Making shared service work - Andy Shenstone, Capita

© 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 [email protected]: 07584 704270

mailto:[email protected]


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


Improving the student experience and the bottom line

Academic RegistryMarketing and

recruitment

Estates FinanceHuman Resources

Contact

Management

Library Services

Information Technology

Student Services

Procurement

15% to 65% savings – but is that the imperative?


……improving the student experience

Recruitment Application AdmissionAcademicdelivery

AssessmentAlumni and employment

RegistryStudent

Recruitment

IT Finance

Studentservices

Libraries

Procurementsupport

Planning &MI

Estates

HR and payroll

Secretarialsupport

Marketing &comms


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

Discussion


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 resultsand other strategic objectives


A few clients

*Split by turnover at Interim results Jul-12

Public / 3rd Sector 46%* Private Sector 54%*

http://www.bbc.co.uk/go/homepage/int/foot/logo/-/terms/

http://www.ventura-uk.com/clients/child-maintenance-options-case-study-

http://www.britishgas.co.uk/business/nfff


India

5 sites22 clients

4000+ FTEs

Poland

1 site7 clients200 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 site1 client

200 FTEs

United Kingdom

55 business centresc.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


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

Making shared service work - Andy Shenstone, Capita

Education

Transcript of Making shared service work - Andy Shenstone, Capita