proposed other initiatives such as email response management and complaints management to build on the Somerset Direct vision. These initiatives deliver a seamless, joined up approach to handling emails and complaints. In essence, what Somerset Direct delivered for the phone channel, will be expanded to cover both email and complaints resolution.

Our Social and Economic Development proposals include an Engagement Strategy, which is in line with Somerset Direct’s original vision, to promote the benefits of these services to other District and Borough Councils across Somerset and the South West. Our early findings initially indicate a mixed reaction amongst councils. However, interest has increased with the introduction of the Government White Paper; Strong and Prosperous Communities. Our ability to support you in delivering Somerset Direct’s original vision and the




timescales associated with this will be heavily influenced by the success of this Engagement Strategy.

Further information

Our proposal for delivering an integrated Customer Services Bureau is described in full in our standard bid for Customer Services. Extending the role of Customer Services, email response and complaint management are described in our World Class CRM Platform Proposal; Volume 2B section 2. The Engagement Strategy is explained in our Social and Economic Development Proposal; Volume 2A section 2.

IBM’s response

We will support the councils deliver self-service facilities through a web based access point, or portal, for citizens, businesses, partners, elected members and employees. The portal provides the user with a ‘window’ through which they can view both information and services that have been tailored to meet their particular needs. An example of what the Business Portal could look like is shown below at Figure 5.

Figure 5: Illustrative Business Portal homepage

Implementing the portal solutions in the fullest sense provides the councils with an opportunity to promote self-service facilities across all of the groups we identified above. As an example:

(f) Enhance the web portal with further self-service facilities

Citizens would be able to:

Report faults online;

Submit applications e.g. schools;




Make bookings for an appointment; and

Self-assess their eligibility for services or benefits (building on the work you are currently undertaking with CESD).

Businesses would be able to:

Check eligibility for grants and funds;

Book an appointment to meet with business advisors; and

Make planning applications.

Employees would be able to:

Book training and manage their learning and career development;

Change their personal details; and

Book holidays.

Further information

Our general approach to the creation of portals is described in our Portal Proposal; Volume 2A section 4.2, while our proposals for the Citizen and Business portal in particular are described in full in the Customer Access Proposal; Volume 2B section 1.

IBM’s response

Our Social and Economic Development proposals set out an approach to ‘broadband for all’. Although Somerset has 100% of exchanges broadband enabled, given the dispersed nature of dwellings, the reach of broadband is limited to those dwellings close to an exchange. We plan to build on broadband by extending the range of high data rates. Our approach will focus on implementing new technology into these exchanges that will increase the distance across which broadband can be accessed. As a result we estimate that the majority of homes and businesses in the county will be able to get the full benefit from broadband. These advancements will push the county to the forefront in this provision in the UK and provides a scaleable platform for public access wireless networks in the future.

In addition to the broadband network itself we are also proposing a number of projects that will make use of this capability. These projects are considered in more detail in section (h) below; taking services to the heart of communities and homes.

Further information

Our proposals for broadband access are set out in the Social and Economic Development Programme; Volume 2A section 2.

(g) Ensure businesses and communities make the most of broadband




IBM’s response

We will support the councils in their objective of taking services to the heart of communities and homes by delivering greater locally based access. Our approach builds on the clear picture of a locality, including its citizen and business profiles and existing facilities, that we will deliver through the project ‘Understand Our Customers’. This will enable the councils to deliver tailored access to maximise their ‘reach’ and the benefits to customers.

Our Customer Access Proposal focuses initially on the proliferation of Customer Services functionality across Somerset as quickly as possible. Enabling access within existing face to face Customer Services locations (e.g. Wellington) and within 10 fixed library access points means that the same level of service can be delivered in a locality as at the Contact Centre.

Building on the library configuration, we will also support the councils develop a ‘blueprint’ for a ‘Library of the Future’ in which libraries are transformed into Information Centres. Our detailed proposal for this project is set out in section 4.3 of the Customer Access Proposal and an example of what this might look like is shown below at Figure 6.

Figure 6: Illustrative Library of the Future

In support of mobile advisers, we are also proposing a mobile and home working initiative. Building on the recent reorganisation of the Children and Young People Directorate, we are proposing a project to enable mobile working across 260 workers distributed across 11 localities. In addition, we propose to trial a pilot home working scheme. This pilot will enable 25 employees to access work-

(h) Take services to the heart of communities and the homes of the most vulnerable and in need via the mobile adviser projects in partnership with the local NHS




related systems and applications whilst working from home. A more detailed breakdown of our proposals for mobile and home working are set out in Volume 2C section 5.3 and 5.4.

To further support the theme of empowering local people and communities, we will deliver a series of community related features within the Citizen Portal. These features will enable collaboration with others in the community, access to the information you need when you need it, to learning systems to help you develop the skills when you need them, to jobs, to help when you need it, to support, and much more. We envisage these features will support the many community projects that are already underway such as the Community Strategy for the Taunton Deane Local Strategic Partnership “Our Place, Our Future” and the drive for e-democracy. Our proposal for these community related features is described in the Social and Economic Development Programme; Volume 2A section 2.

We are obviously aware that not all sections of the community can afford or have access to computers at home. We therefore, propose to make web based services accessible through the television. We will make available a system which we developed with Newham Network, a company owned by the London Borough of Newham. It is called Regen TV and is in use in 300 homes in the Borough. Regen TV enables citizens to use their TV in the same way they would use a PC i.e. accessing the internet. Initially this could be delivered around some of the more deprived areas of Somerset which will address the agenda for social inclusion. A detailed explanation of Regen TV is set out in the Social and Economic Development Programme; Volume 2A section 2.

Our Customer Access Proposal also includes a project for Telemedicine, where people who need regular monitoring of their health can be supported in their homes. Detailed proposal for Telemedicine are set out in the Customer Access Proposal; Volume 2B section 1.

IBM’s response

The combination of our proposals around the creation of an integrated Customer Service Bureau, the broadening and deepening of the Customer Services role and the delivery of services across the multiple contact channels of telephone, web and locally based access points will support each partner to complete its e-government implementation.

More specifically the shared e-government agenda will also be supported through the delivery of an electronic Single Assessment Process, eSAP, that provides an automated assessment framework across agencies for older people and people with complex needs.

In addition, our Partner Portal offering will enable the sharing of information about the citizens, transactions and status with trusted partners in a secure and controlled manner based on role and permission.

(i) Enable each partner to complete its e-government implementation and sustain shared e-government work




Further information

Our proposals on eSAP and the Partner Portal are full explained in the Customer Access Proposal; Volume 2B section 1.

IBM’s response

We propose to address your requirement for extending the partnership services to other local organisations by:

(j) Review opportunities for and benefits of extending partnership services to other local organisations (e.g. Exmoor National Park, Voluntary Sector, Health Authorities and Parish Councils)

Investing in an ISiS Business Development Team to sell the concept and services throughout the South West and elsewhere, preserving and growing jobs in Taunton and reducing transaction costs for all;

Working with the councils to further identify trusted 3rd parties who could support the end to end delivery of council based services through the Partner Portal. As an example, we have identified Age Concern and Defra as possible partners that could deliver additional services on behalf of the councils to the older community and the farmers’ community respectively.

Using IBM’s ‘on demand’ community, we could actively support the voluntary sector. This initiative enables IBM employees to dedicate time, free of charge, to help with skills transfer, sharing best practice and supporting resource shortage for specific organisations within the voluntary sector. Our proposal around the Supplier Excellence Forum is illustrative of our approach and capability in this area.

Further information

Our proposals on the ISiS Business Development Team and the Supplier Excellence Forum are detailed in the Social and Economic Development Programme; Volume 2A section 2. The initiative to support service delivery by trusted 3rd parties is set out in the Customer Access Proposal; Volume 2B section 1.

1.1.3 Other requirements listed within ITN Section 5.2.1

1.1.3.1 The customer’s experience of utilising differing access and contact channels (i.e. Email, Web, Telephone, etc)

In the Customer Access Programme we propose a phased implementation of transformed service design across multiple contact channels of telephone, web and face to face access points within local communities.

The proposed customer experience for ‘street scene’ processes that will deliver seamless and integrated fault reporting for customers across multiple contact channels is illustrative of our approach. The ‘street scene’ processes are based




on a number of design principles that we would typically apply in all process re-engineering including:

Validate information at the point of capture – to minimise follow up calls;

Capture only the information required (e.g. No need to register for this process);

Closing the loop – customer receives status updates from service delivery;

No duplicate entry – data is sent to back office systems electronically; and

Joined-up delivery – the customer does not need to know who delivers the service, the request is automatically routed to the correct service provider.

Our ‘Street scene’ approach and processes are detailed in the World Class CRM Platform Proposal; Volume 2B section 3.

1.1.3.2 The creation of a customer/ account based information database

Our portal proposals are designed to deliver a personalised window onto a set of services or information that are relevant and appropriate for the user. Initial user registration and subsequent user log on, via a unique credential or certificate, supports the identification and personalisation of content in a secure and controlled environment. Based on role and permission, users will see historical information about their requests for information and transactions completed or pending, for example.

Our detailed approach to the creation of portals can found in our Portal Proposal; Volume 2A section 4.2 and details of possible functionality for the Citizen Portal and the Business Portal are set out in the Customer Access Proposal; Volume 2B section 1.

1.1.3.3 The integration of front and back office systems

Our integration approach is based on the implementation of an integration layer to simplify back to front office integration. Integration to departmental applications will use a Service Oriented Integration (SOI) approach based on a form of central Enterprise Application Integration (EAI) platform known as an Enterprise Service Bus (ESB). This approach is describe in detail in our Service Oriented Architecture (SOA) Proposal; Volume 2 A section 4.5.In addition to the interfaces using the integration platform, a number of direct integrations will also be required. These include computer telephony integration between SAP CRM and MacFarlane CallPlus, integration with Microsoft Exchange server; the Enterprise Content Management solution, GIS and SMS messaging.

1.1.4 Additional requirements

1.1.4.1 Activities that will be undertaken to manage and facilitate the necessary cultural change

Covered extensively within the People Excellence Programme, in particular the explanation of the “Magic Carpet Method” IBM is proposing for the ISiS Transformation Programme.

1.1.4.2 An appraisal of the key issues and risks associated with your proposals and how these will be managed;

Refer to our consolidated Risk Management Section for our Variant Bid; Volume 2A section 1.






1.1.4.3 Relevant illustrations and examples of where you have achieved this previously;

We have included specific examples of work that we have undertaken with previous clients throughout our main proposal documents, to illustrate how our proposals here have been turned into reality elsewhere.

1.1.4.4 How does your approach to ‘Engaging with the Customers in Somerset’ position itself in the wider corporate transformational initiative?

The proposals highlighted within this method statement are a fundamental cornerstone of the wider transformation agenda of both councils. These programmes and initiatives drive improved access to and delivery of customer facing services and information and contribute significantly to the modernisation agenda through the implementation of world class technologies and processes. Over time this reduces cost, increases productivity and employee motivation and creates a more sustainable employment future by creating new opportunities for Somerset as a whole.

1.1.4.5 The specific investment that will underpin your proposals, cross-referenced to your financial proposals / model

Please refer to the separate Price and Affordability section of this bid response; Volume 3 section 1. Please also refer to our Managing the Work Environment proposals which, through managing assets more efficiently, allows re-investment in the property and technology proposals that underpin the transformation of transactional services.

1.1.4.6 Details of the performance indicators / metrics that would be used to measure success and your proposed levels of performance against these.

The Customer Access Proposal will draw on the IBM Global Benchmarking Programme to provide appropriate targets against which to measure performance.

Engagement With Customers in Somerset Method Statement (Fina

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