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Exit Management at the Cabinet Office

Requirement

Cabinet Office needed an experienced Exit Manager to manage a number of business-critical workstreams needed to ensure the successful delivery of two key projects within the Future Services Programme (FSP). Specifically, this entails the transition of the Civil Service Pension Scheme (CSPS) and Royal Mail Statutory Pension Scheme (RMSPS) Pensions Administrative Services to new contracts with the collective value of in excess of £350 million. The migration of the RMSPS contract requires a migration and technical re-platforming of the incumbent supplier as they were successful in securing the new contract following a competitive tender. The transition of the CSPS is the largest single component of the FSP. The transition involves the movement of around 1.1 billion data items, 360 public and private sector employers and 1.6 million members. The Exit Manager required strong supplier exit management, contract management and relationship management alongside complex programme delivery experience and transformational change expertise experience wit

Delivery

This is a multi-supplier exit management requirement with the RMSPS being from the incumbent supplier’s previous systems to their new platform and CSPS being from an existing supplier to a new supplier. We delivered exit management encompassing the following elements:

  • Exit Plans – we led on all activities relating to the incumbent administrator’s Exit Management process,specifically the effective development, implementation and monitoring of the Exit Plan:
    o  Analysing the strengths and weaknesses of the plan.
    o  Building and developing positive working relationships with the incumbent’s Exit Management team.
    o  Analysing all costs proposed by the incumbent, negotiating as necessary and agreeing final costs.
    o  Ensuring agreement within the FSP as to the correct identification of work as being chargeable either at a fixed price or on a time-and-materials basis.
    o  Managing contract/project spend and cost model for specific projects/workstreams.
    o  Ensuring that a clear and transparent timeline exists for delivery of the plan, monitor and evaluate performance against exit milestones and termination services.
  • Obligations matrix and tracker – we developed and monitored a Obligations Matrix/Tracker in both the current and future contracts to ensure effective allocation and oversight of accountability and responsibility and alongside this developed effective contract management plans for the new contracts.
  • Commercial Governance – we put in place effective commercial governance to monitor the Transition Delivery, including approval routes for Transition Milestones.
  • Effective Cross function programme management:
    o  We worked with the wilder Pensions directorate (Programmes and Business as Usual (BAU)) to understand the incumbent supplier’s pipeline of work and implement an effective prioritisation, commissioning and monitoring process that protects BAU, key programme delivery and exit activities.
    o  We worked alongside the Transition and Commercial Leads  to ensure that the aims of the clearly identifiable and deliverable and are shared with the new supplier were appropriate.
    o  We provided insight and information to the relevant steering boards, so that the service was managed holistically, ensuring coordinated and aligned decision making.
  • We provided Stakeholder Engagement:
    o  With the Government Major Contracts Portfolio (GMCP) for the CSPS and RMSPS Gold Level contracts, to ensure that Government Commercial functions are effectively engaged throughout the transition and migration to service operations.
    o  With Programme Director and Pensions Senior Leadership Team develop the commercial delivery structure within the GPG Pension Target Operating Model.
    o  Reporting to the FSP Board, CSPS Board and other governance groups as appropriate.
    o  Representing the FSP in engagement events, including Pension Practitioner and Data Group and Regional Employer Forums.
  • We provided commercial and contract management education and awareness training for the Pensions Team,where appropriate.
Result

We were able to establish an effective exit management regime across two exits in a complex environment and, in particular, we delivered:·      

  • Professionalism and emotional intelligence in the role ensuring the incumbents and the new provider work effectively to deliver their responsibilities.
  • Negotiation of fair and appropriate costs for the work to be done by the incumbent, ensuring value for money for the FSP with some significant reductions in exit costs.     
  • First time, on time programme management of exit activities to ensure that Exit planning and delivery does not hold up the overall progress of the FSP.
  • Technical expertise through the application of industry knowledge and expertise leading to the reduction/mitigation of risks throughout.
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