Service design and innovation

John BeckerlegDirector of Supporting ServicesChief Fire Officers Association

27 June 2014

Start of the journey........

....I wouldn’t start from here!

Three different authorities......• different boundaries• different services• different sizes• different budgets• different cultures

.. but• similar values• well performing• similar pressures• public service

orientated• willing to partner

The ultimate destination?

3 design criteria:

Best of the private sector : use of a private consultancy

Public - public partnership : sharing services

Potential to sell services to others

Built on trust

Innovation

Improved quality

Additional resilience

Reduced costs

Agreed at outset

Used in the design

Different weighting for each partner

Steps along the route...

2011 2012 20152013 2014

Initial managers meeting

Strategic business

case

Initial business

case

Detailed business

case

GO LIVE

New partners?

Steps along the route...

2011 2012 20152013 2014

Initial managers meeting

Strategic business

case

Initial business

case

Strategic business

case

GO LIVE

Programme management – project team, change teams

Pilot shared functions

Communications....Communications.... Communications..........!

Standard process designs

New partners?

Staff relocation and transfer (TUPE)

Service available

Implementation

Culture workshops, branding,..

Business readiness

What does it look like?•Single shared services organisation Central customer contact centre Integrated business centre Other professional teams

• Strong theme of self service – web interface

• £4m financial savings (apportioned)• All teams under one employer – 400+

staff

• Simple governance (legal agreement) (inc. performance and finance)

• Beginning to attract other customers• Other future services to share

What went well?We had strong,

determined governance – by the leaders of the

organisations

Detailed specification of each process and

cross partner agreement

Strong programme management and

project team Clear milestones

Savings - on course to achieveWe worked through

problems

What would I do differently?

Spend more time on designing the

culture and earlier

Do more to prepare the organisations

for the change

Involve staff more in designing the shared

service unit – it should be a change for all

Even more communications!

Explore different views more openly – recognise differences

Adequately resource the change

Questions?

Success Criteria & Design Principles

Improved Service Performance and Quality

Organisational Resilience and Future Capacity

Efficiencies and Cost Reduction

The future model will:Modernise and improve the quality of support services;Improve the customer journey/ experience;Make best use of technology and deliver process improvement;Remain committed to innovation and continuous improvement Enable each organisation to focus on front line operational service delivery and meet organisational visions and objectives;Improve outcomes for communities across Hampshire.

The future model will:Attract the best people and retain core capacity of skills, quality and expertise;Demonstrate the resilience, flexibility and agility to respond to changing organisational requirements and priorities over time;Position services for expansion with other organisations.

The future model will:Reduce the cost of support function operation whilst retaining appropriate levels of performance, risk management and control;Realise cross organisational savings through sharing of best practice;Deliver procurement savings through influencing the supply chain, maximising links with current procurement frameworks and generating greater buying power with shared suppliers.Generate additional income streams through business development and expansion.

Delivery Model:oCreation of a single entity to provide integrated corporate services across the three organisations.oRetain organisational identity.oSimplicity of design and implementation.oJoint direction, governance, control, senior management and co-ownership.oScalability and the opportunity to attract additional core partners or deliver services for other organisations.