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Roger Hall from Plymouth University presents some of the outcomes of the JISC funded Higher Education & Local Authority Shared Service (HELASS) project between Plymouth University and Plymouth City Council along with SERCO
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Higher Education & Local Authority Shared Services
(HELASS)
Roger Hall
Plymouth University
12 December 2011
By the way...........
1970’s - Bureau services and time sharing e.g. payroll
‘Shared Services’ isn't new !!
The Partnership
To explore the possibilities of developing a shared services framework for ICT infrastructure and support services across a higher education institution and a large local authority.
Overall Aims
Key Objectives1. Identify ICT based Shared Service opportunities that
will deliver cost reduction and/or service improvement
2. Identify standalone ICT based opportunities within Plymouth University and Plymouth City Council
3. Identify suitable candidates for Shared Service pilots
Project Team Structure
Steering Group
Project Lead - JBOverall Project Manager - SSJISC Reporting & Co-ordination - RH
PCC
Admin
In House ICT Team
WPL – NC
Admin
UoPIn House ICT Team
WPL – GBtbc
Admin
UoP
JISC Flexible Service DeliveryERH July 2010 V3.0
JISC
Serco Project Manager - IEConsultancy A/c Director – DGSolutions Architect/Analyst
Serco
HELASS PROJECT STRUCTURE
Initial Steps• NDAs in place - Collaboration agreement signed• Council and University data collection (Serco
generated a survey)• ICT Practitioners from both orgs attended
workshops with Serco ‘Solutions Architect’• JISC Enterprise Architecture foundation
workshops attended by UoP staff
Initial Analysis• Documentation (Policies)• Staffing• Financials• Infrastructure• Support arrangements and performance• Service Volumes (Support Desks)• Applications• Projects• Contracts• Service Quality
Operational Alignment• ICT maturity
– Both upper quartile
• Operationally/tactically well aligned – similar platforms and strategies
• Discussions well facilitated ensuring momentum and progress made
• Energy and enthusiasm built up as project progressed
• Early route to savings identified
Total current joint annual ICT in scope spend = £13.7mTheoretical annual fully Shared Service cost saving* = £1.671m
£7.5m p/a£6.2m p/a
But……has multiple complex interlinked obstacles, with significant risk, cost and elapsed time to achieve
But……the sum of the parts MAY be greater than £1.671m?
SS1+SS2………..+SSn > £1.671m p/a ?
Scoring Matrix
The identified potential Shared Service options were jointly assessed with the UoP and PCC project representatives and allocated a maximum score of 10 against 4 criteria:
• Impact. The potential positive impact across the University of Plymouth and Plymouth City Council enterprises. Primary considerations taken into account were projected impact on both the cost and quality of service delivery. Other parameters considered were the strategic or tactical nature of the option and its ability to enable further downstream Shared Services
• Cost. Primarily assessed in two dimensions, the first being the absolute cost of implementing the Shared Service and the second being the cost in relation to the potential impact assessed in (a) above
• Time. An assessment of the elapsed time to fully implement the potential Shared Service, where 10 represents an immediately available option and 1 represents longer than 3 years.
• Risk. An overall assessment of the risk associated with implementing the potential Shared Service, where 10 equates to no associated risk and 1 equates to an unacceptable level of business risk.
1.Forty-five items on identified list
2.Hierarchical mix of business, org, application & technology
3.Have been rated for cost, benefit, timescale & risk
4.Identified potential early-adopters
5.Probably wider and deeper than envisaged?
6.Leads into a long term Shared-Service transformational agenda?
Progress To Date• High level business cases produced for 5 highest
ranking recommendations• Recommendations presented to steering group• Recommendations currently confidential• Governance for ongoing activity in place but not yet
tested !• A bigger picture has emerged (than the original scope of
the JISC funded project). Other potential shared service partners have emerged.
Lessons Learned (1)• Cultural differences
– Network openness– Security
• Alliances– Geographic– Sectoral
• Timing– Investment cycle– Organisational change
Lessons Learned (2)• It can be done!• There are tangible benefits and consequential
benefits• It is helpful to have external stimulus (PM)• You need to commit time and resource• Senior ICT managers need to believe• There has to be senior political buy-in, without
this all is lost…
Lessons Learned (3)
• But consider your exit plan at the outset – Have a pre-nuptial agreement
The context can change, organisations can change in size, change their policies, be acquired, be split up etc.
1. Data-Centre consolidation (4 to 2)
– - Technology refresh sub-plot
– - DR/Backup sub-plot
2. HR/Payroll
– - Migrate PCC to a UoP system (PCC main saving)
3. ICT Procurement
4. Service Desk
5. Knowledge Forums / Exchange
– - SIGs
– - Training / SFIA / skills
– - ITIL
