nscso staff business case briefings feb 2012 - barnet council

8/2/2019 NSCSO Staff Business Case Briefings Feb 2012 - Barnet Council

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For internal staff use only

New Support and Customer ServiceOrganisation (NSCSO)

Business Case Briefing

February 2012


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NSCSO why are we procuring theseservices?

A new relationship with citizens: servicesdesigned anddelivered around customers needs, provide the bestpossible customer experience, and enable customers tohelp themselves and each other including enabling self-service wherever possible.

A one public sector approach: support the requirementsof all public sector partners and drive better multi-agencyworking

A relentless drive for efficiency: minimise the cost of theservice and maximise the accessibility of the service tocustomers; be innovative and take advantage of evolvingtechnology, thinking and practice; maximise the value thecouncil achieves from all its assets (capital and revenue).


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Competitive Dialogue Overview Plan

Pre-

d

ialogue

Generalprep

Dialogue1

Dialogue 2 Phase 1

Evaluate

Dialogue 1

Evaluate anddownselect

Transition &

mobilisation

Dialogue2

Post-dialogue

PQQ issueand eval

Pref

erred bidder& contract award

Jan 2013


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The story so far


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Your Service Leads involvement in the project

service lead meetings

link between project and staff

output specifications and KPIs

current performance measurement

data room and clarification questions

due diligence meetings

dialogue

evaluation and scoring.


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Shortlist for Competitive Dialogue 2

The two bidders that achieved the highestscores in the evaluation:

BT

Capita


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Projected total financial benefits over ten years

prudent: 39m (revised baseline)

optimistic: 63m

each of the outline solutions contained financial benefits that exceed the prudentsavings forecast which has been used to develop the MTFS.

Prudent savings forecast

30,000

32,000

34,000

36,000

38,000

40,000

42,000

44,000

Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

Thousands

Current

baseline

Provider

baseline

Revised

baseline


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expenditure baseline of38,099k and income

baseline of 13,551k since the June 2011

business case,expenditure hasincreased by 176k andincome has decreased

by 95k

this baseline will befurther amended fordialogue 2 in March2012 including budgetsavings for 2012/13

figures for procurement,customer services andIS are subject to changefollowing currentconsolidation work.

The financial baseline given to bidders

Baseline as at November 2011 - 000s

Service FTEGross 11/12

Expenditure

One*Barnet

2011/12

One*Barnet

2012/13

Retained

Client

RevisedExpenditu

re

Total11/12

Income

Procurement 29 1,949 (2) (8) (75) 1,864 32

Customer

Services 46 2,246 - - (113) 2,133 115

Estates 79 13,506 - (1,204) (215) 12,087 5,523

Finance 111 5,033 (38) (112) (857) 4,026 1,243

Human

Resources 81 4,121 (69) (155) (1,087) 2,810 2,371

Information

Systems 75 9,847 (421) (772) (442) 8,212 2,314

Revenues and

Benefits 156 6,882 - - (571) 6,311 1,297

CorporateProgrammes 13 656 - - - 656 656

Total 590 44,240 (530) (2,251) (3,360) 38,099 13,551

* Support costs in respect of other projects (e.g. DRS, LATC) that are not partof the scope of NSCSO


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How a partner will deliver the benefits

economies of scale

ability to invest in people, process and technology (e.g.automation and self-service)

focus on performance management

commercial expertise

bring innovation from their existing contracts, investmentin research and links to central government.


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Investment in services

substantial m investment in new and replacementsystems

investment geared to enabling staff and customers toaccess service information, communicate and transactmore efficiently

IT platforms that will allow other public sectororganisations to use the CSO

bidders keen to invest in continuing traded services to

schools and extending to others.


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Potential benefits for staff expertise and insight from new colleagues and best

practice methodologies from a wider pool of peers

greater experience of industry standards and how theyinform business practice across organisations

wider opportunities for personal development that could

lead to promotion

training courses

opportunity to work on varied contracts

new commercial skills

more developed talent management and successionplanning programmes.


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Making sure the partner delivers the benefits

Price PerformanceMechanism/ KPIs

Gain Share ClauseIndemnities

ClauseSuper KPIs

Service SpecificOutputs

Open Ended Benefitsfor Council

Protecting Council fromloss from Partner failure

Cross-cuttingoutcomes

e.g.

Close accounts bydue date;

% availability of ITnetwork;

% of customerqueries resolved atfirst point of contact;

% cost overrun on

capital projects;% accuracy ofbenefitsassessments

e.g.

Procurementsavings;

Increase in in-yearC tax collection

Decrease in write-offs

Increased 3rd party /trading income

Development profit

All of these may

include guaranteed

and risk/reward

elements.

e.g.

Loss of grant incomethrough incorrect/late

filing of claim;

Fine payable byCouncil for non-compliance withregulation orlegislation;

Death / personal

injury claim againstCouncil caused byHealth and Safetybreach by partner.

e.g.

Improved customersatisfaction

Reduction incustomer journeytimes

Improved publichealth

Increased local

economic activity


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TUPE transfer commitments

September 2011 Open Letters to Staff

full and final proposal to be implemented affects major contracts for outsourced services

including the NSCSO transfer.

For transferring staff: continued LGPS membership uninterrupted and

unchanged

local TU recognition will be protected

terms and conditions protected for at least one year.

Any subsequent changes to terms and conditionswill be negotiated with the appropriate TU.


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Meet the Bidders Days

your chance to meet the bidders entering into CD2

bidders will offer an insight into working for theirbusiness

give you a chance to ask questions

to be held last week in March 2012

bidders to send invitations to staff via the project team(staff names would not be released to bidders until aftercontract award).


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When will we be talking to you?

Summer Autumn Winter Spring Summer Autumn Winter

2011 2012

StaffBriefings

StaffBriefings

StaffBriefings Mobilisation

Inform & Consult

on Measures

Management updates through Team Meetings

Staff Group

TUPE Workshops Changeand Me

Trade Union Inform and Consult

TUPE Workshops

Change and Me

Meet the Bidders

Weekly update from the NSCSO project team and Intranet site


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Additional support for you through the process

Staff Group feedback to colleagues

ensure you know the staff representative in yourservice.

Change and Me Workshops

further details in the weekly message and intranet.

Employee Assistance Programme

staff on the helpline are specially trained to giveassistance to staff on a wide range of issues

the helpline can be reached by calling 0800 243458.Or by emailing [email protected].
mailto:[email protected]:[email protected]


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Questions?

[email protected]
mailto:[email protected]:[email protected]

nscso staff business case briefings feb 2012 - barnet council

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