redesigning transactional service delivery method statement

ISiS Partnership Redesigning Transactional Service Delivery Method Statement

Variant Bid Volume 2

Section C5.6

28th November 2006


Table of Contents

1.1 ...................................... 1 Redesigning Transactional Service Delivery1.1.1 .................................................... 1 Summary of overall context1.1.2 ...................... 1 The main components of IBM’s overall answer1.1.3

................................................. 3 Addressing your specific requirements for redesigning transactional service delivery

1.2 ......................................................................... 9

Recent experience of managing and delivering redesigned transactional services1.2.1 ............................................................... 9 Capability Overview1.2.2 .............. 10 Other requirements listed within ITN Section 5.3.2

A ..................................................................................................... 12 Appendix

A.1 ........................................................................................ 12 AscendantA.2 .......................................................... 15 Shared Services MethodologyA.3 .............................. 17 Relationship between Standard and Variant Bid

A.3.1 ........... 17 Consolidation – organisations, process and systemsA.3.2 ........................... 18 Integration – projects enabling integration

IBM Response to ISiS ITN Volume 2 – Section C5.6

IBM Confidential


1.1 Redesigning Transactional Service Delivery

1.1.1 Summary of overall context

Within section 5.3.1 of the ITN the shared objectives and partnership expectations are listed as being:

“To modernise, reduce the costs of and improve corporate, transactional and support services” and “to help modernise and transform the overall workings of the County Council and Taunton Deane Borough Council”

In this context we are using the definition of “Transactional Services” defined in the glossary to the ITN:

Transactional services are “Services currently delivered by the authorities that are principally concerned with the processing of large volumes of data/transactions”

1.1.2 The main components of IBM’s overall answer

The main component of IBM’s answer to the challenge of redesigning transactional service delivery is to use shared services as the enabler of change. Shared services offer the opportunity to make major savings on support services and redeploy those financial and human resources to other front line, citizen facing initiatives. In this way cost reduction is linked to transformation and modernisation.

However, “shared services” has many meanings in the public sector. Within the context of our variant bid “shared services” means:

Adopting best practice processes for transactional services;

Using world class technologies to support these processes;

Embedding the concepts of Service Relationship Management (SRM), customer focus and continuous improvement;

Adopting a single management structure to ensure that that efficiencies are delivered; and

Providing the staff responsible for delivering these services with a workplace environment that both facilitates efficient working and improves the working environment for ISiS staff.

We are also keenly aware that, within the approach to “shared services”, the Variant Bid needs to link to the delivery of in-scope services. We have therefore developed a transformational proposal for transactional services which builds upon the transition and service improvement work set out in the standard bid. Appendix A (below) describes in more detail how we propose to transition from the standard bid to the variant bid transformational proposal.

Another important link to make is to the “front office”, as re-designing transactional services is one part in the supply chain of service delivery. The diagram below broadly shows some of the key elements of this relationship:


IBM Confidential Page 1


Figure 1: Linking the “front” and “back” office

Our proposal is focused on developing a shared services capability and organisation structure that can deliver information provision and transactional services in a quick and effective manner across both front line and corporate services. The building blocks for this are a combined organisation structure and common technology platform.

Over time, using business process analysis and enabling technologies, we envisage the role and responsibilities of the shared service centre being broadened and deepened across information provision and transactional services, taking on tasks currently undertaken within Directorates and Service Departments that are “out of scope”. The shared service centre becomes a hub for information requests and transaction processes for customers and employees.

The obvious benefits are to reduce the cost of transaction processing. However, this has wider implications in that:

Those services which are currently out of scope will be challenged in those circumstances where we believe that services could be provided more efficiently having undertaken an “end to end” process review; and

Those staff not currently engaged in transaction processing will find that their roles change as the new ways of working free up capacity and allow them to focus on other activities, e.g. more face to face advisory work.

Underpinning each of the above points is a more detailed section within our Variant bid. These references are detailed below as we respond to each of the method statement requirements outlined in section 5.3 of the ITN.




1.1.3 Addressing your specific requirements for redesigning transactional service delivery

Within this section, we provide a summary of how IBM’s Variant bid will help meet the challenges highlighted in section 5.3.1.

IBM’s response

World Class Technologies

(a) Investing in (and securing capital investment) in leading world class technologies to maximise efficiency and improve productivity.

IBM intends to invest in implementing SAP to meet the “back office” and “front office” system requirements of SCC, TDBC and any future partners of ISiS. SAP is a system that is rich in functionality covering many of the ISiS partnership’s system requirements.

The diagram below shows the breadth of SAP functionality:

Figure 2: SAP Solution Map

The benefit of having such an integrated suite of functionality is that data and processes are managed consistently and costly interfaces are avoided. SAP is a truly “joined up” system designed to support “joined up” service delivery.

The above represents a far wider integrated suite of functionality than is available from systems currently available to the Councils, and therefore the scope for efficient “end to end” transaction processing is much more closely aligned to the aspirations of ISiS. For example:

The procurement functionality identified above will support the type of transformation required for us to assure benefits of £75m; and




The Managers Self Service functionality supports the approach to decentralised budgets.

These benefits are recognised and enjoyed widely with within the UK by a number of Local Authorities. The illustration below shows the Local Authorities currently using SAP:

Figure 3: SAP Local Government clients

Capital Investment

We recognise that the SCC/TDBC “affordability envelope” has little scope for the sort of capital investment required to meet the long term objectives of ISiS. Our variant bid therefore has an innovative approach to delivering and assuring the benefits that can be gained from adopting our approach to procurement. We estimate that £175m of procurement benefits will be delivered over the ten years of the contract given the types of system, process, governance and capability changes we are proposing. Of this IBM is willing to assure £75m over ten years for reinvestment back into the ISiS transformation programme. This investment will allow us to deliver a world class system like SAP that supports productivity improvements.

Further information

The SAP Proposal in the Variant Bid (Volume 2 Section C 3)

The Shared Services Proposal in the Variant Bid (Volume 2 Section C 2)

The Procurement Proposal in the Variant Bid (Volume 2 Section C 4)




IBM’s response

(b) Delivering cost effective customer-focused corporate services

Our overall approach, as discussed above, to redesigning transactional services is that it forms a part of the supply chain in service delivery. For this reason within our shared services proposal we specifically deal with our approach to delivering cost effective transactional services by:

Developing a service management framework involving a review of service level agreements and the use of the IBM Global Benchmarking Programme to provide appropriate targets against which to measure performance;

Developing an organisation structure for the shared service operation that accommodates service relationship management;

Developing an organisation structure that includes advisory staff providing decentralised support throughout the wider ISiS organisation.

Our Customer Access proposal focuses on how the “front office” engages with the citizens of the Councils. The application underpinning this proposal is SAP. In adopting this approach we have selected a system that has both “front office” and “back office” capability. This means that our Variant bid is set up to deliver cost effective “front office” services by taking advantage of the system integration that comes as standard for SAP, and avoids the cost of interfaces.

Within our overall approach to learning and development we will train and support staff in developing a customer centric culture within shared services.

Our Portal proposal responds to the need to develop tailored views when engaging with key stakeholders of the Councils. In doing so corporate services focus on the types of transaction and information required by the customer. This improves the interaction and reduces the amount of time taken to complete the transaction. Self service transactions will be designed to avoid paper transactions and the re-keying of data.

Further information

The Customer Access proposal in the Variant Bid (Volume 2 Section B 1)

The Shared Services proposal in the Variant Bid (Volume 2 Section C 2)

The Portal proposal in the Variant Bid (Volume 2 Section A 4.2)

The People Excellence Model Programme (and approach to customer centric culture) (Volume 2 Section A 3.1 and 3.2)






IBM’s response

Reduce Costs

Our commitment to achieving the 2.5% reduction in net costs is a given within the standard bid. We anticipate that our approach to redesigning transactional service delivery will make a major contribution to this. This will be delivered in a number of ways – redesigned processes, restructured delivery teams, using automation, introducing self service etc.

Better Value for money

Although we estimate that £175m of procurement benefits will be delivered over the ten years of the contract and we are willing to assure £75m of these benefits, this is not about cost cutting. The emphasis here is not on cutting the cost of delivering the procurement function. The emphasis is on changing the way that the procurement function works to increase the amount of value gained. The diagram below shows the types of changes that we are proposing and the estimated improvement in value created:

Leaders and laggards … the performance gap is significant in terms of value creation

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“We estimate a 6 to 9% advantage against the market and the performance gap between leaders and laggards could be 15% or more”, Industrial Products, IBM 2005 CPO Survey“We estimate a 6 to 9% advantage against the market and the performance gap between leaders and laggards could be 15% or more”, Industrial Products, IBM 2005 CPO Survey

Figure 4: Types of Procurement Changes

Our proposals to, for example, introduce “category management” are designed to improve the value for money delivered by the procurement function. These proposals involve incurring the costs of training current staff, incurring the cost of recruiting specialists, but also improving the value for money delivered by the procurement function.

Further information

In Scope Service delivery proposal (Standard Bid)

The Procurement Transformation in the Variant Bid (Volume 2 Section C 4)

(c) Reduce cost of delivery and better value for money


IBM’s response

(d) Seeking more efficient ways of supporting and providing high quality front line public services

As outlined above our overall approach is premised on the shared service centre being broadened, taking on tasks currently undertaken within Directorates and Service Departments that are out of scope. This is a product of our approach to “end to end“ process reviews. Where we believe that activities that are currently “out of scope” could be better configured and processed through the shared service model we will be making proposals accordingly.

Our shared services proposal commits resources to develop business cases to review enabling technologies which will deliver more efficient ways of supporting front line public services. Examples of enabling technologies which may be considered include scanning and electronic data capture (ICR/OCR), electronic forms, process performance management software, and electronic records management. Our variant bid also includes our proposals for Enterprise Content Management (ECM) which will provide a consistent mechanism for publishing content across all channels and a consistent way of locating content. This will improve user productivity and satisfaction with ICT systems.

Our plans to extend shared services more widely within the region and across the public sector will have two consequences. Firstly it will allow public services organisations in the region access to shared services and SAP. These organisations would not normally have the resources to implement this approach themselves. Secondly, as other parties join the partnership there are potential shared service efficiency gains that could be invested in supporting or providing high quality front line public services.

The Managing and Delivering Change Method Statement indicates how we intend to bring IBM’s experience of transforming and adopting continuous improvement to the ISiS partnership.

It is also important to note that the organisations in our partnership continue to develop new solutions for the public sector. For example, SAP is also an organisation with a track record in innovation that has the capability to bring to bear its experience of working with government across the globe. An example of SAP’s innovative approach to Local Government is that they have begun to develop solutions which replace “Directorate Systems” like SWIFT.

Our proposition for the development of an Innovation Services capability has a key role to play in re-design and re-development of services. One of the objectives here would be to seek more efficient ways of supporting and providing high quality front line public services. This is especially important as SCC and TDBC respond to the changes and initiatives within the Local Government environment that will involve complex operational challenges.

Further information

The Shared services proposal in the Variant Bid (Volume 2 Section C 2)

The Managing and Delivering Change Method Statement (Volume 2 Section A)

The Innovations Services proposal in the Variant Bid (Volume 2 Section A)




The Enterprise Content Management Solution proposal in the Variant Bid (Volume 2 Section A 4.3)

IBM’s response

Customer focused

(e) By creating an excellent working environment for partnership staff which is:

Customer focused

Promotes sustainable future employment; and

Develops and retains skills and opens up opportunity to realise their potential

Our proposal for Transforming the Work Environment details specific options for creating an accommodation solution for customer facing staff. Although we have presented options for customer focused staff accommodation all of the options involve:

Providing improved customer-facing facilities in Taunton and around Somerset, including access to multiple services offered by both Authorities and other agencies in a single building;

Accommodation for improved, joined-up contact centre operations in Taunton; and

Providing mobile working solutions and touchdown facilities to allow customer-facing staff to spend less time in the office or on the road, and more time in front of customers.

Our options include a:

One Stop Shop that will have a bright, open, colourful, welcoming appearance, making it a place that people are happy to visit, which is child and parent friendly with soft furnishings;

Contact Centre visible to visitors, so that they can see their ‘Council’ working for them with operators seen through a glazed screen similar to the ‘News at Ten’ newsdesk;

Library designed to meet all the ‘Information Store’ aspects of modern libraries, and would strongly support the effectiveness of the new building in providing an aspirational, learning place which people want to visit.

Promoting sustainable future employment, developing skills, retaining skills and opening up an opportunity for staff to realise their potential

Our flexible office proposal involves transforming the office environment to enable new ways of working. This transformation of office accommodation, either through refurbishment or new build or a combination of the two will improve the physical environment for partnership staff. Improving the physical environment for partnership staff will contribute to retaining them.




The improvements to the physical environment are complemented by :

A Mobile working a pilot project to enable the new area-based teams within the Children and Young People’s Directorate to spend more time with customers and less time in the office. Initially focusing on 260 field staff in C&YP Directorate, allowing them to work at remote locations such as customers’ homes or schools for much of the time, supported by touchdown facilities in area offices. The concept can extend to a much wider population of staff fitting the profile for mobile working. Improving the way staff work may help to support the objective of retaining staff.

A Home working pilot project to enable administrative staff to work effectively from home some of the time for around 25 administrative staff working in the ISiS shared service centre to allow partial home working. This pilot can be extended across many more administrative staff if there is a business case justification. Extending the concept of mobile working may help to support the objective of retaining staff.

Our approach to shared services will create opportunities for staff to train and develop new skills. As the shared services are extended to other organisations in the region this will create a vibrant employer capable of developing the careers of partnership staff over the long term. In developing our Somerset on the World Stage proposal we have already begun to engage with organisations in the region and discussed the possibility to extending shared services. Our Professional Excellence model within the people programme is designed to support people in their career development over the life of the partnership.

Our approach to portal is a further enhancement of the “working environment” for partnership staff. This will provide intelligent, personalised employee content and services relevant to the needs of staff regardless of their location. This is therefore enhancing and extending the “working environment”.

Further information

The Transforming the Work Environment proposal in the Variant Bid (Volume 2 Section C 5)

The Shared Services proposal in the Variant Bid (Volume 2 Section C 2)

The People Excellence Model (Volume 2 Section A 3.1)

The Portal proposal in the Variant Bid (Volume 2 Section A 4.2)

The Somerset on the World Stage proposal in the Variant Bid (Volume 2 Section A 2.1)

1.2 Recent experience of managing and delivering redesigned transactional services

1.2.1 Capability Overview

IBM’s capabilities are outlined in the Managing and Delivering Change Method Statement. However, IBM has a long history of working in partnership to provide services. In responding to the challenges of ISiS our capability will be enhanced by the organisations we will work with in delivering these services, namely HBS, Mouchel Parkman and SAP.

HBS’s capability is described in “Redesigning Transactional Service Delivery” method statement for the standard bid (See Volume 5 of the Standard Bid).




Mouchel Parkman’s capability is described in “Redesigning Transactional Service Delivery” method statement for the standard bid (See Volume 5 of the Standard Bid)

SAP is the third largest software company in the world and the market leader in supplying Enterprise Applications Software. SAP employs over 33,000 people in over 90 country specific subsidiaries and its revenues for 2004 exceeded Approx £4.6 billion. SAP operates on a global scale with its solutions currently deployed in more than 27,000 organisations throughout 120 countries. The UK Public Sector team has invested considerable resources in developing a legislatively and functionally compliant solution for local government customers. This includes a fully integrated e-Government system which takes front and back office applications and turns them into a “one office” solution. This solution includes not only the core components such as Financials, Human Resources and Payroll but also more specialist solutions such as Works Management, Job Costing, Property Management, Vehicle Fleet Management, Asset & Plant Maintenance (i.e. street furniture & lighting) and more recently Social Care.

Our recent experience of managing and delivering redesigned transactional services is covered in the following proposals:

The Redesigning Transactional Service Delivery method statement for the standard bid (See Volume 5 of the Standard Bid)

The Customer Access proposal (Volume 2 Section B 1)

The SAP proposal (Volume 2 Section C 3)

The Shared Services proposal (Volume 2 Section C 2) and

The Transforming the Work Environment proposal (Volume 2 Section C 5)

1.2.2 Other requirements listed within ITN Section 5.3.2

As was said in the introduction to this method statement above there are some miscellaneous requirements in Section 5.3.2 that have not been specifically covered here. What follows is a quick reference to those requirements not covered above.

1.2.2.1 Redesign tools and techniques

Business process analysis and re-engineering

Covered in the Redesigning Transactional Service Delivery for the standard bid (see approach to Systems Thinking).

IT Investment

In the “Standard Bid” we would invest in extending the Cedar System to TDBC. In the “Variant Bid” we would replace this investment and approach by investing in an SAP implementation to include Customer Relationship Management, Finance, HR, Payroll and e Procurement.

Programme Management Methodologies

Covered in the Turning Your Vision into Reality document.




1.2.2.2 Additional requirements

Activities that will be undertaken to manage and facilitate the necessary cultural change

Covered extensively within the People Excellence Programme, in particular the explanation of the “Magic Carpet Method” IBM is proposing for the ISiS Transformation Programme.

An appraisal of the key issues and risks associated with your proposals and how these will be managed;

Refer to our consolidated Risk Management Section for our Variant Bid in section (Included in Volume 2 Section A 1)

Relevant illustrations and examples of where you have achieved this previously;

See summary citations at the end of Turning Your Vision into Reality document. Please also note that the specific examples are included in the relevant proposals referred to above.

How does your approach to ‘Redesigning Transactional Service Delivery” position itself in the wider corporate transformational initiative?

Covered in the Redesigning Transactional Service Delivery method statement above by referring to the wider ISiS objectives. This is also covered in our Shared Services proposal.

Specific Investment

Please refer to the separate Price and Affordability section of this bid response. Please also refer to our Transforming the Work Environment proposals which, through managing assets more efficiently, allows re-investment in the property and technology proposals that underpin the transformation of transactional services,

Performance indicators

The Shared Services proposal will draw on the IBM Global Benchmarking Programme to provide appropriate targets against which to measure performance.




A Appendix

A.1 Ascendant

We will use our Ascendant® method and tool set to support the implementation of the system proposed for the ISiS partnership.

Ascendant® is a powerful aid that we have used on similar ERP implementations in Government and private sectors. It is an integrated, end-to-end suite of transformation tools and methods that we use to deliver major strategic change, process improvement, and technology projects. Ascendant® addresses a programme lifecycle composed of phases that focus on specific work packages and deliverables (outputs):

Phase 1 – Evaluation

Phase 2 – Project Preparation

Phase 3 – Business Blueprint

Phase 4 – Realisation

Phase 5 – Final Preparation

Phase 6 – Go Live and Support

Phase 7 – Sustain

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Figure 5: Ascendant SAP Method

However, as the diagram above illustrates, throughout each phase there are cross – cutting themes including people, processes knowledge and technology.

Each phase is described in a little bit more detail below:

Evaluation Phase

During this phase the two key activities are:

To revisit the project business case; and

To agree upon the use of the methodology.

During this phase there is a need to consider the costs and benefits arising from the project and how best the Ascendant® methodology can be used to implement SAP.




Preparation Phase

As already demonstrated in our earlier discussions, the high level plan shows that the preparation phase will last approximately one month and will provide the link between the work carried out to date and the main implementation project.

Included in this will be a Strategy Blueprint which will establish a complete and consistent understanding of the scope and design of the proposed solution, how it will be delivered, and how the business will be engaged throughout. Specific elements include:

Business objectives

Key design principles

High level process vision and design

Establishment of baseline and benefits

Scope clarification and process decomposition

Our aim in this phase is not to try and recreate what has already been achieved. This additional detail is necessary to effectively establish readiness for the next phase and to develop a detailed integrated project plan. In some areas, this level of detail will be available in working documents or through briefings with your staff. In others we expect the team to have to undertake more detailed work.

Other key activities at this stage will involve:

Confirmation of programme governance structures

Establishment of project management principles

Mobilisation and induction of project team resource

Development of the “relationship charter”

Establishment of project office infrastructure

We have assumed there will be a checkpoint milestone at the end of this phase to confirm the proposed scope and the detailed project plan

Business Blueprint Phase

The Business Blueprint phase involves the detailed design of the processes, applications and technical architecture, and will build on the high level design completed in the Strategy Blueprint. This is effectively the specification for the ERP system that will be delivered.

During this phase there will also be extensive HR, Change Management and set up activity including end-to-end cross-functional process design, including proposals for non-ERP enabling technologies.

The Councils, HBS and Mouchel Parkman business users and functional specialists will play an important role during this phase, enabling the business to build trust, confidence and ownership in the proposed SAP solution.

Engagement of stakeholders across the Councils is key to promoting buy into the SAP solution.




Realisation Phase

During this phase there are three main types of activity relating to the SAP implementation:

Build and test of the process, systems and technical solution, including preparation for the testing

Development of user procedures and training materials

Transition activity to plan and prepare for the first implementation of SAP and the first migration

Final Preparation & Go-Live Phase

The aim of this phase is to complete final preparation for cut-over. The main activities include:

Preparation of the production system

Testing and Validation sign-off

End user training

Transition management activities

Cut-over planning

Contingency planning

A key aspect of “Final Preparation” is Data Management, which is a critical dependency for the project. A key part of our approach is to establish clear accountability for data sets and that there is a rigorous Due Diligence processes in place to check the quality of the data transferred.

Sustain Phase

Having completed a “Go-Live” it is intended to provide one month of transition support. This support effectively means using the project team to provide additional help and advice to ensure a smooth handover to the operational support team.




A.2 Shared Services Methodology

Having reengineered the processes and implemented a system to support those processes we essentially have a solution on which to deliver our re-designed transactional services. However, we also intend to use our Shared Services methodology to complement the above and move towards a joint operating model for both Somerset County Council and Taunton Deane Borough Council. This shared service will then provide the facility and opportunity to provide transactional services more widely to other private sector organisations within the region.

We therefore propose to use IBM’s SSC Method. This method is illustrated below:

Assess Define DesignMigrate & Transition

Operate & Optimise

BuildTechnical Solution &Operating Solution

Assess Define DesignMigrate & Transition

Operate & Optimise

BuildTechnical Solution &Operating Solution

Solution Design Solution Delivery

Assess the options for Service Delivery, including Shared Services, recommend the most appropriate Service Delivery Model and quantify the costs and benefits at a high level.

Define the future SSC Operating Model, collect detailed baseline business data and develop a detailed and robust business case for Shared Services

Operate, stabilise change, and implement improvements. Move to Business As Usual/ Long term operation of an established shared service centre. Optimise operations and business benefits.

Plan and implement migration and transition from local businesses to SSC. Successfully Implement and stabilise SSC operations including managing the impact on the retained organisation and user communities

Design all aspects of the Shared Services Solution in detail – culture, people, processes, technology, operations, facilities, service management and performance management -and plan the build, release and delivery

Figure 6: Shared Service Centre Method

The SSC Method is an end-to-end delivery Method for designing and implementing multi-functional shared service solutions. This will be dove tailed with the Ascendant method (described above) for implementing the ERP system, and the specific ISiS requirements. In order to ensure that this method is used correctly, the project would start with a method adoption workshop to tailor it to the ISiS requirements, as was described above. This method has six phases:

Solution Design

Phase 1 – Assess

Phase 2 – Define

Phase 3 – Design

Solution Delivery

Phase 4 – Build Technical and Operating Solution

Phase 5 – Migrate and Transition

Phase 6 – Operate and Optimise




Each phase is described in a little bit more detail below:

Assess

The key outputs from this phase are:

Strategic business case; communications and stakeholder management plans; high level implementation strategy

Service Delivery Model with a vision for the future; rough timescales; high level process, organisation and technology overviews

Organisation change readiness and business impact assessments

Define


Detailed business case; initial deployment plan; transition/migration management strategy and plans

Business process transformation requirements; future business process designs

Future organisation design

Business operating model; high level service management framework (including service level agreements for shared services)

Design


Benefits realisation plan and tracking mechanism design; change leadership, communications and stakeholder plans

Validated target process maps; planned policy changes

SSC culture; detailed SSC organisation design (including high level roles and responsibilities and performance management and rewards); staffing/people migration approach and recruitment strategy; training strategy and plan

Transition management strategy and plan; test strategy and plan

Detailed service management framework; physical premises and facilities (design and plan); SSC operating framework

Build Technical and Operating Solution


Executed benefits realisation and tracking mechanism; SSC cutover plan; updated communications and stakeholder management plans

Procedures validated and documented; user support materials; populated support repositories

Job roles, responsibilities and competencies; organisation transition plan; staffing/people migration approach; recruitment strategy and plan executed for senior core SSC staff; deployment education and training plan; education and training strategy and plan; end user education and training

Systems test report; portal content validated; deployment plan




Working operational infrastructure supporting solution at appropriate sites; SSC operating framework; service management framework including draft SLAs; service readiness assessment

Migrate and Transition


Detailed migration strategy and plan; communications plan; cutover plan customised and implemented; inventory of lessons learned

Agreed localised processes and technology

Retained organisation FTE requirements; organisation transition plan; SSC recruitment plan; executed education, training & knowledge transfer plans; SSC employees trained; end user deployment training materials

Activated security profiles, migrated data and populated target databases

Operational site infrastructure checked; operating framework communicated; implemented service management; completed service readiness checklist

Operate and Optimise


Benefits realisation review; change leadership plan

Human performance improvement strategy; training evaluation report; employee survey; work climate action plan

Problem resolution report; IT service design and management requirements

Performance management systems and rewards; SLA performance reports; continuous improvement framework

This last phase is ongoing and will be built in to the work of the ISiS Operating Team once the Shared Service Centre is operational.

A.3 Relationship between Standard and Variant Bid

These methods will be used throughout the transformational change for transaction service delivery. This journey is considered below from two perspectives:

The way that transaction process delivery would change over time; and

How our standard bid differs from our variant bid.

A.3.1 Consolidation – organisations, process and systems

The journey to transforming transaction service delivery starts once service transition is complete. The schematic below shows the proposed approach in the “Standard Bid”:

Figure 7: Standard Bid progress to shared services




In the standard bid it is our intention to:

Redesign processes using the Systems Thinking method outlined in the Redesigning Transactional Service Delivery method statement included in our “Standard Bid” (See Volume 5 of the Standard Bid).

Adopt the principle that wherever possible the same transactional processes are used by TDBC/SSC;

Have a new consolidated organisation structure that has within it individuals who are focused on providing services to SCC or TDBC;

Adopt the principle that wherever possible a single “back office” system will be used for transaction processing – i.e. migrating TDBC to Cedar as part of the “Standard Bid”.

This will deliver single function shared services in a number of locations based around consolidated (rather than integrated) “back office” systems. This will deliver some efficiencies and solve the short term “back office” problems faced by TDBC. The proposals for our “In scope” services describe what we would do and how we would do this in much more detail (See Volume 3 of the Standard Bid)

This is the start of the process for achieving the efficiency gains sought by ISiS. These efficiency gains will free up capacity to enable other resources to work more effectively – i.e. more “time to think” about service improvements and respond to other initiatives driven by the Councils’ or Central Government.

A.3.2 Integration – projects enabling integration

But it is our ambition within the “Variant Bid” to deliver “world class” back office systems and a new business centre. The schematic below shows the broad timeline for this proposal:

Figure 8: Variant Bid projects supporting the SSC

In doing this we intend to:

Integrate to the Customer Access project that forms our “front office” solution in the “Standard Bid”;

Use the Ascendant methodology outlined above to deliver a “world class” system capable of supporting the re-designed business processes, namely SAP R/3; and

Deliver a new Business Centre to house the staff responsible for transactional service delivery in accommodation that is capable of supporting the new ways of working.




If the “Variant Bid” is preferred then both SCC and TDBC would migrate to SAP at a point which reconciles:

The need to have agreed business benefits;

TDBC’s short term needs for replacement systems (note it would not be our intention to migrate TDBC to Cedar and then to SAP); and

SCC’s current programme of “back office” implementations.

The objective of these projects is to join up service provision and share best practices/”world class” systems across both Councils. The Customer Access, SAP and Transforming the Work Environment proposals describe what we would do and how we would do it in much more details. (See Volume 2 Sections B1, C 3 and C 5).

Transformed transactional service – a new way of working

Having produced an integrated solution based on best practice, world class systems and modern accommodation it will then be possible to migrate to the transformed model for transaction delivery. The schematic below shows the broad timeline for this proposal:

Figure 9: Completing the journey to the SSC

In following this path to its conclusion we will deliver:

An integrated shared service centre (using the Shared Service method outlined in Appendix A) with a supporting Organisational Design and Service Level Agreements;

A roll in of the single function shared services (as delivered in the “standard Bid”) to a multifunctional shared service centre – with supporting training and using a programme that ensures BAU is maintained; and

New ways of working in a shared service centre where continuous improvement is embraced.

At the end of this process the Councils will have a facility that:

Employs “world class” technology;






Integrates with the “front office” to facilitate high quality “front line” service delivery (better information, better call handling, better query management, better reporting);

Has a performance culture that ensures the shared service centre focuses on the customers it serves; and

Has a working environment that all employees will be proud of.

Our Shared Services proposal in the Variant Bid describes what we would do in this final phase in much more detail. (See Volume 2 Section C 2)

redesigning transactional service delivery method statement

Documents

ssc operating

shared service

service level

customer centric

shared services

world stage

customer access

work environment