Projects

Case Study Ports of Jersey

CLIENT PORTS OF JERSEY (2013-2015)

CLIENT CHALLENGE
To join Jersey Harbours and Jersey Airport into a combined organisation and incorporate so that it is an arms length business separate from the States of Jersey Government.

RESPONSE
Set-up and managed the programme including works-streams for Property; Finance; IT Systems; People; Legislative and Regulatory Changes; Communications and Engagement

Chief Officer, Economic Development to Scrutiny Panel Sept 2013
Those 9 work streams are working alongside each other, but it is being worked under a signal project management structure and the incorporation project board meets once a month at least to review how all of that progress is doing and how it is all knitting together because there are dependencies that flow through those projects. So this has been managed as close to a big project, project management discipline as I have ever seen here. It has been … this is what I would call a proper job in terms of project management. I think it will set a standard for the management to do some of the more complex projects right across Government. There are people at the top of it that are doing it who have pure project management expertise. It does not matter for them whether they are project managing building an incinerator, the new hospital or whatever, it is discipline that we have brought to bear on this project, because it is so complicated.

Chief Officer, to Chief Minister and Political Oversight Group
Tim Rogers completed the Incorporation Programme post implementation review, and attached is the final report closing down the project. The report demonstrates the project complexity, delivered and under budget, and huge success in achieving Incorporation of the Ports, something that many felt was unachievable when we started this journey.

BENEFITS TO CLIENT
Delivery on time: in 34 months against 36 month timetable
Delivery on budget: in £1.67m against £1.78m budget
CEO Awarded IoD Director of the Year 2016 on the basis of this transformation project.

Case Study

Knowledge and experience of transaction mapping, timing and costing

CLIENT TOTAL BILLING SOLUTIONS (2016)

CLIENT CHALLENGE
Total Billing Solutions is a Jersey-based business selling medical billing software [Medibooks] to GPs and Private Practices in the UK. Their challenge has been to scale-up the business from 100 clients to a target of 3000 within 36 months. This requires a review of people, process and technology to maintain or reduce the cost base and significantly increase the productivity and pace, sufficient to meet growth and income targets.
See more about Medibooks https://www.emishealth.com/products/medibooks/

RESPONSE
Working with team leaders we identified both the key processes and their ownership, and also key performance indicator and accountabilities. This lead to some structural changes in reporting lines, roles and responsibilities. It also assisted in standardising and streamlining processes (step-by-step, what happens next) and procedures (how-to-guides for staff). These were developed through a series of workshops to understand what happens now, how it adds value to the customer, the process cost and benefit and what improvements could be made.

BENEFITS TO CLIENT
Key areas of improvement included

Development – speed-up the development programme, rationalising the steps and brought clarity to the product road-map and priorities
Sales – speed-up the sales process and improved the success rate by better use of data and scripts etc
Training – reduced the training time and increased profitability by separating core from value-added services
Help/Support – rationalised the helpdesk and routed calls more effectively using better self-help, prioritisation and escalation
Deployment – improved the deployment time and improved the success rate by better use of version control and knowledge base
Finance – improved cash flow and profitability by rationalising discounts and tightening contract terms and payment periods

Case Study Business Analyst / Service Redesign

CLIENT HEALTH AND SOCIAL SERVICES (2016)

CLIENT CHALLENGE
Review of the Governance Arrangements for Health and Social Care in Jersey

The Council of Ministers asked The Minister for Health and Social Services to review the governance arrangements for Health and Social Care, to ensure that Jersey has the best Health and Social Care system for the future. The review, which is part of the States of Jersey’s reform of the public sector, is looking at how different health and social care systems across the world are organised and will establish what can be learnt from other jurisdictions and enable the best solution to be found for Jersey.

RESPONSE
As HSSD Governance Review Project Director oversaw the initial establishment of the Project: Including set-up, initiation and management, including successful funding bid and ran the day-to-day management.

The project included procurement of external advisors and management of the Project’s Steering Group meetings and papers, outputs and actions.

The project also included significant consultation and engagement exercise with a number of health and social care stakeholders.

BENEFITS TO CLIENT
Review of the Governance Arrangements for Health and Social Care in Jersey
Identified a number of different health and care systems from around the world which have been considered by a broad range of health and social care stakeholders in a significant consultation and engagement exercise to evaluate the best models for Health and Social Care and their suitability for Jersey.

Case Study Implementation processes and documentation for system replacement projects

CLIENT PORTS OF JERSEY (2016)

CLIENT CHALLENGE
To replace the Operational Database

The Ports Operational Database is used for sharing critical information both internally (such as slot times , baggage belt, stand information), and externally (passenger gate information ). It is also used for billing and flight information purposes, as well as CAA Reporting. It is intended that the replacement Operational Database is extended to serve Harbours and replace their spreadsheets and Charts System which are used for billing and shipping information purposes .

RESPONSE
As Project Manager / Consultant
1. Advised on Project Set-Up, including composition, initiation and governance
2. Guided consultation and engagement to inform User Requirements
3. Provided Project Oversight and Updates
4. Advised on procurement and contract risk
5. Advised on project risk

BENEFITS TO CLIENT
The Ports Operational Database is ostensibly an infrastructure project. However through the guided consultation and engagement Ports were able to identify opportunities to streamline processes (saving costs) and create income opportunities by taking advantage of new opportunities to use data in a more commercial way.

Case Study Knowledge and experience of business process re-design

CLIENT RBSI WORK-OUT (2006)

CLIENT CHALLENGE
RBSI has its own version of LEAN, based on General Electric “Work-Out”
Tim Rogers was Manager of Operation Change and Sales Support for NatWest + RBSI and is a “Work-Out” Advocate (equivalent to a LEAN Green-Belt) responsible for hosting/managing process improvement workshops. Each “Work-Out” tackles a specific problem or opportunity with the aim of realising £25k of improvement (either through savings or additional income).
Tim has run a number of workshops, winning ovations within the RBSI Group, the most notable being improving RBSI payments processes in the IOM payment centre.

OUR RESPONSE
Working key people in the IOM payment centre we set-up some simple automation which greatly speeded up IOM payment centre processing.
Tim was acknowledged in RBSI Achievement Awards.

BENEFITS TO CLIENT
Whilst the change itself was quite modest the volume of transactions meant a significant saving on staff time and increase in productivity was achieved.

Case Study Knowledge and experience of business process re-design

CLIENT PARISH OF ST HELIER CARE HOMES

CLIENT CHALLENGE
The Parish of St Helier has a number of Care Homes. These are run independently with differing procurement approaches and choices meaning some of the Residential Homes within St Helier where better at somethings and others excelled in other areas. Their independence undermined “group learning” and potential procurement savings which could be achieved by working together.
Tim Rogers offered to run a “Work-Out” to improve procurement approaches and choices. A “Work-Out” tackles a specific problem or opportunity with the aim of realising £25k of improvement (either through savings or additional income). The agreement was that if Tim was unable to identify £25k of saving no fee would be charged.
See http://www.sthelier.je/residential-homes/
OUR RESPONSE
Working with the Care Homes managers through initially separate and later joined-up meetings a number of procedural and bureaucracy barriers were identified that prevented them from getting best value for their Care Homes. A report and recommendations was drafted and the Care Homes managers, supported by Tim Rogers, were invited to present back to the Finance Director their suggestions for improvement.

BENEFITS TO CLIENT
The outcome was agreement to the improvements and invigorated ownership and enterprise by the Care Homes managers and trust from the Finance Director that everyone was working together, and that the Care Homes managers be allowed greater scope and freedom in procurement subject to agreed checks and controls.

Case Study Implementation processes and documentation for system replacement projects

CLIENT LE RICHES GROUP

CLIENT CHALLENGE
Head of Information Technology . (Apr 1994 – Jun 1996) Le Riches Group

This role comprised responsibility for IT across the Le Riches Group in Jersey and Guernsey including G Orange & Co, Landes du Marche Garages, Stampers Stores, Checkers Stores, Le Riches Stores, Le Riche Capital, CI Bakery, Tradesaver and Russell Meats.

OUR RESPONSE
In the period 1194 to 1996 we delivered transformation from proprietary systems( SyFa ) to Motorola Unix + Novell networks. We also delivered Windows + Windows for Workgroups across the businesses and sought to standardise and streamline application support and helpdesk, so as to manage a diverse and complex business in an efficient and co-ordinated manner.
This included a new technology hub and better policies, procedures and documentation and adoption of key ISO standards .

BENEFITS TO CLIENT
A far more robust technology platform with fewer outages. Less variety in applications (at one stage there were at least 5 word processing packages being used) and much better training and support for a smaller range of products aiding understanding and productivity. Much clearer segregation of duties: tired 1st line and 2nd line support and clearer training and career opportunities for staff.