Using Shared Services to streamline back office operations & save costs

Our ‘Shared Services for Charities and Not-for-Profit Organisations’ round table on 24^th September explored how charities are collaborating to streamline back-office operations and unlock savings through shared services. The session was aimed at charity professionals interested in practical insights, peer learning, and exploring opportunities for collaboration.

With increasing pressure on resources, joint working offers a powerful way to enhance efficiency, reduce duplication, and strengthen impact.

Three sector leaders shared their experiences of implementing shared service models – from finance and HR to IT and even leadership – highlighting both the challenges and the transformative benefits.

1. Valerie Boggs began her journey with TaxAid as a Helpline Adviser, offering direct support to vulnerable taxpayers navigating complex tax issues. She then progressed to the role of Advice Director, where she spent three years overseeing the charity’s tax guidance and outreach efforts. In November 2019, she was appointed Chief Executive Officer of both TaxAid and Tax Help for Older People, leading the organisations as a joint CEO. On 1 July 2025, TaxAid merged with Tax Help for Older People and continue to use the same trading names TaxAid and Tax Help for Older People. Valerie shares her story and talks about what she has learned from her experience.
2. Andrew Bryant is the Financial Director for CASEwork Services, a UK-based not-for-profit that provides affordable back-office support—such as finance, HR, and governance services—to small charities and social enterprises. Andrew is responsible for overseeing financial strategy and ensuring compliance, he shares his experience on what has worked well for his clients
3. Stephen Elsden has over 35 years’ experience in the UK charity sector as both employee and Trustee for more than 10 separate organisations. He was most recently spent 15 years as Chief Executive of a service delivery charity in Kent, before moving into freelance consulting in 2024, including work as a consultant for Eastside People.

Download the slides used during the round table.

During the round table, questions answered included:

1. Do you feel there is value in ensuring that any collaborative working is led between teams in each organisation or is it preferable to bring in a neutral business analyst or similar to support complimentary process mapping
2. Are there any known channels to offer shared services to other charities or have the examples given by speakers all been through personal networks?
3. Does size make a difference to how manageable a shared service or merger is?
4. What are the challenges or things that did not work in a shared services arrangement?
5. At what point between informal agreement and full merger is it best to create one CEO position to oversee everything, rather than retaining two?
6. How did mitigate your liability to the customers of the shared facility?
7. How did you approach staffing when it came to the management of the Special Purpose Vehicle, in terms of setting up and mobilising the new venture? Were you managing it out of existing resource or did you recruit?
8. The examples given mostly describe prolonged collaboration ahead of merger. If merger is on the table early on, what additional advice might you give, or challenges to be aware of?

Read our latest merger and partnership content.