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Shared Services Vision

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Presentation on theme: "Shared Services Vision"— Presentation transcript:

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.

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