The Trick for Government Shared Services
In anticipation of the meeting of the All Party Outsourcing and Shared Services Group on the 22nd of August we would like to say that Government has finally started to make in-roads to using the principle of outsourcing (consolidation, standardisation and scale) to secure deep departmental savings through Shared Services. There is however a significant difference in how they have gone about this, and ample evidence that this will continue. Take the case of the Department for Work and Pensions (DWP) who have recently won HR services and payroll business from two parts of the MoD. Logically this makes huge sense – utilising DWP’s core strengths to undertake similar work for other sections of government. Currently DWP’s IT and business services are being underpinned by commercial outsourcing contracts with suppliers like Fujitsu, HP and CapGemini. But will they really need them if government business continues coming DWP’s way?
The trick for Joe Harley, Director General and CIO for DWP and also the lead player in determining and driving IT policy for government in outsourcing and shared services, is can he secure enough volume and expertise to ensure the right blend of professional and dependable services, scale for service provider economics and staff retention levels to rival the private sector. We believe he can.
What would success bring?
By virtue of the huge volumes of back office services involved, Government has in its hands the ability to rival and beat the world’s largest service providers such as IBM, CSC and HP, for many simple but critical back office functions. This could be particular bad news for Capita, Logica, NorthgateArinso and Liberata who thrive on such additive business without necessarily attempting to reform or re-platform the applications, merely run them into the ground.
At a recent briefing Jane Platt, CEO of National Savings Investments (NSI), stated that they were “open for shared services business” having recently won two significant deals, firstly with Courts Funding Office, and secondly with Equitable Life Payment Scheme. Even East London Boroughs are clubbing together to reinvent themselves by providing common or shared services through a single centralised powerhouse.
So, with or without a utilising the financial and service strength of professional outsourcers, government HAS firmly entered the shared services market. More importantly they have the ability to dominate the market and build a significant asset that could be privatised at a later stage.
In today’s market this is a unique example of building up the “family silver” for another generation of politicians to squander away.