1. Service design and innovation John Beckerleg Director of Supporting Services Chief Fire Officers Association 27 June 2014

2. 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

3. 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

4. Steps along the route... 20112012201520132014 Initial managers meeting Strategic business case Initial business case Detailed business case GO LIVE New partners?

5. Steps along the route... 20112012201520132014 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

6. 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

7. 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 achieve We worked through problems

8. 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

9. Questions?

10. 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: o Creation of a single entity to provide integrated corporate services across the three organisations. o Retain organisational identity. o Simplicity of design and implementation. o Joint direction, governance, control, senior management and co-ownership. o Scalability and the opportunity to attract additional core partners or deliver services for other organisations.