eGov monitor asks for your views on what role partnership working really has to play in Transformational Government strategy
This event series begins a discourse to be carried both online through eGov monitor channels including GovXchange, as well as through the offline events being held around the country. Even if you cannot participate physically at the events, your views are important and the more contributions we receive the better will be the quality of the discourse.
We have collected and highlighted some perspectives from various stakeholders to initiate the conversation covering a broad spectrum of partnership and shared services issues including the opportunities and challenges, innovation as well as looking at working with different sectors to achieve a common goal.
We would like your views on these issues, please write to us at: rupert.george@egovmonitor.com
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The pivotal role of partnership working cannot be underestimated in delivering the ambitious transformational agenda of the government. Partnership not only between government departments and local authorities and other public sector bodies but also between public, private, VCS and the academic sectors. No one organisations or even sector can deliver truly transformed public services. It would require working together and capitalising on the specific sets of skills, knowledge and experience of each partner.
But most stakeholders while agreeing also suggest there are significant challenges especially in terms of process, mindsets and winning over people to support the partnership agenda. The challenge is how to make partnerships work. As David Myers in his interview with eGov monitor said
“Sharing is now implicit within our Transformational Government Strategy, and requires a major cultural shift across Government.
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.” (read David Myers full interview here:node/3845)
Effective partnerships can open host of opportunities in generating efficiency, delivering better public services. Ian Lowrie, in his unique perspective as the only shared Chief Executive of two councils – Adur and Worthing – suggest that it is important to start the dialogue on shared services between potential partners. Sustained dialogue between partners is the key to building mutual trust he adds. Read his interview here: node/8101.
Some have suggested that partnership working brings coherence to the agenda of different public sector organisations as well as the third sector which ultimately benefits the citizen. The Voluntary sector is keen to play a more central role in delivering public services especially to those who need most. Dhara Vyass from NCVO in her article explores the complementary role of the third sector and local government and the positive impact partnership could have on the well being of the local area.
(read: node/7764).The power of collaboration to achieve common objectives can provide a positive impetus in achieving those goals was noted in Isobel Booths article where she urged the voluntary organisations to work with each other in delivering better public services to people who need it most.
Similarly, the role of the private sector and the wealth of knowledge it brings should not be ignored either. The private sector has been using shared services, offshoring and other collaborative measures successfully. Also, many of the IT services providers have experience in developing and delivering solutions that meet the needs of citizens in a joined up way around the globe. As the formerVP of Siebel and Oracle, Ian Brook said while speaking with eGov monitor said (node/3964)
“The Private Sector has long dealt with these problems and can bring a great deal of experience to the Public Sector if allowed to do so. The Private Sector generally, and IT Vendors specifically, have necessarily needed to provide excellent service to survive and thrive as commercial entities and much of the competitive environment in which IT Vendors operate, can be fundamentally useful to organisations which have traditionally been monopolistic and which now have the desire to provide equal levels of customer service as the Private Sector”
Many stakeholders who responded to our questions agreed that communication between parties and understanding the scope of the project among other factors are key in the success of shared services. None more than Debra Maxwell, Head of Shared Services, Surrey CountyCouncil, (node/5863) who suggests that if there is a will there is a way and the opportunities outweigh the challenges even if they are complex. Mike Watts, the Director of HR Transformation at the Cabinet Office agrees when he urges government departments and others to share HR services and cautions “…There is therefore an opportunity cost if you do not follow a Shared Services agenda which is far greater than the cost efficiencies you also get by doing so”.
The role of technology is key in delivering shared services or integrating different partners with appropriate checks and balances. The technology service providers need to have a thorough understanding d the envisioned project and should be brought in as a full partner sharing the risks and rewards of the project.
Building partnerships with the community at large and ensuring citizens are part of the process needs to be a priority too. Without partnership with the community, citizen centric services and thus the future as envisioned by the Government wont be reality.
Don’t forget we would like your views to help explore these issues, so please write with your thoughts via email at: rupert.george@egovmonitor.com