Shared Services - Guidance Framework - Scottish Government

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Shared Services Framework Case Study 8: Scottish Government, Scots Connect Profile: Public Sector, ICT Services, Lead Department Why: Provisions of secure, flexible and cost efficient ICT infrastructure and services and skills What: ICT Managed Services and Skills to over 9000 public servants throughout Scotland How: Lead Department, delivering to public sector organisations in Scotland Where: From Edinburgh based Information Services and Information Systems business area (ISIS) and their partners Key Statistics • Over 9000 users from 25 organisations within Public Sector Scotland • Variety of services and skills provided from internal staff and external partner organisations • 14,000 items of IT equipment maintained Objectives Scots Connect offers financial and technical economies of scale, provides access to common contracts, facilitates the sharing of knowledge and information across the public sector, and delivers high quality value for money services. Services available include: • Infrastructure Services • Telephone Services • ICT Training Services • Consultancy Services • Business Solutions Services • Information Management Services • Departmental Security Services Achievements and Benefits • Secure, flexible and cost efficient ICT infrastructure and services • Experienced and qualified professional staff • Utilising and sharing existing procurement contracts • Deployment of industry standards and practices Key Contacts Maxine Reid Business Manager Telephone 0131 244 5276 Email: Maxine.reid2{(:Uscotland.asLaov.uk 36
Shared Services Framework Case Study 9: Transport for London Profile: Public Sector Trans ortation, Local Government, Unita Why: Improve Efficiency, increase customer focus, reduce costs What: 19 internal businesses across Transport for London How: Internal Shared Services for 19 businesses for HR processes Where: Separate location in London Engagement and Operating Model - Centralised internal Shared Service for 19 businesses across Transport for London ( including London Underground ; London Buses ; London Rail; Congestion Charge; Public Carriage Office ). Governance Model - Service level targets reviewed Timing - 2003 to 2005 Key Statistics Serves 19,000 staff, 60,000 pensioners, 19 businesses and 60,000 job applications per annum Efficiency gains of 30% Improvement in HR Efficiency Ratio from 1:64 to 1:97 employees Programme commenced in 2003 and took 18 months to complete Key lessons • Define the look and feel of the centre and invest as appropriate • Define characteristics of the existing service and" to-be" service at the outset • Invest in communication and relationships with all stakeholders • Adopt" service-led" design based on business requirements • Set challenging but realisable targets; realise further efficiencies after operations start Objectives • Standardised systems, processes and training • Improve efficiency and customer service as well as reducing costs • Accommodate within one space a mix of contact centre staff, advisers and specialists plus managers • Act as a showcase to enable external visitors to view the centre without compromising security or confidentiality Achievements and Benefits • Integrated HR service from recruitment to pensions in a single place of contact • Transparent performance information based on consistent data collection • Improvement in HR efficiency ratio from 1:64 to 1:97 employees • Net annualised benefit Year 1 of £8m ; Programme cost £7.5m (increase in volumes has seen increase in costs) • Rent, rates, services and facilities savings of £ 20 per sq ft • Performance against clear and specific service level targets • Established capability for future" self-service" technology and services Service Level management process • Operating performance against clear and specific service level targets e.g. 80% of queries answered at first point of call Key contacts • Transport for London Implementation partners - Orion Partners and Lagan 37
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