RBT Rotherham Brought Together

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RBT Rotherham Brought Together
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• Background Summary
• RBT contract signature 17 April 2003
• 12-year contract (up to end March 2015)
• Joint Venture company 80.1 ownership with BT,
  19.9 Council, Council retains golden share
• Staff secondment not TUPE in-sourcing not
  out-sourcing
• 30m BT investment over 12 years investment
  recovery and return at BTs risk 18m invested
  to end 2006/07
• 586 staff in scope
• 26m turnover

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• 5 Workstreams
• 1. Operational HR Payroll
• 2. ICT Support
• 3. Revenues Benefits Services
• 4. Procurement
• 5. Rotherham Connect - call centres
• - customer service centres

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• Original Objectives of the Strategic Partnership
• To provide high-quality customer services, when
  where required
• To provide efficient effective support services
• To allow resources to be targeted to
  customer-facing front-office provision
• To make the Council more efficient fit for
  purpose
• To enable technology developments to achieve the
  e-Government targets (initially for 2005)

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• Issues to Address by Partnership
• Limited funding options
• Lack of expertise in transformation
• Need for technology improvements (e.g. network)
• Fragmented and duplicated services
• Departmental silo mentality
• Inadequate performance monitoring
• Inconsistent customer services

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• Governance Client Role
• Initially seen as partnership
• Light touch governance
• DAs report first years experience changed
  view
• RBT more in contractor/supplier role
• Stronger governance required
• Client team required
• Client Team set up (November 2004)
• Client officer for each workstream
• Performance manager

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• Governance - Structure
• Joint Venture Company (RBT Connect Ltd) Board
• Joint CMT/RBT Management Meeting
• Service Review Meeting
• Portfolio Review Boards
• Cabinet Member for Sustainability Innovation
  Delegated Powers Meeting
• Performance Scrutiny Overview Committee

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• HR Payroll
• Delivered
• Creation of centralised HR and payroll teams
• Introduction of enhanced payroll ICT application
• Introduction of comprehensive intranet
  self-service
• Winner of Pay Magazines Payroll Excellence in
  the Public Sector award

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• ICT
• Delivered
• Significantly enhanced corporate ICT network
  infrastructure
• Refresh of all PCs in Council in first 3 years
• Standardisation of systems and software
• Introduction of managed desktop printing and
  photocopying
• Provision of Rotherham Grid for Learning for
  schools

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• Procurement
• Delivered
• Creation of centralised best practice purchasing
  (BPP) and purchase to pay (P2P) procurement teams
• Introduction of e-procurement
• Professional supplier management processes
• Beacon status and other national awards

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• Revenues Benefits
• Delivered
• Transfer of customer facing service to Rotherham
  Connect
• Successful piloting of home working
• Introduction of enhanced Revenues Benefits ICT
  application
• Achievement of four star service rating
• Recognition by BFI as best-practice exemplar

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• Rotherham Connect
• Delivered
• Expansion of Central Library contact centre and
  creation of Bailey House Revenues Benefits
  contact centre
• Launch of award-winning Streetpride service
• Successful opening of Civic and Swinton customer
  service centres
• Significant investment into Siebel CRM system

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Strategic Partnering

• The Issues
• Why do it?
• Do what?
• How?
• Governance?
• Financial model?
• VFM assessment?
• Continuous improvement?
• Staffing issues?
• Cultural issues?

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Shaping the Contract Together

• The 4 Principal Objectives of the Contract
  Refresh are
• To move from Client Contractor Relationship to
  Partnership
• To improve Value-for-Money
• To provide a platform for the delivery of 3rd
  Party Trading Shared Services
• To meet Budget targets

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Contract Negotiation Desired OutcomesImproved
governance arrangements levels of
trustImproved transparency of financial
statements Simplified contractual financial
arrangementsDelivery of improved benefits from
BT 30m investment
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Contract Negotiation Desired OutcomesDefinitio
n of RBT role in developing delivering shared
servicesCosts reductions, efficiency gains,
improved VFMReduction in need for change
requestsReview of contract period
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Contract Negotiation Desired OutcomesImproving
performance as measured by KPIsRe-definition
of balance of riskEnhanced stakeholder
satisfaction
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MOVING FORWARD
VFM
Contract Element 5
etc.
Contract Element 4
VFM Gain
Contract Element 3
Contract Element 2
Contract Element 1
Time
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The Alternative

• Terminating the Contract Altogether
• Incurs termination penalties other costs
• Loss of capacity (e.g. re shared services
  procurement)
• Get freedom from the constraints of Partnership
  Working

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The Process Moving Forward

• Package 1
• Secures Partnership
• Eliminates Termination for Convenience option
• (not termination for default or performance,
  which are strengthened)
• Packages 2 and on
• Drive out Improved Outcomes

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70
DEVELOP
30
TERMINATE
22
gt 95
DEVELOP
lt 5
TERMINATE
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RBT Rotherham Brought Together