Presentation is loading. Please wait.

Presentation is loading. Please wait.

Shared Services, Reform and The Home Office Stephen McCormick Director Strategy & Business Development, Home Office Shared Services November 2007.

Similar presentations


Presentation on theme: "Shared Services, Reform and The Home Office Stephen McCormick Director Strategy & Business Development, Home Office Shared Services November 2007."— Presentation transcript:

1 Shared Services, Reform and The Home Office Stephen McCormick Director Strategy & Business Development, Home Office Shared Services November 2007

2 Shared Services Vision To make a meaningful and lasting contribution to the governments broader citizen-centred transformation of public services by freeing people, time and money to focus on front-line service delivery

3 The Opportunity Benefits Improved Service Delivery to the citizens and staff More productive, better trained and motivated staff adding greater value Saving of at least £1.3 billion per year in HR & Finance Significant improvements in business processes, critical information and IT systems Support of other initiatives – Lyons, Productive Time, Procurement Objectives Optimise investment decisions through reuse and sharing Dramatically reduce the number of locations Coordinate the approach to interacting with the market Use standard organisational structures, processes and technology Match the best performance levels in the private sector Simplify processes to make it easier for staff to work with HR and Finance Enable Finance and HR professionals to concentrate on strategy and high impact activities

4 Home Office (Departmental Framework - Reform): The [Home Office] Shared Service business will deliver high- quality customer services, speedier access to information and data, increased flexibility and a long term, sustainable platform for future cost reductions and service improvements … All Sharable functions …All Home Office Organisations … We will have a commercial relationship On the main agenda Shared Services Vision

5 Ministers and Home Office Board Office for Security and Counter- Terrorism Crime Reduction and Community Safety Group Criminal Records Bureau Border and Immigration Agency Identity and Passport Service Professional ServicesShared Services Office for Criminal Justice Reform (Trilateral) Delivery Groups Delivery Agencies Headquarters Home Office Delivery Partners Counter-Terrorism Partners NDPBsincluding Serious Organised Crime Agency, National Policing Improvement Agency Local Partnerships 43 Police Forces Frontline service delivery to the public Strategic Centre Home Office Operating Model

6 Service Portfolio Procurement Estates Case Management Information Technology Finance Human Resources VAT/Tax Advice Pay & Pensions Technical Infrastructure Correspondence Legal Services Contact Centres Implementation Support Service Propositions

7 The Vision – Supplier Independent Provision Government Customer Broad and Deep Commodity Service Provision In-house Provision In-house Provision Wider Government Provision Wider Government Provision Private Sector Provision Government Customer Government Customer Government Customer Government Customer Government Customer Government Customer Utilise Good Quality Cost Effective Services Manage Provision from across Government & Private Sector

8 Core Competencies Contract Management Standards Setting Proposition Development On-Boarding Support Customer Acquisition Trusted Advice Procurements Alliance Management Solution Build Operations Competencies Internal Support Services Continuous Improvement

9 BIA IPS Core HO CRB NDPBs Customer Advisory Committee OGD/CJS Business Needs & Priorities Strategy / Policy / Performance Joint Management Board Corporate Support Directorate Corporate Support Policy & Strategy – Finance, Procurement, HR, IT, Estates etc. The Shared Service Business SBS OGD EDS Fujitsu Other Supply relationships

10 Case Study: Home Office Key Learning Points Stakeholder Management is critical, especially as senior stakeholders move in and out of roles and continuity is lost – proactively engage to gain and maintain support Establish a Governance structure that spans the full scope of organisations – this may require engaging a differing levels of board. Be ready to revise and adopt the Governance structure if the opportunity presents itself Restructures and machinery of Government changes can present opportunities, e.g. Home Office Reform and the future Operating Model now includes Shared Services, the NDPB Review/Rationalisation supports shared service adoption. Threats come from these major political and structural shifts too. Take care when driving out synergies across operations – strike the balance of pace and risk – differing levels of synergy exploitation: management, non-operational and operational integration Driving adoption of shared services requires a customer engagement approach that is voluntary, staged and relies on business development skills. This is not core business for Government but is key to success. Do no underestimate the effort and associated cost of sale.


Download ppt "Shared Services, Reform and The Home Office Stephen McCormick Director Strategy & Business Development, Home Office Shared Services November 2007."

Similar presentations


Ads by Google