Public Service Reform Operational Summit: Workshop Feedback 14 October 2025

Workshop 2: Sharing Corporate Services

Summary of workshop:

This session explored the current appetite, challenges, and opportunities for shared service models across the public sector. Participants discussed how shared capabilities could drive efficiency, innovation, and value for money while maintaining accountability and service quality. The workshop also considered different delivery models, sector-specific factors, and the importance of sustainable resourcing and change management to enable success.

Points of discussion:

• Appetite and Opportunities There was strong enthusiasm for shared services, with a clear sense that organisations “can’t afford not to” collaborate. Delegates supported the creation of standardised core services adaptable to individual organisational needs. Success was seen to depend on sustainable funding, clear requirements, and sufficient capacity to deliver in parallel without bottlenecks.
• Challenges Although many organisations see the logic and benefits of shared services, progress is often stalled by the absence of a clear strategy and mandate. Participants emphasised that the concept is not the problem—it is the practicalities and lack of a strong delivery framework. Smaller organisations in particular feel delays and lack of prioritisation from shared service centres.
• Value, Innovation, and Accountability While efficiencies have been achieved, some expressed concern that shared services risk stagnating. There is a need for ongoing innovation to reduce unit costs and improve quality. Ambiguity around accountability and decision-making remains a barrier, especially when users feel disconnected from service design and governance.
• Financial Pressures and Strategic Choices Delegates noted that ambitious savings targets are driving the search for solutions, but current offerings do not always meet organisational needs. In some cases, transition efforts duplicate staffing costs, weakening the business case. Achieving true payback requires budget realignment and long-term commitment.
• Models and Approaches Several participants advocated for a hub-and-spoke model—centralising technology while retaining local support—to balance control, agility, and cost. Lessons from past reforms show that political or policy mandates accelerate adoption, while voluntary models face slower progress. There was interest in subscription-based approaches to fund continuous improvement.
• Sector-Specific Considerations The NHS’s independent ERP journey was cited as a missed opportunity for wider collaboration. Centralisation efforts must also consider local economic impacts, particularly the importance of maintaining rural employment.
• Change Management and Capacity Limited organisational capacity and insufficient change management have hindered past transitions. Participants emphasised the need for strong leadership, communication, and user engagement to build confidence in new systems.
• Future Direction and Urgency There was clear consensus that maintaining the status quo is unsustainable. Legislative or policy mandates have proven effective in driving reform, and without them, progress is likely to remain slow. The overarching goal is to redirect back-office savings toward frontline services.

Polling Insights: Delegate polling at the workshop indicated strong curiosity and appetite for shared services but highlighted barriers including unclear accountability, inconsistent prioritisation, and charging models. Respondents viewed financial efficiency and improved service consistency as the main benefits, and most agreed that administrative, finance, and HR functions are best suited to shared delivery.

Actions:

• SG officials to submit a business case for Ministerial consideration on developing shared service capacity and readiness for onboarding organisations of varying size.
• SG officials to engage organisations in discussions about clustering options ahead of shared service onboarding.