1. Why do so many IT deployments fail to realise their promised benefits? Insufficient focus on business change. MARTIN MALLEY, DIRECTOR – BUSINESS CHANGE & TRANSFORMATION

2. What went wrong? The Chief Executive of a local authority wondered what had gone wrong. After 18 months of intense work to improve service quality and reduce costs, the authority had spent £10m on new technology, £2m developing new processes, used sophisticated modelling tools and trained 100 staff in Six Sigma. But there were virtually no improvements. She thought she’d done everything necessary – she’d agreed this at the Board, published progress on the website, and held three major staff events with plenty of QA. But: No one owned the change People were still working in silos Managers and frontline staff quickly slid back to old ways of working

3. Introducing Hedra Hedra is UK’s largest independent public sector only consulting organisation Over the last three years Hedra has delivered some £156 million of consulting services to the public sector Our clients comprise Central and Local Government, NHS, Ministry of Defence and a wide range of public service agencies Our work covers, strategy, service improvement, cost reduction, procurement, business change and transformation and technology implementation

4. Hedra and Local Government Shared Services – ERP, HR Business Change & Transformation Customer Services Procurement Solution Delivery - Catalist Over 60 consultants carry significant Local Government experience We also have an extensive list of central government clients which is available on our website - www.hedra.comwww.hedra.com

5. How does Hedra ensure success? Unlike many independent public sector consultancies, Hedra delivers services primarily using our 200+ full-time employed consultants Hedra recruits only from upper quartile of consulting population Consultants and clients are supported by fully documented delivery methodologies Hedra consultants are characterised by sector specific experience and know-how

6. Benefits Strategic Outcomes New ways of working New IT Process changes + Stakeholder Management & Communications Pragmatic Delivery Local Teams Central Team Approach, Knowledge, Communications Templates & Tools Local Teams Implementation, Tailored Processes, Local Comms & Readiness What is Hedra’s approach to change?

7. Including Vision Change readiness Sponsorship Right governance Communications Stakeholder management Business ownership Skills transfer Critical Success Factors for Business Change

8. Role Descriptions Leading Practice Processes Balanced Scorecards Baseline Data Collection Local Government ERP Business Cases Performance vs customer value Process & Activity Cost Assessment Opportunity Prioritisation ‘Lean’ Local Government Techniques Tried & Tested in Local Government

9. Enabling Change – Key Work Packages by Project Stage Copyright ©Hedra 2007 At each stage of the deployment lifecycle, certain work packages are specified to support the management of business change and make adoption of the new systems more effective.

10. Tony Blair 7 July 1999 “ People in the public sector are more rooted in the concept that if it ’ s always been done this way it must always be done this way than any other group of people I ’ ve ever come across …..It ’ s not that there aren ’ t many wonderful people now with a tremendous commitment to public service, but you try getting change in the public sector and public services – I bear the scars on my back after two years of government. ” 19962007

11. Case Studies - Snapshots

12. Local Government Shared Services Agenda…

13. During 2006, the Home Office instigated a series of pilot implementation for the new Single Non-Emergency Number (SNEN) – a new telephone service designed to reduce the call volume pressure on emergency services by offering an alternate service hosted by Local Authorities to support elements of case work. Hedra (in partnership with a technology supplier) defined, designed and implemented this new service in a number of pilot areas. Whilst the technology solution was relatively easy, the complex network of organisations and inter-dependency of existing business processes represented one of the greatest challenges. We focussed on working across organisational boundaries to develop new business processes and manage senior stakeholders so that the new service could be launched in its first pilot stage. Following the successful launch in four regional pilots, the project awaits decisions on how to take it forward pending the current Home Office review. Piloting New Services: The Single Non-Emergency Number Local Government – Piloting New Services…

14. As Northamptonshire seeks to drive efficiencies – social care provision is now a key focus area. Hedra consultants are working with NCC commissioning staff as a blended team to transform the NCC’s commissioning strategy. This work has migrated NCC domiciliary care commissioning approach from a complex and fragmented supply base (66 vendors) to a strategically selected group of partners (7) capable of meeting the needs of the entire county. Hedra has worked on this programme, from full strategy development – through to successful implementation As well as yielding annual savings of £800K+, it is anticipated that customer service levels will improve. In addition, this reduction in vendors is allowing NCC to dramatically simplify internal processes, thus reducing the total acquisition cost (TAC) of care provision across the county. Northamptonshire County Council (NCC) – Transforming Care Provision Social Care Provision