Business Plan 2019-22 - UK Shared Business Services Ltd - UK SBS
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Business Plan 2019-22 UK Shared Business Services Ltd
Chief Executive’s
overview
Richard Semple
UK SBS will become radically different as we The next three to five years, therefore, represent a
have a clear mandate to work with our partners period of very significant change for UK SBS, as
to transform the way we deliver, and the way they we enable our partners’ parallel transformations.
use, our broad range of services. We will achieve
this by: This three-year partnership plan, from 2019 to
2022, sets out a clear development path and
• Convergence onto common HR, finance and outcomes for UK SBS that will adapt over time
procurement processes, aligned to Cabinet to reflect changing circumstances and demands.
Office policy, led by the tripartite Business A central strand is the Future Shared Services
Design Authority. Programme, but there is a much broader change
required. After years of relative under-investment,
• Transforming, with our partners, end-to- UK SBS has a technical debt that has limited
end service provision, embracing modern service modernisation in recent years. In the
technology and techniques to provide a more past year, we have started to address this and
engaging user experience so that we are will continue to do so in the coming years. This
easier to do business with. will bring core capabilities up to the standards
The next three to five years, represent a period of significant change
for UK SBS, as well as an important opportunity to contribute and
support client transformational journeys.
2
UK SBS Vision
Setting the highest standard of public
sector business service provision in
the digital age.
expected of a 21st century service provider. viable UK SBS ‘change engine’. We will work
This is critical to deliver the change our partners with our partners to secure funding for change
require and to attain the demanding ambition set projects and risk mitigations, without which
by the Board in our vision statement: UK SBS will neither transform nor modernise
service delivery, hindering our partners’ own
Setting the highest standard of public sector transformations.
business service provision in the digital age.
There is much to do; a careful balance of
This is also a time of significant change for priorities, risks and resources is needed to meet
our partners, so more will be asked of us as our own and our partners’ ambitions. As our
a shared services provider. The past year has backbone, our employees have faced tough
seen significant efficiency improvements, with a challenges before and shown the difference they
23% reduction in cost per user for core services, can make through their expertise, hard work and
whilst user numbers have increased by 25%, pride in their delivery. I am confident, therefore,
with further growth expected. This has driven that with our partners’ and owners’ backing,
a marked rise in service requests and standard our committed employees can deliver on this
customer service contacts: up over 30% in watershed opportunity.
recent months. More complex change requests
have also increased by 30% in volume over the
last two years. This level of demand requires us
to increase capacity across all areas of service Richard Semple
delivery, as well as the re-establishment of a CEO
The past year has seen significant efficiency
improvements, with a 23% reduction in cost per user for
core services, whilst user numbers have increased by
25%, with further growth expected.
3
Introduction
UK SBS will become a very different organisation
over the next few years. Together with our
owners and partners, we will transform the end-
UK SBS will become a
to-end way we work together. Enabled by the
very different organisation
BEIS-sponsored Future Shared Services (FSS)
over the next few years.
programme we will embrace modern technology
Together with our owners
and techniques to ensure UK SBS delivers quality
and partners, we will
business and specialist services, effectively and
transform the end-to-end
efficiently, to the highest standards. way we work together.
A brief background to the organisation and the
services we provide is at Appendix A.
4
Strategic intent and approach
With investment from our owners we will Our relationship with our partners is enabled by
transform, to deliver a broad range of modern, us agreeing the services we supply (the Services
highly effective and efficient 21st century business Agreement/Catalogue), the quality we deliver
services. The team aims, with our partners, to (Key Performance Indicators, KPIs) and the
strive to become the highest performing public cost we incur to deliver today’s services and
sector provider - as reflected in our vision, tomorrow’s change.
mission and values.
We have a unique partnership relationship with
our owners, who are also the major part of our
client base, and whose employees are the
end-users of our service. We will provide
seamless support to our partners so that
they can focus on their core mission.
costing service
Vision model agreement
Setting the highest standard of public sector
business service provision in the digital age.
Mission
As a trusted public-sector partner, we provide
high quality, modern and efficient shared and
key performance
specialist business services to our partners and indicators
are proud to play our part in enabling them to
achieve the best outcomes for the UK economy
and society.
Values
Integrity, Diversity, One Team, Versatility,
Empowerment.
An increase
in user numbers 19,100
of 25% with Users on two
further increases anticipated Oracle platforms
5
Vision
Setting the highest standard of public sector
business service provision in the digital age.
Mission
As a trusted public-sector partner, we provide high
quality, modern and efficient shared and specialist
business services to our clients and are proud to
play our part in enabling them to achieve the best
outcomes for the UK economy and society.
Values
Integrity, Diversity, One Team, Versatility,
Empowerment.
6
What will be different (Ends)
Based on progressing the FSS programme, • Transparent, at tempo, effective change.
aligning services to the Cabinet Office Global
Standards, parallel transformation for our • Improved service resilience and proactive
partners and owner investment, UK SBS and security, keeping pace with the ever-changing
the services we provide will look and feel very cyber threat, providing security and
different. The differences we can deliver with reassurance.
partners and funding include:
HR and Payroll:
General : 1
• S
eamless intelligent automation to support
• H
armonised services and processes across on-boarding (including provision of new starter
all partners and end-to-end rationalisation. material), bank account details for pay and
expenses, and user provisioning.
• S
ignificantly improved data integrity through
self-service and intelligent automation. • L
ine manager self-service/automation to move
employees within an organisation (workflow to
• Intelligent automation, validation, prompts authorise contractual and pay changes).
and guides to provide information necessary
for action and updates or progress advice. • C
areer development, performance and
attendance management, support for line
• S
elf-serve customisable reporting tools; manager through MI and prompts for
enhanced operational and performance follow up.
analytics.
• Intelligent automation supports leaver process
• A
utomated document categorisation, across HR, Payroll and Business IT.
retention and deletion.
• C
hatbots provide immediate query responses
with on-line prompts for process journeys. Payroll
• Intelligent automation routes for service payslips
requests. processed
179,000
• C
ost code and line manager hierarchies
seamlessly link across Finance and HR with
intelligent routing even when hierarchy is
incomplete.
• R
educed cost per unit for standard +15% year on year
at a cost of
transactional services.
£2.18 per payslip
• O
pportunity to enable UK SBS and retained
partner teams to be freed to add value.
1 Investment in addition to Future Shared Services will be required to maximise use and capability of ServiceNow (forms,
routing, prompts etc,) PowerBi (analytics), SharePoint (records management) and other new technology.
7
Engaging closely with our clients
is vital in understanding their
needs and requirements.
Finance: Procurement:
• Intelligent automation and changed policy • E
-Marketplace ‘one stop shop’ broken down
remove all paper (invoices, receipts, into categories, sub categories and
statements) from accounts payable (AP) and commodities that sign-post users to the most
accounts receivable (AR) processes. suitable route to market e.g. e-Catalogue,
smart form, framework, self-service portals
• A
uto-reconciliations for ledgers, GL accounts, (travel, contingent labour, etc.).
bank reconciliations (including cash
management support automated – autoload • C
ommon ‘Amazon’ like e-Catalogue (reduced
bank statements, match payments, receipts, requisition to purchase order activity).
post bank charges).
• Intelligent automation enables auto-creation of
• O
nline forms for non-invoice payments such a requisition to purchase order.
as Non-Employee Expenses.
• Self-approval for low value purchases.
• S
elf-service for supplier, partner and employee
database maintenance.
• T
ax engine design removes manual changes
PO
PO
for VAT returns. Strategic
Procurement
Finance
INVOICE
1,100
competitions
200,000 completed
Invoices processed
4% increase year on year £82M logged Benefits
8
IT:
• F
urther adoption of cloud-based technologies
and the managed retirement of legacy systems
and services.
• S
tandardise business IT services across UKRI
and UK SBS, providing added value through
delivering new ways of working.
• S
ecurity and resilience are built into services
and will be offered as a service to partners.
9
What we will do (Ways)
Organising and prioritising, with partners, a and BOE users by the end of March 2020,
considerable portfolio of change is critical to followed by continuing agile enhancements.
the successful delivery of our goals: both near
term efficiencies and longer-term transformation. • Intelligent call routing and multi-skilling for
To help keep track we maintain a Strategic contact centres by September 2020.
Roadmap, with activities divided into four
• Grants decoupling – decoupling the current
interdependent groups, summarised below.
UKRI grants capability from ROE, to aid
1. Partner Activity. Working with and enabling transition to the new Funding Service solution.
partner change is paramount and reflects our The current phase will complete in March
relationship with our owners. Events such as 2020 with further work to be agreed for
EU Exit contingency planning means that we 2020/21.
will continually have to work together to adjust
• Implement an online recruitment tool
priorities and resources. Reflecting our revitalised
(TALEO) by March 2020 – to enhance
relationship with our owners and partners we
candidate and hiring manager experience.
will review governance arrangements with a view
to establishing a Service Management Board
• D
ata quality – working with partners to
to guide and assess delivery of the Services
cleanse and maintain the quality and integrity
Agreement. We will continue to embed recently
of their data we hold (critical to the services
established Change Boards for each of our two
we provide, usability of information by
core service platforms, in support of the Business
partners, transition to FSS and, of course,
Design Authority. To ease the partnership
legal compliance).
prioritisation challenge we will significantly
improve transparency and the reporting of • W
indows 10 upgrade – rolling-out the
change request progress (via the Change Portal). enhanced product to UK SBS and supported
UKRI users by December 2019 to better
2. Service Activity. The Future Shared Services
enable collaboration and reduce risk.
(FSS) programme is central to long-term service
improvement. However, effort will also be applied 3. Resilience, Support and Viability. We will
to a parallel service improvement programme, continue to address the historical technical debt
exploiting intelligent automation and digital to ensure UK SBS remains in support and keeps
technology. Key projects are below: pace with technological developments. Major
projects are below:
• U
K SBS Connect – developing a modern,
intuitive front-end interface for the UK SBS • A
pply learning from having moved Je-S
Oracle platforms with deployment to both ROE (Joint Electronic Submission system) to cloud
Effort will also be applied to existing service and
process improvement, including exploiting the latest
automation and digital technology.
10Amazon Web Services, a more secure and
stable platform for UKRI’s core business. The adoption of a
calculated risk-taking
• F
urther ROE upgrade activity, to include
process and culture will
Disaster Recovery (DR) environment and
basic DR Test upgrade, and implementation complement the adoption
of Oracle Enterprise Manager (OEM) to of greater agility.
enable automated deployment of operating
system patches to both ROE and BOE, to be
completed by March 2020.
• Improving analytics - take analytics and
• P
olaris House Service Improvements. reporting to the next level using existing
Modernising and rationalising a range of Oracle and Microsoft products, with further
services, including a single multi-tenant investment required to develop greater
network (December 2019) and consolidated sophistication in data science and analytics,
service desks (March 2020). as well as providing ‘data lakes’.
• T
he cyber threat must be countered through • A
doption of modern ways of working – greater
proactive monitoring and behavioural change productivity and effectiveness will be achieved
across the organisation. Building on Cyber through more flexible and mobile working
Essentials Plus accreditation we are working practices, exploiting the available range of
to gain full ISO 27001 (in 2020) as evidence of modern digital tools, such as Office 365.
further progress.
• A
gile project and programme delivery –
4. People, Capacity and Capability. Early traditional transactional waterfall approaches
focus must remain on compliance activity but will to project and programme management
quickly expand to encompass the adoption of will not cope with the increasing tempo and
modern ways of working and up-skilling, including volume of change. The principles of an agile
the following activity: approach are being adopted, with agile
delivery teams being task-organised from
• C
ustomer and innovation culture – embedding across the organisation.
a central operations team to drive continuous
improvement: cross-skilling the contact • B
alanced risk-taking embraced – a willingness
centres, using best practice to manage to accept risk is critical if opportunities are to
queues and building on customer feedback be identified and seized. The adoption of a
with an active focus on quality whilst calculated risk-taking process and culture will
maintaining productivity. complement the adoption of greater agility.
• W
e will continue to focus on core-controls,
enhancing our first line of defence and
assurance activity through the creation of the
central operations team, as risk can increase
at times of change of processes and people.
• K
nowledge and Information Management
(KIM) – Strategic management of our
information is the foundation stone of what we
do with our partners, as is GDPR compliance.
11How we will do it (Means)
UK SBS is undergoing changes in its own internal An effective plan is being developed and
leadership, culture and ways of working as we implemented to provide the breadth and depth
strive to deliver efficiencies and service quality of knowledge, skills and experience we need.
improvement alongside an unprecedented
increase in service volumes and the number and • Leadership capability – it is vital to ensure
complexity of programmes and projects for us the team is provided with the support and
and our partners. Much of the focus of ‘ends’ direction required to build increasingly
and ‘ways’ is inevitably on policy, process and professional skills during a period of
technology, for us, and our partners. It is our unprecedented transformation; we will evolve
people, working together, that will provide and re-launch our core leadership skills
the ‘means’. programme (including a module on enhancing
partnership engagement) and ensure
People are our most important asset; they are performance management is focused on how
central to all we deliver. We will build the talent managers lead, as much as what they deliver.
in the organisation to ensure a motivated and
flexible workforce, with the right capacity and • C
ulture, ways of working and behaviour
capability, at an affordable cost. With time, effort – UK SBS will continue to work with our
and money we will: partners to adopt a more agile and risk-
managed (rather than risk-averse) approach
• O
ptimise workforce planning – a strategic to delivery. We will breakdown internal
view of the resources required to deliver barriers and functional silos. A key initial
growing BAU and increased change is being step is bringing the contact centres together
developed and maintained on a rolling three- and creating a central operations focus for
year basis. This will mean some initial increase assurance and continuous improvement.
in numbers to support service volume growth,
continuing to rebuild our change capacity Partnership engagement
and acquiring new digital capability. We will
maximise the use of our sites in Billingham UK SBS is led by the Executive team,
and Newport, as well as Swindon. overseen by the UK SBS Board, made up of
representatives of our owners and independent
• I mproved recruitment and retention – Non-Executive Directors, including the Chair. To
with limited resilience within the workforce help the working of our unique partnership we
and a growing demand for change we must have an established Business Design Authority
actively work to ensure empty posts are filled. to facilitate prioritisation of change projects
The number of vacancies and employee across our two service platforms, to encourage
turnover will be reduced through modernising harmonisation across our partners and to agree
recruitment approaches, enhancing induction, incremental changes to the Services Schedules.
leveraging our three sites and, critically, It is proposed to complement this with the
building leadership capability (see opposite). establishment of a Service Management Board
focused on the end-to end efficient and effective
• Upskilled workforce – the right capability
delivery of the current Services Agreement.
and capacity are required. The demand for
new skills is changing and growing over time, To support this governance structure, our
such as the need for modern digital skills. Partnership Managers and Service teams
We will revitalise our customer service and aim to build trusted partner relationships, to
middle management training programmes. constructively and collaboratively ensure service
12We will build the talent in the organisation to ensure
a motivated and flexible workforce, with the right
capacity and capability, at an affordable cost.
performance and improvement. We focus • U
ser experience feedback where individual
on person-to-person opportunities for client customers are asked to rate the service that
discussions and feedback: from overarching they have received and provide comments on
partner service reviews through service specific completion of each service request.
operational performance review meetings to
individual users talking with our contact centre for • M
onthly meetings with partners to identify key
help and advice. With our partners, we operate partner issues for inclusion within the regular
a Business Design Authority to provide strategic reports.
prioritisation and joint working. It is leading the
• A
quarterly feedback report with Partnership
important work to ensure that we take every
Managers working with senior contacts
opportunity to standardise and improve end-to-
through a functional focused survey to collect
end HR and Finance processes ahead of FSS
feedback for each service.
implementation.
• A
complaints and compliments process
At a partner level, review of feedback alongside
which feeds into regular partner reporting and
the service KPIs is key to service management
through these, the partnership and service
and partnership reviews. To obtain regular
management reviews.
qualitative feedback on services we have
revitalised multiple routes:
Business Design Authority
Service Management Board
UK SBS Owner
Executive Executives
Partnership Senior Partner
Manager Representatives
Senior
Partnership
Reviews Senior
Heads of Functional
Service Managers
Functional/service
Functional Functional
Relationship Partnership Meetings Service
Managers Managers
Service Customer (end-user) Retained
Delivery meetings and site visits Functions
Teams Customers
UK SBS Partner
13Finance and budgets
We agree a costing model with our owners and • F
or 2021/22 the cost of Oracle licences
partners to facilitate appropriate charging for increases by 5%.
services and project investment. We will work
with our partners to evolve the costing model • All other non-salary costs remain the same.
to enable a move to a service-based charging
• T
he service portfolio remains the same as in
model that encourages the delivery of end-to-end
mid-2019/20.
efficiencies, supported by a transparent partnership
approach to forecasting volumes and planning
• The user numbers remain as at August 2019.
of change.
The 2019/20 figures below have been developed Assumptions used for project costs
from the budget for business as usual (BAU) and
the latest forecast for projects. The figures for These are rough order of magnitude (ROM) costs
subsequent years are indicative only and have not expected to be incurred by UK SBS to complete
been agreed with our partners. projects funded by its owners.
• C
osts shown are UK SBS costs only and do
Assumptions used for BAU costs not include partner costs.
• A
ssumes a 2% increase in salary cost each • C
osts do not include the licence or
year, balanced by a 2% efficiency gain. implementation partner costs of the new
solution.
Forecast income and expenditure account
2019/20 2020/21 2021/22
Income and costs (£m)
Forecast Forecast Forecast
Business as usual (BAU) service income 33.5 33.5 33.7
Programme & project income 6.1 9.3 6.8
Total income 39.6 42.8 40.5
BAU staff costs 23.3 23.3 23.3
BAU non-staff costs 10.2 10.2 10.4
Programme & project costs (forecast) 6.1 9.3 6.8
Total costs 39.6 42.8 40.5
Surplus/(deficit) before depreciation 0.0 0.0 0.0
14Breakdown of costs by directorate
2019/20 2020/21 2021/22
Total costs (£m)
Forecast Forecast Forecast
Finance 3.3 3.3 3.3
HR/Payroll 2.2 2.2 2.2
Procurement 4.0 4.0 4.0
General service delivery 2.9 2.9 2.9
Service delivery sub-total 12.4 12.4 12.4
ISS 15.5 15.5 15.7
Change directorate 2.3 2.3 2.3
Corporate services 3.3 3.3 3.3
BAU costs 33.5 33.5 33.7
Programme & project costs (forecast) 6.1 9.3 6.8
Total costs 39.6 42.8 40.5
Forecast average BAU FTE 523 513 503
15Programme & project ROM costs
2019/20 2020/21 2021/22
Description (£m)
Forecast Forecast Forecast
General capital 1.1 0.5 0.5
Grants security and resilience 0.2 - -
Business IT & multi-tenant network 0.3 0.4 0.2
UK SBS Connect 0.5 0.3 0.3
BOE maintenance - 0.5 0.1
ROE maintenance - 0.5 0.1
DR upgrade - 0.2 -
Data centre upgrade - 0.2 -
Soft telephony & VC - 0.3 -
Client analytics - 0.1 -
Testing & environment automation - 0.2 0.1
Data lake & analytics - 0.3 0.2
Robotic process automation & intelligent automation - 0.4 0.2
ERP service improvement - - 0.2
Windows upgrades - - 0.1
Interfaces, m/ware & application programming interface - - 0.3
management
Security operations centre - - 0.2
Total capital projects 2.1 3.9 2.5
New Solution Project 0.9 2.5 3.0
Grants de-customisation 1.2 1.2 0.2
Business IT 0.4 0.4 0.4
Recruitment tool development 0.5 0.2 -
Service management tool improvements 0.5 - -
UKRI reorganisation 0.3 0.5 0.5
User service improvements 0.1 - -
KIM and GDPR 0.1 0.1 -
ISO27001 0.1 0.1 -
Robotic process automation & intelligent automation - 0.3 0.1
Miscellaneous (0.1) 0.1 0.1
Non-capital projects 4.0 5.4 4.3
Total project funding required 6.1 9.3 6.8
16Measuring success
The UK SBS management information framework • Service performance against standards set
plays a central role in measuring achievements as out in the Partnership Services Agreement,
we deliver our challenging and ambitious plans. measured by Service Key Performance
The framework is shared with the UK SBS Board, Indicators (KPIs).
Audit Committee and Executive and with our
partners. It includes: These capture what and how we deliver.
Alongside hard data, it includes partner
feedback, user experience data and client service
• Delivery and progress of the Strategic
management reviews. We monitor progress
Roadmap of major change activities
and success monthly but taking stock at key
points in the year will also ensure we are meeting
• Management of key risks
expectations or managing them if the necessary
• People effectiveness and engagement investment for change is not available.
• Key partner issues (part of our relationship Service performance KPIs
management)
KPIs are reviewed, endorsed and signed-off in
• Financial performance versus agreed budgets conjunction with our owners and partners. The
current operational KPIs are at Appendix B.
UK SBS total cost of service
(excluding Property Asset Management and Grants Service Delivery*)
50
40.2
40
35.8
33.5 33.5
30.8
£ millions
29.5 28.8 29.0
30
20
10
0
2013/14 2014/15 2015/16 2016/17 201/18 2018/19 2019/20 2020/21
Shows the total BAU cost with budget for 2019/20 and an estimate for 2020/21.
Note: Financial year 2013/14 was the first full year of service to (former) BIS, when additional
finance and HR employees were transferred to UK SBS and additional office sites were inherited.
* Property Asset Management and Grants Service Delivery transferred out of UK SBS between
2015 and 2018
17Cost of core service per customer
698
700
600
571
552
534
508
500
Indicative Core Cost per customer (£)
400 390 388
371
300
200
100
0
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
Shows core cost per customer of the standard (core in Cabinet Office definition) finance
and HR/Payroll services reduced from 2013 to 2016 due to cost reductions. Slight
increases between 2016-2018 because of reducing customer base following the intent
to close the company. The onboarding of former DECC and growth in other client
organisations reduces the core cost per customer sharply.
18 The average score across
our services indicate user
satisfaction of 3.7 out of 5.
The KPIs are used to measure and report services in 2014/15, the cost for the service
UK SBS performance on the key operational supplied by UK SBS to BIS (as at the time) proved
service process steps undertaken for partners very competitive. We are keen to participate in
(e.g.: processing supplier invoices), and to further benchmarking exercises.
identify, explain and address any service
under performance. They are the equivalent to More work on cost of service (by sub-function
commercial performance KPIs reported by a cost driver) is being undertaken to enable detailed
standard third-party provider (e.g.: SSCL / Capita). standardisation and simplification of end-to-end
process discussions with partners.
Benchmarking our success
UK SBS cost of service
As UK SBS offers a broader and deeper range
of services than most shared service providers, A critical high-level indicator is our cost of
comparison with others is problematic. service. Over recent years UK SBS’s cost to
Assessment of UK SBS services suggests serve has fallen whilst consistently meeting KPIs.
that less than 25% are comparable with the The cost per user fluctuated in line with client
standard services usually offered by other exits ahead of plans to close the Company. More
providers. However, when the Cabinet Office last recently, with the on-boarding of former DECC
undertook its Government Shared Services (GSS) employees and other growth in user numbers,
comparison of government department shared this has fallen markedly.
How we manage our
information is of strategic
importance to us. It is the
foundation stone of what
we do for our clients.
19Appendix A – UK SBS background, clients
and services provided
UK Shared Business Services Ltd (UK SBS) is four service areas; Finance, HR and Payroll,
a Company limited by shares, owned by the Information Technology (IT), and Procurement.
Department for Business, Energy and Industrial Only a quarter of these fall within the traditional
Strategy (BEIS) and UK Research and Innovation definition of standard or core shared services
(UKRI). It is a government shared service provider, (as used by the Cabinet Office). The remaining
operating within the public domain. 75% reflects the range of specialist skills which
support partners’ additional professional
Our owners, and our major partners, have service demands, for example: immigration
undergone significant change. The creation services in support of attracting overseas talent
of BEIS saw the merging of two government and cash management support. They reflect
departments, with UK SBS onboarding over joint, cost effective working with partners and
1600 new users from another provider. The seven responsiveness to user needs. A summary of
Research Councils, Innovate UK and Research services provided to each client can be found on
England were brought together to form UKRI the next page.
in 2018.
These charts provide a high-level summary
UK SBS has one of the widest ranges of service of the standard and additional services that
provision within the UK public sector. We provide UK SBS provides and the proportional costs
services to six public sector partners, spanning for UK SBS services.
Services taken by UKRI Services taken by BEIS
by standard and additional services by standard and additional services
Standard Standard Standard Standard
Standard
20% Standard
20% Standard
32% Standard
32%
20% 20% 32% 32%
Additional Additional Additional Additional
Additional
80% Additional
80% Additional
68% Additional
68%
80% 80% 68% 68%
Services taken by DIT Services taken by Other
by standard and addittion services by standard and additional services
Standard Standard Standard Standard
Standard
32% Standard
32% Standard
34% Standard
34%
32% 32% 34% 34%
Additional Additional Additional Additional
Additional
68% Additional
68% Additional
66% Additional
66%
68% 68% 66% 66%
20Client split of UK SBS charges 2019/20 Total UK SBS Service offering by standard
(£000) and additional services
Standard services
Other £828k UKRI £24,517k 23%
74% Additional services
2%
77%
BEIS £6,333K
19%
DIT £1,664k
5%
UKRI BEIS
DIT Other
21UK SBS Service Take-up
UKSA (user numbers included in BEIS)
4
National Institute of Agricultural Botany
services
UKRI (summary) C. 8,660 users
36
services lines
Additional service elements
Standard service elements
UK Government Investments
BEIS core C. 5,328 users
Institute for Food Research
Diamond Light Source Ltd
South Tees Site Company
211
INSS C. 1,794 users
UKRI Central Services
service elements
DIT C. 2,742 users
Research England
John Innes Centre
Based on Cabinet Office’s benchmarking
definitions, our 36 service lines are broken
Innovate UK
TWI Limited
down to service elements to more accurately
UK SBS
BBSRC
analyse which UK SBS activities relate to a
EPSRC
ACAS
AHRC
NERC
ESRC
STFC
MRC
standard shared service offering.
Oracle operating system (BOE, ROE or Non-Oracle(N-O)) BOE N-O ROE ROE ROE ROE ROE ROE ROE ROE ROE ROE ROE ROE N-O ROE ROE N-O N-O N-O N-O N-O N-O N-O
Finance ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Customer Service Helpdesk 1 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Accounts Payable (AP) 3 3 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Accounts Receivable 2 1 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Cash Management 2 1 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Non Current Assets 2 2 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
General Ledger (Accounting) 5 1 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Project Accounting 4 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
VAT 3 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Specialist Value-Add Services 17 ✓ ✓ ✓ ✓
HR & Payroll ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Customer Services Helpdesk 2 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Transactional HR (Starting Work/At Work) 15 6 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Leaving Work 13 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Payroll 9 2 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Reward and Recognition 3 9 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Recruitment 8 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Training Services 8 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Immigration 13 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Complex Case Management 6 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
ISS
End-User Computing 2 4 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Communications & Mobile Working 3 11 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Building IT Services 9 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Hosting Services 8 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
3rd Party Customer Services Helpdesk 1 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Supplier Management 2 ✓ ✓ ✓ ✓ ✓ ✓
IT Customer Support 3 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Enterprise Systems Support 2 6 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Procurement
Customer Services Helpdesk 1 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Category Management 4 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Sourcing 4 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Contract Management 1
Purchasing 1 3 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
eCommerce 2 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Supplier Database Managment 1 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Specialist Procurement 1 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Inventory Management 2 ✓ ✓ ✓
Commercial Intelligence 4 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
No of services taken by Client: 4 1 2 4 3 4 4 4 4 4 4 4 4 4 1 4 4 1 1 1 1 1 1 1
No of service lines taken by Client: 28 6 14 27 25 34 32 32 31 32 32 29 31 32 5 27 33 1 1 1 1 1 6 6
No of service elements offered: 69 142
Note
• Does not reflect variances in the way services are operated for different partners
• User numbers are defined by licensed Oracle users as at 31 August 2019.
22Finance Service Lines
Finance Services
Accounts Accounts Cash Non Current General Project Specialist
VAT
Payable Receivable Management Assets Ledger Accounting Services
AR Historic
Ap Invoice Transactional Additions & General Project VAT
Invoicing Data
Processing Processing Amendments Accounting Updates Returns Requests
Vat
Management Debt Externally
Cash Flow Disposals & Exemption Policy
of Invoices Collection
Reconcillations Funded
Forecasting Retirement & Partial Support
on hold Projects Recovery
Secure
Ap Credit Card Depreciation VAT
Period End Other
Payments Receipts & Revalution Advice
Employee AR Capital
Expenses Receipting Projects
GPC &
Credit Card
Administration
HR & Payroll Service Lines
HR & Payroll Services
Transactional Reward & Training Complex Case
Leaving Work Payroll Recruitment Immigration
HR Recognition Services Management
New Starter Leaver Pay & Entry Clearance Complicated
Payroll Recruitment Supplier
Administration Management Reward Compliance Starter
Management & Selection Management
Strategy Checks Management
TUPE/COSOP Allowances Complex Policy & Compromise
Performance Pay Award Commissioning
& Exit & Benefit Campaign Courses Strategy Reference
Management Implementation
Programmes Management Management Development Management
Leave & Employee Non-Pay Length of
Pension Executive Course
Attendance overpayment Employee Tier 2 Service Query
Liaison Search Management
Management management Benefits Management
Contractual Job & Assessment
Change Training Dismissal
Grading Centre Tier 5
Management Delivery Managemen
Evalutions Management
Maintain Advice, Ill
Employee Consultation Contract Guidance & Health
Data Support Management Casework Management
Pre- Tax &
Reference Assurance employment Workshops &
Management Pension
Management Compliance Training Management
Vetting
23ISS Service Lines
ISS Services
End User Communications Building IT Hosting Security Risk Customer Supplier
&
Computing Mobile Working Services Services Management Service Desk Management
Physical 3rd Party Supplier &
Computing Email IT Infrastructure Application Security Customer Contract
Device Provision Services & Networking Hosting Service Desk Mgmt Service
Office Supplier
Mobile Landline Co-Location Risk
Productivity Management
Telephony Telephony Hosting Management Consultancy
Equipment Unified Application &
Loans Communications Printing Consultancy
Data Backup
Managed
Remote Access WIFI
Management
Unmanaged Room Bookings
Remote Access (Technical
Management Concierge)
Procurement Service Lines
Procurement Services Purchasing Services Specialist Services
Category Contract Supplier Specialist Inventory Commercial
Sourcing Purchasing eCommerce
Management Management Management Procurement Management Intelligence
Sourcing Online Supplier Inventory Group
Category Manage Online Order Major
Goods & Catalogue Database Master Data Procurement
Management Contracts Processing Projects
Services Management Management Management Porta
Automated Warehouse Supplier
Order Quality Service Order Catalogue Commercial
Assistance Management Maintenance Intelligence
Post Order Supplier
Issue Assurance
Management
UK SBS Supporting Service Lines
UK SBS Supporting Services
Customer Management Enterprise Corporate
Services Information Systems Support Services
Finance Contact Financial ERP Systems Change
Centre Reporting Support Management
HR & Payroll Project &
HR & Payroll Grants Systems
Contact Centre Programme
Reporting Support Management
Managed
Procurement Recruitment Corporate
Contact Centre Applications
Reporting Support
Support
IT Customer Procurement
Service Desk Reporting
IT Service
Management
24Appendix B – Current UK SBS Service
Performance KPIs
KPI Ref Description 2019-20 2018-19 2017-18 2016-17
Target Score Score Score
Customer Experience (also reported by individual service in performance reporting)
KPI-CE-1 Average User Experience Score (out of 5) N/A N/A N/A N/A
KPI-CE-2 Response Rate (Submissions Received v N/A N/A N/A N/A
Transactions Completed)
KPI-CE-3 Average Quarterly Client Satisfaction Score (out of 5) N/A N/A N/A N/A
Customer Service (also reported by individual service in performance reporting)
KPI-CS-1 Contacts Resolved by Agreed Target Date >= 85% 85.8% 91.6% 88.9%
KPI-CS-2 Customer Service Telephone Calls Abandoned = 90% N/A N/A N/A
in 10 Working Days
Finance Services
KPI-FIN-1 Supplier Invoices Processed in 2 Working Days >= 85% 83.9% 94.7% 91.5%
KPI-FIN-2 Value of Managed Debt Overdue by 90+ Days N/A N/A N/A N/A
(where UK SBS are authorised to chase)
KPI-FIN-3 No. of Working Days to Complete Key = 95% 97.6% 98.0% 9 6.1%
(< £10K)
HR & Payroll Services
KPI-HRP-1 Payroll Transactions Processed by Deadline = 100% 99.8% 100% 100%
KPI-HRP-2 Payroll Error Rate (UK SBS errors only) = 98% 99.1% 99.1% 98.7%
KPI-ISS-3 Network Availability >= 98% 99.9% 99.9% 99.7%
KPI-ISS-4 eMail System Availability >= 98% 100% 99.5% 99.6%
25KPI Ref Description 2019-20 2018-19 2017-18 2016-17
Target Score Score Score
KPI-ISS-5 Hosted Systems Availability >= 98% N/A N/A N/A
Procurement Services
KPI-PRC-1 Procurement Benefit v UK SBS Managed Spend >= 6% 9.9% 7.9% 8.1%
Ratio
KPI-PRC-2 Return On Investment (Procurement benefit v cost of >= 9.8 21.4 : 1 18.0 : 1 18.1 : 1
service)
KPI-PRC-3 Initial Contact Made With Customer after Receiving >= 90% N/A N/A N/A
Procurement Requirement in 3 Working Days
KPI-PRC-4 Average Number of Days from Launch Date to N/A N/A N/A N/A
Deadline for Receipt of Tenders (rolling 3 months)
KPI-PRC-5 Average Number of Days to Complete Due Diligence N/A N/A N/A N/A
on Tender Responses (rolling 3 months)
KPI-PRC-6 Average Number of Days from Evaluation Start to N/A N/A N/A N/A
Contract Signed Date (rolling 3 months)
Risk, Information Management and Continuity
KPI-RISC-1 Major Security Incidents =0 0 0 0
26Polaris House Concept House Queensway House North Star Avenue Cardiff Road Newport West Precinct Billingham Swindon Wiltshire SN2 1FF South Wales NP10 8QQ Stockton-on-Tees TS23 2NF www.uksbs.co.uk www.uksbs.co.uk www.uksbs.co.uk UK Shared Business Services Ltd (UK SBS) Registered Office: Polaris House, North Star Avenue, Swindon Wiltshire SN2 1FF Registered Number 06330639 (England and Wales)
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