“Successful management reforms in the Federal Government need to have legislative underpinnings so they have permanence and consistency over time, no matter who’s in the White House or who’s leading departments and agencies.”
What is the Shared Services Leadership Coalition?
The Shared Services Leadership Coalition (SSLC) is a single-purpose, IRS-approved 501 (c) (6) non-profit coalition of companies, nonprofits, and individuals providing educational and government relations support for legislation to accelerate shared services implementation in the Federal Government.
What are Shared Services?
“Shared Services” is a business model for delivery of common back office administrative services, e.g., human resources (HR), financial management (FM), purchasing, etc., and common mission-support services, e.g., geospatial services, in which customer organizations receive services from third party providers with high capacity platforms who can serve multiple customers more cost-effectively than individual customers can serve themselves. After decades of evolution, shared services has become the default delivery mode for common business transactions in leading public and private sector organizations throughout the world. Global experience demonstrates typical cost savings of 25% to 40% and better service over self-service models. The advent of “cloud” technologies is creating ever-increasing opportunities to drive “commodity” transactions to shared service business models.
SSLC Vision of Future State Federal Shared Services
The SSLC shares and supports realization of the future Federal shared services marketplace envisioned by industry and government reform leaders as articulated by the Partnership for Public Service’s Shared Services Roundtable:
“Federal shared services should operate in an open, dynamic, smartly governed marketplace wherein larger scale, highly modernized and higher-performing government and commercial shared service providers compete and collaborate in the business of serving customer agencies, and customers are empowered to freely choose their providers based on reliable market information. The market should operate and be governed by sound, consistent and transparent business rules and best practices that will drive the market towards increasingly higher states of shared service utilization, performance, innovation, accountability, cost-savings and customer service.”
Partnership for Public Service, Shared Services Roundtable, November 2014
Why is legislation necessary?
Shared services implementation has been underway in the Federal Government for decades with support from Presidential Administrations of both parties. Progress has been excruciatingly slow and discontinuous across administrations. The leading success story to date has been Federal payroll – but it has taken 26 years to consolidate from dozens of agency-specific platforms to today’s four government-wide platforms. This glacial pace of progress is unacceptable and fails to meet the needs of a 21st Century government. The absence of a legislative mandate has been a critical missing success factor. As noted by US Comptroller General Gene Dodaro, “Successful management reforms in the Federal Government need to have legislative underpinnings so they have permanence and consistency over time, no matter who’s in the White House or who’s leading departments and agencies.” To realize the SSLC vision, legislation is necessary to:
- Create a vision, roadmap and timetable for modernization and full-scale implementation
- Establish consistent, transparent business rules, performance metrics and governance to enable providers to compete fairly and customers to make informed choices
- Remove statutory barriers to shared service modernization and cross-agency business transactions
- Authorize government shared service providers as businesslike, high performance organizations
- Secure an appropriate role for the private sector as direct and indirect providers in the shared services marketplace
- Oversee and enforce timely implementation and cost savings realization (i.e., a strong compliance mechanism).
John Marshall is a nationally recognized thought leader in government shared services. He is passionate about their potential to transform government, and he has published articles, testified to Congress and advised the White House about them.
John has been actively advising the Office of Management and Budget and GSA’s Unified Shared Services Management Office through the Partnership for Public Service’s Shared Services Roundtable project since 2014. He founded the Shared Services Leadership Coalition to leverage thought leadership from industry and the “good government” community in advocating legislation necessary to accelerate Federal shared services implementation and fully realize the Roundtable’s vision of a dynamic, public-private shared services marketplace.
John has previously served in Federal practice leadership and corporate strategy roles with IBM and CGI; as adviser to the Chairman of the US Senate Committee on Governmental Affairs; and at OMB when payroll shared services began in the mid-1980s. He has served as CEO of the Federal Crop Insurance Corporation and as chief management officer of the US Agency for International Development and the agency now known as the USDA Farm Service Agency – roles in which he also served on the boards of the State Department’s overseas interagency shared services organization, and USDA departmental and interagency shared services.
John has served on numerous advisory boards and commissions appointed by Congress, the Governor of Virginia and the Arlington County (Virginia) Board of Supervisors. A native of Omaha, Nebraska, he has BA and MBA degrees from the University of Virginia. He lives in McLean, Virginia and is an avid Washington Nationals baseball fan. He and his wife, Charlotte, enjoy classical music and taking bicycle trips to explore beautiful places around the world.
John Duncan brings to the SSLC deep knowledge and extensive experience in Federal legislative, oversight and policy processes. He has held senior executive positions the U.S. Senate, the U.S. House of Representatives and the Executive Branch. He is the Principal of John M. Duncan and Associates and affiliated with The Livingston Group where he leads the firm’s Financial Services and Tax practice.
John is a successful leader of legislative efforts to pass landmark government reform legislation. In previous roles as Chief of Staff and Committee Staff Director for U.S. Senator William V. Roth, Jr (R-DE), John participated in major legislative initiatives under Roth’s chairmanship of both the Senate Finance and Governmental Affairs Committees, including the Government Performance and Results Act, the Clinger-Cohen Information Technology Management Reform Act, welfare reform, Medicare reform, pension reform, creation of the Roth IRA, IRS reform, numerous tax reform bills, trade expansion, and creation of the Federal retirees’ Thrift Saving Plan.
As Assistant Secretary of the Treasury for Legislative Affairs in the Bush-43 Administration, John worked closely with the White House and Congressional leadership to enact several tax reform bills, corporate financial reforms for Government Sponsored Enterprises (GSE), the Sarbanes/Oxley Act, terrorism risk insurance and deposit insurance reform, pension overhaul legislation, renewal of the Fair Credit Reporting Act, adoption of the Patriot Act, the creation of the Department of Homeland Security and creation of the Office of Terrorist Financing in the Department of the Treasury.
Born in Oak Park, Illinois, John received his bachelor of science from the University of Illinois and master’s degree from the New School in New York City. John and his wife Marcia and son John live and enjoy life in and around Capitol Hill in Washington, DC.
Jonathan Crutcher, CACI
Jonathan Crutcher is a Vice President and Division Manager in CACI’s Enterprise Solutions and Services (ESS) Business Group. Mr. Crutcher leads CACI’s Shared Services professional services group. As Division Manager, Mr. Crutcher is accountable for managing CACI’s business with internal and external Federal Shared Service Providers (FSSP). He focuses on Oracle and SAP financial management and procurement solutions.
Mr. Crutcher has significant experience as a senior leader in both the private sector and federal government. Before joining CACI, he served as a Partner at IBM Global Business Services and KPMG LLP and a Managing Director at Oracle Corporation. His accomplishments included successfully implementing numerous financial, human resource, inventory management, procurement, asset management, and order management enterprise systems for private sector, federal, state and local, higher education, and not-for-profit organizations.
Over the years, Mr. Crutcher has actively supported Federal Shared Services through participating in councils and non-profits focused on improving the way government works: American Council for Technology-Industry Advisory Council (ACT-IAC), the Partnership for Public Service (PPS) Shared Services Roundtable, and Association of Government Accountants (AGA)
Mr. Crutcher hold a Master of Science in Information Systems from the University of Maryland’s Smith School of Business and a BS degree in Economics and Mathematics from Vanderbilt University. He holds certifications as a Project Management Professional (PMP) and ITIL – Expert.
Hans Jaeger, YRCI
Since 2011, Hans has been responsible for the delivery of operational objectives at YRCI, including service lines such as Human Capital and Human Resources (HR) Services, Acquisition Management and Financial Management services. Hans provides executive leadership, guidance, and direction in forging and maintaining long-term relationships with our current and emerging customer base of Government clients, including Department of Defense (DoD), Federal-civilian, intelligence community programs, and commercial/industry customers.
Hans is a visionary who designed and staffed more than 500 FTE operations of YRCI’s Corporate PMO office and YRCI’s innovative Remote Operations Center (ROC™), where a shared services delivery method is utilized for HR and Acquisition support services to 19 federal agency clients. To develop the ROC™ as a strong shared services center with its own workflow and performance metric tracking systems, Hans utilized an array of IT skills and his in-depth understanding of shared service and contact center designs including; Unified Communication Applications, Customer Relationship Applications and Case Management, Data Center Design, Computer Networking LAN/WAN, Database Applications, E-commerce initiatives, Computer Telephony/Interaction Management Applications and Software as a Service / Cloud/Application Service Provider Offerings, and HRIS inclusive of HR-Applicant Tracking systems.
He hires key personnel, facilitates cross-functional collaboration and promotes standardization and best practices across all functional areas. In addition, Hans carries deep market understanding and provides thought leadership on organizational performance internally and externally.
Hans has selected and organized his team to achieve superior, consistent client satisfaction, a tall order in the mission-enabling service areas YRCI supports. There is both a skills gap as well as a workforce shortage in the federal market, specifically in the HR Staffing area. To address this issue, Hans created the YRCI Learning Management System (LMS) and University, YRCI’s trademarked training and certification program that demands successful on-the-job application of the skills being taught. Additionally, Hans created an intern program in the HRROC™ that allows recent graduates to serve as apprentices to retired SES and GS-15 level operational experts in their respective fields. As a result, YRCI has been able to grow our own talent and retain a high performance workforce even in a demanding environment.
Prior to coming to YRCI, Hans was serving the role of Executive Vice President of Sales for The LYNX Group, Inc. and Director of Sales for Computer Network Systems, Inc. Hans earned a B.S. degree in Accounting, and has completed a vast array of studies at the graduate level including Environment Science and Policy at Johns Hopkins University, and History, Geography, and Archaeology within the University of Maryland system. He is a frequent presenter and speaker at such events as the 28th and 29th NCMA Annual Government Contract Management Conference, Career Panel, and the 2010 NCMA, Develop Your Most Valuable Resource: New Professionals Community of Practice Virtual Conference.
Stephanie Mango, CGI
Stephanie Mango leads the Security, Administrative, Judicial and Enforcement Programs (SAJE) business unit at CGI Federal, a wholly-owned U.S. operating subsidiary of CGI Group, Inc. As SAJE business unit manager and senior vice president, Ms. Mango leads the development and execution of the business and solutions strategy for a diverse client portfolio, including the Department of Homeland Security, the Department of Justice, the Intelligence Community and the Legislative and Judicial Branches.
In addition, Ms. Mango is responsible for the management of CGI Federal’s Enterprise Resource Planning practice, including the proprietary Momentum® suite of solutions. As a seasoned and well respected leader in the federal financial management market, she is an active participant in the Association of Government Accountants, as well as, works closely with central organizations on policy implementation. Her focus is on leveraging innovative business models and solutions to drive efficiency, effectiveness, and desired outcomes for her customers.
Ms. Mango is also a thought leader driving transformational Shared Services through participation and leadership in a number of organizations including the American Council for Technology-Industry Advisory Council, the Partnership for Public Service Shared Services Roundtable, and the Shared Service Leadership Council.
During Ms. Mangos’ more than 20-year career, she has served in leadership positions across the government markets in profit and loss operations, business development, sales operations, and strategic planning. Ms. Mango worked with federal organizations in the civilian, defense and intelligence communities to improve operations through business and information technology solutions. Her business proficiency encompasses government mission support functions.
Ms. Mango holds a Master of Science in management of information systems and a Bachelor of Science in accounting from the University of Virginia. She also holds certifications as a Project Management Professional and as a Certified Government Financial Manager.
Rob Burton, Crowell & Moring LLP
Robert A. Burton is a partner with Crowell & Moring’s Government Contracts Group in the firm’s Washington, D.C. office. He is a nationally-recognized federal procurement attorney, an expert witness on government contracts issues in federal court and arbitration proceedings, and a leader who assists government contractors with navigating the complex and rule-driven procurement process. He represents a wide range of companies that conduct business with the federal government, from large defense contractors and systems integrators to small businesses.
Rob’s current practice focuses on government affairs support, including working with contractors and non-profit associations on acquisition reform legislation and regulatory changes. Additionally, he assists contractors with their marketing strategies for selling to the government and resolves contract disputes with senior federal procurement officials. He represents contractors in suspension and debarment proceedings, contract cost disputes, internal investigations, and assists with the development of corporate ethics and compliance programs. Throughout his career, Rob has displayed an ability to work effectively with industry, the military services, civilian agencies, and Congress.
A 30-year veteran of procurement law and policy development, Rob served in the Executive Office of the President as deputy administrator of the Office of Federal Procurement Policy (OFPP), the nation’s top career federal procurement official. He also served as acting administrator for two years during his seven-year tenure at OFPP.
Prior to joining OFPP in 2001, he spent over 20 years as a senior acquisition attorney with the Department of Defense. At the Defense Contract Management Agency, he worked closely with the Defense Contract Audit Agency and negotiated the resolution of high-profile contract disputes with major defense contractors. He served as general counsel for DoD’s Defense Energy Support Center as well as associate general counsel for the Defense Logistics Agency (DLA), the DoD component responsible for purchasing most of the general supplies and services used by the military services. At DLA, Rob served as counsel to the agency’s suspension and debarment official and managed the agency’s fraud remedies program, working with the Department of Justice and the criminal investigative agencies to coordinate appropriate remedies in major procurement fraud cases.
Rob has given hundreds of speeches and panel presentations on federal procurement topics to leading government and industry groups. He is a regular commentator on acquisition policy and legal developments for Federal News Radio, and is frequently quoted in major trade publications, such as Federal Computer Week, Washington Technology, Federal Times, Bloomberg BNA, and Government Executive.
Rob is a graduate of the College of William & Mary magna cum laude, the University of Virginia School of Law, Harvard University, Kennedy School of Government, Senior Executive Fellows Program, and a member of the District of Columbia bar.
Mary Ellen Condon
David M. Walker
Federal Administrative Streamlining and Transformation Act (Discussion Draft). This discussion draft has been prepared by the House of Representatives legislative counsel at the request of Congressman Mark Meadows, Chairman of the Subcommittee on Government Operations, House Oversight and Reform Committee, for purposes of eliciting stakeholder feedback on the desirability and features of legislation to accelerate shared services. The bill has been designed to fully implement the recommendations of the Partnership for Public Service, Shared Services Roundtable’s 2015 report, Building a Shared Services Marketplace. Please feel free to send comments to info@SharedServicesNow.org.
Federal Shared Services Infographic, June 16, 2017.
Stream and presentation deck from SSLC Breakfast Series Event, “A Canadian Shared Services Success Story,” hosted by Chazey Partners at the American Institute for Architects, February 24, 2017.
Download the Presentation »
Watch the video »
OMB-GSA Release “M3” Guidance for Shared Services Modernization
Modernizing, streamlining and sharing mission support services such as financial management and human resources has long been seen as a path to more efficient use of taxpayer dollars. It also enables agencies to focus more time, energy and resources on their strategic priorities that benefit the public – building the nation’s infrastructure, ensuring our security, and strengthening our communities.
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Stream of SSLC Breakfast Series Event, “Share Your Services, Not Your Threats,” hosted by CGI at the National Press Club
June 17, 2016
Presentation deck from SSLC Breakfast Series Event, “What’s New and Next in Grants Shared Services,” hosted by Accenture
May 20, 2016
Stream of SSLC Breakfast Series Event, “The Future of Federal Shared Services and How to Create an Exceptional Customer Experience,” hosted by Deloitte at The Newseum
April 22, 2016
Stream of SSLC Breakfast Series Event, “Imagining a Transformed HR Shared Services Environment,” hosted by Microsoft
February 5, 2016.
Administration Shared Services Announcement Excellent Start But Legislation Needed for Remaining Challenges
Washington, D.C. – October 22, 2015 The Shared Services Leadership Coalition (SSLC) today applauded Dave Mader, Acting Deputy Director for Management at the Office of Management and Budget, for announcing changes that will position the Administration for greater success in streamlining and modernizing of the federal government’s back office functions like financial management, human resources and purchasing, by accelerating use of a business model known as shared services.
Federal Shared Services: Why Legislation is Necessary (April 2015)
This SSLC white paper explains why Congressional action is necessary to accelerate shared services implementation and describes the aims and particulars of the Coalition’s proposed legislation.
The Pursuit of Government Efficiency: Opportunities to Advance Federal Shared Services
AGA/Accenture, Annual CIO Survey, January 2015. The United States Department of the Treasury’s Office of Financial Innovation and Transformation (FIT) and the Office of Management and Budget (OMB) are making important strides in establishing the federal shared services marketplace. In 2013, OMB issued guidance on implementing financial management shared services, followed by designating, in May 2014, four agencies as Federal Shared Services Providers (FSSPs).
Partnership for Public Service, Shared Services Roundtable Report
By sharing resources and services across common management and mission areas, otherwise known as “shared services,” federal agencies can leverage efficiencies of scale and improve the quality of their core operations by working within an entire department and, ideally, across departments.
New Coalition Aims to Save $50 Billion in Federal Money Per Year
Washington, D.C. – Launching today in the nation’s capital, the Shared Services Leadership Coalition (SSLC) will push for streamlining and modernizing of the federal government’s back office functions like financial management, human resources and purchasing, by accelerating use of a business model known as shared services.
Shared services now: A common-sense step toward 21st century government
What if there was a common sense way to save $50 billion per year in taxpayer dollars by streamlining and modernizing the federal bureaucracy – with no adverse impacts on critical missions or programs? What if modernization also enhanced government performance, transparency, accountability and cyber security? Would our political leaders be capable of putting aside partisan differences and agreeing to a no-brainer that’s good for government and taxpayers, and would help bring our archaic government into the 21st century?
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Everyone seems to agree: The use of shared services could save government agencies a lot of time and money. As the reasoning goes, why should multiple agencies have separate and expensive HR or financial systems all doing essentially the same functions? John Marshall is the founder and CEO of the Shared Services Leadership Coalition. This long-term federal senior executive joined Tom Temin and Emily Kopp on the Federal Drive to share some ideas for shared services.
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New coalition helps agencies ‘pick up the pace’ on shared services
Shared services providers could potentially save the federal government $50 billion per year, according to John Marshall, founder and CEO of a newly-created coalition.
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OMB’s Dave Mader: A zealot for shared services
David Mader came back for a second tour of duty in government to work on some of the most pressing federal financial management issues.
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Building a Shared Services Marketplace, Partnership for Public Service, Shared Services Roundtable Report, March 2015
Shared services has an evolutionary history in the federal government, growing gradually over the years through the initiatives of various administrations. Early department-wide consolidations of administrative functions such as payroll led to the emergence of lines of business (LOB), and the creation of government shared services providers. While many shared service initiatives are spearheaded by federal agencies, the private sector contributes to their success by providing critical resources and support.
Shared Services as ‘Growth Hormone’ For DATA Act.
The Digital Accountability and Transparency Act — enacted unanimously by Congress last year and signed into law by the president on May 9, 2014 — is about to celebrate its first birthday.
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DATA Act at Year 1: In Need of a Growth Hormone, Hudson Hollister and John Marshall, NextGov, May 8, 2015
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Shared Services: A Key to a Modern Federal Cyber Strategy, Dave McClure and John Marshall, Federal News Radio,
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Shared Services: A Key to a Modern Federal Cyber Strategy, Dave McClure and John Marshall; Interview with Francis Rose, Federal News Radio, July 20, 2015.
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Shared services need a clearer road map, The Obama administration has announced a new governance structure to guide implementation of shared services through the end of the president’s term. The plan has received positive reviews from stakeholders for its close alignment with portions of a landmark report issued earlier this year by the Partnership for Public Service’s Shared Services Roundtable.
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Following the Path to Shared Services Government’s business infrastructure continues to lag behind, but it can quickly catch up with some congressional muscle.
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A watershed moment for shared services Last month, top officials from the Obama Administration and industry met at the Partnership for Public Service. Their goal was to improve the implementation of shared services across government.
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Brian Siegel: Agencies find it hard to play nice with shared services Play nice and share. A good prescription for little kids and for federal agencies trying to cut administrative and IT costs. But for kids and federal managers, shared services can be an uphill push. Federal Drive with Tom Temin asked Brian Siegel, principal in the federal consulting practice at Deloitte, why that is.
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Acquisition Shared Services: Progress, Lessons and Opportunities The federal government is the world’s largest buyer of goods and services, yet agencies frequently make purchases with little insight into what other agencies are buying. In fiscal year 2014, for example, more than 500 departments and agencies across the federal government spent more than $420 billion in purchases…
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Human Resources Shared Services: Progress, Lessons and Opportunities The Partnership for Public Service and Deloitte collaborated on this study, which reinforces that using shared services can help consolidate separate, overlapping and duplicative processes and systems—from human resources and acquisitions to financial management and information technology—to improve how government operates.
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A Call to Action on Shared Services Federal agencies remain fiercely committed to their missions and continue to tackle large and complex issues even as budgets shrink. However, in carrying out efforts such as keeping our communities safe, our water clean and our population healthy, agencies often perform work that isn’t part of their core mission.
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The Shared Services Leadership Coalition would like to hear from you. Please feel free to send us your comments and suggestions. We’ll respond as soon as possible. Thanks for your interest in the Shared Services Leadership Coalition.