14-15 September 2016

Lisbon, Portugal

#DeloitteSharedServices

Deloitte Shared Services, GBS & BPO Conference

Breakout 6: Hampshire County Council - Moving up the value chain

Carolyn Williamson, Hampshire County Council and David Harker, Deloitte

Hampshire County CouncilCorporate Services Partnership

The Journey so far…

Priorities

Design Principles

• Paperless wherever feasible

• Optimise 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

Customer

Easy to use

and intuitive

tools

Simplicity

Driving self-

service

adoption

The Integrated Business Centre

Business

change• Finance

- Record to Report

- OTC

- Treasury

• HR

- HR administration

- Recruitment

services

- Pensions

- L&D administration

• Procure to Pay

- Purchasing

- Invoice processing

• Payroll

Services Operating Model

• A public partnership

agreement

• Leading practice

end-to-end

processes

• SAP technology

• Single service centre

location

Partners

85,000

25%

employees

desk based

Scale of operations

8,500 per month /

102,000 per annum

c70,000 per month /

840,000 per annum

Expense claimsBACS payments

Over £3bn in

15/16

Payslips payments

c72,000 per month /

864,000 per annumInvoices processed

17,000 per month /

204,000 per annumP-card payments

920,000HR related actions per annum7,000

People recruited

per annum

Benefits delivered

Efficiency / Cost Reduction

• 15%-20% cashable savings for each organisation through economies of scale and spreading fixed costs

• Sharing the benefits of future improvements / efficiencies

• Additional fixed cost savings – e.g. buildings leases, procurement savings

Resilience / Capacity

• Ability to invest in workforce and technology in a way no single organisation could do on their own

• Single service centre / technology serving over 85,000 employees with a workforce of c300 FTE

• Retention of specialist skills and resources

Quality and Sharing

• Sharing new technology / continuous improvement (e.g. SAP HANA, Mobile Solutions)

• Enabling front line transformation – improved business processes and self service releasing front line capacity

• Sharing best practice between organisations (e.g. budgeting and forecasting tool)

• Huge improvements in data quality

2 Years in…

Maturing, Optimising and

Enhancing the Model

Customer Contact and Insight

Easy to use

and intuitive

tools

Simplicity

Driving self-

service

adoption

26

• 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 in business process,

guidance and intuitive technology:

– Engaged with the Institute of Customer Services (ICS)

– User Groups

– HR and Finance Business Partners as the “client side”

– Customer contact insight

• Continued Challenges:

– E-Form turnaround times

– Greater use of call backs for complex queries

• 3 key process reviews:

– Payroll Review

– Recruitment Improvement Plan

– Procure to Pay

• Maintaining the principle of aligning responsibility of task to self service transaction

• Further Automation to streamline processes, removing manual error and risk

• Build into process planning in advance – no surprises

• “Honest reassessment” of manager responsibilities

• Internal compliance– no unauthorised deviations

• Organisations complying with process – HR & Finance BP’s

• Suppliers complying with process

SIMPLE MESSAGE – GET THE PROCESS RIGHT & FOLLOW IT!

Process

27

• Critical to get this correct for on-boarding – does the organisation really understand its

operating model? Is it changing imminently?

• Prompting a better understanding of the roles / responsibilities of managers for both

Finance and HR tasks / approvals

• Maintaining the principle of aligning responsibility of task to self service transaction

• Flexibility of operating model to accommodate changes to roles / responsibilities of

managers over time (e.g. Flexible / Cross Border Policing)

• “Honest reassessment” of manager responsibilities

Roles of Managers

27

Internal Culture and Behaviour

Easy to use

and intuitive

tools

Simplicity

Driving self-

service

adoption

27

• Getting staff to believe in the model

• Importance of embedding and enforcing single standard internal operating

processes. Sometimes this can sit uncomfortably

• Appropriate risk based escalation and decision making

• Maintaining the discipline of acting on instruction

• Embedding performance culture

• Pride and belief in what we do, how we do it and why we do it

Stop, Think, Ask

• Continued cultural change through engagement with

employees, customers and suppliers:

• Improved guidance and signposting

• Continuous improvement

• Using Data to identify and target non-compliance

• Be prepared to be forceful in ‘demanding compliance’

• But also be prepared to listen and review the processes

• Communication is vital in achieving success

Customer Culture & Behaviour

27

Unlocking the data

and information held

in the ERP systems

A toolkit that allows

data manipulation

without the need for

downloading to

spreadsheets etc

Presenting information

in a way that provokes

thought and action

Technology

Improves data quality

awareness

First step of a journey

to integrated analytics

A modern

presentation that

refreshes the view of

corporate systems

HR dashboardsBusiness

change

Ease of use and

accessibility

Technology Quarterly Releases

• Ensuring Latest Release and Patch Upgrades to SAP

• Taking advantage of new functionality as part of upgrades

• Dealing with change requests and developments in blocks as new releases, minimise

testing and down time.

– New BACS system

– VIM Upgrade

– History on expenses

– Automated contract production

– Automated Pension Employer report to Pension Funds

– Improved remittance advice

• AND LOTS MORE!

Going Forward….

• Dashboards of service

centre and team

performance

• End to End Process

performance

• Focus on continuous

improvement

Going forward

Performance analytics Robotics

• Automating manual hand-

offs between systems

• Automation of manual

tasks in the service centre

• Allowing customers to self

serve OTC enquiries

• Master Data changes

• Widen on line payment

options

Customer Self Service

• Allowing customers to self

serve PTP enquiries

• Enter AP Invoices

• Master Data changes

Supplier Self Service

…and more partners..

45

Customer and supplier self service

46

New App Availability

New Fiori apps require the Launchpad to load as they use its core code.

Ability to revert to SAP Standard apps

The new versions of the Leave Request and Timesheet apps have some features that will benefit IBC

users. The Launchpad is a prerequisite for the new versions.

Tighter Integration and improved performance

Newer Fiori apps are smaller and load faster from the Launchpad and It is also possible to jump from

one app to another, passing data between them.

Tile Grouping

Fiori apps can be arranged into groups with a group title. This feature will become very useful as the

number of apps delivered increases.

Support

SAP now focussing on the Launchpad.

Move to Fiori Launchpad

The Fiori Launchpad

Potential new standard app

Team calendar - available with Launchpad

Potential new standard app

Employee lookup – available with Launchpad

Questions & Discussion

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