Shared services capabilities for k12 education operational overview panel discussion session
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Shared Services Capabilities for K12 Education Operational Overview & Panel Discussion Session. IASBO 55 th Annual Conference. Panelist/IASBO Copy. Meeting Agenda/Purpose. Facilitate understanding and goals for shared services K12 Shared Services already in use

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Shared Services Capabilities for K12 Education Operational Overview & Panel Discussion Session

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Shared services capabilities for k12 education operational overview panel discussion session

Shared Services Capabilities

for

K12 Education

Operational Overview&Panel Discussion Session

IASBO

55th Annual Conference

Panelist/IASBO Copy


Meeting agenda purpose

Meeting Agenda/Purpose

  • Facilitate understanding and goals for shared services

  • K12 Shared Services already in use

  • Gain understanding of other shared services transformation efforts in government and commercial

  • Questions & Answers


Introduce the panel team

Introduce the Panel Team

Rob Grossi, Bloom Township School Treasurer, his office currently manages a fully operational finance-finance/payroll shared services facility in support of 16 school districts in South Suburban Cook County

Matt Miszewski, Chief Information Officer, State of Wisconsin and leading Wisconsin’s IT Shared Services Initiative

Andy Estep, Deputy Director, State of Illinois Department of Central Management Services; CMS initiated a shared services model of consolidation and the effort has resulted in a initial realization of $529 million worth of savings.

Amy Jo Clemens, Regional Superintendent, Regional Office of Education, Lee & Ogle Counties and IARSS Chairperson for the Illinois K12 Regional Shared Services Initiative

Dan Fallon, Partner - Accenture Government Consulting Practice; Shared Services & Infrastructure Optimization; Accenture is one of the largest business consulting companies in the world and leads many state-level and country-level shared services efforts

Mike Maher, Shared Services Practice Leader: K12/Government Shared Services, Synch-Solutions


Shared services critical first point

Shared Services – Critical First Point

SHARED SERVICES =

ADMINISTRATIVE/

OPERATIONS


Shared services critical first point1

Shared Services – Critical First Point

SHARED SERVICES =

ADMINISTRATIVE/

OPERATIONS

(And this is not just about technology)

Curriculum-side Services


Panel insight

Panel Insight

Regional Superintendent Amy Jo Clemens, is the Chairperson representing the IARSS interest in developing a shared services operating pilot (for 20 school districts)

  • In many aspects, school districts already leverage shared services, describe some of the areas.

  • Where do you envision school districts being able to best leverage a shared services operating model?

  • As an educator, what is the core mission of a school district? Are school districts holding true if there are better ways to achieve the “backoffice” operational/administrative functions?

  • In many states, much of the non-teaching aspect of school district operations are “outsourced” to 3rd party providers (Laidlaw, Sodexho, etc.); There currently is a proposal to create a regionally-based shared services platform that would be administered by the ROE’s, what do you believe is the risk for a local school district? (Joe McDonnell, Bremen Township to respond as well)

  • Why do you believe school districts are resistant to moving to a shared services model, yet so many districts are now facing significant financial challenges?


Shared services represents out of the box thinking

Shared Services – Represents Out-of-the-Box Thinking

Traditional Operating Model

Each School District Owns & Manages its

Own Administration/Operations


Today faced with significant economic impacts

Today – Faced with Significant Economic Impacts

Operating Costs, Salaries, Healthcare, Special Education, etc., continue to spiral upwards, while Revenues, (referenda, tax base, interest) are not keeping pace (and in many cases, even declining) 

Costs

Financial

Distress

Number of

Districts

Revenues

Operating

Surplus

Balanced

Budget

Deficit

Spending


Shared services represents out of the box thinking1

Shared Services – Represents Out-of-the-Box Thinking

Traditional Operating Model

Each School District Owns & Manages its

Own Administration/Operations


Shared services

Shared Services

Shared Services

The premise behind Shared Services relies on the fact that decentralized organizations can dramatically reduce operating costs, eliminate redundant headcount and improve the quality of services provided by centralizing non-strategic administrative functions.

.


Panel insight1

Panel Insight

Matt Miszewski & Andy Estep, at the State level, both Illinois and Wisconsin are deploying shared services initiatives ;

  • Each of you, briefly describe the scope of services that Shared Services is/will be providing within your respective states.

  • What were the drivers that predicated the decision?

  • And where are you in the process?

  • How would you envision these same tenets being applied to school districts?

  • What do you see as the barriers and what/how do you believe those barriers could be removed to enable States to create the vehicle for School Districts to embrace a shared services administrative/operational model?


Shared services in public sector education

Shared Services in Public Sector - Education

Shared Services

The premise behind Shared Services relies on the fact that decentralized organizations can dramatically reduce operating costs, eliminate redundant headcount and improve the quality of services provided by centralizing non-strategic administrative functions.

School Districts/Government

Entities of Tomorrow

Changing the Paradigm

Borrowing (Best Practices) from Industry

& Leveraging to the Public Sector


Shared services borrow from industry leverage to education

Shared Services – Borrow from Industry & Leverage to Education

Shared Services Operating Model

Each School District Still Manages Its Own Administration/Operations,

but Shares the Infrastructure & Support Costs and Functionality


Operational drivers

Operational Drivers

We have put our public schools in a terrible bind by pitting our demand for high student achievement and a higher quality workforce against declining state and local funding. 4

The above quote points specifically to a classic business case idiom:

How can more be done with less?

  • Currently, there are 4 school districts under the School Finance Authority (SFA), 79 on the Financial Watch List and 111 on the Financial Early Warning List;

  • In 2002, 61% of the school districts were operating with deficit spending; In 2003, the number is projected to rise above 75%; Over 25% of the districts that have been operating with deficit spending have been doing it for > 3 years

  • Over the past 5 elections >65% of the proposed operational referenda failed.

  • Even with the recently announced increases in school funding, the number of schools that are reducing programs and cutting teachers & staff, continues to increase

  • As with School Districts, greater numbers of county & local government entities are being forced into deficit spending

4 The Condition of Public Education Illinois 2002 Report; Published by Illinois State Board of Education


Shared services sb 3000 synopsis overview

Shared Services SB 3000 Synopsis & Overview

In September of 2004, Governor Blagojevich signed the 2004 Education Reform Act (SB 3000)1 Within the vision of the legislation, the bill identifies ways to provide industry-driven, best-of-class operational and administrative solutions to help local school districts reduce their operating expenditures; Within the language of the Public Act (93-1036), the Illinois Legislature provides:

  • For the creation of Regionally-based Administrative Technology Services Centers;

  • ISBE will assist school districts in pooling administrative or other services and facilitate cooperation between school districts that may be able to achieve economies of scale through shared services;

  • The State Board of Education may exercise this power in cooperation with the Regional Superintendents of Schools

  • Participation is voluntary

    Shared Services is not about school district consolidation, but to further enable local school districts to continue to maintain their local autonomy and control, while leveraging proven solutions to reduce their overall administrative and operational costs/expenses.


K12 business case value proposition

K12 Business Case/Value Proposition

By applying the “lessons learned” by industry, the opportunity exists today to create greater efficiencies, collaboration of services and value by the Regional Offices of Education to the local school districts and subsequently, to the communities that they serve.

Greatest benefit of a shared services model is to dramatically reduce application/ infrastructure & operational costs.

Additional benefits include:

  • Dramatically reduce operational redundancies within local districts, regionally and within the Illinois State Board of Education

  • Equalize and improve the overall support services capabilities across all districts

  • Provides for newest technologies, without the total cost of ownership (shared)

  • FTE reductions would be effected primarily with natural attrition and retirements – as opposed to layoffs or RIF actions

  • Enables local entities to continue to maintain autonomy and control


Panel insight2

Panel Insight

Dan Fallon, Partner at Accenture has been involved in Shared Services projects not only in the Public Sector, but also in numerous Fortune 500 efforts

  • Why do the majority of the Fortune 500 embrace shared services (collectively the State’s 878 school districts have combined budgets of about $23B which equates to somewhere between Coca Cola #89 and #91 Aetna, so Illinois K12 is a very significant collective entity), would some of those same reasons be applicable to school districts?

  • Over time many corporations got away from their core business, we are now seeing trends where those corporations are focusing their attention, back to their primary business, could the same rationale be equated to government/school districts?  Are administrative/backoffice functions core or something that could be better shared/operated from a central capacity?

  • What are the areas that shared services could bring the greatest return/value?

  • What do you believe are the challenges that school districts face?  Are they similar/different to Corporations and what did Accenture do to mitigate those challenges?


What we have heard from you

What we have heard from you 

  • Trust

  • Works ok now, why change?

  • Who’s going to pay for this?

  • We do not want to lose control of our data!

  • Where is this working now?

  • Significant business process and change management requirements

  • Initial trade-off of development and implementation costs to justify cost reductions and savings – threshold ROI

  • Requires significant collaboration, participation (“buy-in”) and commitment by districts to gain economies of scale/efficiencies

  • Would require intra and inter-district cost (re) allocations

  • Politicalimplications/impacts

  • Fearof loss of locally based jobs

The (proverbial) well is running dry, we must seek aggressive and alternative solutions

to enable our communities to continue to achieve Illinois’ K12 educational objectives

A member of the Illinois State Senate, January, 2005


Closing comment questions

Closing Comment & Questions

Comments by the Panel:

Shareholder or taxpayer value, are they the same and if so, do you believe that shared services could better enable school districts achieve their core mission more effectively?

Why?

Questions (copies of the presentation and supporting material has been provided to IASBO and can also be found at www.k12sharedservices.org, which is a site specifically focused upon K12 Shared Services information)


Panel insight3

Panel Insight

Rob Grossi, Bloom Township School Treasurer, his office currently performs the financial function/support for 16 south suburban school districts;

  • Highlight the scope of services

  • Although 13 of the districts are required by statute to use your office, 3 additional school district and 1 ROE office are now leveraging the services that your office provides. Why are these additional school districts now using your office’s services?

  • Is cost the sole driver or is there additional intrinsic drivers/value?

  • How significant have the impact been for the 3 new school districts to change their operations, and although the benefits have yet to be fully realized, overall what do you believe the opinion will be?

  • As a benchmark, what do you believe your overall cost is to run these school district’s payroll?


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