Sharing with other organisations can result
in big cost savings, but can also bring with it problems in adapting to thechanges required, especially political ones with a big and small “P”.
YCChange...“came to work with us during a period of
significant change as we were exploring shared services across two
councils.”
“led on developing business cases for a shared procurement service and HR
services.”
“magnificent job in supporting our staff to understand and engage with the
process.”
Liz Smith Deputy
Chief Executive
(Policy, Strategy and Transformation)
Hambleton
& Richmondshire District Councils
Sharing means the way you purchase, how you deliver and where you deliver
services from. Sharing may be logical for very many organisations, whether
private or public, especially given the challenge on our resources.
From the shared telephone answering services used by many small businesses,
to the shared support functions, to the shared recycling services which may
make sense for many local authorities, there are opportunities everywhere.
However, the organisations sharing have to be clear on why they are doing
it, and this has to be decided together and fit with each organisation’s
formal corporate plan.
Honesty and transparency are an essential ingredient to making this work.
YCChange will help to define the purpose in a SMART way (i.e. specific,
measurable and within an agreed time frame).
We Can Help
• Strategic Visioning
• Support through Critical Friend Role
• Business Case Development
• Facilitation with Top Teams
• Financial, Risk and Performance Challenge
• Planned approach to Engagement and Communications
Once the goal has been agreed, YCChange can help you to
measure and plan for the impact it will have on the organisation. This could
be financial, it could be the effect on the staffing levels and training
requirements, it could mean moving the office. Throughout it all, we can
never communicate, communicate and communicate enough with everybody
concerned. We must also celebrate the successes along the way and make sure
we can track what improvements are being made.
“...pursuing shared services and shared Chief
Executive and management arrangements. I wanted external, objective
challenge on our Project Board and hence invited Yvonne in to fulfil that
role – which she did exceptionally well.”
“...Yvonne asked the challenging questions required and identified those
areas of risks we needed to tackle. Her 6P model for excellence was used as
the Business Appraisal model to ensure that we looked holistically at how we
may share services which we found extremely useful. This focused our
attention at vital aspects to the whole project such as communications,
performance and clear measurable outcomes.”
Peter
Simpson Chief Executive Hambleton District Council
changes required, especially political ones with a big and small “P”.
staffing levels and training
requirements, it could mean moving the office. Throughout it all, we can
never communicate, communicate and communicate enough with everybody
concerned. We must also celebrate the successes along the way and make sure
we can track what improvements are being made.