Managed Services aims to radically reduce existing systems and costs by enabling boroughs to share back office functions.

Transcription

1 Managed Services Briefing Overview and Scrutiny Committee 24 September 2013 London Borough of Hammersmith and Fulham The Royal Borough of Kensington and Chelsea Westminster City Council

2 Managed Services a quick reminder Managed Services aims to radically reduce existing systems and costs by enabling boroughs to share back office functions. All of the other streams are product specific. Managed All of the other streams are product specific. Managed Services is product agnostic. It is up to the service provider to provide their best practice processes with their preferred system.

3 Consisting of four areas or lots London Borough of Hammersmith and Fulham The Royal Borough of Kensington and Chelsea Westminster City Council

4 Why are we moving to managed services? To save money by 2015/16 we will save more than 6 million per year across Tri-borough on back office services, without affecting residents and service users. The savings for H&F is 1.2m per annum To focus on what local authorities were fundamentally set up to do provide services To align back-office services to support Tri and Bi-borough working To focus resources where they need to be focused

5 HR what are we buying? London Borough of Hammersmith and Fulham The Royal Borough of Kensington and Chelsea Westminster City Council Full HR and Managed Service Payroll, Self Serve, Exit Interviews Case Management Recording Service Occupational Health Service Performance Management System Document Store HR Contact Centre Interface Service Management of third party suppliers Not Buying (add no's) Learning and Development System, CRB, job evaluation, psychometric testing

6 Finance what are we buying? Record to Report Chart of Accounts, General Ledger, Taxation, Support Service Allocations, VAT Returns Budgeting and Forecasting Online estimates and forecasting functionality. Formula-driven forecasts where required e.g. inflation Purchase to Pay Invoice Payments, E-Purchasing Order to Cash Raising Invoices Cash & Bank Cash distribution, Bank Recs, Imprest Accounting Services Support System Admin, Helpdesk, Supplier Performance Not buying Debt collection

7 The journey so far - highlights Standard build requirements captured now working with BT to build the new system Working on a Tri-borough basis to redesign end-to-end processes - standardisation for the system and for customers Now all processes will be simplified with one form for three boroughs i.e. application form/sickness form Standard build witness testing successfully completed Commenced work on data cleanse Commenced working with departments (through Business Ambassadors/Subject Matter Experts/Workforce Stakeholder Group and Corporate Workforce Group) We are on track for Go Live April

8 Next steps Complete systems testing Completion of all of the end to end processes and standardisation Commence working with the business and departments on the training of the new processes and systems Model office supported by BT to cross skill staff Data migration to be undertaken - resulting in one set of authorisation levels

9 Preparing for organisational readiness - our approach The creation of a supported change network consisting of Business Ambassadors, SMEs and model managers HR and Finance Ambassadors, supported by SMEs, work together acting as the primary interface with their service areas to inform and engage staff in the programme and how it will affect them Change team will work closely with BT to determine systems training requirements and ensure training meets service needs The change team will support the Ambassadors by: Initial induction to ensure clarity of roles and familiarity with change management principles and theories Bite size training re change management, working with stakeholders etc Regular meetings and coaching opportunities Regularly updated communication materials

10 Benefits realisation All financial benefits will be captured and tracked in line with existing Tri-borough and sovereign MTFS processes Managed Services will also result in many non financial benefits. For example, Improving provision by decreasing the need for multiple support systems Increasing effectiveness and reducing repetition by aligning standard processes and systems Improving decision making by integrating data more effectively, and Enhancing our skills base through joint working with suppliers These will be tracked as the new ways of working are adopted.

11 Managed Services other developments In addition to BT, we have signed two other frameworks: BravoSolution (esourcing) The Technology Forge (Property and Asset Management) Business Intelligence framework discussions are ongoing with the preferred supplier E-sourcing Call off complete by all three councils Tri-borough project team mobilised and governance structure established Consultation and design workshops well underway with supplier Property and Asset Management Call off by the three councils planned for later on this year Data standards agreed Collaboration with Total Facilities Management programme ongoing

12 Key dates (HR and Finance) London Borough of Hammersmith and Fulham The Royal Borough of Kensington and Chelsea Westminster City Council Sept/Oct Business ambassadors induction/ training October 2013 onwards Staff drop ins November 2013 System build complete November 2013 Training guide developed January 2014 Training starts March 2014 Training Complete March 2014 Data cleansing complete April Finance and HR Go Live

13