Shared services has the potential to fundamentally change the way the federal government does business.
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 or within departments, agencies can find efficiencies of scale and devote more resources to their core operations.
Change of this magnitude comes with challenges and growing pains. But such a move positions agencies to be more effective and efficient in the long run. Shared services is a mission-critical upgrade that federal agencies need to improve performance.
The Partnership advises decision-makers in Congress, the White House, the Office of Management and Budget, the Office of Personnel Management and the General Services Administration about shared services. We propose guidance and make recommendations on how to establish the incentives needed to create a competitive, open and scalable marketplace. We also provide training and community-building assistance to support agencies at different stages of their shared services journey.
Since 2011, the Partnership has conducted research on the challenges and opportunities facing agencies considering a move to shared services, reporting on the lessons learned from agencies that have already transitioned. 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 OMB to help shape the government-wide shared services strategy with the ultimate goal of creating a public-private shared services marketplace.
To ensure shared services yields the greatest benefit, it’s important for agencies to be prepared to make informed decisions before they begin the transition and implementation process.Getting Ready Guide
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, OPM 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 Guide
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
By moving to shared services, agencies could delegate nonmission-related tasks to specialty organizations.Read More
The Partnership and Deloitte identify four organizations who are developing transformative, enterprise-wide approaches to shared service delivery.Read More
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.Read More