Post on 06-Apr-2018
8/2/2019 NSCSO Staff Business Case Briefings Feb 2012 - Barnet Council
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For internal staff use only
New Support and Customer ServiceOrganisation (NSCSO)
Business Case Briefing
February 2012
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NSCSO why are we procuring theseservices?
A new relationship with citizens: servicesdesigned anddelivered around customers needs, provide the bestpossible customer experience, and enable customers tohelp themselves and each other including enabling self-service wherever possible.
A one public sector approach: support the requirementsof all public sector partners and drive better multi-agencyworking
A relentless drive for efficiency: minimise the cost of theservice and maximise the accessibility of the service tocustomers; be innovative and take advantage of evolvingtechnology, thinking and practice; maximise the value thecouncil achieves from all its assets (capital and revenue).
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Competitive Dialogue Overview Plan
Pre-
d
ialogue
Generalprep
Dialogue1
Dialogue 2 Phase 1
Evaluate
Dialogue 1
Evaluate anddownselect
Transition &
mobilisation
Dialogue2
Post-dialogue
PQQ issueand eval
Pref
erred bidder& contract award
Jan 2013
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The story so far
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Your Service Leads involvement in the project
service lead meetings
link between project and staff
output specifications and KPIs
current performance measurement
data room and clarification questions
due diligence meetings
dialogue
evaluation and scoring.
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Shortlist for Competitive Dialogue 2
The two bidders that achieved the highestscores in the evaluation:
BT
Capita
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Projected total financial benefits over ten years
prudent: 39m (revised baseline)
optimistic: 63m
each of the outline solutions contained financial benefits that exceed the prudentsavings forecast which has been used to develop the MTFS.
Prudent savings forecast
30,000
32,000
34,000
36,000
38,000
40,000
42,000
44,000
Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Thousands
Current
baseline
Provider
baseline
Revised
baseline
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expenditure baseline of38,099k and income
baseline of 13,551k since the June 2011
business case,expenditure hasincreased by 176k andincome has decreased
by 95k
this baseline will befurther amended fordialogue 2 in March2012 including budgetsavings for 2012/13
figures for procurement,customer services andIS are subject to changefollowing currentconsolidation work.
The financial baseline given to bidders
Baseline as at November 2011 - 000s
Service FTEGross 11/12
Expenditure
One*Barnet
2011/12
One*Barnet
2012/13
Retained
Client
RevisedExpenditu
re
Total11/12
Income
Procurement 29 1,949 (2) (8) (75) 1,864 32
Customer
Services 46 2,246 - - (113) 2,133 115
Estates 79 13,506 - (1,204) (215) 12,087 5,523
Finance 111 5,033 (38) (112) (857) 4,026 1,243
Human
Resources 81 4,121 (69) (155) (1,087) 2,810 2,371
Information
Systems 75 9,847 (421) (772) (442) 8,212 2,314
Revenues and
Benefits 156 6,882 - - (571) 6,311 1,297
CorporateProgrammes 13 656 - - - 656 656
Total 590 44,240 (530) (2,251) (3,360) 38,099 13,551
* Support costs in respect of other projects (e.g. DRS, LATC) that are not partof the scope of NSCSO
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How a partner will deliver the benefits
economies of scale
ability to invest in people, process and technology (e.g.automation and self-service)
focus on performance management
commercial expertise
bring innovation from their existing contracts, investmentin research and links to central government.
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Investment in services
substantial m investment in new and replacementsystems
investment geared to enabling staff and customers toaccess service information, communicate and transactmore efficiently
IT platforms that will allow other public sectororganisations to use the CSO
bidders keen to invest in continuing traded services to
schools and extending to others.
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Potential benefits for staff expertise and insight from new colleagues and best
practice methodologies from a wider pool of peers
greater experience of industry standards and how theyinform business practice across organisations
wider opportunities for personal development that could
lead to promotion
training courses
opportunity to work on varied contracts
new commercial skills
more developed talent management and successionplanning programmes.
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Making sure the partner delivers the benefits
Price PerformanceMechanism/ KPIs
Gain Share ClauseIndemnities
ClauseSuper KPIs
Service SpecificOutputs
Open Ended Benefitsfor Council
Protecting Council fromloss from Partner failure
Cross-cuttingoutcomes
e.g.
Close accounts bydue date;
% availability of ITnetwork;
% of customerqueries resolved atfirst point of contact;
% cost overrun on
capital projects;% accuracy ofbenefitsassessments
e.g.
Procurementsavings;
Increase in in-yearC tax collection
Decrease in write-offs
Increased 3rd party /trading income
Development profit
All of these may
include guaranteed
and risk/reward
elements.
e.g.
Loss of grant incomethrough incorrect/late
filing of claim;
Fine payable byCouncil for non-compliance withregulation orlegislation;
Death / personal
injury claim againstCouncil caused byHealth and Safetybreach by partner.
e.g.
Improved customersatisfaction
Reduction incustomer journeytimes
Improved publichealth
Increased local
economic activity
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TUPE transfer commitments
September 2011 Open Letters to Staff
full and final proposal to be implemented affects major contracts for outsourced services
including the NSCSO transfer.
For transferring staff: continued LGPS membership uninterrupted and
unchanged
local TU recognition will be protected
terms and conditions protected for at least one year.
Any subsequent changes to terms and conditionswill be negotiated with the appropriate TU.
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Meet the Bidders Days
your chance to meet the bidders entering into CD2
bidders will offer an insight into working for theirbusiness
give you a chance to ask questions
to be held last week in March 2012
bidders to send invitations to staff via the project team(staff names would not be released to bidders until aftercontract award).
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When will we be talking to you?
Summer Autumn Winter Spring Summer Autumn Winter
2011 2012
StaffBriefings
StaffBriefings
StaffBriefings Mobilisation
Inform & Consult
on Measures
Management updates through Team Meetings
Staff Group
TUPE Workshops Changeand Me
Trade Union Inform and Consult
TUPE Workshops
Change and Me
Meet the Bidders
Weekly update from the NSCSO project team and Intranet site
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Additional support for you through the process
Staff Group feedback to colleagues
ensure you know the staff representative in yourservice.
Change and Me Workshops
further details in the weekly message and intranet.
Employee Assistance Programme
staff on the helpline are specially trained to giveassistance to staff on a wide range of issues
the helpline can be reached by calling 0800 243458.Or by emailing assistance@workplaceoptions.com.
mailto:assistance@workplaceoptions.commailto:assistance@workplaceoptions.com8/2/2019 NSCSO Staff Business Case Briefings Feb 2012 - Barnet Council
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Questions?
onebarnet@barnet.gov.uk
mailto:onebarnet@barnet.gov.ukmailto:onebarnet@barnet.gov.uk