Federal agencies already struggle to find the resources they need to pursue their missions—and yet, as budgets continue to shrink, they’re continuously asked to do more with less. By sharing services across departments, agencies can find efficiencies of scale and devote more resources to their core operations.
Any change of this magnitude comes with challenges and growing pains. But the switch positions agencies to be more efficient and effective long-term. Shared services is a mission-critical upgrade that federal agencies throughout government need to improve performance.
The Partnership educates decision-makers in Congress, the White House and the Office of Management and Budget about shared services. We provide guidance and explain how to establish the incentives to create a competitive, open and scalable marketplace.
In 2013, the Partnership established the Shared Services Roundtable, a joint community of federal and private shared service providers, customers, policymakers and line of business managing partners. Since the group’s inception, the Roundtable has worked collaboratively with leaders from the Office of Management and Budget to help shape the government-wide shared services strategy with the ultimate goal of creating a public-private shared services marketplace.
Download our “Getting Ready for Shared Services” guide
To ensure shared services yields the greatest benefit, it’s important for agencies to be prepared and make informed decision before they begin the transition and implementation process.Getting Ready Guide
Best practices during implementation
Shared services systems operate in a complex environment that requires leadership to support and promote an integrated, enterprise-wide governance framework among all actors, including central management agencies such as OMB and GSA; line-of-business managing partners; public and private providers; and customer agencies. Having a clear shared strategic vision and knowing who makes decisions, how they are made, and how performance is measured can build trust among all those involved, and make shared services a success across government.Best Practices
Who should be running shared services?
A successful shared services enterprise relies on the talented people who operate it. Providers run their organizations like a business and need to hire staff who are customer-oriented, entrepreneurial and innovative. The following are the critical skills, knowledge and experiences shared services organizations need to operate efficiently and effectively.Leadership Maturity Model
OMB Acting Deputy Director for Management Dave Mader and GSA Administrator Denise Turner Roth led an event at the Partnership for Public Service to announce the creation of the Unified Shared Services Management Organization and the Shared Services Governance Board. These new organizations will be responsible for the strategic direction for shared services across the federal enterprise.
By moving to shared services, agencies could delegate non-mission-related tasks to specialty organizations.
Based on the Shared Services Roundtable’s recommendations, “Building a Shared Services Marketplace” examines a vision for improved service delivery amongst agencies.
The Partnership for Public Service and Deloitte identified four organizations who are developing transformative, enterprise-wide approaches to shared service delivery.Download
The Partnership and Deloitte interviewed agency leaders to understand the extent to which agencies are using or moving toward shared services and what key barriers exist.Download