Overview of the New York State Business Services Center

Transcription

1 Overview of the New York State Business Services Center OSC 2013 Fall Conference November 6-7, 2013

2 Contents What is the Business Services Center? How is the transition to the BSC being managed? What progress has the BSC made to date? How is the BSC governed? 1

3 Introducing the OGS Business Services Center Why was the BSC created? In the Executive Budget, Governor Cuomo called for the establishment of a Business Services Center as a key part of his plan to re-imagine government. The BSC s purpose is to streamline transactional Human Resources (HR) and Finance services that are largely common across agencies, increasing the efficiency and effectiveness of government s operations. What is the status of the BSC? The Business Services Center was launched on September 27, 2012 and will continue to expand to become New York s central office for processing HR and Finance transactions. The BSC currently serves 49 agencies and is in the process of adding 5 more before the end of Once the transition is complete, the BSC will process HR and Finance transactions on behalf of all Executive New York State agencies. Agencies become customers of the BSC. 2

4 What are the BSC s aspirations? What do we hope to achieve? What the BSC will achieve How we will achieve it Allow our State to process HR and Finance transactions simply and more efficiently Meet our customers needs and expectations Make our work as HR and Finance professionals easier Creating standard processes that allow each employee to serve multiple agencies not only their sending agency consistently Understanding our customers expectations and codifying them in Service Level Agreements (SLAs) Tracking how well we re meeting customer needs as an organization (e.g., via a ticketing system) and responding accordingly Designing meaningful training programs on functional and service-line-specific skills Investing in technology to speed processing 4 Create an atmosphere where employees feel empowered to bring new ideas to the table and act on them Creating a norm where raising questions/ideas is encouraged and expected Establishing forums in which goals and targets are discussed openly and staff bring creative ideas to the table on how to reach them 3

5 The structure of the BSC OGS Commissioner & Executive Deputy s Office Provides executive leadership BSC Director & Deputy s Office Provides operational and executive leadership HR Manages HR operations Finance Manages Finance operations Technology Manages Technology needs Customer Care & Performance Metrics Team Provides customer service between customer agencies and the BSC Tracks BSC performance metrics Transition Office Manages agency & staff transition into the BSC 4

6 We currently provide a number of Finance and HR services, with the potential for additional services in the coming years Current focus on Finance Finance Current functions Accounts receivable 1 Accounts payable Travel and expense Purchase orders Credit card administration Future-state functions, to be added within 2-3 years General accounting Grants facilitation, payout and receipt Standard management reporting Centralized asset management Out-of-scope functions Strategic finance functions for which agency expertise is critical, e.g.: Agency budgeting Contracting General ledger Human Resources Payroll administration Time and attendance Benefits administration Personnel administration 2 General employee inquiries Performance evaluation support Recruiting support Strategic HR functions for which agency expertise is critical, e.g.: Workforce planning Labor relations Leadership development 1 AR services will exclude agencies with specific revenue operations (e.g. tax collection). 2 Record keeping (Personal History Folders) and onboarding 5

7 Contents What is the Business Services Center? How is the transition to the BSC being managed? What progress has the BSC made to date? How is the BSC governed? 6

8 The BSC will progress in three waves and is doing so in a collaborative, feedback-driven way May-Sept 2012 Sept-Early Where we are now Focus of today Activity Design Wave 1 Wave 2 Wave 3 Transition agencies Prepare an initial group of agencies for transition and launch the BSC Launch the BSC with a small group of agencies Transition a larger set of agencies to the BSC Transition all remaining agencies Simplify processes Focus on customers Develop the BSC s processes in collaboration with customer agencies Communicate with all agencies about the BSC s progress Test the BSC s initial services and refine as necessary with customer agency input Collect customer service feedback from Wave 1 agencies Begin offering more BSC services, refine as necessary Improve customer service based on Wave 1 feedback Offer additional services to agencies Keep monitoring and improving customer service performance 7

9 Agencies currently receiving services from the BSC Adirondack Park Agency Agriculture and Markets Alcoholic Beverage Control Board of Elections Council on the Arts Commission on Judicial Nominations Commission on Judicial Screening Deferred Compensation Board Department of Civil Service Department of Economic Development Department of Health Department of Public Service Department of State Division of the Budget Division of Homeland Security and Emergency Services Division of Homes & Community Renewal Division of Human Rights Division of Military & Naval Affairs Division of Tax Appeals Division of Veterans Affairs Executive Chamber Financial Control Board Franchise Oversight Board Gaming Commission Greenway Heritage Conservancy for Hudson River Valley Governor s Office of Employee Relations Higher Education Service Corp Hudson River Valley /Greenway Communities Indigent Legal Services Information Technology Services Interest on Lawyers Account Joint Commission on Public Ethics Justice Center Labor-Management Committee Lake George Park Commission Law Revision Commission Office for the Aging Office of Children and Family Services Office of General Services Office of Inspector General Office of the Lieutenant Governor Office of Medicare Inspector General Office of Victim Services Public Employees Relations Board Racing Reform Tax and Finance Tug Hill Commission Welfare Inspector General Workers Compensation Board 8

10 Contents What is the Business Services Center? How is the transition to the BSC being managed? What progress has the BSC made to date? How is the BSC governed? 9

11 The BSC has made substantial progress over the last 14 months Performance culture Moving to a performance-driven culture where we measure data and use analysis to make decisions; goal is to lead the state and be a model for the nation Customer satisfaction: Over 87% of customers surveyed state that they are satisfied or very satisfied with BSC services Productivity: Team huddles in travel helped increase productivity by 48% and identify root causes of problems (e.g., 30% rejection rate); huddles being implemented throughout the BSC. Management focus: Biweekly leadership performance reviews lead to both transparency into performance and quick adjustment based on insights Capabilities Building internal capabilities to continue to drive improvements Dedicated customer management team to meet with leaders of customer agencies, track satisfaction, and ensure we understand and fulfill customer needs Dedicated performance management team to track and analyze performance Functional training on end-to-end processes, behavioral training on managerial and customer service skills, leadership training on leading large organizations Documenting standardized operating procedures for each role Process Confirmations to ensure work integrity 10

12 The BSC has made substantial progress over the last 14 months SFS Collaboration Feature Description Benefit to Agencies Enable Document Attachment Functionality Requisition, Voucher, PO, AR document attachment function is Allows for more efficient processing of required documentation for transaction audits Dunning Notice Enhancements Credit Card Administrator (CCA) Read Only Role PO Proxy/Requisition Proxy enabled Update and expand the agency-configurable area in the dunning function allowing user edits to dunning letter content for different types of customers. Ability for agencies to be able to view/report on credit card transactions but not edit The ability for users to edit/view POs that are assigned to other buyers or Requisitions for other employees By expanding the agencyconfigurable area, this format can easily be used by other agencies requiring the need to run dunning in the future. Fast and effective way to generate dunning letters to internal and external customers. Provides agencies with the ability to monitor transaction progress and work on resolving document errors more effectively. Allows Agencies to act on PO worklist items on behalf of assigned buyers/approvers. 11

13 The BSC has made substantial progress over the last 14 months Driving Efficiency Revised process for rent payments to stream line the process Collaborating with OGS NYS Pro on e-catalog and e-invoicing solutions Implementing Filenet solutions to automate interfaces with customer agencies Working on a statewide HRIT solution Enterprise Time and Attendance System Consolidating payroll operations for ITS Training Online training videos for Travel and Credit Cards Instructor led Travel training for current and future BSC customers Instructor led Requisition and Receiving training in conjunction with SFS Formal Training plans in place for employees coming to the BSC 12

14 The BSC has made substantial progress over the last 14 months Work Locations Currently employing over 225 employees working in 3 locations Human Resources: Operations are located at 540 Broadway Accounts Payable, Accounts Receivable and Transition: Operations are located at 800 North Pearl St Travel, Purchasing, Credit Cards, Customer Care and Technology : Operations are located at 50 Wolf Rd. Metrics Establishing metrics that provide excellent service to our customers Travel vouchers approved within 5 days of submission to the BSC Accounts Payable invoices approved within 22 days of MIR Payroll processed with 100% accuracy 13

15 Performance metrics provide valuable information about our operations: Travel team example The most important metric shows how well we are meeting our Service-Level Agreement (SLA) with our customers For each service line, we measure the number of customer calls/tickets and time to resolve the issue. This helps us identify where we need more coverage Created Processed We also look at how our productivity compares to the volume of work coming in so we can be prepared SOURCE: SFS data, RightNow 14

16 Contents What is the Business Services Center? How is the transition to the BSC being managed? What progress has the BSC made to date? How is the BSC governed? 15

17 Customer agencies play a critical role in governing the BSC Governing Body Membership Role Customer Advisory Council (coming in 2014) Representatives of customer agencies Chair and leadership group selected Provides input into major decisions Negotiates standard service-level agreements Provides feedback on how well the BSC is operating Executive Council Steering Committee OGS Commissioner Key state executives (e.g., governor s office, DOB) Will include leadership of the Customer Advisory Council Temporary committee during 2-3 year transition, acting as key advisors Includes customers Reviews BSC performance and sets goals Sets strategic direction and makes major funding decisions (e.g., whether to invest in a new technology platform) Ensures customer service is consistently wellexecuted Not involved in day-to-day operations or all management decisions Advises on BSC design and transition Current Steering Committee Members Commissioner Destito (OGS Executive) Joe Rabito (OGS Executive) Karen Tyler (OGS BSC) Commissioner Boone/Trisha Hite (DCS) Susan Knapp (DOB) Roger Bailie (DOL) Dan Martuscello (DOCCS) Mark Pattison (OPWDD) Mary Hines (GOER) Jamie Woodward (DTF) Franklin Hecht (OGS Finance) Mary Zaremba (OGS BSC) Gail Hammond / Dan Cunningham (OGS HR) 16

18 Questions? 17