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The outsourcing of government activities is justified primarily on grounds of likely or expected cost savings. In the formal process of determining whether there are potential savings from contracting out, government agencies are required by various government guidelines to measure the relevant costs of in-house activities and to compare these with external bids.

Topics to be discussed include

In-House Vs Outsourcing costs

Risk/Benefit Analysis

Performance Measurement

Strategic Role of Outsourcing

Relationship development

Back Office and Medium Office Outsourcing

Key factors for success in managing outsourcing projects

Client Commitments

Regulatory Aspects

Enhanced innovation through strategic outsourcing

Outsourcing selection processes

Bidding process

Web-enabled Outsourcing

Security

Past attendee's at previous SMi outsourcing conferences include Abbey National Amalgamated Pension Fund, ICIM Limited, Compass Management Consulting, French and Associates, Lynx Financial Systems Limited, EDS, M.A.Partners

What previous delegates have said about SMi conferences

“Done very professionally” Eva Karnikova, Managing Director, Diners Club International

“Very good conference, very timely and relevant” Kerstie Cooper, Marketing Manager, UK Sport

“Good content, good speakers” Lisa Browne, Sponsorship Manager, Bank of Ireland

Conference programme

8:30 Registration and Coffee

9:00 Chairman's Opening Remarks

Martyn Hart

Martyn Hart, Chairman, The National Outsourcing Association

9:10 A CURRENT OUTLOOK

Martyn Hart

Martyn Hart, Chairman, The National Outsourcing Association

  • Outsourcing overview
  • What is happening in the market?
  • Process approach to outsourcing
  • The NOA’s 9 steps to heaven
  • 9:40 THE COUNCIL OF THE FUTURE - PROVIDER OR ENABLER

    Paul McCormick

    Paul McCormick, Education Officer – PFI & Premises Manager, Sheffield City Council

  • Overview
  • The tradition of the public service
  • Was change inevitable or just the easy option?
  • Outsourcing: the Council perspective
  • Implications of moving to an enabler route
  • Contractual comfort zones: myth or reality
  • 10:20 FORGING THE PARTNERSHIP

    Mike Walsh

    Mike Walsh, PFI Forward Planning Manager, Richmond upon Thames Borough Council

  • Winning over the stakeholder base
  • Tailoring the output specification
  • Working with the bidders
  • Stakeholders and evaluation
  • Performance and payment
  • Extending the boundaries
  • 11:00 Morning Coffee

    11:20 AN ALTERNATIVE TO OUTSOURCING – THE NHS RETENTION OF EMPLOYMENT MODEL

    Duane Passman

    Duane Passman, Project Director, Barking, Havering & Redbridge Hospitals NHS Trust

  • Background to retention of employment in the NHS
  • The policy framework
  • Commercial and legal issues
  • Operational issues
  • 12:00 PAYROLL OUTSOURCING FOR THE PUBLIC SECTOR

    Ken Pullar

    Ken Pullar, Director of Payroll Services, RebusHR

  • Why is payroll outsourcing an important issue?
  • The impact on people
  • Why outsource your payroll – the business benefits
  • ….And why not?
  • Practical how to ‘tips,’ including service level agreements, strategic relationships and insourcing
  • Relevant case study examples
  • 12:40 Lunch

    13:40 WALSALL MBC’S STREET LIGHTING PFI SCHEME

    Mike Bird

    Mike Bird, Divisional Manager, Highways, Walsall Metropolitan Borough Council

  • The choice behind the outsourcing decision
  • Dealing with change
  • Particular lessons learnt
  • Further developments
  • Working in partnership with the private sector
  • 14:20 WHAT DRIVES THE OUTSOURCING DECISION

    Brian Hadfield

    Brian Hadfield, Managing Director, Unisys

  • Strategic considerations
  • Business case considerations
  • How to reduce the risk of changes in technology
  • How could we improve service levels with the help of outsourcing?
  • Operating in a competitive and volatile environment
  • Applying effectiveness, productivity, scale and cost management
  • 15:00 PFI IT SERVICES

    Bob Aylott

    Bob Aylott, Principal of Outsourcing, Orbys

  • Moving from PFI to PPP
  • Contracting for innovative transformation
  • Payment structure to assure delivery and risk transfer
  • Managing the whole deal lifecycle
  • 15:40 Afternoon Tea

    16:00 IN HOUSE VS OUTSOURCING COSTS

    Tony Rawlinson

    Tony Rawlinson, Head of Business Development, Siemens

  • In-house capabilities
  • The pros and cons to outsourcing
  • Cost containment and limited risk
  • Standards and best practices
  • Capabilities and understanding of both options
  • 16:40 CASE STUDY: OUTSOURCING CALL HANDLING

    Phil Ryan

    Phil Ryan, Business Development Director, Kingston Incontact

  • Project aims

    Choosing a call centre partner

  • Hull City Council’s relationship with Kingston Incontact

    Implementing CRM software

  • Training customer service staff

    Use of web-based A-Z and spatial databases

  • Integrating the front and back office

    Pilot project for the cleansing department

  • Roll out programme incorporating front line services

    Customer feedback

  • Lessons learnt
  • 17:20 Chairman's Closing Remarks and Close of Day One

    8:30 Re-registration and Coffee

    9:00 Chairman's Opening Remarks

    Paul Mountain

    Paul Mountain, Partner, Martineau and Johnson

    9:10 USING OUTSOURCING TO CHANGE THE PARADIGM

    Les Mara

    Les Mara, Executive Director, Outsourcing, Cap Gemini Ernst & Young

  • Drivers and aspirations - the importance of clarity
  • Aligning objectives - how to get the best out of your outsourcer
  • Closing the service, expectation & budget gap
  • Governance - what it takes to be successful
  • Innovation - making it happen
  • Scope - do you outsource end to end processes (BPO) or just IT?
  • 9:40 MAKING OUTSOURCING WORK

    Ismail Amla

    Ismail Amla, Vice President and Head of Business Process Outsourcing, Computer Sciences Corporation (CSC)

  • Critical success factors
  • Understanding strategic intent
  • Governance: who owns the decision?
  • Consistency, competency, continuity and contract
  • 10:20 OUTSOURCING A FLEXIBLE OPTION FOR THE FUTURE?

    Peter Smith

    Peter Smith, Director of Smart Sourcing, Shreeveport and President of CIPS (Chartered Institute of Purchasing and Supply)

  • Key factors in the outsourcing decision
  • What are the benefits and risks?
  • Future development for outsourcing
  • The future - key issues for suppliers and buyers
  • 11:00 Morning Coffee

    11:20 PARTNERSHIP MANAGEMENT

    Kim Newman

    Kim Newman, Director, PML (Programme Management)

  • Successful contract management
  • Professional meditation
  • Social and ethical responsibility
  • Social versus commercial cost benefit analysis
  • Transparent communication
  • Change management
  • 12:00 STRATEGIC SOURCING

    Adrian Quayle

    Adrian Quayle, Vice President Strategic Sourcing EMEA, Gartner

  • Re-shaping the internal team will become a priority in 2002-2003
  • 2002 the record year for signing poor long term deals
  • The IT and Business Process Services transition in the market
  • 12:40 Lunch

    14:00 AFTERNOON SESSION - Interactive Briefing

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    Workshops

    Business Outsource Management
    Workshop

    Business Outsource Management

    The Hatton, at etc. venues
    14th November 2002
    London, United Kingdom

    The Hatton, at etc. venues

    51/53 Hatton Garden
    London EC1N 8HN
    United Kingdom

    The Hatton, at etc. venues

    HOTEL BOOKING FORM

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    WHAT IS CPD?

    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.

    CPD AND PROFESSIONAL INSTITUTES

    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.

    TYPICAL CPD SCHEMES AND RECORDING OF CPD (CPD points and hours)

    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SMI Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.

    GLOBAL CPD

    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

    CPD Certificates

    We can provide a certificate for all our accredited events. To request a CPD certificate for a conference , workshop, master classes you have attended please email events@smi-online.co.uk

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