Shared Services Guidance 2011
from http://www.scotland.gov.uk/This is an update of the Shared Services Guidance Framework issued in December 2007.
The concept of Shared Services is not new and there are now many excellent examples of sharing across the public sector. Shared Services implemented effectively, can enable an organisation and its partners (whether in the public sector or not) to sustain its services and embed continuous improvement which in the medium to long term can ensure real benefits are delivered both in terms of efficiency and effectiveness. It is important to state from the outset that it is not a quick fix or a magic bullet and it has to be considered alongside a range of efficiency options available to the public sector.
Any transition to Shared Services is an undertaking that needs careful planning and execution. It requires from the outset a clear business reason and Change Management Strategy as difficult decisions will need to be taken and clear leadership and buy in at all levels will be crucial to success. It also requires a comprehensive understanding of the delivery process including customer requirements and the delivery objective(s). The real challenge is in developing a strategy and vision, identifying the most effective business models and selecting the right people and partners, whilst securing political and organisational agreement to be able to turn the strategy into reality and make the transition as planned.
It is important to breakdown the barriers which challenge traditional ways of working. The best way to make any meaningful change is to take the workforce with you; if they realise that improvements are for the benefit of all - customers and staff - then it is much more likely that they will take ownership of the process. This in turn will allow greater opportunity to shape the transition, allowing continuous feedback from all levels on what works and what doesn't.
In the public sector, local democratic accountability and concerns about the possible impact on the workforce when taking decisions over location will be important factors to consider. However, it is equally valid to take account of the potential for Shared Services to support the positive movement of public sector employment between areas with differing prevailing economic conditions, for example from fast growing urban areas to rural locations, or (with recent advances in the ICT infrastructure) from a real to a virtual office with all the benefits - financial, social and environmental - that can be realised from investment in flexible patterns of working.
This Guidance for Shared Services seeks to provide information, guidance and case study examples: designed for those considering a move to Shared Services and those already making the transition. There are many public sector organisations in Scotland that are embarking on or already implementing Shared Services initiatives. It is intended that the examples of best practice contained in the following pages will aid those considering making the change.
The resources provided should not be seen as a single source of guidance as there are many other comprehensive research documents available; some of these are referred to herein and in the Further Information and Acknowledgements .
Before you start - key points to consider
Each section of the guidance will provide information on the key areas you need to consider from the outset. The following questions aim to summarise the must do's for any organisation embarking on a shared services journey.| Strategy |
| Is there a clearly articulated Business Strategy in place that has been approved and communicated to internal and external stakeholders? Do you have specialist advice on the legal and financial implications? Has the case for change been agreed and the business benefits and resources required been approved? |
| Change Management |
| Have you agreed a change management strategy and secured leadership and dedicated resources to deliver the change management requirements? |
| Business Process Review |
| Have you agreed the processes in scope and out of scope and then focused on mapping and redesigning to ensure they are fit for purpose? |
| People |
| Have you agreed the skill set to deliver the redesigned processes and engaged throughout the above 3 steps with the key personnel and representative bodies? |
| Technology |
| Do you have a clear ICT Strategy to support the Business Strategy that capitalises on the investment already made across the public sector? |
Contents
The Guidance is designed to help you consider how to deliver on these key requirements and for ease of reference is set out as follows:-SECTION 1: Shared Services Theory
What is Shared Services and how does it work?What can be shared: discusses the work processes that can lend themselves to a shared services model.
Definition of Terms: provides an explanation of some of the more common technical terms used when discussing Shared Services.
Identification of Shared Services: sets out some of the more common methods and techniques used to identify processes which might benefit from a shared services model.
Collaborative Models: provides an overview of the different types of shared services model currently in use.
Diagnostics and Design: lays out the importance of a diagnostic approach.
Benchmarking: the importance of being able to measure progress against a clearly defined standard.
SECTION 2: How to put it into Practice
You have decided to move towards a Shared Services model for your organisation. How do you get started?Checklist: points to consider when embarking on Shared Services.
Drivers: why would you want to share services.
Strategy: decide on what you want to share, who with and in what type of structure.
Process: work out in detail what you already do and what needs to change.
People: the importance of strong leadership and buy-in from staff and customers.
Technology: an enabler and facilitator in the transition to a Shared Services model.
Governance: how the organisation will be led and monitored.
Sourcing and Location: the type of organisation you want to be and where it will be located.
Legal and Procurement Issues: sets out potential issues to be considered - in particular the extent of powers allocated to public sector organisations, legal constraints (including EU competition law, data protection/privacy issues and tax implications ), staffing and organisational issues.
Continuous Improvement: How to maintain progress once underway.
No comments:
Post a Comment