balancing collaboration & program delivery
DESCRIPTION
Implementing a multi functional Shared Services OrganizationTRANSCRIPT
New Brunswick Internal Services Agency
Balancing Collaboration and Balancing Collaboration and
Program DeliveryProgram DeliveryImplementing a multiImplementing a multi--functional Shared Services functional Shared Services
OrganizationOrganization
Presentation to SSONMarch 3, 2011
Mandated, in 2008, to create a shared services model that would allow the Government of New Brunswick to provide services to:
• respond to increasing demographic challenges
• improve management of internal resources
• streamline processes and procedures
New Brunswick Internal Services AgencyNew Brunswick Internal Services Agency
BackgroundBackground
New Brunswick Internal Services Agency New Brunswick Internal Services Agency
2121 FunctionsFunctionsInformation Management• IT Contract & Relationship Management
• IT Information Management
• Communications and Networks
• Corporate Systems Support
• IT Client/Desktop/Local Area Network Support Services
• Database Administration
• IT Infrastructure Management
Human Resources• Common Recruitment
• Payroll Processing
• Position Evaluation/Classification
Finance & Administration
• Translation
• Facilities Management
• Printing/Copying
• Purchasing
• Registries
• Accounts Payable
• Accounts Receivable
• Financial Reporting
• Fixed Asset Accounting
• Revenue Management
• General Accounting
New Brunswick Internal Services Agency New Brunswick Internal Services Agency
Key DriversKey Drivers
● Facing a significant reduction in the workforce through demographics in the next five years.
● 25% inefficiency rate (conservatively) e.g. Accounts Payable and Payroll.
● Imperative to cut costs and increase efficiency and value of services implicit in mandate
Shared ServicesShared Services--
Canadian jurisdictions Canadian jurisdictions (Deloitte, November 2008)(Deloitte, November 2008)
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Integrated shared services model
Functional shared services model
Decentralized model / No shared
services
Established shared services
model
In progress of establishing
shared services
Primary Business Drivers
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Cost savings
Efficiency
Resources
Improving
services
Predominant Structure
E
IP
Status of Shared Service Model
New Brunswick Internal Services AgencyNew Brunswick Internal Services Agency
NBISA ChallengesNBISA Challenges
• Traditional public sector organization
• Scope and complexity
• Transformation versus operations
• Technology foundation
• IT asset management and ownership
• Budget transfer process
• Resourcing
• Tracking and capturing the savings
Internal Services Alignment Internal Services Alignment
ApproachApproach
Internal Services Alignment Internal Services Alignment
What is CollaborationWhat is Collaboration??
� Working in partnership
� Finding win-win
� Committing to principles of transparency and communication
� Developing and implementing solutions that meet core business needs of clients AND mandate of organization
New Brunswick Internal Services AgencyNew Brunswick Internal Services Agency
Collaborative ApproachCollaborative Approach• Stakeholder Forums
• Steering Committee ~ 12 Deputy Ministers
• Advisory Council ~ 16 Assistant Deputy Ministers
• HR, IT, F&A, ADM Corporate Committees ~ 60
• Workshops• Transformation workshop (2)
• Collaborative workshop (5)
• Departmental presentations ~ 100
• Strategic planning sessions ~ 6
• Vendor meetings ~ 40 +++
• Deployment and orientation workshops ~50
• Integrated Teams• Core staff ~ 8, Project Leads ~ 9, BPIs ~ 9, SMEs ~ 50
• Change agents ~ 40
• External experts as required
New Brunswick Internal Services AgencyNew Brunswick Internal Services Agency
Program Management ApproachProgram Management Approach
New Brunswick Internal Services Agency New Brunswick Internal Services Agency
The ChallengeThe Challenge� Develop and Deploy first Shared Services across all government departments
� Implement technology solutions as necessary to support the shared service Deployment
� Oracle Image Processing & Workflow – 2800 users� Invoice Management System
� Remedy � IT Service Desk
� Establish NBISA as an entity � Legislation� Location & Organization Design� Implement Service Delivery Framework (ITIL Based) for all services
� For good measure deliver on “low hanging fruit”� Print Optimization� GNB ID Cards� Telecoms Billing Review
Mandated to implement new model of service delivery with initial operating capability for the following five services by April 1, 2010:
• Payroll and Benefits
• IT Service Desk
• Accounts Payable
• Computing Facilities
• Print Optimization
New Brunswick Internal Services Agency New Brunswick Internal Services Agency
First Shared ServicesFirst Shared Services
On April 1, 2010, reporting lines of
302 employees moved to the
New Brunswick Internal Services Agency.
Total employees: 335
New processes are being implemented through a rolling-wave deployment plan.
Corresponding physical move of employees began in June 2010 and will be complete June 20, 2011.
Who Goes First?Who Goes First?
Governance
CollaborationProject Management Deployment Plan
Deployment CriteriaProject Team initial assessment
� Agency Doors Open June 21, 2010
� Payroll and Benefits April 22, 2010 to February 14, 2011
� IT Service Desk June 21, 2010 to March
14, 2011
• Accounts Payable June 21, 2010 to June 20, 2011
� Computing Facilities September 20, 2010 to March
• Print Optimization September 1, 2010 to June 17, 2011
New Brunswick Internal Services Agency New Brunswick Internal Services Agency
First Shared ServicesFirst Shared Services
Best PracticeBest Practice
Shared Services CSFsShared Services CSFs
Customers
Technology Processes
People
Critical Success Factors
�� Act independentlyAct independently
�� Service orientation in placeService orientation in place
�� Rule driven but flexible way of Rule driven but flexible way of
dealing with customersdealing with customers
�� Customer satisfaction understoodCustomer satisfaction understood
�� SLAs in placeSLAs in place
�� Reality versus perceptionReality versus perception
�� Account managementAccount management
�� Processes documentedProcesses documented
�� Standardized, controlled & Standardized, controlled &
repeatable activityrepeatable activity
�� Recharging methodologyRecharging methodology
�� Benchmarking capability Benchmarking capability ––
internal/externalinternal/external
�� Metrics: (Control and efficiency)Metrics: (Control and efficiency)
�� Skilled Leadership in placeSkilled Leadership in place
��Team shapeTeam shape & stability & stability –– process process
shaped/spans of control/staff shaped/spans of control/staff –– perm versus perm versus
tempstemps
��Team members Team members –– culture, values & culture, values &
behavioral competencies assessed behavioral competencies assessed
��Team morale, reward & retentionTeam morale, reward & retention
��Collaborative team environmentCollaborative team environment
�� ERPERP
�� Document Scanning SolutionDocument Scanning Solution
�� WorkflowWorkflow
�� Automated PaymentsAutomated Payments
�� Elimination of Side SystemsElimination of Side Systems
�� Self services toolsSelf services tools
�� Automated Score CardsAutomated Score Cards
NBISANBISA
Critical Success FactorsCritical Success Factors
� Leadership
� Collaboration
� Customer first focus
� Measurement• Baseline survey 2005/2008
• Activity Based Analysis
• Business Case development
• Service Partnership agreements
• Key Performance Indicators
Estimated Savings Estimated Savings -- First 3 Years of Operation First 3 Years of Operation (in millions $)(in millions $)
• Note: Total employees reported by Part I and Part II are included in calculations of savings for Accounts Payable, Payroll and Benefits and IT Service Desk.
• AP and PB savings calculated based on 25% of target benchmark 2011, 50% of target 2012, and 75% of target 2013.
• ITSD savings based on repatriation of outsourced contracts
2011-2012 2012-2013 2013-2014 3 yr total
Accounts Payable 0.3 0.6 0.9 1.8
Payroll 0.4 0.8 1.2 2.4
IT Service Desk 0.2 0.6 1.0 1.8
Computing Facilities/
IT Assets
0.6 0.6 6.5 7.7
Printing (Part I) 1.9 2.2 2.2 6.3
Printing (Part II) TBD TBD TBD TBD
Telephone Billing 0.4 0.8 0.8 2.0
Total 3.8 5.6 12.6 22.0
Contact InformationContact Information
VP Operations and Chief Operating Officer
E-mail the ISA [email protected]