By the public sector for the public sector

By the public sector, for the public sector About LGSS § LGSS established in October 2010 as a joint shared services partnership between Cambridgeshire County Council & Northamptonshire County Council (on a 50: 50 ownership basis) § LGSS governance - by a Joint Committee comprising three elected members from each shareholder authority § LGSS Management Board comprises the Managing Director, four directors and one head of service responsible for the operational management of LGSS

By the public sector, for the public sector Our vision To be the most highly regarded public sector shared service and business transformation ‘partner of choice’ for the public sector

By the public sector, for the public sector Joint Committee 3 NCC Members / 3 CCC Members Chief Executive Cambridgeshire County Council (CCC) Northamptonshire County Council (NCC) Paul Blantern Mark Lloyd LGSS Managing Director John Kane Director of Law, Property & Governance Quentin Baker Legal services Procurement Property Services Audit, Risk & Insurance LGSS Commercial contracts Democratic Services Monitoring Officer (Quentin Baker) Director of Finance Matt Bowmer Strategic Finance Strategic Asset Management Pensions LGSS Finance Section 151 Officers NCC: Matt Bowmer CCC: Chris Malyon ENC Glenn Hammons No. CC: Caroline Ryba Head of Service Assurance Customers & Strategy Claire Townrow Director of IT Services Ian Farrar Strategy Operations Applications Services Networks & Telephony Director of People, Transformation & Transaction Christine Reed HR / OWD Business Transformation Transactional Services Revenues & Benefits

By the public sector, for the public sector

By the public sector, for the public sector Strategic business outcomes § National reputation for shared services excellence § Achieve LGSS growth plans consistent with vision and strategy § To deliver our: • Efficiency savings • Traded commitments • Customer and shareholder business plans

By the public sector, for the public sector Responsibilities: Section 151 Officer § § § Strategic financial adviser to the council Provision of robust systems, controls and processes to enable the successful delivery of the council's business plan Overall stewardship of the council's finances. Effective management and control of the council’s revenue budgets and capital programme Supporting and advising democratically elected representatives Leading and managing an effective and responsive financial service

By the public sector, for the public sector Responsibilities: Monitoring Officer Maintaining the Constitution § Ensuring lawfulness and fairness of decision making § Supporting the Constitution and Ethics Committee § Conducting assessments and investigations § Proper officer for access to information § Providing advice: including, ensuring executive decisions are within budgetary and policy framework § Qualified person – determine whether information is exempt from disclosure under provision of Section 36 of FOI Act 200

By the public sector, for the public sector People, Transformation and Transactions Objectives 1. Transactional services and Revenue & Benefits improvement programme 2. Delivery of 2013/14 savings 3. Integration of Northampton Borough Council services and delivery of business case savings 4. Enabling rather than disabling professional advice 5. Robust performance management processes

By the public sector, for the public sector Law, Property & Governance 170 fte. turnover approx £ 10 million Objectives i) Unification ii) Growth iii) Improved management of capital assets iv) Unification of the Property Team across LGSS 9

By the public sector, for the public sector Objectives IT Services § Business driven – develop working relationships between IT and the businesses § Data centre consolidation § IT restructure • Minimise disruption • Alignment between organisation structure across NCC and CCC

By the public sector, for the public sector Finance Objectives § Austerity – supporting our shareholders § Looking after our own finances • Business cases/on-boarding • Appropriate resources § More diverse financial support § Efficiencies across the districts and boroughs § Property efficiencies

By the public sector, for the public sector Service Assurance, Customers and Strategy Objectives § Implement the new customer satisfaction, performance management and service improvement strategy § Develop and improve the management of partnership and delegation agreements – deliver against service schedules § Design and rollout the new customer engagement strategy § Lead the implementation of the LGSS Customer Service Helpdesk transformation programme

By the public sector, for the public sector Customer satisfaction, performance management and service improvement cycle

By the public sector, for the public sector Summary priorities § Develop the strategic plan and monitor progress towards achieving our vision and business objectives § Devise and implement an LGSS marketing and communications strategy in order to promote the LGSS brand including our ‘Think as one, deliver as one’ initiative and enhance our local, regional and national reputation as a public sector provider of high quality shared services § Embed and manage the client services manager function across all customer sites and manage the handling and resolution of customer complaints