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Shared services in local government - UNIT4's top tips

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UNIT4 UK
UNIT4 UK

Shared services is the most popular strategy public sector managers are using to deliver budget cuts. This focus has led to surge in their implementation, but what can your organisation do to ensure your shared services scheme is set up as well as possible? This presentation looks at why shared services have the traction they do and offers a series of tips drawn from our experience of delivering shared services to help you make yours a success.

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Shared services in local government UNIT4S TOP TIPS (with a little help from some friends)
gorging on their never-ending budgets grew fat and slow Pre 2008 Public sector back offices 2
3 The public sector became accustomed to expensive, multi-year technology implementations that often went badly wrong. SALES & MARKETING DIRECTOR (UK & IRELAND) UNIT4 BUSINESS SOFTWARE D A R R E N H U N T 3
In 2005 the Gershon Review called for sharing transactional support services to achieve economies of scale through clustering with other central government bodies. BUT THERE WAS NO DRIVER TO DO THINGS DIFFERENTLY AND NOT A GREAT DEAL OF ACTION 4
5 THEN EVERYTHING CHANGED 5
6 WE WOKE UP SOMEWHERE ELSE
7 Buyers in local government faced and continue to face real uncertainty over future budgets, they have to transform and divert unnecessary back office spend to frontline services. MANAGING DIRECTOR UNIT4 BUSINESS SOFTWARE A N W E N R O B I N S O N The Comprehensive Spending Review was a hammer blow The UK witnessed the biggest cuts since World War 2 贈81 billion public spending cuts in four years Even now English councils will face an average spending-power cut of 2.9% in the year 2014-15
88 SHARED SERVICES became important At least 337 councils across the country are engaged in 325 shared service arrangements. L O C A L G O V E R N M E N T A S S O C I A T I O N 77% i G O V S U R V E Y 2 0 1 3 / 1 4 considered shared services a priority to reduce costs ACTION became imperative
9 There have been teething problems Once it did A GREAT DEAL OF TAXPAYERS' MONEY HAD BEEN SPENT start to go wrong proper governance or intervention from the Department should have rectified the problems. enough to adapt in challenging times and provide the best possible value Failing to be flexible for money.
1010 DONE CORRECTLY, SHARED SERVICES WORK. but We have compiled some tips to help you develop a thriving shared service; a shared service that does things right, the way Gershon envisaged.
GO Shared Services trims 贈675,000 per year off the cost of back office functions. NHS Camden Procurement Cooperative addresses NHS Reform and saves 贈2.7M in its first year. Herefordshire County Council saves 贈619,000 in first year of shared services. 11
1212 TIP 1 Get the vision right up front Make sure you understand why you are launching a shared service. This makes the journey easier for all stakeholders.
13 Many benefits come from standardisation, therefore choose to share services which are simpler. Wed recommend the back office first. TIP 2 Choose the right services to share
1414 Look at the Return on Investment (RoI) using principles such as Activity Based Costing Using comparable service levels, at what price point does it become cost effective for prospective clients to discard their own infrastructures and share? TIP 3 Do the maths
GO Shared Services is providing Finance, Procurement, HR and Payroll services to Cotswold District Council, Cheltenham Borough Council, Forest of Dean District Council and West Oxfordshire District Council. 15 Before the project GO Shared Services calculated 贈3.7M savings over ten years. Post implementation those numbers have headed north to 贈675K each year.
1616 I consider it essential that all agencies quantify both the back-office service levels and the associated costs of their current provision arrangements, and that they use this as the basis for determining what improvements can be realised through their own efforts. S I R P E T E R G E R S H O N
17 But its not all about the cost Know the cost of everything, but also know the value. You want motivated staff and happy customers Shared services is an opportunity to pool knowledge, to improve services and to release capacity to enable the introduction of services that were not possible before. HEAD OF GO SHARED SERVICES J E N N Y P O O L E
1818 Get buy-in from the top; political and operational leaders Win hearts and minds Involve stakeholders in the process, hold workshops, implement their ideas (where sensible) Communicate no nasty surprises, no unfounded rumours Provide training (new systems, new processes etc.) to hit the ground running *This is often the biggest problem for failing initiatives TIP 4 Manage the shock* Sharing services is a scary time for everyone, most of all employees. HERE ARE POINTERS FROM JAMES BOUCH, HEAD OF PUBLIC SECTOR SALES AT UNIT4: 1 2 3 4
19 TIP 5 Get your governance model in place Make sure that at every level everybody knows who makes the decisions. This compels individuals and teams to be accountable - no heels will be dragged. It speeds decision making, and ultimately helps hit deadlines faster. U N I T 4 T E C H N O L O G Y T I P A virtual common workspace for all stakeholders will guide the flow of work and ideas to the right person at the right time, optimising collective energy and exposing bottlenecks before they becoming problematic.
2020 TIP 6 Plan, plan, plan Establishing a shared service is not an extracurricular activity, its a major undertaking. Getting the planning right sets the foundation for the future, especially when working across not just organisations and departments, but administrative regions. Get your resourcing right before the project kicks- off, you will need full -time, dedicated professionals from business operations and technology partners to contribute different skills at different times. With change lies an opportunity to start again with a blank sheet. What does amazing look like to you? If the numbers work, go for it. MANAGING DIRECTOR UNIT4 BUSINESS SOFTWARE A N W E N R O B I N S O N
21 TIP 7 KISSKeep It Simple Stupid Standardise where possible and localise where necessary. U N I T 4 T E C H N O L O G Y T I P To speed up implementations use technology that has inbuilt good practice for local government Never in any sector have I seen speed of deployment be more important than it is in local government right nowthey want day-one, maximum savings. VP LOCAL AND DEVOLVED GOVERNMENT BT GLOBAL SERVICES P A U L R I N G H A M
2222 My top tip to anyone contemplating establishing a centre would be to keep it simple; make sure that the strategy is focused on the scope in question and isnt too wide reaching, with tangible goals that are realistic and achievable. FORMER EXECUTIVE DIRECTOR GOVERNMENT SHARED SERVICES AT THE CABINET OFFICE P A U L M A R R I N E R
23 Youre not just selecting a technology, youre getting TIP 8 Choose the right technology partners so choose the right one. WEDDED TO A PARTNER
2424 U N I T 4 T E C H N O L O G Y T I P Choose flexible technology: make sure that post-implementation tech can keep pace quickly, cost effectively and with minimum disruption to customers. The only certaintyis that there is no certainty
25 SILVER LINING Look for a U N I T 4 T E C H N O L O G Y T I P SALES & MARKETING DIRECTOR (UK & IRELAND) UNIT4 BUSINESS SOFTWARE D A R R E N H U N T Think cloud so that the services can rapidly scale for new customers, the need for big-ticket hardware can be removed, resources can be optimised and information can be made readily available on mobile devices.
2626 Some of the most expensive shared-service disasters stem from a lack of customers. Change must be carefully and sensitively managed, but users must be in no doubt that the new way of working is to be the new way of working. Think about promoting your shared services to other organisations to grow members and savings public relations, case studies, events, and social media can all help spread the word. TIP 9 Mandate & market
27 The initiative for government departments to share back-office functions has suffered from an approach which made participation voluntary and tailored services to meet the differing needs of individual departments. The result was over complexity, reduced flexibility and a failure to cut costs. HEAD OF THE NATIONAL AUDIT OFFICE A M Y M O R S E
2828 Dont go with the flow, swim upstream looking for innovation. Introduce service levels, a dashboard and a continuous improvement programme for all processes. Stockton and Darlington Borough Councils in the north of England for instance have set up a Continual Service Improvement (CSI) committee that meets each month to review progress in shared services. TIP 10 Relentless improvement
However in the true spirit of advancement these approaches will evolve further, would you like to share your experiences of shared services? 29 Thats some of the lessons customers, partners, UNIT4 and other thought leaders have learnt. Then use the 際際滷Share Share button above to share and comment. And please do share if you found this useful.
Shared services in local government - UNIT4's top tips

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Shared services in local government - UNIT4's top tips

  • 1. Shared services in local government UNIT4S TOP TIPS (with a little help from some friends)
  • 2. gorging on their never-ending budgets grew fat and slow Pre 2008 Public sector back offices 2
  • 3. 3 The public sector became accustomed to expensive, multi-year technology implementations that often went badly wrong. SALES & MARKETING DIRECTOR (UK & IRELAND) UNIT4 BUSINESS SOFTWARE D A R R E N H U N T 3
  • 4. In 2005 the Gershon Review called for sharing transactional support services to achieve economies of scale through clustering with other central government bodies. BUT THERE WAS NO DRIVER TO DO THINGS DIFFERENTLY AND NOT A GREAT DEAL OF ACTION 4
  • 7. 7 Buyers in local government faced and continue to face real uncertainty over future budgets, they have to transform and divert unnecessary back office spend to frontline services. MANAGING DIRECTOR UNIT4 BUSINESS SOFTWARE A N W E N R O B I N S O N The Comprehensive Spending Review was a hammer blow The UK witnessed the biggest cuts since World War 2 贈81 billion public spending cuts in four years Even now English councils will face an average spending-power cut of 2.9% in the year 2014-15
  • 8. 88 SHARED SERVICES became important At least 337 councils across the country are engaged in 325 shared service arrangements. L O C A L G O V E R N M E N T A S S O C I A T I O N 77% i G O V S U R V E Y 2 0 1 3 / 1 4 considered shared services a priority to reduce costs ACTION became imperative
  • 9. 9 There have been teething problems Once it did A GREAT DEAL OF TAXPAYERS' MONEY HAD BEEN SPENT start to go wrong proper governance or intervention from the Department should have rectified the problems. enough to adapt in challenging times and provide the best possible value Failing to be flexible for money.
  • 10. 1010 DONE CORRECTLY, SHARED SERVICES WORK. but We have compiled some tips to help you develop a thriving shared service; a shared service that does things right, the way Gershon envisaged.
  • 11. GO Shared Services trims 贈675,000 per year off the cost of back office functions. NHS Camden Procurement Cooperative addresses NHS Reform and saves 贈2.7M in its first year. Herefordshire County Council saves 贈619,000 in first year of shared services. 11
  • 12. 1212 TIP 1 Get the vision right up front Make sure you understand why you are launching a shared service. This makes the journey easier for all stakeholders.
  • 13. 13 Many benefits come from standardisation, therefore choose to share services which are simpler. Wed recommend the back office first. TIP 2 Choose the right services to share
  • 14. 1414 Look at the Return on Investment (RoI) using principles such as Activity Based Costing Using comparable service levels, at what price point does it become cost effective for prospective clients to discard their own infrastructures and share? TIP 3 Do the maths
  • 15. GO Shared Services is providing Finance, Procurement, HR and Payroll services to Cotswold District Council, Cheltenham Borough Council, Forest of Dean District Council and West Oxfordshire District Council. 15 Before the project GO Shared Services calculated 贈3.7M savings over ten years. Post implementation those numbers have headed north to 贈675K each year.
  • 16. 1616 I consider it essential that all agencies quantify both the back-office service levels and the associated costs of their current provision arrangements, and that they use this as the basis for determining what improvements can be realised through their own efforts. S I R P E T E R G E R S H O N
  • 17. 17 But its not all about the cost Know the cost of everything, but also know the value. You want motivated staff and happy customers Shared services is an opportunity to pool knowledge, to improve services and to release capacity to enable the introduction of services that were not possible before. HEAD OF GO SHARED SERVICES J E N N Y P O O L E
  • 18. 1818 Get buy-in from the top; political and operational leaders Win hearts and minds Involve stakeholders in the process, hold workshops, implement their ideas (where sensible) Communicate no nasty surprises, no unfounded rumours Provide training (new systems, new processes etc.) to hit the ground running *This is often the biggest problem for failing initiatives TIP 4 Manage the shock* Sharing services is a scary time for everyone, most of all employees. HERE ARE POINTERS FROM JAMES BOUCH, HEAD OF PUBLIC SECTOR SALES AT UNIT4: 1 2 3 4
  • 19. 19 TIP 5 Get your governance model in place Make sure that at every level everybody knows who makes the decisions. This compels individuals and teams to be accountable - no heels will be dragged. It speeds decision making, and ultimately helps hit deadlines faster. U N I T 4 T E C H N O L O G Y T I P A virtual common workspace for all stakeholders will guide the flow of work and ideas to the right person at the right time, optimising collective energy and exposing bottlenecks before they becoming problematic.
  • 20. 2020 TIP 6 Plan, plan, plan Establishing a shared service is not an extracurricular activity, its a major undertaking. Getting the planning right sets the foundation for the future, especially when working across not just organisations and departments, but administrative regions. Get your resourcing right before the project kicks- off, you will need full -time, dedicated professionals from business operations and technology partners to contribute different skills at different times. With change lies an opportunity to start again with a blank sheet. What does amazing look like to you? If the numbers work, go for it. MANAGING DIRECTOR UNIT4 BUSINESS SOFTWARE A N W E N R O B I N S O N
  • 21. 21 TIP 7 KISSKeep It Simple Stupid Standardise where possible and localise where necessary. U N I T 4 T E C H N O L O G Y T I P To speed up implementations use technology that has inbuilt good practice for local government Never in any sector have I seen speed of deployment be more important than it is in local government right nowthey want day-one, maximum savings. VP LOCAL AND DEVOLVED GOVERNMENT BT GLOBAL SERVICES P A U L R I N G H A M
  • 22. 2222 My top tip to anyone contemplating establishing a centre would be to keep it simple; make sure that the strategy is focused on the scope in question and isnt too wide reaching, with tangible goals that are realistic and achievable. FORMER EXECUTIVE DIRECTOR GOVERNMENT SHARED SERVICES AT THE CABINET OFFICE P A U L M A R R I N E R
  • 23. 23 Youre not just selecting a technology, youre getting TIP 8 Choose the right technology partners so choose the right one. WEDDED TO A PARTNER
  • 24. 2424 U N I T 4 T E C H N O L O G Y T I P Choose flexible technology: make sure that post-implementation tech can keep pace quickly, cost effectively and with minimum disruption to customers. The only certaintyis that there is no certainty
  • 25. 25 SILVER LINING Look for a U N I T 4 T E C H N O L O G Y T I P SALES & MARKETING DIRECTOR (UK & IRELAND) UNIT4 BUSINESS SOFTWARE D A R R E N H U N T Think cloud so that the services can rapidly scale for new customers, the need for big-ticket hardware can be removed, resources can be optimised and information can be made readily available on mobile devices.
  • 26. 2626 Some of the most expensive shared-service disasters stem from a lack of customers. Change must be carefully and sensitively managed, but users must be in no doubt that the new way of working is to be the new way of working. Think about promoting your shared services to other organisations to grow members and savings public relations, case studies, events, and social media can all help spread the word. TIP 9 Mandate & market
  • 27. 27 The initiative for government departments to share back-office functions has suffered from an approach which made participation voluntary and tailored services to meet the differing needs of individual departments. The result was over complexity, reduced flexibility and a failure to cut costs. HEAD OF THE NATIONAL AUDIT OFFICE A M Y M O R S E
  • 28. 2828 Dont go with the flow, swim upstream looking for innovation. Introduce service levels, a dashboard and a continuous improvement programme for all processes. Stockton and Darlington Borough Councils in the north of England for instance have set up a Continual Service Improvement (CSI) committee that meets each month to review progress in shared services. TIP 10 Relentless improvement
  • 29. However in the true spirit of advancement these approaches will evolve further, would you like to share your experiences of shared services? 29 Thats some of the lessons customers, partners, UNIT4 and other thought leaders have learnt. Then use the 際際滷Share Share button above to share and comment. And please do share if you found this useful.