growing and sustaining the enterprise – the case of northern ireland 2009 shared services in the...
TRANSCRIPT
2009 Shared Services in the Public Sector Summit
Growing and Sustaining the Growing and Sustaining the Enterprise – the Case of Northern Enterprise – the Case of Northern
IrelandIreland
Bruce RobinsonHead of the Northern Ireland Civil Service
18 June 2009
Northern Ireland Context
• Population: 1.7 million
• 11 Government Departments, 25,000 civil servants
• Devolved Executive and Assembly since May 2007
Delivery timetable8 major programmes across 11 departments in a phased approach
over a three year period
Centre for Applied Learning
Records NI
HR Connect
Account NI
Network NI
IT Assist
Workplace 2010
NI Direct
Oct ‘06 Mar ‘07 Oct ‘07 Mar ‘08 Oct ‘08 Mar ‘09 Oct ‘09 Mar ‘10
Results & Achievements
• NI Direct (partnership)– Single number 101 launched for anchor tenants– Flooding Incident Line– NI Direct website
• Centre for Applied Learning (in-house)– Course prices reduced by 20%– Staff satisfaction up to 99.4% & training attendance up by 32%– UK-wide Civil Service award for HR, Learning & Development
• IT Assist (in-house)– Supporting 18,500 users– Reduced IT cost per user from £1500 to £1200, aiming for £1000. Compares to
£1800 under GB public sector Flex framework– Engaged with Gartner on benchmarking for business case & on potential areas
for service improvement
• Network NI (managed service provider)– Over 250 sites networked
Results & Achievements
• Records NI (managed service provider)– Rolled out to all departments, 16,000 users; over 6 million documents stored– HP Award for Excellence in Information Management
• HR Connect (outsourced)– Payroll and Absence Management service live in November 2008 – All modules live e.g. external recruitment & performance management – 20,000 calls & 11,500 e-mails a month
• Account NI (in-house)– Servicing 9 departments (final two in July 2009)– Enabling Faster Closing – Issued over 38,000 purchase orders & paid 90,000 invoices – over £1.5 billion
• Workplace (PFI)– 2 pathfinder buildings– On hold due to financing challenges – planning in place to revive
Communications
• ‘Changing for the Better’
• Different audiences:– Ministers– Staff – Internal stakeholders– External stakeholders
• Message regularly delivered
• Multiple channels, levels & approaches
• Future@work as visualisation
Changing Culture
• NICS character & collective mindset:
• Playing to the strengths:
– Public service ethos
– Peer pressure
• Overcoming the weaknesses:
– Legitimising challenge
– Sustained commitment
– Processes vs. outcomes
• Culture change only after behaviours have shifted – staff need to see improvements through the change
Customers & Stakeholders
• Citizens – new phase
• Ministers – Programme for Government
• Staff
• Internal stakeholders:– Departments– Trade Unions– Independent Board Members
• External stakeholders:– Wider public sector– Private sector– Media
Commitment & Collaboration
• Leadership – creating the environment, pushing the pace, leading by example
• Building and managing new relationships and partnerships e.g. with private sector consortia
• Aligning budgetary responsibilities with Reform Agenda – Department of Finance & Personnel role
Current & Future Challenges
• Embedding the changes – culture of continuous improvement
• Realising the benefits – structured approach & monitoring
• Integrating the shared services – establishing a single Shared Services Organisation
• Citizen-facing reform – Single point of contact & ‘one and done’ for citizens through NI Direct programme: ‘101’ & www.nidirect.gov.uk
