London Borough of Hammersmith and Fulham the H

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London Borough of Hammersmith and Fulham - the
HF Bridge Partnership a case study in setting
up a shared service.Jackie Hudson Head of IT
strategy

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What this covers

• Challenges in setting up a shared service
  organisation
• An approach to which services should be joined up

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Drivers

• Transformational Government, Gershon etc.
• Had a strategic partnership in place with
  Agilisys
• HF needed investment in strategic programmes

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How it began

• Started a project to consider options for the
  delivery of the IT service
• 8 options ranging from full outsourcing to
  management buyout

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Options shortlisted

• Public Sector Model (PSM) the in-house bid
• Joint Venture Company (JVC)
• Similar, building on current good services
• Both would have made the savings required to fund
  the strategic programmes

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Option 1 PSM

• High customer satisfaction rating for IT and high
  success rate on projects (SOCITM)
• History of Facilities Management, software
  development and support for other local
  authorities
• E-Pay national project lead, Avalon approved
  contractor list

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Option 2 Joint Venture Company

• Delivers PSM plus
• Agilisys commercial/marketing skills and
  development of LBHF centre for excellence
• Economies of scale through shared services,
  co-location of computer rooms, business
  continuity, extended hours service
• Account management, and support to in-house
  Transformation team

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Option 2 contd.

• Partly devolved to centralised management
• Cashable savings of 27m over 10 years
• Ambition to deliver professional services to the
  public sector in London
• Develop and deliver IT managed services providing
  applications hosting, service desk support to a
  wider client base

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HFBP contract

• Shareholding in HF Bridge Partnership
• 80 Agilisys 20 LBHF
• Profit share on core business generated by HFBP
  and on any new business won by HFBP
• Robust performance management framework including
  validation period of 6 months for only two Key
  Performance Indicators

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What would we do differently?

• In house service to shared service is more
  complex that setting up Consumer Direct or NHS
  Direct
• Centralisation of resources departmental and
  central - conflict management
• Good to great service we didnt want to lose
  any staff
• Staff feelings - Secondment or TUPE? Legal advice
  that TUPE offers better protection to staff

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What would we do differently? (2)

• Followed the DCLG guidelines on procurement, set
  up a PSM (in-house bid) which led to conflict
• Were in the process of centralisation of some
  resources already servicedesk, would speed up a
  slow process
• Complex to set up a new company dont
  underestimate
• Change of political administration May 2006 set
  back schedule and caused uncertainty

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What did we do well?

• Had a great joint project team
• Drew in the right legal and financial expertise
  early on
• Overlap and transition well planned, no
  significant loss of staff
• Staff still go the extra mile
• Service continues to be very good

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Customer access strategy

• To put our customers first, we need to know them
  better
• Established a profile of our customer base that
  has predictive value
• Used the profile to
• Prioritise service transformation programme
• Specify access strategy
• Improve customer communication and engagement
• Improve service specification and delivery

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Customer Profile
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Summary Profile prosperous mobile single young
professionals
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What we found

• The uptake between customer segment and service
  is linked
• Smarter Borough, Council tax, Parking Permits
• Adults, Children, Housing and Benefits case
  files show these services are often consumed in
  the same episode
• Mixed inner city urban consume the widest breadth
  of services
• Housing benefits triggered by either personal
  crisis (connected to social services
  intervention), rent problem or temporary
  financial crisis
• Education services have the highest coherence
  with other services
• It is difficult to configure slow services with
  quick services

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Deprived 33
Average/ Modest Means 16
Well Off 51
Smarter Borough/ SNEN
Residents Direct
Community Support
Fast efficient service. Aimed at dealing with all
environmental Concerns. Single numbers hope to
ensure that residents know what to call to get
their query dealt with. The matters being dealt
with here should have quick response times
Provides a calm, warm, inclusive and
approachable environment, offering holistic
assessment of a persons/familys circumstance
and needs. The residents likely to visit here
prefer face 2 face contact due to the nature of
the services they are accessing Residents
consume these services in sequence as part of a
single episode. We will offer them a more
joined-up service that will mean they dont have
to go through the same eligibility assessment
process numerous times.
Deliver fast, efficient and professional service.
Aim to resolve the entire customer query in one
call without handoff. Residents rarely consume
these services in a single episode. They only
cohere when residents move in or out of the
borough, or die. A single customer service
operator will be able to deal with all enquires
relating to these incidents Busy working
lifestyle means they prefer to access the
council via phone or web.

Ethos Identity
Focus on fast transactional services
Emphasis on community support type services
Selected fast Housing services
Street scene
Childrens Services
Housing
Housing
Environment
Parking
Antisocial behaviour
Education
Registrars
Education
Adults Services
Facilities Management
Services
Cahiers/ Finance
Electoral Services
Enforcement
Benefits
Selected transactional Adult Services
Benefits
Face to Face 2 Centres in the North South
Phone 1 Phone Number operating as virtual
contact centre Website Selected appropriate
services to be e-enabled
Face to Face 1 Residents Direct Shop in
Hammersmith Phone 1 Residents Direct Phone
Number Website Genuinely e-enable transactions,
become a world class portal on-line service
access and delivery
Phone and Web only
Channel
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HF Bridge Partnership Benefits

• Delivery of the customer access strategy
  including
• Single, multi-skilled point of contact for all
  Residents Direct services on the telephone and
  face to face
• BPR, integration, rationalisation and new and
  more efficient working practices for Residents
  Direct back office support, debt recovery,
  cashiers and other shared services like scanning,
  bulk print/mailing
• Housing benefits work, including the introduction
  of an e-form to add further efficiencies to the
  process
• Integration and rationalisation of the Out of
  Hours contact points
• Online parking permit renewal
• A technology solution and more efficient
  operational processes for the Blue Badge and
  Freedom Pass services
• IT support out of hours weekends and 8 8
  weekdays
• Business Continuity council wide

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HFBP Benefits

• Proof of concept to take to the wider market
• Easy way to utilise our experience, strategy,
  customer access programme
• We are ready to deliver shared services

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• Jackie Hudson
• Head of IT strategy, LBHF
• 020 87532946
• Email jackie.hudson_at_lbhf.gov.uk
• Alan Titheridge
• Partnership Director, HFBP
• 020 87534252
• Email alan.titheridge_at_hfbp.co.uk