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Service design and innovationJohn BeckerlegDirector of Supporting ServicesChief Fire Officers Association27 June 2014

Intro about me and CFOAWorked in public sector all my life, most recently as an interim manager.Have seen many collaborationsWant to focus on my work with HFRS Has a number of collaborations with different organisationsWhat to concentrate on sharing support servicesService design and innovation..look at the way this came together..some of the strong points..some of the learning points

1Start of the journey............I wouldnt start from here!

Three different authorities......different boundariesdifferent servicesdifferent sizesdifferent budgetsdifferent cultures.. butsimilar valueswell performingsimilar pressurespublic service orientatedwilling to partnerIntro about me and CFOAWorked in public sector all my life, most recently as an interim manager.Have seen many collaborationsWant to focus on my work with HFRS Has a number of collaborations with different organisationsWhat to concentrate on sharing support servicesService design and innovation..look at the way this came together..some of the strong points..some of the learning points

2The ultimate destination?3 design criteria:Best of the private sector : use of a private consultancyPublic - public partnership : sharing servicesPotential to sell services to othersBuilt on trustInnovationImproved qualityAdditional resilienceReduced costsAgreed at outsetUsed in the designDifferent weighting for each partner

Steps along the route...20112012201520132014Initial managers meetingStrategic business caseInitial business caseDetailed business caseGO LIVENew partners?Steps along the route...20112012201520132014Initial managers meetingStrategic business caseInitial business caseStrategic business caseGO LIVEProgramme management project team, change teamsPilot shared functionsCommunications....Communications.... Communications..........!Standard process designsNew partners?Staff relocation and transfer (TUPE)Service availableImplementationCulture workshops, branding,.. Business readinessWhat does it look like?

Single shared services organisation Central customer contact centre Integrated business centre Other professional teams

Strong theme of self service web interface

4m financial savings (apportioned)All teams under one employer 400+ staff

Simple governance (legal agreement) (inc. performance and finance)

Beginning to attract other customersOther future services to shareWhat went well?We had strong, determined governance by the leaders of the organisationsDetailed specification of each process and cross partner agreementStrong programme management and project teamClear milestonesSavings - on course to achieve

We worked through problemsWhat would I do differently?Spend more time on designing the culture and earlierDo more to prepare the organisations for the changeInvolve staff more in designing the shared service unit it should be a change for allEven more communications!Explore different views more openly recognise differencesAdequately resource the change

Questions?

Success Criteria & Design PrinciplesImproved Service Performance and Quality Organisational Resilience and Future CapacityEfficiencies and Cost Reduction The future model will:Modernise and improve the quality of support services;Improve the customer journey/ experience;Make best use of technology and deliver process improvement;Remain committed to innovation and continuous improvement Enable each organisation to focus on front line operational service delivery and meet organisational visions and objectives;Improve outcomes for communities across Hampshire.The future model will:Attract the best people and retain core capacity of skills, quality and expertise;Demonstrate the resilience, flexibility and agility to respond to changing organisational requirements and priorities over time;Position services for expansion with other organisations.The future model will:Reduce the cost of support function operation whilst retaining appropriate levels of performance, risk management and control;Realise cross organisational savings through sharing of best practice;Deliver procurement savings through influencing the supply chain, maximising links with current procurement frameworks and generating greater buying power with shared suppliers.Generate additional income streams through business development and expansion. Delivery Model:Creation of a single entity to provide integrated corporate services across the three organisations.Retain organisational identity.Simplicity of design and implementation.Joint direction, governance, control, senior management and co-ownership.Scalability and the opportunity to attract additional core partners or deliver services for other organisations.