The Great Debate
So, how many of you watched the first election debate on ITV? And if you did, how much clearer are you on what will happen to public spending after May 6th?
I think every public sector employee would agree that there are issues that can be resolved and that there are elements of inefficencies throughout the public sector. Clearly identifying those inefficencies and issues is a hard enough task in itself. Accepting them and identifying radical actions to resolve them is another matter altogether. Most areas of the public sector are either in the middle of, or just starting a transformation or review programme of some kind or another. All these programmes will find areas that need to and can be resolved resulting in more efficient and effective services. The big question is though, will there be enough leadership and courage of conviction to truly address the situation?
And, if some are strong enough as leaders to drive through the required changes, will they be respected and given the level of support required from all the stakeholders once the challenges start arising from staff bodies and opponents of the changes? This is often where the programmes become “watered down” or amended and their effect is reduced therefore resulting in a victory for the “I told you it would never work like that here” brigade.
In my opinion, there has never been a better time for the public sector to embrace private sector thinking and experience in order to better meet the stern challenges ahead.
Andy Smith
The Winds of Change
During the past few weeks, I have observed more and more private sector suppliers jumping on the public sector shared services bandwagon. Typically, this involves adding a one-liner into their usual marketing material and bears no resemblance to truly understanding the situation that local authorities, the NHS and other public organisations are in. As many have said recently, shared services are not going to provide the complete solution to public spending cuts.
From our experiences of working with NHS and local authority departments, the changes required are more fundamental than just partnering and sharing back office transactions and support. Yes, there is no doubt that substantial savings can be made through shared procurement and greater efficiency is possible through sharing services, but the real ability to realise the cost benefits and build a vibrant, successful workplace lies in the culture of the organisations.
Alongside a drive towards shared services, there is the need for greater focus on the citizen, or customer, a need to demonstrate strong leadership, simpler and easier access to services, the provision of online transactions and communication, and to improve the morale and quality of work for public servants. That is why there are so many transformation and organisational development programmes being launched or implemented.
The bottom line for the public sector, like most of the private sector, is that there is a need for change, a rethink on what the modern citizen requires and the perceived value of public services. With more freedom for the citizen, comes the demand for more flexibility and greater competition for the public sector.
Whatever the business model, strategy or transformation programme that is drawn up on spreadsheets, presentations and project plans, the real benefits are only ever delivered by the employees who maintain, deliver and develop the services. Our experience shows that however good the strategy, it’s the hearts and minds of the employees and management that determine the success of any transformation programme. This is where the war will be won or lost.
Genuinely engaging the workforce and management in design decisions and openly sharing the challenges and targets of the organisation will greatly enhance the end results. All my working life I have heard stories of changes being implemented from “on high” with the usual commentary that “if only they had asked us we could have told them” from those who actually deliver the services.
But what about the employees? They also need to be brave and embrace the changes that will come for change is inevitable. Realising that change will happen and having the opportunity to influence the outcome if provided, should motivate anyone to get involved and break the traditional cycle of executive decisions that are deemed out of touch by the workforce.
Our work involves a lot of engagement with those who deliver or manage services and the changing of mindsets and attitudes which then creates a more focussed and challenging working environment. This helps deliver the required efficiencies and stimulates further changes that benefit both senior management and the employees.
Andy