New Brunswick Internal Services Agency Balancing Collaboration and Balancing Collaboration and Program Delivery Program Delivery Implementing a multi Implementing a multi - - functional Shared Services functional Shared Services Organization Organization Presentation to SSON March 3, 2011
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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)
E
IP
IP
IP
IPIP
IP
E
IP
IP
E
E
$
$
$
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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
�� 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