Staffing

ICT 1

Not enough capacity to deal with normal day to day operations

·         Performance drops

·         Major priorities aren’t delivered

·         Customer satisfaction levels decrease

·         Reputation of MKIP ICT suffers

Significant

Critical

·         Communication with  customers

·         Operation and Transition plan implemented and monitored

·         Governance arrangements used

·         Priorities of MKIP authorities clear and realistic 

ICT 2

No strategic lead to manage change

New key management posts are not filled or not filled with suitable candidates

·         Change is slower than expected

·         Savings are not made quickly enough

·         Additional costs are incurred

Very low

Critical

·         The head of service role should be recruited to quickly

·         Partners already employ officers who could fulfil this role

·         Employ a temporary change management team to drive through change

ICT 3

Lack of skills in the team

Staff with particular skills leave or are made redundant

The team does not keep up to date with new systems and techniques

·         Partners do not receive a good service from ICT

·         Key pieces of work cannot be done

·         Costs may increase it temporary staff or consultant expertise have to be bought in

Very low

critical

·         Ensure staff structure contains the right roles

·         Use a robust criteria to recruit the right people into to the roles

ICT 4

ICT staff are unhappy in new structure

Resistance to change

Change process is not managed well

Structure is not correct

·         Performance drops

·         Staff productivity drops

·         Reduction in staff morale

Significant

Critical

·         Engage and consult with staff effectively through the process

·         Engage with customers and other stakeholders to ensure structure is fit for purpose and service levels are correct

ICT 5

Common ways of working cannot be adopted without significant investment

Approaches and technology in the authorities are not compatible

·         Implementation costs and capital costs are greater than expected

·         Structure of team may have to change

·         One or more partners may not be able to fund up front costs

High

Critical

·         Ensure implementation costs are fully considered and clear

·         Ensure return on investment is clear

Financial

Savings are made in different authorities earlier than planned

One or more partners reduce structures

·         Business case and shared service may no longer be viable

·         May be more difficult to apportion service costs and savings

·         Performance drops

High

Critical

·         Authorities may have to take savings earlier than expected to meet savings targets, but this should always be considered with reference to the original business case

Incorrect savings assumptions

Incorrect financial figures have been given

Calculations are wrong

·         Savings are much less than predicted

·         The business case is no longer viable and the project has to be stopped

Low

Critical

·         BTP/BI team worked to ensure financial figures are correct

Procurement

Joint procurement of systems/licences (opportunity)

Contracts end at same time

·         Additional savings made

·         Savings made sooner than expected

Significant

Critical

·         Compare end dates of contracts and extend if necessary

·         Actively seek opportunities to harmonise systems where this is desirable

General other

Partners withdraw from the shared service

·         Poor performance

·         Savings not delivered

·         Internal need to make greater savings

·         Costs increase for other partners

·         Performance drops

·         Staff productivity drops

Low

Critical

·         Engage key stakeholders from the beginning to ensure the service provides what is required and measure this

·         Produce an exit strategy to minimise impact as much as possible

The service provided is poorer or less comprehensive in one or more authorities than under previous arrangements

·         Service levels are harmonised across the partners

·         Customer satisfaction levels decrease

·         Reputation of MKIP suffers

High

Marginal

·         Whilst it is possible that that the service provided to some customers may change in a shared service, the negative effect can be minimised engagement with all customers early to identify what is really important and what levels of service are acceptable

Future requirements of the ICT service cannot be fully planned

·         Lack of clarity over MKIP vision

·         The new service is not fit for purpose

Significant

Critical

·         Engage with Management Board to provide clarity on decisions required