Shared Services Seminar Series

The Administration views shared services as a key tool for agency reform. The most common cause of underperformance typically occur in the area of governance: program and project management, requirements definition, execution oversight, and communications. Successful governance models involve collaborative partnerships between providers and customers and are characterized by shared understanding of vision, business objectives, performance incentives, roles, responsibilities and accountabilities.



Busting the Myths Surrounding a Powerful Tool for Agency Reform

The April 5th “Shared Services Myth Busting” workshop at the National Academy of Public Administration (NAPA) was an enormous success. The event was hosted in partnership with the Shared Services Leadership Coalition and the Senior Executives Association.

 

High level takeaways from the April 5th workshop include:

  1. Absence of the “voice of the customer” is a consistent failure in the implementation of shared services.   Most shared services experiences were top down, with little or no consideration of the needs of the ultimate consumers.
  2. Size matters.  Small agency needs (EEOC) are much different than large agency needs (DHS), but there is frequently no distinction made when implementing inter-agency shared services plans.
  3. Mission requirements come first.   Any shared services plans that negatively affect mission capabilities are a non-starter.  Examples include hiring highly technical talent at an S&T agency or impinging on DoD armed services HR functions.
  4. The different “flavors” of shared services are not known to consumers of shared services.  The three categories of shared services in the PMA were new to most participants and it is evident that an education effort is required.
  5. The PMA is seen as a positive way to implement shared services.  A long-term effort to implement shared services that is consistent with the goal of modernizing federal government processes was perceived as a good rationale for shared services.
  6. There are “quick wins” that could be accomplished in the very short term.  These included burn centers, shuttle services, etc. 

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Governance Innovation - Busting the Myths Surrounding a Powerful Tool for Agency Reform

The Administration views shared services as a key tool for agency reform. The most common cause of underperformance typically occur in the area of governance: program and project management, requirements definition, execution oversight, and communications.  Successful governance models involve collaborative partnerships between providers and customers and are characterized by shared understanding of vision, business objectives, performance incentives, roles, responsibilities and accountabilities. The event was hosted in partnership with the Shared Services Leadership Coalition and the Senior Executives Association.

We had a great discussion about:

  1. The development of a governance structure that emphasizes the voice of the customer as a key component.  The GSA is developing a Service Management Office (SMO) structure to facilitate that process.
  2. Examples of successful shared services governance structures, including New York’s Mass Transit Authority.
  3. A useful discussion about how grant programs could take advantage of shared services.
  4. A discussion about the standing up of GSA’s “service area standards leads,” who will help develop service standards for key shared services, such as acquisition and IT.

Download the Powerpoint  Shared Services and How a Strong Governance Process Works for Providers and Customers 

Fiscal Accountability and Shared Services

The President’s Management Agenda views shared services and solutions as key tools for agency reform.  Today, leading firms in the private sector use a full-service shared services model for financial management that is driving increasing efficiency gains through innovation and automation.  However, the Federal Government lags behind the private sector and experiences significant challenges when trying to replicate commercial best practices. 
 
The session discussed how to solve five core challenges in technology, duplication, customer satisfaction, commercial participation and benchmarking.

The event was hosted in partnership with the Shared Services Leadership Coalition and the Senior Executives Association.

Download the Powerpoint Meeting Notes

Innovation in Federal HR Service Delivery: How Emerging Technologies Can Transform an Organization

As government leaders begin to link talent management and organizational success, the combination of enabling technologies and shared services has quickly become a key component of any HR transformation. 
 
In the Federal arena, both HR professionals and their program counterparts find it difficult to recruit and retain employees. This is partly due to the sharp competition of resources but it is also due to complex work processes that characterize the Federal talent acquisition process. In response to these challenges, three trends in Federal HR are emerging. They include: Managed Services, Automation, and Software as a Service (SaaS).

HCMS Automation Powerpoint Whitepaper Presentation

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