In an exclusive interview with eGov monitor David Myers, Director, Shared Services Programme outlines how Whitehall intends to implement Shared Services across the public sector, a key theme in the Cabinet Office’s Transformational Government strategy
Q1. How do you envision the new emphasis on shared services will help to push the government modernisation agenda now that the government programme is coming to an end? What functions are likely to benefit the most?
As outlined in the Transformational Government Strategy, we are focussing on creating modern government. Shared Services will play a key part in this agenda by increasing efficiency and effectiveness of corporate activities. By modernising HR and Finance functions we anticipate making substantial savings. We are also looking at customer service centres, common infrastructure and various aspects of data sharing.
Our initial focus is on Human Resources and Finance functions – with the opportunity of including IT and Procurement as part of a shared service offering. There is every reason to suggest that front line services (particularly within local government), can benefit significantly from a sharing approach.
Sharing is now implicit within our Transformational Government Strategy, and requires a major cultural shift across Government.
Q2. Shared services is an idea that has been tried before, for example in local government, but has not really succeeded. Do you think your new sector-based approach to collaborative working is the right idea at the right time, especially given that many public sector bodies now have modern IT systems that facilitate information sharing?
What has been missing in earlier attempts is a coordinated commitment. We believe that our focus on sectors is the correct approach to take as it takes a pan-departmental approach but looks for natural groupings of organisations.
Having modern IT systems is only one part of the jigsaw, other parts include process re-engineering, leadership and management and training. We also have a responsibility to explain the business benefits of shared services within the government community, and make the transition achievable.
Q3. What do you believe are the key issues to a successful shared services operation?
Understanding the business benefits is key. We are looking to create a modern and efficient organisation, which can focus on key delivery targets, supported by Corporate functions which are benchmarked against ‘best in class’. Sponsorship and Leadership are also vital.
Q4. How are you looking to engage the supplier community in ensuring effective and efficient delivery of shared services?
We are engaging with the supplier community continuously through market briefings to update them on our progress and to get feedback on what progress we have made. We also work with organisations such as Intellect to ensure that we are working on a significantly detailed level with suppliers and that we understand the challenges facing each other.
We are constantly communicating and meeting with our suppliers to communicate our vision and to learn from them. We want to involve the supplier community as much as possible in order that our vision and goals are realistic and attainable given their abilities and that of the available technology. We also want to inform how they grow and develop their businesses so that they are ‘fit for purpose’ when we need their support to provide specific skills and services to the public sector.
Q5. Staff rationalisation and change management are two issues that need to be handled sensitively when developing a shared services business case. Can you comment on how your team will address these key people challenges.
This is a vital part of any shared services programme. Our focus will be on keeping all key stakeholder groups fully informed at all times. Shared service changes can be deep and difficult for organisations, and we see our work as prioritising the transformational aspects of the programme and paying care and attention to the substantive change issues.
Q6. What advice or suggestions would you have for departmental executive boards with regard to developing shared services capabilities across the public sector?
We want to engage with Departmental Executive Boards to assist them with existing programmes and to help them shape the scope of future programmes. We want to help them exploit the opportunities of shared services so that Departments can focus resource on their key objectives. Our advice would be to try not to reinvent the wheel – we are working to develop core solutions for government and learn from the best in class. We want to help government buy once and use many times.
