David Marshall presents the vision for delivering business services excellence at Kent Police through establishing a shared services model. The key points are: 1) A business centre approach would group high-volume, repetitive HR and finance processes that can be standardized, automated, and delivered independently of location to improve efficiency and resilience at reduced cost. 2) The vision is to enhance operational capability, improve customer experience, and reduce costs through business transformation supported by an implementation project. This represents a significant shift rather than incremental changes. 3) A shared services centre could be implemented through various approaches like "lift and shift", a "big bang", or incremental steps. The goals are proving the model can deliver expected benefits and encouraging innovation.

1. Delivering the Business Services vision
David Marshall, M.B.A., Head of Business Services
Kent Police Business Centre

2. Agenda
A Business Centre model
Changing systems and culture
Considerations for implementation
Kent Police current status
Delivery of benefits
Future development potential
Why a shared services approach?
Business Services Excellence
Questions

3. Underlying principles of the Business Centre
It’s about grouping HR and Finance processes -
Why?
that are high volume, repetitive transactions
for which rules can be set
that can be linked with automation of systems
that can be geographically independent
Resilience Efficiency Improved service …... that can be measured
Business Services Excellence

4. The Business Centre Vision
“Delivering Business Services Excellence –
Enabling business transformation that will enhance
operational capability and improve customer
experience at a reduced cost”
+
Support Services
Implementation Project =
Business Services Excellence
A significant SHIFT – not an incremental journey

5. Shared Services - A Magic Formula?
It is not about re-inventing the wheel!
It is a tried & tested method; many businesses are
progressing this way BUT you will need to adapt it
for your organisation
Business Services Excellence

6. Shared Service Centre Model
“Lift and shift”, “Big bang” or “One step at a time” ?
Business Services Excellence
Employee Interaction Centre
Business Intelligence Services
SAP Development & Support Services
Self Service Delivery (ESS & MSS)
Finance Procurement Time
Management
Pay &
Benefits
Services
HR Other
Services

7. Key Considerations
Human resources processes – selecting, retaining and relocating suitable staff
Logistics issues – availability of accommodation, IT and other facilities
Cultural resistance – the willingness of customers and stakeholders to accept change
Dependencies within other projects – delivery of process and system changes
A new concept based on success elsewhere – the Shared Services model
A foundation for future efficiencies and service improvements – Business Services
Exploiting our technology asset – coordinated approach to maximising SAP benefits
Performance improvements – stretching targets, KPIs and Service Level Agreements
Business Services Excellence

8. A new culture
A coordinated approach - migrating from current culture to a new one
Delivering against expectations – proving we can “walk the talk”
Business Services Excellence
Encouraging innovation and ownership – continuous improvement
Physical environment – facilitating teamwork, learning and growing
Leadership and management – direction setting and empowering
Stakeholder and customer engagement – understanding expectations
Attitude to change – embracing and promoting new approaches

9. Finance Services
Purchasing
Processing
Mileage &
Expenses
Overtime
Processing
Electronic Accounts
Payable
Finance Services Team
Business Services Excellence

10. HR Services
Recruitment
Processing
Absence Reporting
Organisational
Management
Appraisal (PDR)
Support
HR Services Team
Business Services Excellence

11. Support Staff to Total
Staff Ratio
2006/07 2010/11 Industry Top 25%
HR 1:75 1:85 1:100-150
Finance 1:78 1:103 1:100-150
Delivering the cash benefits
£0.5m
contribution
to a £1.8m
annual
saving
Business Services Excellence

12. Delivering the efficiency benefits
Benchmarking our deliverables Setting SLA’s
Contribution to organisational goals Adding value, not an overhead
Business Services Excellence
PDR, Overtime, Mileage & Expenses administration and reporting – same day
Vacancy to advert, processing applications - reducing recruitment timescales
Absence notifications and overview report instantly – informing managers
Requisition processing and contract compliance to purchase order – same day
Paying invoices – meeting payment terms, securing discounts, avoiding penalties

13. Future Potential
Potential service to other organisations?Virtual and physical modules
Prove the concept on core services Expand and exploit the model
Business Services Excellence
Facilities, Training & Events
Remaining HR & Finance processes
Intelligence information
Help Desk, Research Bureau
Single back office contact centre
Local councils
Collaboration with Essex Police
Other forces considering shared services
Other organisations in the CJ family
Local business partners

14. Relevance for Public Services & Collaboration?
Collaboration opportunitiesPotential benefits
Continuous improvement Expanding capability
Business Services Excellence
Increased investment in core tasks
Efficiency, effectiveness and VFM
Reduced spend on non-core activity
Improved data quality & standards
Exploitation of technology
Shared risk and opportunities
Build on existing relationships
Shared learning and experience
Achievement of economies of scale
Realise your organisation’s potential

15. Recognise any of this?
Business Services Excellence
D
O
W
N
T
I
M
E
Injuries
Non-standard work
Defects
Waiting
Over-production
Transportation
Motion
Excess inventory
=
Eliminate it and efficiencies
WILL result…

16. Challenge everything!
Business Services Excellence
Why Did the bridge collapse?
Don’t treat the direct cause –
eliminate the root cause…
Because lightning weakened it.
Why Did lightning weaken it?
Because it wasn’t build to stand a strike.
Why Wasn’t it built to stand a strike?
Because it wasn’t built to specification.
Why Wasn’t it built to specification?
Because the contractor didn’t read the specification.
Why Didn’t the contractor read the specification?
Because nobody checked that the contractor had the latest version.

17. Review
Understanding the risks
Recruitment and retention strategy
Strengths, Weaknesses, Opportunities, Threats
Adapting to a new business culture
Taking up the performance challenge
Testing the future potential for Business Services
Preparing for the opportunities
Business Services Excellence
S
T
A
R
T
U
P
Mighty oaks from little acorns grow…..

18. A final observation from me…
Business Services Excellence
“Shared Services doesn’t have to mean everybody
HAS to do everything the same way…….
……but where you can there are real opportunities”

19. Any questions…
Business Services Excellence