Overview of the proposed target operating model Sample Clauses

Overview of the proposed target operating model. Currently there are a wide range of bespoke services and solutions provided to departments and user groups within the partner Councils, and there is variation in the degree of complexity of processes. The service interactions tend to be personal and, in many cases, perceptions of service quality and effectiveness depend on users being able to access individuals that they know and trust. Often, for advisory services, the support professionals become closely acquainted with the business of the departments they support and are able to anticipate needs and manage risks, taking responsibility and accountability away from managers. Diagram 7 below illustrates the overarching target operating model for the Shared Service organisation, although it is most relevant to the support functions of HR, Finance and ICT. It presents a fundamentally different approach for the partner Councils to their current operating model: Council A Council C Council D Council E Council G Council A Council Council Council Council Council Council B C D E F G Design Authority Professional Centres of Expertise Helpdesk (resolving queries / transactional problems) Business Partners / Advisors Governance/ Standards Transactional Processing & Operations Self-Service (information, processes & guidance) The principal purpose of a Shared Service model is to provide a consistent range of professional and transactional services to all of the partner organisations. Typically, a Shared Service operates effectively due to five key components shown in Table 26 below, that help to optimise the balance between cost saving and service quality. Component Description Centres of excellence These are the teams of professional experts for each functional area. Typically this would consist of professionally qualified staff (for example, CIPFA, CIMA, ACCA and ICAEW qualified accountants for finance). Transactional service centre This is the hub for the processing of all transactional activity in each functional area (for example, the centre would process invoices for all client organisations). It should deliver economies of scale benefits through consolidating transactional activities and appropriate third party contracts. Helpdesk facility This is the „front-line‟ for all service requests or queries entering the Shared Service by the customer organisations made by Members, managers or staff. This element is key to ensuring effective customer access and responsive customer service. Business partners Business Par...
Sample 1
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Related to Overview of the proposed target operating model

  • Target Population TREATMENT FOR ADULT (TRA) Target Population

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  • Timeline Contractor must perform the Services and deliver the Deliverables according to the following timeline:

  • Project Scope The physical scope of the Project shall be limited to only those capital improvements as described in Appendix A of this Agreement. In the event that circumstances require a change in such physical scope, the change must be approved by the District Committee, recorded in the District Committee's official meeting minutes, and provided to the OPWC Director for the execution of an amendment to this Agreement.

  • Milestone Schedule Please state the status and progress of each Milestone and identify any completed Milestone(s) for the previous calendar quarter.

  • Agreement Exceptions/Deviations Explanation If the proposing Vendor desires to deviate form the Vendor Agreement language, all such deviations must be listed on this attribute, with complete and detailed conditions and information included. TIPS will consider any deviations in its proposal award decisions, and TIPS reserves the right to accept or reject any proposal based upon any deviations indicated below. In the absence of any deviation entry on this attribute, the proposer assures TIPS of their full compliance with the Vendor Agreement.

  • Annual Work Plans and Budgets The Recipient shall furnish to the Association as soon as available, but in any case not later than September 1 of each year, the annual work plan and budget for the Project for each subsequent year of Project implementation, of such scope and detail as the Association shall have reasonably requested, except for the annual work plan and budget for the Project for the first year of Project implementation, which shall be furnished no later than one (1) month after the Effective Date.

  • Business Plan The Lenders shall have received a satisfactory business plan for fiscal years 1999-2006 and a satisfactory written analysis of the business and prospects of the Borrower and its Subsidiaries for the period from the Closing Date through the final maturity of the Term Loans.

  • Budget Consulting Engineer/Architect shall advise City if, in its opinion, the amount budgeted for construction is not sufficient to adequately design and construct the improvement as requested.

  • Alternative Work Schedule An alternate forty (40) hour work schedule (other than five (5) uniform and consecutive eight (8) hour days in a seven (7) day period), or for hospital personnel an eighty (80) hour workweek in a fourteen (14) day period and other mutually agreed upon schedules that comply with applicable federal and state law. Employee work schedules normally include two (2) consecutive days off.

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