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Learn how education and public sector shared services organizations progress through various maturity levels in their transformation journey.
As the world emerges into a new fiscal and demographic reality, the future of public service is shifting to one in which government agencies are increasingly looking at shared services to create efficiencies and improve government productivity. Forward-moving leaders are positioning education and public sector shared services as a key driver in moving from piecemeal efficiency to mission productivity.
To help leaders implement the strategies and methods for delivering ever-increasing public value, Leadership for a Networked World, the Technology and Entrepreneurship Center at Harvard, and Accenture convened senior public, private and education sector executives for the 2013 Public Sector and Education Shared Services Summit: Navigating to New Value.
This white paper is intended to help public sector and education leaders envision a transformation journey for their organizations and realize the vision of successful education and public sector shared services through concrete actions. To inspire and guide efforts, the paper couples insights and case studies from the Summit.
Creating an ever-increasing trajectory of value generation is a key aspect shared services. It merges and delivers certain supportive business operations—such as finance and accounting, information and communication technology, procurement and human resources—that are used by multiple organizations through a shared services center. Shared services create value by eliminating redundancy and offering efficient and effective processes that enable education and public sector shared services organizations to focus their limited resources on mission-critical and outcome-oriented programs and services.
Education and public sector shared services and collaborative business models can be applied across the traditional jurisdictional boundaries within which organizations typically operate. This cross-jurisdiction collaboration allows governments and educational institutions to increase overall capacity, efficiency and effectiveness. With this broader view in mind, leaders can assess the value of business model innovation and shared services across jurisdictions from the start, while looking for opportunities to partner with higher education communities, school districts, cities and counties.
The white paper explores examples of education and public sector shared services, including:
NASA: Providing customer-focused, consistent, high-quality, easily accessible and timely support services while leveraging metrics and data to improve organizational decision making.
The University of Michigan: Deploying finance and human resources shared services to not only save millions of dollars annually, but also build a better university for all stakeholders.
Ohio Shared Services: Growing service lines and building a self-sufficient business model by increasing value and decreasing costs for agency clients, while driving a best-practice support model for the clients they serve.
The Minnesota Local Government Information System: Helping local governments save more than US$2 million annually through an innovative joint-powers agreement and inclusive governance model while also investing in the next generation of managed services.
These case studies clearly show that adopting shared services is no longer just a tactic for saving money on back-office operations, but a strategic imperative for government and education organizations to deliver public service for the future.
To help leaders champion education and public sector shared services initiatives, Leadership for a Networked World has developed a maturity model called the Shared Services Horizons of Value. The model lays out four maturity levels that organizations progress through in their shared services journey:
Horizon One—Visioning: Leaders are forging a partnership, securing support for concerted action and actively assessing the potential of deploying a shared services start-up.
Horizon Two—Launching: The shared services initiative is firming and launching its portfolio of services and innovations. It also has a defined business plan and implementation roadmap.
Horizon Three—Growing: The shared services enterprise is up and running, has operational experience and is actively extending and scaling its services.
Horizon Four—Renewing: The shared services enterprise is operating at scale and has grown beyond transactional services to create new forms of value and enable transformation.
The “Horizons” model is aimed to serve as a guide for leaders planning to implement education and public sector shared services.
March 14, 2014
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