Consolidating Human Resources and Information Technology Services in the Commonwealth of Pennsylvania

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NASCA, Public Sector, Innovation, Optimized Enterprise, Shared Services, Leading Change, Culture Change, Change Management, Employee Engagement, Citizen-Centric Services

Learning Objective

This case study explores the leadership challenges establishing a new organizational structure and systems, moving to a new delivery center model, addressing the concerns of key stakeholders, fostering cross-agency collaboration, generating buy-in for new initiatives, pacing change, and sustaining transformation across administrations.


Shared services and customer-centric service delivery is a core strategy for every responsive government. But how quickly can these capabilities be developed and activated? This case study examines the Commonwealth of Pennsylvania’s rapid journey to transition 3,000 information technology (IT) and human resources (HR), full-time employees, into the Office of Administration to create a new delivery center model. This restructuring was designed to improve services for citizens and agencies, while also reducing costs and streamlining collective functions. Their unified model was intended to shift HR and IT from a functional perspective to strategic business service and to allow the Commonwealth to operate as one government, providing consistently effective and efficient services to all agencies. The Commonwealth had already transitioned several transactional HR functions such as payroll, open-enrollment, and off-boarding, and centralized several IT functions like emails, telecom, and data centers. As the Office of Administration works on pacing the implementation, this case examines how they were simultaneously stabilizing structures and systems, and processes (especially as they relate to governance and metrics) to sustain the transformation in the midst of an upcoming election.

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