Transforming your IT landscape to give; predictability, security, partnership and vision for improved value. A proven service methodology, that guarantees a significant return on every invested pound.
Dave Lewis , Public Sector
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The agenda for reform in UK government is placing intense pressure on public sector organisations. The pace for change from the Gershon Review through the Transformational Government strategy and Shared Services, is striving to create more efficient and customer-centric public services. |
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At the same time taxpayers, used to the customer care practices of private sector companies, have ever-increasing expectations of these services from public sector bodies.
What is interesting and often overlooked is that throughout the delivery of past Government initiatives particularly in Local Government, examples of which are Compulsory Competitive Tendering (CCT), Best Value and e Government.
Each had been derived to challenge the efficiency and effectiveness of Government organisations to deliver services to the public. The success of each separate programme appears never to have been measured in its own right, and therefore it is arguable that these programmes delivered real efficiency or fully transformed public services.
Most public bodies were preoccupied with the process and were not always focussed on the desired outcomes. An important recurring theme however is that previous attempts at transformation were hugely limited to the ability of the organisation to implement the strategy comprehensively whilst at the same time providing day to day services with limited or under pressure resources.
It is has been well publicised that the underlying objective had always been to compete Government services which were viewed as inefficient and transfer to the private sector. The net effect of many of these initiatives however, has been proved that many public sector organisations often entered into unremarkable, sometimes dubious, or ill defined contractual relationships that were rigid in application and very often only delivered partial or limited solutions, therefore not meeting the transformational opportunity.
Today, there is significant impetus to implement successful Transformational Government. This has developed into a number of primary objectives outlined by Ian Watmore (Head of Prime Minister’s Delivery Unit) and Sir Michael Lyons (Independent Advisor to HM Government) not only setting the agenda for business change, but by sharing cross functional services and resources across Government departments and bodies.
The ideal being that by driving business change into the heart of Government service delivery, by sharing services and resources where appropriate through a flexible and agile delivery model transformation is a realistic and measured outcome.
This is clearly the agenda for the future of public services, and without doubt will gather pace and become more demanding and mainstream in the coming months.
However, in preparation for Transformational Government the following are clear considerations:
- What can be achieved with the existing resources in readiness for future demands?
- Is there additional value gain from current services?
- Why is the management of business change so crucial to the
development of future public facing services? - What underpins every aspect of service delivery in Government?
- What will be the role of IT to bring about transformation in the future?
We often ask ourselves what it is that prevents government organisation from managing business change effectively themselves, and why delivery of key services are not often viewed as good value for money or really citizen centric. The short answer is that there are too many values that influence the delivery of services and there is a direct correlation to how much each of us has to pay in taxes to support what most feel is not a valuable service from an ailing industry. Some of the factors to support this theory come from an often held view leading us to think that are run as a ‘nanny state’.
Transcend has been specifically designed and underpinned with a strategy to align itself with government thinking. Some of the key elements are:
- Cultural Journey
Breaking down the barriers to change is an imperative to the transformational shift that will be required for future service provision. - Insights and innovation
Leading edge technology, best practice in service delivery, supported by a transformational technological and business roadmap and excellent governance, will become the foundation of the future evolution of the business. - Professionalising decision making
Being empowerment to make the right decisions is the key to transformation. More importantly, ensuring that far reaching decisions are delivered with the right effect to minimise risk and maximise reward.
At Digica we have been working with Public Sector organisations for over 25 years. Working in collaboration with clients we have gained valuable experience to help us develop a range of framework managed services to specifically to address the above mentioned challenges.
The experience and knowledge we have gained has allowed us to develop a framework of inbuilt service based solutions that are:
- Based on the need to inject and harness business change into the target organisation
- Based on the ability to be completely scaleable, agile, and flexible
- Developed to challenge the current facility and be open to scrutiny
- Developed to deliver efficiency that guarantees savings
- Developed into a business framework with the specific objective that will prepare an organisation to benefit from business transformation and shared services
- Adaptive to continually underpin the business through business transformation
This could be described as no more than working in ‘Partnership’ or a panacea that only delivers in reality on what is built into the contract. But Transcend has been developed based upon experience and is recognised in the market as an End to End delivery framework of services specifically designed to:
- Challenge the status quo, by providing a evolving business and technological roadmap to specifically drive efficiencies and saving into the business
- Provide an adaptable and flexible infrastructure specifically to integrate seamlessly into the business
- Transition and transform business delivery through smart acquisition.
- Simplify and improve the delivery model through best practice and a tried and tested governance model
- Completely integrate public and private sector working through shared responsibility and greater accountability
- Give greater visibility but more over predictability of future costs and resource utilisation
Does this make you think about
the issues in your organisation?
Dave would be happy to answer
your questions at thought@digica.com
