In this section: |
Outsourcing Where to Start
|
| Individual | Responsibility |
When to Involve |
| Trustee | Strategic |
Initial Thought Process & Final Decision on Provider |
| Senior Manager Responsible for the Area | Strategic & Relationship Management |
At the initial outset |
| Senior Management Team | Overview and linkage into Strategic and Tactical Strategies |
Pre Research Stage and throughout the process |
| Managers Affected by Outsourcing | Providing detail and setting full processes |
During the discovery work to be undertaken to build the criteria for outsourcing |
| Staff | Provide view or opinion |
Communication as to why you are looking at outsourcing as a solution |
| Stakeholders | Provide view or opinion |
Communication if they may be affected by the change in processes or operating environment related to them |
The normal reaction to the above list is "if I start involving all these people I will not move any further forward with understanding this is right for me". That is why it is important to ensure that they understand their role in the process and that it is a process which decision will become apparent as to which way to proceed as more information becomes available. The second reaction is fear that individuals will up an leave. Lets face it if this happens then you were probably right to start looking at the outsourcing the process or function as the individuals know it better and will be better able to gauge what might happen to them. The other thing to remember is that in the current economic environment it is much harder to move to a job that is paying more so this reaction though well warranted is one to not waste too much time on. The final observation is do a I really need to involve all these people? Our experience is yes! Without doing so you are at risk of causing problems later on in the process of understanding as well as ensuring everyone understands why you are looking at outsourcing.
Now that we have identified who you need to work on the process of outsourcing you now need to focus back on the objective of what you are looking to achieve. This was initial consideration for outsourcing that needs to be revisited this with those that will be involved as well as using it to structure the selection criteria.
Next month we will cover this area as well as how they should be involved and what ensures a long lasting result when outsourcing.
If you would like more information on what to do at the start please contact us on 01793 554 204 or email marketing@charitybusiness.com.
"As a small charity, finding an organisation able to handle all of our finance and
administration tasks was vital. Charity Business has met all our expectations and provided
an efficient and professional service, allowing us to concentrate on developing and
supporting our range of services to the charity sector.”
(Charity Technology Trust, Full Outsourcing and VFD Client since November 2004
Research findings
Mark Freeman, in response to an independent study, said "Our clients save an average of 40% on back office costs. This could mean a total of £136m extra for charitable activities in the sector".
Shared Services Feasibility Study
A number of leading UK charities agreed to back research by Mark Freeman in partnership with business consultants Arthur Andersen, into the concept of ‘shared services’ for charities – resulting in the launch of Charity Business in 1999.
Summary of the project
