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Office of Operations 2010 Fall Conference Keynote Address: Statewide Financial System. Ronald L. Greenberg First Deputy Director New York State Division of the Budget. Current Budget Environment. Budget Gaps -- Historical Perspective (billions). Outyear Forecast. $22.2. $21.6. $19.7.

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office of operations 2010 fall conference keynote address statewide financial system

Office of Operations2010 Fall ConferenceKeynote Address:Statewide Financial System

Ronald L. Greenberg

First Deputy Director

New York State Division of the Budget

budget gaps historical perspective billions
Budget Gaps -- Historical Perspective (billions)

Outyear Forecast

$22.2

$21.6

$19.7

$15.9

$11.2*

$9.2*

$7.8

$7.6

$5.0

$0

* Includes budget shortfall carried forward from prior fiscal year.

the problem
The Problem

Projected Spending

+ 10.4 B

Projected Revenues

+ 2.2 B

it could still get worse
It Could Still Get Worse?
  • Level of economic growth and the resulting impact on tax collections.
  • Pressure on entitlement spending.
  • Implementation of State agency reductions.
  • Adverse Federal actions.
how can we help ourselves
How can we help ourselves?
  • Enterprise Wide View of State Government
    • Breakdown SILOS Within Agencies and Across Agencies
    • Customer Based View: Improve programs and operations
  • Recommend Elimination of Non-Core Functions
  • Embrace Shared Services Across Government
    • Horizontally Across State Agencies
statewide initiatives
Statewide Initiatives

Shared Services – Partnering For Our Future

what is shared services
What Is Shared Services?

The practice of having a single entity (Shared Services Center) within a larger organizational structure (State) to provide services for the entire group that were previously decentralized across many units (State Agencies) .

the shared services vision
The Shared Services Vision
  • Cultural Change: The State must move from a system driven by individual agency needs to a system that views the entire State as a single enterprise working more efficiently and effectively.
  • Crisis Is Opportunity: The State’s fiscal situation will require deeper cuts by agencies, but this also provides an opportunity for agencies to streamline administrative functions and better align operations with core customers.
  • No More Excuses: The public sector must use every private sector technique available to drive down costs while improving customer service and increasing transparency.
what are the benefits
What Are The Benefits?

Actions

Results

  • Eliminate Duplication
  • Streamline Processes
  • Reduce Complexity
  • Better Service
  • Improve Operating Efficiency
  • Reduce Operating Costs
projects leading to shared services
Projects Leading to Shared Services
  • Real Estate Portfolio Optimization: Maximizing Assets
  • Procurement/Strategic Sourcing: Continuous Analysis & Improvement
  • Information Technology Transformation: The Business Case
  • Customer Service: Call Center Consolidations
  • E-Licensing: One-Stop Shop
  • Human Capital Management: One System Hire To Retire
  • Statewide Financial Management: The Connective Tissue
a view from the private sector proctor gamble
A View From The Private Sector Proctor & Gamble
  • Employees: 127,000 FTEs
  • Net Sales: $78.9 Billion
  • Countries: 180
  • Network: 500+ distributors to serve over 4 million retail outlets every month.

http://www.annualreport.pg.com/annualreport2010/financials/index.shtml

proctor and gamble corporate structure
Proctor and Gamble Corporate Structure

GBUs

Focus solely on consumers, brands and competitors around the world.

MDOs

Charged with knowing consumers and retailers in each market.

Corporate Functions

Ensure ongoing functional innovation and capability improvement

GBS

Provide best-in-class business support services at the lowest possible costs

opportunities for the state
Opportunities For The State

Agency B

Agency A

Policy and

Programmatic

Level: What is the agency mission…are there common threads?

Non-Core

Functions

Core

Function

Non-Core

Functions

Core

Function

Common Cross Agency Functions

Common Cross Agency Functions

Shared Services Centers

Shared Services Level: What administrative or back-office functions are common across agencies?

Real Estate

Customer Service

Procurement

Information Technology

Human Capital Management

E-Licensing

Statewide Financial System

other considerations
Other Considerations
  • Executive Sponsorship
  • Strategic Vision
  • Multi-Year Plan
  • Strong Governance
  • Clear Communication
statewide financial system sfs
Statewide Financial System (SFS)

The Platform For Future Success

state financial system goals
State Financial System Goals
  • Enterprise Business Transformation
    • Greater Efficiency: Near real-time transactions
    • Greater Effectiveness: Statewide standards
    • Higher Integrity: One Source of Truth
    • Greater Accountability: Changing how the State does business.
    • Greater Transparency: Single statewide view
how did we get here
How did we get here?

SINGLE STATEWIDE

ENTERPRISE APPLICATION

STATEWIDE FINANCIAL SYSTEM

Central

Accounting

System

Financial

Management

System

The

Black

Box

let s reflect
Let’s Reflect
  • Unique Model: Two Independently Elected Officials
  • Partnerships Are Critical
    • Governance MOU’s
    • IT MOU’s
    • Steering Committee: Agency Representation
    • Vendors: Deloitte, IBM, KPMG and ORACLE
  • No State Has Completed An ERP Of This Size
sfs appointing authority
SFS Appointing Authority
  • Legislature Approved Making SFS Appointing Authority
  • Model For Future Shared Services Projects
  • New Culture Evolves Over Time
    • Blending OSC,DOB, OFT and New Hires
    • “culture isn't just one aspect of the game; it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value. “

Louis V. Gerstner, Jr., , Former CEO IBM

“Who Says Elephants Can’t Dance”

statewide financial system sfs program
Statewide Financial System (SFS) Program

Steering

Committee

Legislature

KPMG

IV&V

PMO

Manager

steering committee a statewide partnership
Steering Committee – A Statewide Partnership
  • Provides the SFS Program with expertise, advice and input into decision-making through direct and regular interaction
  • Provides the SFS Governance Board with strategic, visionary advice and consultation regarding the SFS program generally and the State’s overall strategy with regard to the adoption and deployment of enterprise solutions and systems, including Enterprise Resource Planning (ERP) applications.
  • Provides guidance to the SFS Program Director on Program plans and implementation activities, communications, training, organizational change management and other stakeholder issues.
steering committee voice of the agencies
Steering Committee – Voice of the Agencies
  • Control Agencies
    • OSC
    • DOB
  • Education
    • SED
  • General Government
    • OGS
    • OFT
    • Tax
    • GOER
  • Health & Social Welfare
    • DOL
    • OTDA
    • DOH
    • OCFS
  • Judiciary
    • United Courts System
  • Mental Health
    • OMH
  • Parks & The Environment
    • PARKS
    • DEC
  • Public Protection
    • DOCS
    • DCJS
  • Transportation
    • DOT
  • Economic Development & Government Oversight
    • Banking
steering committee issues raised
Steering Committee Issues Raised
  • Personnel Issues
    • Overtime
    • Hiring
    • Leave Credits
  • Agency Readiness
    • Staff Support….212’s
    • Prioritize Other Initiatives
  • Other
    • Transition
    • SFY 2011-12 Budget Development
key financial benefits summary
Key Financial Benefits Summary
  • Single Statewide Financial System = “One Source of Truth”
  • Standardization and End-To-End Improvements in Process
  • Near “Real-Time” Data
  • Greater Reliability, Availability and Transparency in Data
  • Fewer Reconciliations
  • Reduce Upfront Costs & Recurring Maintenance Savings
future phases 4 1 11 is just the beginning
Future Phases4/1/11 Is Just The Beginning
  • Data Warehouse
    • Single Statewide Resource
  • Human Capital Management
    • From Hire To Retire
  • Procurement
    • Strategic Sourcing
  • Asset Lifecycle Management
    • All Assets In One Place
we can only succeed together
WE CAN ONLY SUCCEED TOGETHER

Let’s Go-Live April 1