Be it the need to achieve AES targets, CSR07 efficiency savings, service capacity, to ‘up-skill' or simply balance the budget, shared services are at the forefront of everyone's mind. All councils will either be involved in, or evaluating, some form of shared service delivery model and there are some excellent examples where this has been implemented. But there are many more where it has proven too difficult. The reason for non-delivery often falls on the lack of sufficient drivers. Partnerships will result in a loss of sovereignty and, when vested interests are added, benefits are outweighed by ‘perceived' drawbacks. Government pump priming money has made it all too easy for councils to come to the party but leave their bottle of wine at home. As a consequence, much public money is expended pursuing option appraisals and business cases where not all participants are fully committed. Shared services should not be seen as creating efficiencies in back office functions. Too often those vested interests obstruct what is important – the citizen. Even political issues within organisations should not be underestimated, and often get in the way. But it's not all doom and gloom as organisations are breaking down these barriers and thinking outside of the box. Local government has been risk adverse but, as CSR07 starts to bite, innovative proposals should become the norm. Some councils have found innovation is easier to achieve with a private sector partner. While the downside is that such organisations will seek a profit, they are not shackled by politics. Also, there is always a contract to fall back on so no issue of loss of sovereignty. It can therefore be quicker, cleaner and more effective but, as I leave local government after 27 years to join the private sector, I would say that wouldn't I. n Chris Malyon is director of resources at New Forest DC
