Hampshire Shared ServicesEnabling Digital Transformation at

Hampshire

July 2018

Carolyn WilliamsonDeputy Chief Executive and Director of Corporate

Resources Hampshire County Council

The Partnership

Cost efficiencies and savings

£ The ability to

share with multiple

public sector organisations

Protecting frontline services

Resilience and capacity for the future

Why shared services?

• Hampshire didn’t want to be locked into long term contracts with the private sector

• Desire to have control and influence over its services

• Hampshire knows its operations and the needs of our customers better than the private sector

• Desire to work with partners who share the same values

• Meeting the needs of citizens requires us work more closely with other organisations

• There is a market for public-public shared services

The decision to share with the public sector

On-Boarding timescales post design

2013 2014 2015 2016 2017 2018

HCC

HCC Schools

HFRS

HC

OCC

OFRS

OCC Schools

LBHF

WCC

RBKC

Oxfordshire

County

Council

Hampshire

County

Council

Developments

and

Enhancements

Hampshire Fire &

Rescue Service

Hampshire

Constabulary

London

Boroughs

CCI and C4C

SF Recruitment

SAP HANA

DLERPA Pilot

The Operating Model

The Integrated Business Centre

Partners Operating Model

• A public partnership agreement.

• Leading practice end-to-end processes.

• SAP technology.

• Single service centre location.

• Single employer of 350 staff.

• Supported by in-house SAP team of c75 staff.

Services

• Finance

‒Record to Report

‒Transactional Finance (OTC)

• Hire to Retire (H2R)

‒Transactional HR administration

‒Recruitment services

• Purchase to Pay (P2P)

‒Purchasing

‒ Invoice processing

• Payroll

Design Principles

Design Principles

Paperless wherever feasible

Maximise self-service

Improve consistency and standardisation

Process design must exploit SAP standard where possible

Seize opportunities to simplify policies

Maximise co-location

Facilitate scalability

Reflect best practice

Transformation Programme

An organisational transformation programme,

not just corporate functions:

• A rebalance of risk, accountability and control

• Empowering managers and employees

• Enabling through self service

• Accountable Budget and People Managers

Mobile Solutions

Only X%

(XXX)

desk based

85,000

25%

diverseA

workforce

Approximately

employees

Only

desk based

SAP Innovation

Enabling managers – Fiori 2

Easy to use

and intuitive

toolsSimplicity

Driving self-

service

adoption

• Managers portal provides a single point of access to all HR, finance and purchasing functions and a consolidated worklist for tasks that need action

• Access and security settings ensure that users only see only the folders they need to have access to depending on their role

Intuitive Reports, Dashboards and Analytics

Business

change

Ease of use and

accessibility

Recruitment – Success Factors

Career Site Branding

Success Factors Learning and Development

Robotics Pilot

The environment Opportunities

Robotics in Shared Services

Pensions reconciliation by the Integrated Business CentreMid-month data input of Fire Pension employee / employer contributions into a spreadsheet and data transfer to different SAP cost centers via transaction FB50 and clearing GL Accounts through transaction F-03.

Existing Process Diagram

Process Mapping

Metric Value

Potential benefitsPerformance / quality

improvement

Volumes 1 x monthly report – 30mins to run

Time saved 30 mins per report

Frequency Once per month

Peak times N/A

Peak volumes N/A

Pensions reconciliation by the Integrated Business Centre

Mid-month data input of Fire Pension employee / employer contributions into a spreadsheet and data transfer to different SAP cost centers via transaction FB50

Changes Required: None

Overall Complexity: Low

Key Metrics:

Process Definition (AS-IS ) Solution Definition (TO-BE)

Process Definition

Customer Insight

• Multi-channel customer contact through e-forms, telephone and intuitive web guidance

• Principle of supporting user self service – “Show not do”

• Capturing user feedback to drive continuous improvements:

– Engaged with the Institute of Customer Services (ICS)

– User Groups

– Customer contact insight

Customer Support and Insight

Support Channel Redesign

Lagan

IBC TeamsTier 1 functional specialists or Tier

2 functional experts depending on enquiry option chosen (or email

account sent to).

CIC call handling

Expert support (within teams)

Customer welcome

and support

Specialist support (case management)

No visibility of email queries

outside of teams accessing inboxes

Call directed via IVR

Previous contact channels

Call directed via IVR

New contact channels

Quality & Performance Monitoring

Channel

Process

& Technology

MI & Reporting

Customer Feedback

“I need help”Work-Flow Management

Customer Contact operating model and the development of a Continuous Improvement Framework

Continuous Improvement Framework

Reflections

Reflections

• It’s not easy

• Pace of change

• Strong Partner Governance

• Never forget internal Governance and Control

• People, Process, Technology

What Next

• Insight into action

• Robotics and further Process Automation

• Taking the robot out of the human

• Value Chain