South East and South West Regions

Public Finance in Wessex 2018

Hosted by Hampshire County Council

Ashburton Hall
The Castle
Winchester, Hampshire
8 March 2018
Hampshire Shared Services
Building the Partnership
March 2018

Gary Westbrook
Head of Shared Services
Hampshire County Council
Why Shared Services
Why shared services?

Cost efficiencies and Protecting frontline

savings £
services
The ability to
share with
multiple
public sector
organisations

Resilience and capacity

for the future
The decision to share with the public sector
• Hampshire didn’t want to be locked into
long term contracts with the private
sector
• Desire to have control and influence over
its services
• Hampshire knows its operations and the
needs of our customers better than the
private sector
• Desire to work with partners who share
the same values
• Meeting the needs of citizens requires us
work more closely with other
organisations
• There is a market for public-public shared
services
The Original Vision

Cost Reduction Capacity for the future Quality and Sharing

• Improving and transforming
• Knowledge sharing and skills • Delivering quality customer
• Sharing costs, risks and
transfer services
benefits
• Build professional excellence • Reflect best practice
• Use leading practice, making
• Integration to remove barriers • What is best for the public
best use of technology
• Ability to grow and expand sector
• Maximising buying power
The partnership
Diverse and Complex Partners

Oxfordshire Fire
and Rescue

Academies,
district
750 schools in councils and
Oxfordshire and the voluntary
Hampshire sector
On-Boarding timescales post design

2013 2014 2015 2016 2017 2018

Hampshire
County
HCC
Council HCC Schools

Hampshire Fire &

Rescue Service HFRS

Hampshire HC
Constabulary

OCC
Oxfordshire
County
Council OFRS

OCC Schools

Developments CCI
and
SF Recruitment
Enhancements

London
LBHF
Boroughs
WCC

WCC
Governance
Scope of Services
The Integrated Business Centre

Services Partners Operating Model

• Finance • A public partnership
‒ Record to Report agreement.

‒ Transactional • Leading practice end-

Finance (OTC) to-end processes.

• Hire to Retire (H2R) • SAP technology.

‒ Transactional HR
administration
‒ Recruitment services
• Purchase to Pay (P2P)
‒ Purchasing
‒ Invoice processing
• Single service centre
location.
• Single employer of
350 staff.
• Supported by in-house
SAP team of c75 staff.

• Payroll
Scale of operations

c70,000 per month / c72,000 per month /

840,000 per annum 864,000 per annum
Payslips payments Invoices processed

Over £3bn in 8,500 per month /

BACS payments 102,000 per annum
Expense claims

17,000 per month / 920,000

204,000 per annum
P-card payments
7,000
People recruited
HR related actions per annum

per annum
Design Principles
Design Principles

Design Principles

Paperless wherever feasible

Maximise self-service

Improve consistency and standardisation

Process design must exploit SAP standard

where possible

Seize opportunities to simplify policies

Maximise co-location

Facilitate scalability

Reflect best practice

Transformation Programme

An organisational
transformation programme,
not just corporate functions:
• A rebalance of risk, accountability
and control
• Empowering managers and
employees
• Enabling through self service
• Accountable Budget and People
Managers
Mobile Solutions
(link to SAP Youtube overview)

Approximately

85,000 employees

Only

25% desk based

A
Only X%

diverse
(XXX)
desk based workforce
Enabling managers

• Managers portal provides a

single point of access to all
HR, finance Driving
and self-
purchasing
service
functions andadoption
a consolidated
worklist for tasks that need
action

• Access and security settings

Easy to use
and intuitive
Simplicity
ensure that users only see tools
only the folders they need to
have access to depending on
their role
Intuitive Reports, Dashboards and Analytics
Business
change

Ease of use and

accessibility
Customer Support and Insight
• Multi-channel customer contact through e-forms,
telephone and intuitive web guidance
• Principle of supporting user self service – “Show not
do”
• Capturing user feedback to drive continuous
improvements:
– Engaged with the Institute of Customer Services
(ICS)
– User Groups
– Customer contact insight
Support Channel Redesign

Previous contact channels New contact channels

No visibility of
email queries
outside of teams Lagan
accessing
inboxes

Call directed
Call directed via via IVR
IVR

Customer
Specialist support
IBC Teams welcome
(case management)
Tier 1 functional specialists or Tier and support
CIC call
2 functional experts depending on
handling
enquiry option chosen (or email
account sent to).
Expert support (within teams)
Reflections
Reflections

• It’s not easy

• Pace of change

• Strong Governance

• Role of the partner

• People, Process,
Technology
What Next

• Insight into action

• Robotics and further

Process Automation

• Value Chain