Future perspectives on university shared services, Robert Carter, KPMG

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Future perspectives on university shared services, Robert Carter, KPMG

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Future perspectives on university shared services, Robert Carter, KPMG

  1. 1. Rob Carter 12th May 2014 “Future Perspective on University Shared Services”
  2. 2. 1© 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 1. Introduction Rob Carter KPMG ■ Rob works in KPMG’s Public Sector Consulting practice. ■ He has over 10 years consulting experience of working across all elements of the public sectors, delivering organisational improvement and cost optimisation projects. ■ Rob focus on within Higher Education (HE)
  3. 3. 2© 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. Objectives: 1. Share with you some of our experience of outsourcing and share serviced in HE and elsewhere 2. To explore how the efficiency agenda is changing the attitudes to more radical solutions 3. Consider what the future might hold for shared service in HE 2. Intended objectives of this session
  4. 4. 3© 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 3. Context: A changing environment.... 1. The sector is becoming more market driven and customer- centric 2. Fees won‟t increase leading to real term reductions 3. Demand is becoming increasingly unpredictable 4. Relaxing the cap on overall numbers will increase competition 5. The sector has a high degree of fixed costs 6. There will be winners and losers The challenge: • Achieve more with less • Become more adaptable and more flexible • Become better equipped to deliver change Institutions will need to: • More effective use of data and technology • Increased focus on the elimination of waste • Clear understanding of what is „core‟ and what is „non-core‟ business To achieve this there will need to be:
  5. 5. 4© 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. ….where driving efficient from non academic spend is key Pay - Academic Pay Non Pay - Academic Non Pay - Academic Support Pay – Academic Support Pay - Back- office Non Pay - Back- office A significant proportion of the cost base of a HE organisation is supporting the operation of the organisation. It is increasingly debateable whether this is core to the organisation or not Make or Buy? Share with others?
  6. 6. 5© 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 4. Oursourcing is growing in HE What Next? Cost Sharing Group with External Provider LLP Outsource Using the skills of the supply base can deliver significant benefits Be clear on what is core and non core You need to have a clear reason for change The right commercial skills can often be in scare supply Getting the organisation “on side” is critical Our key learning points: Contractual Outsource
  7. 7. 6© 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. Student Management 5. Sharing Strategy and Governance Vision and Strategy Development Strategic Improvement Risk and Compliance Performance Management Education Management Course Development and Accreditation Education Delivery Curriculum Dis- establishment Education Commercialisat ion Workforce Strategy (Education) Curriculum Quality Management Support Services Finance and Procurement Legal Services Records Management Marketing and Public Relations Library Services Recruitment Enrolment Advice and Support Charging and Payment Assessment Scholarships, P rizes and Awards Graduation Research Management Opportunity Management Workforce Strategy (Research) Impact and Reporting Training and Accreditation Quality Management Admin. SupportEthics Research Project Management Admission ICT Facilities and Estates Management HR Timetable Management Proven track record of Sharing in HE And others exist in the Public Sector who can act as a guide
  8. 8. 7© 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. 6. Sharing - What have we learnt? Shared Service in HE to date has: ■ Grown organically ■ Taken time to develop – lack pace ■ Specific areas of focus ■ A burning platform ■ Willingness to build and develop ■ Senior Support Successful Shared Services developed elsewhere have required: ■ Pace and agility P ? ? ? Does this exist in HE?
  9. 9. 8© 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. In front of innovation Familiar interface Human capital management SaaS solutions Workday looks and works like your favorite consumer web site. With a minimal amount of training, every type of user – from the C- suite to managers and individual contributors – quickly adopts Workday. From the first time users interact with the application, they just get it. Workday designers and engineers strive to create a user experience that follows three intuitive principles: get in, get it done, and get out. Simplicity is the overarching premise. Workday applications are simple enough for casual users yet robust enough for power users. Designed for the way we work Social tools, analytics, and mobile devices are pushing innovation in the enterprise cloud like never before. We are witnessing the birth of a new generation of enterprise applications that truly work the way people work. The business of user experience Workday lets you take care of business in your natural workspace – at work, on a flight, in a meeting, or during your commute. Workday is simple, intuitive, a nd wherever you are. It's the most intuitive enterprise application ever designed. Real multi tenant SaaS ■ Organizations can drastically reduce costs, increase productivity, and protect the bottom line by deploying Workday’s proposed Cloud Solution. Workday’s Solution is the result of innovative thinking, new technologies, and a fresh approach specifically designed for dynamic, global businesses. ■ Delivered in the cloud and leveraging a modern technology platform, Workday offers a fresh alternative to traditional ERP solutions. More than 350 customers, spanning medium-sized organizations to Fortune 50 businesses, have selected Workday. 170 39 24 20 9 9 8 7 6 5 5 USA Other Canada UK France Mexico Singapore Australia Sweden Brazil Other Headcount by country Case Study - Workday
  10. 10. 9© 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. Research Management Workforce Strategy (Research) Impact and Reporting Quality Management Admin. SupportEthics Research Project Management Opportunity Management Training and Accreditation 7. Where could Sharing go in the future? Strategy and Governance Vision and Strategy Development Strategic Improvement Risk and Compliance Performance Management Education Management Course Development and Accreditation Education Delivery Curriculum Dis- establishment Education Commercialisat ion Workforce Strategy (Education) Curriculum Quality Management Student Management Recruitment Enrolment Advice and Support Charging and Payment Assessment Scholarships, P rizes and Awards Graduation & Alumni Admission Timetable Management Support Services Legal Services Records Management Marketing and Public Relations Library Services Facilities and Estates Management HR Finance and Procurement ICT Obvious areas are mature offerings There are common processes in admissions and enrolment Others that could be shared And others where sharing is highly unlikely
  11. 11. Thank you
  12. 12. The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavour to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation. © 2014 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International Cooperative (KPMG International).

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