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

1. Shared Services Vision
“To make a meaningful and lasting contribution to the government’s broader citizen-centred transformation of public services by freeing people, time and money to focus on front-line service delivery”

2. The Opportunity Benefits Objectives
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

3. Shared Services Vision
On the main agenda
Shared Services Vision
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”

4. Home Office Operating Model
Ministers and Home Office Board
Strategic Centre
Headquarters
Delivery Groups
Office for
Office for Security
Crime Reduction
Criminal
and Counter -
and Community
Justice Reform
Home Office
(Trilateral)
Terrorism
Safety Group
Shared Services
Professional Services
Delivery Agencies
Criminal
Border and
Identity and
Records
Immigration
Passport
Bureau
Agency
Service
Delivery Partners
NDPBs
including
Counter -
Terrorism
Serious Organised
Partners
Crime Agency,
National Policing
Improvement
Agency
Local
Partnerships
The Home Office
Circa 250,000 staff
Over 100 autonomous organisations
Three distinct types of organisation: Police, Agency, NDPB
Shared Service Overview
Five major shared service programmes
Shared Business Services HR, Finance, Procurement
HO Property General Estates
IT Shared Service Information Technology
HO Pay & Pensions Service Pay, Pensions
National Police Shared Service HR, Finance, Procurement
Differing levels of maturity
Opportunity to converge and optimise shared service asset
43 Police
Forces
Front
line service delivery to the public

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

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

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

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

9. 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.