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

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shared services reform and the home office

Shared Services, Reform and The Home Office

Stephen McCormick

Director Strategy & Business Development, Home Office Shared Services

November 2007

shared services vision
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”

the opportunity
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
on the main agenda
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”

slide5

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

Terrorism

Safety Group

Home Office

(Trilateral)

Shared Services

Professional Services

Delivery Agencies

Criminal

Border and

Identity and

Records

Immigration

Passport

Bureau

Agency

Service

Delivery Partners

NDPBs

including

Serious Organised

Counter

-

Terrorism

Crime Agency,

Partners

National Policing

Improvement

Agency

Local

Partnerships

43 Police

Forces

Front

line service delivery to the public

slide6

Service Portfolio

Finance

Human

Resources

Procurement

Pay &

Pensions

Legal

Services

Service

Propositions

Information

Technology

Estates

Case

Management

Contact

Centres

Technical

Infrastructure

Correspondence

VAT/Tax

Advice

Implementation

Support

slide7

Government

Customer

Government

Customer

Government

Customer

Government

Customer

Government

Customer

Government

Customer

Government

Customer

The Vision – Supplier Independent Provision

Utilise Good Quality Cost Effective Services

Broad and Deep

Commodity Service Provision

Manage Provision from across Government & Private Sector

In-house

Provision

Wider Government

Provision

In-house

Provision

Private Sector

Provision

Wider Government

Provision

slide8

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

slide9

The Shared Service Business

Corporate Support Directorate

Corporate Support Policy & Strategy

– Finance, Procurement, HR, IT, Estates etc.

Customer Advisory

Committee

Strategy / Policy / Performance

Joint Management

Board

Business

Needs &

Priorities

Supply relationships

CoreHO

SBS

BIA

OGD

IPS

EDS

CRB

Fujitsu

NDPBs

Other

OGD/CJS

case study home office key learning points
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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