Making Shared Services Happen

1
Making Shared Services Happen
Rachel Owen A2R Process Manager
2
Our Journey

• Small Beginnings
• Change in Governance Structure
• Centres Of Excellence
• Rapid Growth
• The Way Forward

3
Small Beginnings

• Project began in 2000
• Piloted with small group of organisations in two
  locations in 2001
• Go Live was April 2003
• Significant investment in people training,
  communication and different ways of working.

4
Change in Governance Structure

• Mandate was removed as it conflicted with the
  political agenda of choice
• Key response to Gershon public sector efficiency
  review
• Large scale investment needed to support rapid
  growth plans particularly in areas such as sales
  and marketing
• Needed to accelerate new service offerings such
  as payroll and procurement
• Greater savings possible through service
  optimisation to divert to frontline care
• This led to 5050 JV being set up with Xansa

5
Centres of Excellence

• Lack of standard processes across locations
• A need to sustain and improve service quality
• Ensure economies of scale can be maximised
• Managed with minimal impact on clients
• Introduction of dedicated client service centre
  

6
Rapid Growth

• At April 2005 the number of clients was 48
• April 2006, the number of clients was 102
• Current client base is 103 entities but 138 sets
  of books due to PCT merger programme in England

7
The Position Today

• 2.5m invoices being processed annually
• 340000 sales invoices annually
• Annual value of cash managed is 20 billion
• Over 8500 balance sheet accounts reconciled

8
The Way Forward

• Continued expansion of client base particularly
  in payroll offering
• Utilisation of integrated delivery model to take
  advantage of Xansa offshore capability
• Further automation eg electronic invoicing now
  live
• Further service expansion to accommodate changes
  in NHS structure eg Foundation Hospitals