irrv presentation lbbd havering june 09[1]
DESCRIPTION
A success story on collaborative and partnership working across 2 councils to collect Business RatesTRANSCRIPT
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SHARED BUSINESS RATES IN THE EAST END:
OUR JOURNEY
Jeff Potter Bola OdunsiHead of Exchequer Services Head of B&D Direct
London Borough of Havering London Borough of Barking & Dagenham
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OVERVIEW
• Background• Historical Context• Status and Drivers• Process• Project Management• Governance• Issues• What We Learnt• What is essential to make this work
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CityK & C
Merton
HaveringBarking
Redbridge
Newham
Bexley
Greenwich
Lewisham
Bromley
Southw
ark
CroydonSutton
Kingston
Upon Thames
RichmondUpon Thames
Hounslow
EalingHillingdon
Harrow
Brent
Barnet
Enfield
Haringey
Walth
am
Fo
rest
Hackney
Islington
Camden
Lam
beth
H &
F
Wandsworth
&DagenhamW
estminster
TowerHamlets
’
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CONTEXT AND BACKGROUND
Element LBBD LBH
Hereditaments 4,149 5,557
Debit 55,868,560.33 76,799,551.99
Political Control Labour Con.
Deprivation Top 20 220!
Staff, before Shared Service (FTE) 7.5 6
NNDR Collection Performance 07/08 99.2 98.6
NNDR Collection Performance 06/07 99.7 99.2
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HISTORICAL CONTEXT
• NELP: A Framework for low level co-operation• London Centre Excellence: Agreed to fund scoping study• Oct 06: LBH Invite tenders for Feasibility study• 4 Tenders: KPMG, PWC, IRRV Solutions, LG Solutions• Dec 06: Contract to IRRV Solutions• Jan 07: Feasibility study begins• Feb 07:Joint Business Rates Implementation begins• July 07: Feasibility Study ends
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Element LBBD LBH
Service Resilience
Improved Performance
Savings
Making it work & learning the modelling lessons
Value for Money
Key staff changes allow opportunity to change
How to share risk, and returns
DRIVERS FOR CHANGE
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PROCESS
• Its not just as simple as signing it off yourself!• Authorisation and Approval: Internal
– Legal– Finance– Programme Office (IT Strategy & Programme Board)
• Authorisation and approval:– Each Council’s formal Committee process– Managing the comms, the process and the members
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PROJECT MANAGEMENT
• Using a good process: The LBH Team and toolkit• LBH Project manager deployed• Specialist external support• Project toolkit - Project Board, PID, Risk Register and
management, Project Plan, Project exception and regular reporting
• Project Timeline
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PARTNERSHIP GOVERNANCE
• Shadow BoardDrafting the documents• Producing, and signing:
– Formal contract– Service Level Agreement, for Rates (LBBD to LBH) and
ICT(LBH to LBBD) • Migrating from Project to Operational management
– Project Board, Oct 06-March 07– Governance Board, April 07 to date
• Board membership: 4 Service heads (or deputies) 2 each• Board voting, meeting etc: Detailed in Partnership Documents
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ISSUES: FINANCIAL
• Implementation costs:– Managed through Board– Initially came in under budget
• Business Case for change– Fully costed five year model– Includes cost sharing of each party, and basis for variation
• VAT issue – Systems hosting eligible for VAT, but..
– Collection function not eligible for VAT.
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HR ISSUES
• TUPE: Not relevant to this implementation because no staff transferred
• Staff employed by lead authority, under that Council’s T and C’s
• Appropriate clauses in contract• Joint approach to recruitment• Staff before: 13.5 After: 10
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OPERATIONAL ISSUES• Connectivity• Scanning and Indexing• Telephones• BIDs• Income and Court costs• Recovery arrangements• Bailiffs• Reconciliations
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POST GO LIVE ARRANGEMENTS• Governance Board• Change control• Performance• Staffing• Disaster Recovery/Business Continuity• Operational Board• Day to day performance• Operational liaison• Building relationships
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LESSONS LEARNT• Don’t underestimate cultural differences• Manage relationships• Managing the transfer from Project to Operational• Engage with key departments early: Usually finance,
legal, ICT, HR• Don’t underestimate timescales for approval process• Carried out Lessons learnt exercise –post go LIVE &
will also do 1 year follow-up session
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WHAT IS ESSENTIAL TO MAKE THIS WORK?• Common vision, values and will• Culture of Shared Service: Merger vs. Takeover?
– Take-over means the one partner has more influence– Merger means more equality in negotiations
• Effective project management• Effective governance• Effective communication• Identify your own internal blockers!• But it can be made to work.
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SIGNS OF A HEALTHY STRATEGIC PARTNERSHIP (1)
Signs Of A Healthy Strategic Partnership Never Sometimes Always
Partners can demonstrate real results through collaboration.
Common interest supersedes partner interest, there are clear shared objectives and a realistic plan for reaching the objectives.
Partners use “we” when talking about Partner matters.
Partners are mutually accountable for tasks and outcomes and there is a clear framework of responsibilities.
Partners share responsibilities and rewards.
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SIGNS OF A HEALTHY STRATEGIC PARTNERSHIP (2)
Never Sometimes Always
Partners strive to develop and maintain trust.
Partners are willing to change what they do and how they do it.
Partners seek to improve how the partnership performs and there are realistic ways of measuring the partnership achievements.
Commitment from partners to take the partnership work into account within mainstream activities.
Partners exhibit an ability to manage differences
Partners exhibit an ability to problem solve with each other
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MAKING PARTNERSHIPS WORK
Leadership
Where partners share a vision and harness their energies to achieve more than they could on their own.
Trust
Where partners are mutually accountable, share risks and rewards fairly, and support each other.
Learning
Where partners continuously seek to improve what they do in partnership.
Managing for performance
Where partners put in place necessary practices and resources, and manage change effectively.
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THANK YOU
ANY QUESTIONS?