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Many public sector organisations have had their government funding cut significantly. To balance the budget difficult decisions have been made by leaders and managers about reductions in the type and level of public services they will provide in the future.
Our experience at BHPR Associates has shown that in the rush to make decisions to cut services and reduce the size of their organisations, leaders and managers in the public sector commonly have made assumptions that are not necessarily robust.
The reason we think this to be the case is that our recent work across the public sector has highlighted weaknesses in key corporate areas. For example, in data quality management arrangements. Without robust corporate arrangements to manage data quality, such as strong leadership, effective governance, robust policies and procedures, good controls on systems and well trained staff in data quality – investment decisions are likely to be flawed.
Another fundamental weakness we have found in the public sector is weaknesses around governance arrangements for partnerships.
Quite often, the challenge posed by political and cultural differences of organisations planning to work in partnership are either severely underestimated or not openly acknowledged. The secret of success is strong, accountable and transparent leadership across the partnership to ensure a sustained focus on the shared purpose of the alliance.
At BHPR Associates we have identified key areas where if assumptions have been made and not fundamentally challenged by leaders of public sector organisations, then decisions to cut spending and services could adversely impact on stakeholders over the longer term.
For a free and full list of the key areas where we think assumptions may have been made in making public sector cuts. Please go to:Assumptions
