The October issue (pages 14 and 15) of FutureGov Asia Pacific published Vital CE’s perspectives of building shared services for the Government. He shared some of the lessons learnt and how Vital had grown over the years and its unique positioning as a strategic choice for a customer agency. Mr Clarence Ti expounded the “Captive Client or Client Choice” dilemma and how public sector organizations are structured with some complexity. He said that as a captive shared services centre, the agency must earn its place and not just inherit captive business due to a mandate given. However, for Vital, it was created without a broad mandate of transferring services to a shared centre and hence Vital would in time, be made more robust and client-centric. He also discussed the choice of having shared or contract services. In the process from harmonisation to consolidation, there are bound to be differences in both expectations and performance of processing accuracy. There can also be a hybrid of services. Clarence shared Vital’s growth strategy to be a discovery as to what businesses Vital should be in, what competencies should be built and what different can be made to clients. He concluding that so far, Vital and its staff have had an enriching journey.
FutureGov Asia Pacific is published bi-monthly and distributed with a print run of 10,000 to Asia Pacific region. It covers topics pertaining to Governments’ IT strategies, transformation, education and healthcare and this October issue was brought to its annual FutureGov Summit in Malaysia. It is given free to public policy makers and administrators and provides a unique forum for officials, NGOs and ICT stakeholders to share their experience of government modernisation.
(The same article was also published online by www.SSONetwork.com in Oct.)