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DELIVERING THE PROMISE …
© Chazey Partners 2016
Rapid Benefits with Alternative Shared Service Models
March 10, 2016
Agenda
Chazey Profile
Why Shared Services
Case Studies
Tactics & Insights
Why Shared Services in the Public Sector
Trends in Shared Services
Who We Are: Founded 2006 • Global offices headquartered in California • Over 50 full-time and 70 specialist resourcesWhat We Do: Strategic advice • Project management • Technical & domain expertise • Business continuity
Where We Focus: Transformation of the back office • Human resources • Finance • IT • Procurement • FacilitiesThe Chazey Difference: Continuity of staff • Practitioners first • Knowledge transfer • Engage client in transformation
Chazey Partners: Serving multiple
industries, globally, both private & public
sector
Chazey Partners Profile
WHERE HAVE WE COME FROM
OUR CLIENTS
Who We Have Worked With
Agenda
Chazey Profile
Why Shared Services
Case Studies
Tactics & Insights
Why Shared Services in the Public Sector
Trends in Shared Services
Achieve the Triple Benefits of Shared Services
Higher Quality
Lower Costs
Improved Control
• Treats its internal clients as if they were an external client. Treats them with the same level of respect and service that external clients expect
Elevator Speech
• Provides non-core services to the “business”, employing a specialist team, geographically unconstrained, and focusing on the requirements of the internal client. This involves a philosophy and approach totally unlike traditional “corporate-driven” centralization.
Definition
• Has the goal of providing high quality, non-core, but mission critical services (which can include both repetitive common processes and more specialized professional services) to the business at lower cost and more efficiently than the business could otherwise provide for itself.
Goal
• Achieves cost savings and higher quality of service by leveraging organizational re-alignment, economies of scale, technology, client interaction framework, standardized end-to-end processes, and best practices.
How-To
What Exactly is Shared Services?
Centralization/De-Centralization Cycle
Remote from business
Unresponsive and inflexible
No Business/ Operational control over costs
Viewed as central overhead
Prevalence of shadow operations
Centralized
Challenges Disparate
processes Multiple
standards Duplication
of effort Different
control environments
High cost and costs unclear across the business
Not scalable
Decentralized
Challenges Responsive
to Business and Operational needs
Business/ Operations control decisions
Customized solutions to meet Business/ Operational requirements
Benefits Shared Highly client
focused Commercially
driven Service
Partnership Agreements
Clear unit costs
Flexible delivery
Clear understanding of drivers and activities
Common systems and support
Consistent standards and controls
Tight control environment
Economies of scale
Benefits
Agenda
Chazey Profile
Why Shared Services
Case Studies
Tactics & Insights
Why Shared Services in the Public Sector
Trends in Shared Services
General Trends in Shared Services
• Started in mid-1980s - driven by private sector multinationals
• Successfully implemented Shared Services initiatives achieve “20%-45% cost reductions from the current state” (The Shared Services Roundtable, March 2015)
• More prevalent today in midsized companies and businesses
• Significant focus and growth in the Public Sector globally, after initially being slower to adopt
General Trends in Shared Services
SSON’s Global Report 2016: State of Shared Services & Outsourcing Industry
“What is your current service delivery model?”
• 100% of Hackett’s top quartile benchmarked enterprises leverage Shared Services (Hackett 2013)
• New adopters are moving directly to multifunctional/Global Business Services model as part of their implementation strategy (Deloitte, 2015 Global Shared Services Survey, February 2015)
“I believe our current Shared Services strategy will deliver a dramatic and recognized value to the organization – beyond cost savings.”
General Trends in Shared Services
SSON’s Global Report 2016: State of Shared Services & Outsourcing Industry
“Moving up the value chain”
Don’t Know - 5.03% Strongly Disagree – 2.84%
Disagree – 5.03%
Neither Agree Nor Disagree – 11.60%
Agree – 45.95%
Strongly Agree – 29.54%
Over 75% agree
General Trends in Shared Services
SSON’s Global Report 2016: State of Shared Services & Outsourcing Industry
“How does business (your customer) define value?” “How do you demonstrate/report value to your customers?”
General Trends in Shared Services
SSON’s Global Report 2016: State of Shared Services & Outsourcing Industry
Automation solutions implemented:
• Technology options continue to grow
(spend on technology is not the problem)
Agenda
Chazey Profile
Why Shared Services
Case Studies
Tactics & Insights
Why Shared Services in the Public Sector
Trends in Shared Services
Why Shared Services in the Public Sector?
ChallengesChallenges Benefits Shared Benefits
Funding Decreases
Technology Demand
Growth in Services
Workforce Demographics
Cost of Services to Public
Unified Shared Services
Management
FEELING THE “SQUEEZE”
Why Shared Services in Public Sector?
Cost savings from the “back office” can be used to fund core and front line
services.
Recent Creation of the Unified Shared Services Management Office creating more incentive and visibility to build
Shared Services.
Why not? Has worked in the Private Sector for 25+ years, and is also working
in the Public Sector today. The same basic challenges and significant
opportunities exist around implementing but need to be adapted and applied
differently.Outsourcing opportunities continue to
expand and improve.
Significant funding issues today … everywhere. Shared Services can deliver
potential “triple benefit” of efficiency/effectiveness/control.
Why Shared Services in Public Sector?
Must determine what needs to be physically close to the internal
“customer” or “client” vs what can be done remotely.
Part of the solution to the new socio-economic challenges
Impact of an aging populationIncreased international competitionMore difficult economic environment
Remember that the scope across the “back office” is very significant.
Although public sector adoption of shared services has grown, the results achieved do not yet approach those in
the private sector.
Consider who your “client” is – internal and external. Also need to think about
“citizens” as key stakeholders.
Unique Challenges Facing Shared Services in Public Sector
Unique Challenges to Public
Sector
“Politics”Across System
State and Federal Workforce:
Locations, Departments,
Leadership Shifts
Governance Issues
“Traditional Silos”
Funding SourcesIncreased Costs
Transparency creates critics
“Failures” jumped on
“Culture”Tenure Change
Management
Agenda
Chazey Profile
Why Shared Services
Case Studies
Tactics & Insights
Why Shared Services in the Public Sector
Trends in Shared Services
UK Federal Government• Scope
• Sharing HR, procurement, finance & payroll• Potential savings of £400m to £600m per year in administration costs
• Based on moving all departments to upper quartile efficiency levels• Currently no departments are operating in upper quartile
• History• Part of 2004 Initiative from Office of Government Commerce• Full review in 2008 reported annual savings exceeding £20 billion• 2011 review found that past efforts mainly focused on technology and end-to-end process
ownership with reductions in hand-offs• National Audit Office (NAO) identified some challenges as well as successes
• Next Generation Shared Services Strategic Plan• Create Crown Oversight Function to work with departments to drive performance• Eight Shared Service Centers reduced to five
• Two independent of any single customer (assigned to Arvato & Steria)• Three standalone in terms of operations and subject to performance monitoring
• Single ERP platform, without which Government will struggle to reach targets
UK Ministry of Defense Business Services
• Scope• Provides services across Ministry of Defense• Functions include HR, finance, information & vetting• One of the largest Shared Services Centers in Europe
• History• Created in July 2011• Four year contract worth £36m awarded to Serco with option to extend for further year• Based on zero management fee, all Serco’s earnings are performance-based• Savings of £71m expected over life of contract
• Current Status• Contract to end in April 2016 (not exercising option to extend)
• Serco: “contract has exceeded expectations”, “Decision of MOD to end contract”• MOD: “contract reached natural end”
• To date has achieved £64m; full anticipated savings expected over final year• Ministry has decided to initially bring DBS back within department
• Considering options
Government of New Brunswick
• Passed legislation to give Internal Services Agency (ISA) power to operate as a business
• Autonomy of operations• Divergence from “normal”
• Transactional and Administrative services into a single model• Payroll & Benefits, AP, IT Services, & IT Operations
• Benefits Achieved• $8.8m in annual savings, net of investment• Government-wide strategies• Economies of scale with more consistent service delivery• Opportunities for staff development and improved retention
US Department of Health and Human Services
• The US Department of Heath and Human Services (DHHS) Shared Services “Program Support Center” (PSC) provides support services to all components of the U.S. Department of Health and Human Services (HHS) and other Federal Government agencies worldwide. PSC has a broad range of over 40 services and products.
• To clarify customer confusion around “true costs” or “full costs” in an allocated environment, the PSC operates with funding received at the beginning of the year, with the commitment to ensure costs are agreed upon.
• They work throughout the year with their customers to ensure cost discipline – and agree upon any additional funding needs via Service Level Agreements (SLAs) or Inter Agency Agreements (IAAs).
University of California, Davis
• Good initial work in the Business Case and Design
• However, due to time schedule, the Build cycle was compressed
• Resulted in sub-optimal services delivery and customer issues
• Fixed by having a review of services, leadership change and a comprehensive playbook of areas to modify
• Now initial areas have been corrected and center is growing services again
Iowa University System
• Initial Shared Services work in Finance, Information Technology and Human Resource started by the governing board and an external firm• Minimal “buy-in” with the functional staff at each university
• Lack of “ownership” on the financial targets, objectives and timeline as a result
• Supplemental exercise initiated to validate findings• Benefit in validating, and in some cases modifying findings• Larger benefit in that each functional area worked closely on
the engagement• Buy-in was achieved for a much larger number of areas• Foundation laid for future Shared Services activities
44% Return
Unlocking Efficiencies and Demonstrating ROI
University of Oklahoma IT
• Problem: City facing $50-70M Budget Deficit• Opportunities: Centralization; reduce liabilities; improve efficiency; eliminate
redundancy• Plan: Implement Shared Services• Process:
– Step 1: People – Redefine Roles and Responsibilities• Anyone spending over 51% of time moved to Central HR
– Step 2: Process Standardization• Focus on quality of service and transparency
– Step 3: Technology Adds Capability• Reduce reliance on expensive and unnecessary add-on solutions
• Results– HR Staff to Employee ratio improved from 1:38 to 1:119– Improved quality of service– More efficient, better placed staff– Self-service functionality – Improved understanding of customer issues– Enhanced use of SAP Capital Management Module: $650k of annual savings
Case Study – City of Houston Human Resources
Agenda
Chazey Profile
Why Shared Services
Case Studies
Tactics & Insights
Why Shared Services in the Public Sector
Trends in Shared Services
• Having a Business Case is key: improved decision making & accountability mechanism• Consider functions, processes, sub-processes, locations, operating units and entities• It is really important to distinguish between “solutions” vs “quick fixes”• Multifunctional now often the chosen way to proceed• Consider how far up the value chain you want to go• Senior level executive sponsorship is key - executives must understand and support
the roll-out• Do not underestimate the change management required• Consider a multi-faceted communication and advisory approach• Generate a culture of service and continuous improvement
Tactics & Insights (1 of 2)
• Remember always that the project does not end with “go-live”• Assign your best resources and people to the project• Assign end-to-end process owners• Separate transformation from ongoing activities• Offer end-to-end services by provisioning as many non-core services as possible
under one organizational umbrella• Realignment can help remove silos and foster a strong shared service culture and
team spirit• Enable succession planning, job rotation, new opportunities as well as targeted and
consistent training programs• Do things differently – that’s the whole point!
Tactics & Insights (2 of 2)
1. Shared Services can be complex, but it is not rocket science
2. Start with a Roadmap and supporting business case
3. You are not alone, others have gone before
Top Three Takeaways