The Shared Service Centre Journey

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The Shared Service Centre Journey

• Debra Maxwell
• Head of Shared Services

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The Journey to Shared Services
Vision
Challenges
Blueprint
Benefits
Project
Delivery
3
The Journey to Shared Services
Vision
Challenges
Blueprint
Benefits
Project
Delivery
4

Vision

• Surrey County Council's ambition is to be, and to
  be seen to be, a flexible, efficient and
  responsive Council for the 21st Century,
  providing excellent, best value services to our
  customers

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Vision

• Underpinned by
• An increasing drive for efficiency in the public
  sector
• Drive to minimise council tax increases
• Increased focus on public sector through
  Comprehensive Performance Assessments (CPA)

In December 2005 Surrey County Council awarded a
4 Star council status an excellent
authority At the time of the SSC project planning
Surrey was a good authority
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The Journey to Shared Services
Vision
Challenges
Blueprint
Benefits
Project
Delivery
7
Challenges
Surrey Tomorrow
Surrey _at_ Project Inception

• A Good Council
• Aspire to be Employer of Choice
• Clear Vision
• Lack of customer information
• No formal service agreements
• Progress e.g Contact Centre
• Functional
• Fragmented
• Duplication of effort
• Specialists
• Limited knowledge sharing
• Variable performance
• Limited Standardisation
• Limited cost information

• Top Performing
• Employer of Choice
• Support Services of Choice
• Segmentation of customers
• Personalised customer service formal service
  management
• Process focused
• Team-Based
• Appropriate Span of Control
• Empowered
• Multi-skilled
• Service-focused Culture
• Upper Quartile performance
• Standardised, Reengineered
• Full visibility of Costs

Strategy
Customer Relationships
Organisational Structure
People
Processes
Systems
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We needed to radically reshape our organisation
Outstanding Service Organisation
Modern Council
Employer of Choice
Greater co-operation best practise sharing
Improved accountability at all levels
Clearer priorities better mgt of customers
Continuous rapid improvement of services
More accessible responsive services
High Performing teams, focussed on customer
service and continuous improvement
Training and on- the job support
Different attitudes and behaviours
New tools and techniques
Better information systems
New mgt approach processes
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The Journey to Shared Services
Vision
Challenges
Blueprint
Benefits
Project
Delivery
10
And create a blueprint for the future

• In order to achieve Surrey County Councils
  challenging organisational strategy we needed to
  transform the organisation 21st Century Council
  Strategy was born with 4 core areas of focus

21st Century Council
E-Service Customer First
C21 Business
C21 Manager
Office Project
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C21 Business

• Three important elements
• Partner selection
• Not our area of expertise
• Risk and Reward basis to ensure long term
  development
• New ERP System
• Common Platform
• Business Intelligence
• Shared Service Centre
• Realise the full benefit of ERP implementation
  and investment
• Consolidate end-to-end processes
• Realise opportunities for economies of scale

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The Journey to Shared Services
Vision
Challenges
Blueprint
Benefits
Project
Delivery
13
Delivering the Benefits

• Partner
• Incentivise
• Shared Risk and Reward
• Measure
• Balanced Scorecard approach
• Environmental and Policy Benefit
• System related benefit
• Process related benefit
• People related benefit
• Organisational related benefit
• Re-engineer
• Map, validate add value
• Achieve
• Testing against benchmarks

Defined Objectives
Agreed the As Is
Defined the To Be
Achieve and Test
Improve
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Measuring the Benefits
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Milestones

• Jul 02 Initial business case approved by
  executive
• Dec 02 Suppliers short listed
• Sep 03 Draft business case agreed contract
  awarded
• Jan 04 Blueprint approved by Executive
• Apr 04 1st Go-Live of SAP Functionality
• Aug 04 Final blueprint Business Case approved
• Feb 05 Shared Services Centre opens
• Apr 05 Commencement of Benefits Realisation
• Nov 05 Final system Go-live
• Apr 06 Final service roll-out

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The Journey to Shared Services
Vision
Challenges
Blueprint
Benefits
Project
Delivery
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Project Delivery Methodology

• Implementation

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Project Delivery

• Deliver standard template solution
• Develop process documentation (including
  procedures)
• Develop role definitions
• Establish training needs
• Build and test solution

• Support transition of services to new ways of
  working
• Agree and manage rollout plan
• Prepare services for new ways of working
• Support staff and services through transition
• Manage stabilisation and service handover to SSC
  
• Ensure benefits realisation

• Provide HR and People Transition support
• Develop supporting policies/procedures and HR
  support
• Manage recruitment for SSC
• Coordinate and deliver project communications
• Coordinate and deliver project training
• Assess impact on organisation and manage response

Shared Service Centre Readiness

• Prepare SSC for smooth transition to service
• Prepare SSC for service roll in by Feb 05
• Establish management infrastructure
• Negotiate Service Operating Level Agreements
• Establish SSC culture/organisation and define
  training needs
• Stabilise service delivery and develop
  continuous improvement program

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The Journey to Shared Services
Vision
Challenges
Blueprint
Benefits
Project
Delivery
20
Roll Out Plan Defined
Which teams and when
Jan
Feb
Apr
Jun
Jul
Sept
Nov
4/06
SAP Support
Customer Staff Relations
Adults Services
Community Services
Childrens Services
Fire Rescue
Transport
HR
Sustainable Development
Payroll
OM
Adults Services
Childrens Services (Part)
Corporate Services
1
2
3
4
5
6
7
Plan
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Shared Service Centre Scope defined

• Finance and Procurement
• Accounts Payable and Procurement
• Accounts Receivable
• Financial Accounting and Reporting
• HR and Payroll
• Organisational Management
• Recruitment
• Work Life Events
• Training Administration
• Payroll and Employee Services
• Property
• Capital Projects
• Real Estate
• Maintenance
• SAP Support Services
• Business Intelligence

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The Shared Service Centre Contact Model
Can I help myself?
Can my manager or super user help?
SAP Support Data Security Interface
3rd Party Partner
User or System Issue
Is this a technical issue?
Remedial Action
Continuous Improvement
Enhancement
Information Bureau
Does the user require further support?
Consultants Specialists Services
Case Work
Is this a transaction?
Shared Service Centre Specialists
Process Owner
Is further analysis required?
Business Intelligence
Business Case
Self Help Tools
85 1st Fix
12 2nd Fix
3 3rd Fix
i-site Portal Intranet
Telephony Call Logging
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Supplier and Customer Contact Model
SAP Support Data Security Interface
3rd Party Partner
Supplier or Customer Query
Information Bureau
Technical
Remedial Action
Continuous Improvement
Enhancement
Service Contact
Feedback Loop
Case Work
Transaction
Shared Service Centre Specialists
Process Owner
1st Line
2nd Line
3rd Line
Telephony Call Logging
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There were challenges

• Vision, ownership and accountability
• Stakeholder Management
• Culture
• Cohesiveness of change
• Project Management
• New ways of working
• Mavericks
• Engagement with services
• The Unknowns

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Early Successes

• Clean implementation with no significant delays
• Stabilisation achieved within 6 weeks of go-lives
• Successful year end for finance (another
  approaching)
• Smooth staff transition
• Currently lowest sickness absence rates in SCC
• Only 1 staff attrition rate
• Cultural change achieved
• Service levels improving
• 79 first time fix rate
• 87 1 day fix rate
• 98 3 day fix rate
• Achieving significant exposure at local and
  central government levels
• Short listed for Best New European SSC
• Compliance is driving SSC usage and support
  through the organisation

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"Success seems to be largely a matter of hanging
on after others have let go"
Next 18 months and beyond

• The Future
• Cost modelling
• Partnership agreements
• Automation
• Enhancements
• Other activities
• ICT
• HR Consultancy
• New technology

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Questions

• debra.maxwell_at_surreycc.gov.uk