Sharing services Winning over hearts and minds Tony

Sharing services Winning over hearts and minds Tony Lascelles 25 th July 2012

Government agenda Ø Ø Need to save money following CSR Pressure on the public sector to deliver more efficiently New models being considered nationally Standardising, simplifying

Our approach Ø Our story in figures: q £ 30, 000 savings in 10 years q 214, 000 residents served by Compass Point q 299 staff TUPE transferred q 97 councillors representing the shareholder interest q 5 services delivered q 2 council owners q One shared services company …in 9 months

Compass Point - a new solution a new name Ø Our solution offers: q Greater savings than traditional outsourcing – our model provides a rapid means to achieve the savings - 30% savings over 10 years, £ 2. 1 m saved in 2011/12 q Greater control of the future profit stream that might otherwise go to a private sector supplier q An opportunity to start-up, strategically direct, and grow a local authority owned company in your region q The chance to create sustainable employment opportunities q Minimise risks and threats through sharing

Why a partnership? Ø Control of the strategic direction Ø Commitment to set up operations and stay within the region Ø Faster implementation Ø Reduction in procurement costs Ø Lower total cost of ownership Ø Level of control, transparency and governance sought by Elected Members Ø Local employment opportunities by ‘growing and owning’ your own company

CPBS Management Team ethos People won’t remember what you say, they won’t remember what you do… but they will never forget how you make them feel.

What transferred Ø ICT Ø Finance Ø Revenues and Benefits Ø Customer Services Ø HR Ø Budget £ 8 m

HR before ……. . and after Before 22 FTEs ………. . £ 750, 000 After 12 FTEs ………. . £ 450, 000 Saving 10 FTEs ………. . . £ 300, 000

HR concept and model EXPERT HR TRANSACTIONAL HR SELF SERVE AND A TO Z CUSTOMER 20% of enquiries 30% of enquiries 50% of enquiries

Key benefits…. . for all Ø One team approach Ø More developmental opportunities Ø Improved processes Ø Wider skill mix for 2 Councils Ø Bureaucracy reduced Ø Shared learning Ø New ICT systems

The down side ……… some unspokens Ø Resistance to cultural shift Ø Suspicion and trust Ø Letting go of “legacy” ways of working Ø Nothing has changed but everything has changed Ø Identification of the real difference Ø New partners coming on board Ø Team members still aligned to legacy Council Ø Some team members still “don`t get it”

CPBS system development Ø CPBS is working with 5 principle partners to implement key new technology platforms q Capita / Idox § Revs / Bens § Corporate Document Management q Vodafone § New telephony q Hitachi Consulting / Microsoft § CRM § Finance § HR § Payroll § Integration q Hornbill § ICT Service Desk

Thank You tony. lascelles@cpbs. com