Delivering Efficient and Effective Shared Services in the public sector is no easy task

In the last few years the public sector has gone through significant reform across the globe to drive down costs and improve efficiencies. Central government has set up captive shared services, health trusts have utilised business process outsourcing models, and local councils have merged services to deliver economies of scale.

However, in general terms, there has been a lack of investment in the rights skills and the right capabilities. Too often have these programs been led by the blind and utilised seasoned interims that may not be committed to delivering the outcomes desired.

Based on the recent National Audit Office report, the UK Research Councils, joins the DfT, the MoJ, together with a number of other Government Agencies and Councils that have overspent and under-delivered.

Whilst there are many reasons for this, the three key failings are:

1. Developing and communicating a clear vision and plan;
2. Ownership and accountability;
3. Building and tracking the business case;

There has been strong momentum at the initial stage of each of these initiatives, and more often than not, there is a clear vision that is developed. However this is neither developed into a strategic plan nor communicated to each stakeholder group.

The ownership and accountability is key, and must be driven from the top and felt by every member of the project team. Instances of missing deadlines, and overspending against the business case must be “nipped in the bud” to avoid developing a culture of non delivery.

Business cases must be proactively tracked on a timely basis (monthly is beneficial) to ensure that slippage is minimised and performance is effectively tracked. In more instances than not, it is what one does not know that is most damaging!

Read more