Making shared service work - Andy Shenstone, Capita


Published on

Making shared service work - Andy Shenstone, Capita

Published in: Education
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • FlexibleChoice of services and delivery optionsStandard support service offerings such as HR, Finance and FMServices unique to the HE sector including Registry, Student Services and Careers AdviceClients will be able to buy complete services or individual service elementsOnshore, near shore or offshore.CommercialsChoose any combination of service offerings - £ will be more attractive, where a broader range of services are purchasedIn addition other potential commitments will also be made available:Student attraction / retention / employabilityGraduate jobsStudent satisfaction and associated league table positioning.
  • Making shared service work - Andy Shenstone, Capita

    1. 1. © Capita Business Services Limited 2014 Working for a smarter, stronger sector: the 3rd annual Efficiency in HE conference Making Shared Services Work Andy Shenstone, Education Market Director M: 07584 704270
    2. 2. © Capita Business Services Limited 2014 Economic Rationales  Cost reduction (cost reduction/outcome, less FTE costs)  Reduce leverage (reduce debt on balance sheet, private finding of public infrastructure)  Increased revenue  Capacity management (scale and share across multiple customers) Delivery Rationales  Simplicity  Risk transfer  Increased service outcome – competitive advantage  Lack of skills / resources  The need to Transform What are your rationales for Partnering? 2
    3. 3. © Capita Business Services Limited 2014 Improving the student experience and the bottom line Academic RegistryMarketing and recruitme nt Estates Finance Human Resources Contact Manage ment Library Services Information Technology Student Services Procurement 15% to 65% savings – but is that the imperative?
    4. 4. © Capita Business Services Limited 2014 ……improving the student experience Recruitment Application Admission Academic delivery Assessment Alumni and employment Registry Student Recruitment IT Finance Student services Libraries Procurement support Planning & MI Estates HR and payroll Secretarial support Marketing & comms
    5. 5. © Capita Business Services Limited 2014 What are the un-answered questions? Are there barriers to progress and how can these be overcome? What new, potential areas have yet to be explored? Are there places/spaces that, as a sector, we dare not go? What support can we have for innovation? How can challenges posed by the changing landscape of HE be turned into opportunities? To ‘MAKE SHARED SERVICES WORK’……. What do we need to explore, resolve or discover?? 5
    6. 6. Discussion
    7. 7. © Capita Business Services Limited 2014 Changing the perception of shared services An outcomes based value proposition Operational outcomes  Improved service  Reduced errors increased quality  Faster turnaround  Lower costs Shared services Educational outcomes Recognising the impact of support services on academic results and other strategic objectives
    8. 8. © Capita Business Services Limited 2014 A few clients *Split by turnover at Interim results Jul-12 Public / 3rd Sector 46%* Private Sector 54%*
    9. 9. © Capita Business Services Limited 2014 India 5 sites 22 clients 4000+ FTEs Poland 1 site 7 clients 200 FTEs •Hub and spoke delivery model •Single customer interface at the UK Hub •Standardised reporting and governance driven by the Hub for the spokes •Capacity in all offshore sites for accommodating new roles South Africa 1 site 1 client 200 FTEs United Kingdom 55 business centres c.300 major strategic clients 46,500 FTE As at end 2012 Our clients can use one or multiple centres from our global delivery model 9
    10. 10. © Capita Business Services Limited 2014 A blended delivery model – onshore with offshore Complex processing Simple processing All onshore Blended Capita do not typically service clients purely offshore – blending allows the benefits of offshore delivery to balance with knowledge transfer of existing onshore staff