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lang: en
template: service-story
page_path: governments
---

# Jadey for public administration
> For Governments

**A more capable state.**

Public responsibilities require an administration that delivers its services reliably and can respond to new demands. Jadey organises and delivers agreed public services across departments and specialist systems. People and Service Agents work together in a shared service organisation.

Service Agents see cases through to completion, including coordination, verification and rework. Within clear mandates, they can also manage the ongoing work of an agreed service area and continuously improve how it delivers services. The authority sets objectives, defines powers and reserves decisions for the appropriate bodies. Responsibility for the exercise of public authority remains with the competent people and institutions.

Start with a clearly defined service, such as preparing municipal procurement submissions. Assess outcome quality, turnaround time and the full effort and cost involved. On that basis, the service organisation can expand step by step.

[Discuss an engagement in your administration](action:demo-booking)

## From a public mandate to a service actually delivered {#public-service-delivery}
> Mandate and outcome

Many contributions and decisions lie between a public mandate and its outcome. Departments need information from one another. Documents have to be checked, responsibilities clarified and approvals obtained. Cases remain open through questions, handovers and waiting periods.

Administrative leaders often see this work through condensed reports. Those involved have different information and organise their work around their respective tasks and priorities. What appears complete within one area of responsibility may still be incomplete for the service as a whole.

This is where the principal–agent problem becomes apparent: objectives and responsibility are delegated while knowledge and the ability to act remain distributed. Information gaps and differing priorities can weaken the connection between the commission and its outcome. Ongoing coordination consumes additional capacity.

Jadey's service-oriented operating model organises collaboration around the outcomes required. A Service Agent takes operational responsibility for the outcome of an agreed commission. It organises contributions, checks that they are usable and follows up open commitments. Even when it delegates further, it remains accountable for checking and combining those contributions to deliver its own outcome.

This makes it possible to determine which service is owed, who leads it and what is still needed to complete it.

## Manage service areas and improve them continuously {#service-area-management}
> Managing service areas

Managing individual cases can lead to operational responsibility for an agreed service area. A Service Agent with that mandate brings together commissions, deadlines, available capacity and outstanding decisions. It prioritises work against the stated objectives, commissions the services it needs and checks their outcomes. When work deviates from the agreed objective, it initiates rework or prepares a decision for the competent body.

Administrative leaders can see which obligations are outstanding, where contributions are missing and which decisions will allow work to proceed. The scope of this responsibility depends on the capabilities, system access and authority in place. People provide the specialist contributions and make the decisions explicitly assigned to them.

The service organisation treats continuous improvement as a service in its own right. The responsible Service Agents investigate recurring delays, queries and rework. They develop improvements, implement authorised changes and check their impact against comparable cases. Objectives, review intervals and authority to make changes are defined during setup.

In procurement preparation, for example, technical requirements might routinely be requested only after the budget has been clarified. Those involved can change the order of contributions and then check whether this reduces rework. This connects day-to-day delivery with the improvement of the service itself.

## Embed governance in service delivery {#service-governance}
> Governance in operation

Independent processing requires a clear commission. The administration defines the outcome a service owes, the information it may use and the actions and decisions covered by its mandate.

The service organisation connects the substantive work with the required checks, approvals and escalations. Five relationships are defined for each service area established:

- **Mandate and boundaries.** Purpose, outcome, approved sources and authority to act define the framework for execution.
- **Decision rights.** Decisions that Service Agents may make independently and decisions reserved for competent bodies are explicitly assigned.
- **Verification and traceability.** Outcomes are assessed against agreed criteria. Specialist contributions, decision-making information and open questions are assigned to the case.
- **Intervention and escalation.** The responsible people receive the information and authority needed to correct, interrupt and decide on exceptions. Deviations follow a resolution path with clear accountability.
- **Accountable development.** Changes to services, authority and verification rules follow defined decision rights. Their effects are checked.

Checks can be organised as services in their own right. The suitability of human, agent or technical contributions depends on the subject and the potential consequences of error. Responsibility for a usable overall service remains with the commissioning Service Agent.

Governance thereby becomes part of daily work: identifying a missing approval, resolving conflicting information, preparing a decision or reassessing a change.

## A procurement case with clear accountability for outcomes {#procurement-case}
> Procurement scenario

*The following fictional scenario describes the preparation of a municipal procurement. The services and integrations in place are assumptions of the scenario.*

A municipality needs additional IT workstations for a public service office. The requesting department knows the requirements and the desired date of use. IT assesses technical requirements and operation. Those responsible for the budget clarify the financial framework. The competent procurement unit needs these contributions for the subsequent decision.

The commission to the Service Agent is to bring the required information and specialist contributions together in a coordinated procurement submission that is ready for review and that the competent receiving body accepts as a basis for its decision.

### Clarify the requirements and the contributions needed {#requirements-and-contributions}

The agent records the requirements and checks which information is already available. It clarifies the intended use, the scope and the desired date. It then organises the agreed specialist contributions.

| Participating body | Contribution required for the submission |
| --- | --- |
| Requesting department | Justified requirements, intended use, scope and desired date of use |
| IT | Technical requirements, integration into the existing environment and prerequisites for operation |
| Budget owners | Assessment of the financial framework and the approvals required for this step |
| Procurement unit | Requirements for the completeness and reviewability of the documents and for the subsequent procedure |

Those involved receive requests with a clear subject, the required outcome and the planned date. The agent follows up outstanding responses and brings the contributions together in the shared case.

### Resolve conflicts and prepare decisions {#conflicts-and-decisions}

In this example, the requesting department needs the workstations sooner than IT can integrate them under the existing plan. The agent makes the conflict visible, arranges an assessment of possible alternatives and brings together their implications for timing, effort and operation.

Within its mandate, it can organise follow-up questions and revise the submission. If an alternative requires additional budget approval or a change in priority, it prepares the decision for the competent body. That body receives the available information, the open issues and the implications of the options.

Missing approvals are recorded as outstanding decisions. The agent follows up the clarification required and continues processing on the basis of the decision actually made.

### Verify and hand over the agreed service {#verified-handover}

Before handover, the agent checks that the requirements, technical specifications, financial framework and schedule fit together. The required specialist checks and evidence are linked to the submission. Remaining uncertainties stay visible.

The competent receiving body assesses the submission against the agreed completion criteria. The responsible Service Agent leads any rework required. Once the receiving body confirms that it accepts the decision-ready submission, the service described here is complete.

The procurement decision remains with the body designated for it. Any subsequent execution receives a separate commission with appropriate authority and outcome boundaries.

## Shape sovereignty in the actual operating environment {#operational-sovereignty}
> Sovereignty in operation

A public administration must be able to determine how data, models and systems are used to deliver its services. The operating framework therefore defines which information a service may use, which models are approved and who receives access, administration and change rights.

Jadey follows the principle **“Sovereignty by Default. Frontier by Choice.”** Model selection starts with European models or open-weights models operated within a controlled environment. Their suitability for the specific service must be demonstrated. Other model options are assessed and approved in light of the capabilities required, the data involved and the applicable requirements.

Existing specialist systems and document repositories can contribute to the service organisation. The integrations and permissions required are established and checked for each use case. Authoritative datasets and responsibilities are explicitly assigned.

Design also includes viable options for switching providers or models: which service descriptions, work products and data must remain available when changing models or operating partners? What dependencies exist, and how is continuity of service secured?

The suitability of the specific operating model is assessed against the intended administrative service and its protection requirements. The relevant department, IT and the competent control functions contribute their requirements to the implementation.

## Measure impact through administrative service delivery {#service-outcomes}
> Assessing impact

Value is demonstrated by whether a service is delivered to the required quality, on time and with reasonable effort and cost. In the procurement example, the outcome is the decision-ready submission that the receiving body has actually accepted.

In the scenario, Atlas makes the documented service organisation and the available operational outcomes accessible. Administrative leaders can relate services, dependencies and open commitments to one another and assess changes against agreed metrics.

The following questions are particularly relevant to the assessment:

- How long does it take to move from a clarified commission to an accepted outcome?
- How many cases are completed within the agreed timeframes?
- Where do waiting periods, repeated questions or rework arise?
- How much human effort does each accepted submission require, including checks and corrections?
- What is the total effort and cost, including setup, operation, model use and human contributions?
- After a targeted change, do quality, turnaround time and effort improve across comparable cases?

Comparable cases before and after introduction provide the baseline. As operation continues, the impact of individual improvements is assessed separately. Freed working time can be used for other tasks. Budget savings are assessed against spending actually avoided.

## Start with decision-ready procurement submissions {#getting-started}
> Your starting point

Preparing a clearly defined class of municipal procurement cases is a suitable first use. Before starting, the participants agree on the type of case, the contributions required, the information available and the criteria for accepting a submission. The administrative leadership or the responsible budget owner sponsors the commission. The procurement unit and the departments involved define the specialist requirements. The precise allocation of responsibilities is agreed with the administration.

Jadey Steward examines how people actually work together within the agreed scope. It involves employees, cross-checks their perspectives against available documents and system information, and investigates the causes of delays or gaps in accountability. Together with those involved, it develops an evidence-based picture of the future service organisation. The responsible people decide whether to implement it.

The initial engagement follows four steps:

1. **Define the commission and assessment criteria.** Agree on the type of case, expected outcome, accessible information, baseline metrics and cost limits.
2. **Understand and design collaboration.** Examine workflows and causes; define services, human contributions, decision rights and the controls required.
3. **Set up and test execution.** Provide capabilities, integrations and permissions. Take suitable cases through queries, waiting periods and exceptions until the submission is accepted.
4. **Assess the impact and agree on continued operation.** Evaluate actual use, outcome quality and the full effort and cost. Assign responsibility for ongoing delivery and improvement and decide whether to expand.

The engagement connects an assessment of how work is actually done with operational delivery and a verifiable outcome. Proven services can be adapted for other types of case, departments or public authorities. Responsibilities, data access and decision rights are established for each use.

## Shape the next step for your administration {#next-step}
> Your next step

Talk to us about the public service you would like to deliver more reliably and how you would measure success. In procurement preparation, the first commission can be clearly bounded by the acceptance of a decision-ready submission.

Together we identify a suitable starting point, the bodies involved and the requirements for operation. This lays the foundation for greater processing capacity and continuous improvement of your service organisation.

[Discuss an engagement in your administration](action:demo-booking)