The trick to success – sharing knowlege
Author: Paul Bradbury, the LGC |
One way to address this is to pool resources and increase efficiency through shared service centres. Embarking on any such strategy without the right direction and experience can be risky. But after a decade of observing, managing and learning from projects in this area, we know what works.
And the priorities may be simpler than many realise. We recently unveiled an innovative shared services project in South Worcestershire that consolidates the efforts of three councils to achieve 3m of savings. Building on this as well as very successful partnerships with Gloucester City Council, Luton BC and others, the following imperatives are clear.
First, work alongside trusted partners who share a common vision. Communicate with them and with employees constantly and make sure each party has a thorough understanding of the areas to be covered. It’s absolutely essential to consider partnerships carefully, execute them with trust and therefore flexibility and build a foundation to support your strategy.
Next, ensure a committed and sustained focus on the citizen. As part of your initial planning, develop a holistic and comprehensive understanding of how services are and could be used, together with the communication, administration and other requirements to meet changing needs efficiently.
There may be many more than you think, and technolhttp://www.lgcplus.com/opinion/the-trick-to-success-sharing-knowlege/5062872.article?blocktitle=Latest-Comment-from-LGC’s-Partners&contentID=13274ogy will definitely have a role to play – but the more you discover, the greater the opportunity for streamlining. Leave no stone unturned to give your shared service the best chance of success.
Build return on investment (ROI) into your planning and adopt a business mindset from day one. Just as you need a full picture of the elements involved in the work, being able to show the full extent of savings is essential. The further you can make ROI integral to every aspect of the work, the more likely a successful outcome both in maintaining and improving service delivery and politically.
One question is whether examples like South Worcestershire are early innovators or part of a broader, rising tide of adoption. We’re working with Localis to research the state of innovation in local councils across the country. We’ll soon see how the use of shared services has spread and how much scope remains for local government to exploit this enormous opportunity.