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Government Evolution Towards Increased Efficiency: Shared Services and Enterprise Applications. Frieda Yueh fyueh@us.ibm.com 914-299-3091. © 2010 IBM Corporation. Best Practices from Public and Private Sector Improved customer service Productive business application development

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government evolution towards increased efficiency shared services and enterprise applications

Government Evolution Towards Increased Efficiency: Shared Services and Enterprise Applications

Frieda Yueh

fyueh@us.ibm.com

914-299-3091

© 2010 IBM Corporation

what do government organizations want
Best Practices from Public and Private Sector

Improved customer service

Productive business application development

Better security

Better business continuity and disaster recovery capabilities

Lower costs that are predictable and stable

Higher IT service and reliability

Web enablement

Access to enterprise information, services, and resource utilization

Enhanced business processes and quicker IT enablement

Contractual relationships that simplify the procurement process

Measurable and meaningful Service Level Agreements

What Do Government Organizations Want?
slide3
Human Resources

Better access to IT skills

Access to specialized skills “on demand”

Specific application/program skills and assets

Replace legacy skills due to aging workforce

Relief from day-to-day IT operations issue

Focus on their core business

Technology

Refresh upgrading of existing Hardware and Software

(pc’s, laptops, servers, networks)

Flexibility

IT optimization to maximize value of investment

Elimination of capital outlays

Consolidation, standardization, and automation

Replace “ancient” legacy systems with technology standards

What Do Government Organizations Want?

state and local government trends
State and Local Government Trends

State and Local Government Collaboration

  • Increase abilities to transform IT and business organizations
  • Stimulate innovation and service improvements
  • Utilize private sector as an external change agent.

Government Transformation

  • Across their enterprise (horizontal) for infrastructure services
  • Within agencies for specific applications/programs/services (vertical)

Transformation Expectations

  • Lower costs
  • Higher service levels
  • More customer and citizen-centric service delivery model
slide5

What is Shared Services?A broad and confusing concept that can mean different things to different people

Defining SharedServices

Bringing together a set of common services/functions to serve multiple business units under a single governance structure that is customer-focused and performance-managed.

These services share standard business processes and enabling technology.

shared services and functions
Shared Services and Functions

Client Facing – the Front Office

Very immature at present, higher risk, but interest is growing

Examples include:

  • social services
  • revenue and taxation
  • health
  • security and justice
  • transport
  • customer relationship systems and case management
  • call center consolidation
  • modernization of web portals
utah cares portal
Needs screening

Determines potential eligibility for government-run programs

Allows on-line submission of applications

http://utahcares.utah.gov/

“Utah Cares” Portal

Integrates with the State’s 2-1-1 directory –

Provides access to accurate information about community and government-run assistance, over the phone and on the web

web portal az motor vehicle department s service arizona
Web Portal – AZ Motor Vehicle Department’s SERVICEARIZONA
  • 4 of the 53 services generate 98% of ServiceArizona revenue
    • Vehicle Renewal, Duplicate Driver License, 3 Day Permit, FTR
  • 49 services are free; all 53 were developed at no cost to AZ
  • IBM is paid per transaction and only if customers use the services
  • 48% of transaction activity is free to MVD and citizens Plate Inquiry, Plate Credit, Address Change, Email Notification, EZ Voter, Fee Recap, Sold Notice,
  • Reinstatement Inquiries
  • 50 % of IBM resources focused on
  • new service development or marketing
  • 8 Million+ transactions/year, growing
  • 99% Customer satisfaction rating
slide9

Trafikselskabet Movia

United States Marine Corps

US Marine Corps:Access to information in minutes rather than days, reports on areas never before possible and cost savings in processing power, lower resource requirements for faster deployment to areas of conflict.

Australian Health & Welfare

New York City Police Department

Government Enterprise Applications, Analytics & Performance Management:Client Transformations

Trafikselskabet Movia:Reformed Denmark government structure to calculate 48 separate budgets instantly when routes, fuel prices and passenger levels change, delivering better service to taxpayers.

Australian Institute of Health and Welfare:Significantly reduced the amount of time between receipt of final information and release, leading to lower costs and increased satisfaction from patients and health care givers.

NYPD:Developed single point of access to crime data across all 5 boroughs, linked with GIS mapping and visualization tools to head off spikes in criminal activity.

9

shared services and functions10
Shared Services and Functions

Corporate Services – the Back Office

Most common candidates for shared services

Examples include:

  • Finance
  • HR
  • Procurement
  • Asset Management
  • Real Estate
enterprise resource planning erp implementations 20 60 cost savings
Enterprise Resource Planning (ERP) Implementations 20-60% cost savings
  • PA Procurement for goods/services
  • NY state/local govt and schools saved $18M on bulk computer purchases
  • 24 US agencies (1.8M employees) migrating transactional HR functions to shared service centers
  • FDIC combining 20 contracts from 12 suppliers into one
  • Alberta cut financial reporting cycle to 6 weeks from 4 months; 97.2% satisfaction among end users
  • USAF migrating 95% of HR transactions to an SSO through Web and contact center channels
slide13

Manage Resources Effectively:Client transformations

Southwest One Joint Venture (UK):Is achieving cost savings and improved efficiency in the delivery of customer services, workforce development, procurement and more. Because gaps between service expectation and affordable delivery, were addressed when three public-sector entities in the UK took an unprecedented step toward the governance model of the future: innovative collaboration. Acting alone, none of the three entities — Somerset County Council, Taunton Deane Borough Council, and Avon and Somerset Police — could afford or produce the results they desired within their existing capacities. So they joined forces with IBM to leverage their respective resources and strengths toward a common purpose. The result is Southwest One, a 10-year joint venture transforming both frontline services and back-office operations for all three.

The Government of Denmark established a cooperative effort among central, regional, and local governments to coordinate business transformation related to digitalization of the entire public sector. To take its services to the next level, the government needed to establish better collaboration among local, regional and central government and agencies and develop a consolidated and shared view of the public sector.

Key Clients

13

shared services and functions14
Shared Services and Functions

Information

Gathering pace in private sector but still immature in government

Examples include:

  • common information repositories
  • federated databases
  • management and performance reporting
  • document mgmt
  • email
shared services and functions16
Shared Services and Functions

Infrastructure

Quite mature especially in outsourced IT contracts

Examples include:

  • information technology infrastructure
  • operations and application development
  • help desk
  • IT governance
  • project mgmt
  • printing services
  • network management
network infrastructure optimization
Network Infrastructure Optimization

Financial Benefits

Implementation of network optimization can result in a total annual recurring cost reduction of 10% to 30% with payback in 4 to 12 months

Reduce total annual recurring costs by 10-30-% with payback in 4 to 12 months by:

  • Maintenance: optimize costs through asset management
  • Operations: reduce network operation costs by consolidating Network Operating Centers and adopting a shared service model
  • Voice networks: implement VoIP/IPT through network convergence to reduce long-distance calls and PBX charges
  • Data/IP network: reduce Wide Area Network (WAN) costs by leveraging a shared backbone network, WAN optimization technologies

Business Benefits

  • Reduced annual communications-related recurring costs through leveraging economies of scale and technologies to gain savings and efficiencies
  • Enhancement of employee productivity, client satisfaction and revenue streams due to network availability and performance improvements
slide19

Shared Services: Drivers and Issues

Issues facing Governments

Drivers for Adopting Shared Services

  • Lack of sustained leadership
  • Horizontal nature of SS (new and complex)
  • Strength of vertical organizations; culture of self preservation and growth
  • Political timeframes
  • Creating “win-win” situations
  • Achieving intended benefits
  • Reluctance to outsource
  • Legislative or government policy dictates
  • Achieving efficiencies/realizing savings (not a universal driver)
  • Improving citizen-centered service delivery
  • Delivering policy goals more effectively (govts’ growing concern)
  • Security
slide20

This report was researched and written by Sally Coleman Selden, professor of management at Lynchburg College, with financial support from the Pew Center on the States’ Government Performance Project. All data, unless otherwise noted, are drawn from Pew’s most recent 50-state management report card, Grading the States 2008.

slide21

STATE STATUS – SHARED SERVICES

42 states responded

This report was researched and written by Sally Coleman Selden, professor of management at Lynchburg College, with financial support from the Pew Center on the States’ Government Performance Project. All data, unless otherwise noted, are drawn from Pew’s most recent 50-state management report card, Grading the States 2008.