National Association of State Comptrollers. Architecting a New State Operating Model for the Future. March 12, 2015

Transcription

1 National Association of State Comptrollers Architecting a New State Operating Model for the Future March 12, 2015

3 To keep pace with the needs of its citizens, government is evolving in unprecedented ways. It is deviating from tradition and creating an environment where innovators thrive and technology-equipped citizens can serve themselves. 3 National Association of State Comptrollers Copyright 2014 Deloitte Development LLC. All rights reserved.

4 Trends found in a recent Gov2020 study we conducted see Mega shifts coming in how Government will operate 2020 Mega Shifts for Government Alternative Funding Models Basis of Societal Prosperity Shifts Distributed Governance Government as Solution Recruiter Just-in-Time Civil Service Made-for-Me Service Delivery Data-Smart Government 2020 Mission Level Trends for Government Defense Education Energy and Environment Healthcare Transportation Human Services Law and Justice Demographic Economic Societal Government-2020.dupress.com 2020 Drivers of Change Technology: Cyber Physical Systems Technology: Digital Technology: Exponential 4 National Association of State Comptrollers Copyright 2014 Deloitte Development LLC. All rights reserved. 4

5 In addition, there are immediate needs of States to rethink about their operating model Drivers State Legislation Legislative enactments, policy changes, organizational changes Citizen Needs Citizen awareness, expectation management, e-technology Federal Regulation Funding mandates and deadlines, compliance changes, federal grants Economy Budgetary pressures, business facilitation, job creation Finance Budget execution, resource sharing, accountability, costs Program Delivery Strategic partnerships, program innovation, revenue and tax Human Resources Business priorities, knowledge or performance management Technology IT upgrades, data management and analytics, utilization of cloud Responses Stand up new organization, capabilities Explore moving to Shared Services model Consolidate functions/ departments Shift from insourcing to outsourcing Downsize workforce or restructure organization 5 National Association of State Comptrollers Copyright 2014 Deloitte Development LLC. All rights reserved.

6 These drivers often lead to large projects and initiatives faced with challenges Based on our experience, these challenges can be grouped into four main categories: Unclear Business Objectives and Strategy Approach based on a myopic or siloed view Insufficient focus on performance and results Leadership & Strategy Performance Management Approach Governance Unclear or lax governance and decision-making structure 6 National Association of State Comptrollers Copyright 2014 Deloitte Development LLC. All rights reserved

7 Successful transformation is based on a common set of factors Process focus to define business objectives and requirements Management of upstream and downstream dependencies Clear business analysis to enable decision making Focus on value-driven decisions Effective Decision Making Align and dedicate the right talent Relief of day-to-day responsibilities for those oversubscribed Cross Functional Impact Coordination across all program functions Defined accountability for achieving results Resource Allocation Enterprise Alignment Critical Success Factors for Transformation Focus on Business Value Effective Program Governance Executive Sponsorship Defined objectives and scope Clear roles and responsibilities Transparent issue escalation and resolution processes Clear strategic direction Consistent senior management support for program decision making Clear definition and adherence to program success measures Disproportionate focus on highest value capabilities 7 National Association of State Comptrollers Copyright 2014 Deloitte Development LLC. All rights reserved.

8 How one State approached the challenge.. North Carolina Government Efficiency Analysis and Reform 8 National Association of State Comptrollers Copyright 2014 Deloitte Development LLC. All rights reserved.

9 Background The North Carolina Government Efficiency and Reform (NC GEAR) initiative was established by legislation to identify achievable and significant recommendations for North Carolina to become more efficient and effective. Per the legislation a summary of the project objectives and scope includes: Project Objectives Evaluate the efficiency and effectiveness of state government, and identify specific strategies for making state government more efficient and effective Identify sustainable recommendations for reform, cost reduction/avoidance, restructuring, and revenue enhancement that drive lower costs, improve customer service, increase effectiveness, and create a culture of continuous improvement across state government Establish a sustainable program, through the creation of a Results Management Office (RMO) to provide NC GEAR with the framework and tools to implement the recommendations, realize the intended benefits, and facilitate on-going improvements 9 National Association of State Comptrollers Copyright 2014 Deloitte Development LLC. All rights reserved.

10 Scope 1. Establish a Results Management Office (RMO) to provide oversight and coordination of the enterprise-wide review; increase the focus on desired business outcomes; and provide NC GEAR with the sustainable framework and tools 2. Identify opportunities for operational improvement, efficiency, and cost savings within a focused area to establish the foundation: A. Initial group of four agencies: Department of Environment and Natural Resources, Department of Public Safety, Department of Transportation, and the Department of Public Instruction B. Cross-enterprise functions: IT, Human Resources, Budgeting and Finance, Infrastructure and Administration 3. Prepare recommendations and Phase 1 report 10 National Association of State Comptrollers Copyright 2014 Deloitte Development LLC. All rights reserved.

11 Budget Challenges State spending increased to $50.8 billion in FY , an average annual growth of 7%....While spending from state taxes through the General Fund and Highway funds has declined from 67 percent to 46 percent. NC GEAR Report, March National Association of State Comptrollers Copyright 2014 Deloitte Development LLC. All rights reserved.

14 to Help Prioritize and Achieve Sustainable Results Priority 3: Long Term Focus Moderate to High Implementation Moderate to High Value Priority 1: Best Targets Moderate to High Value Low to Moderate Implementation = Unknown Financial Benefit = Potential Financial Benefit <$1M = Potential Financial Benefit $1M-$10M Priority 2: Quick Wins = Potential Financial Benefit >$10M Low to Moderate Value Low to Moderate Implementation 14 National Association of State Comptrollers Copyright 2014 Deloitte Development LLC. All rights reserved.

15 The Results.. The top-to-bottom review revealed that state government must innovate to serve North Carolina s citizens better with a different operating model The NC GEAR final report recommended 22 reforms that will increase the efficiency, effectiveness, and customer service of state government, allowing agencies to focus on delivering their core services Recommended changes to operating model to streamline government Based on the risk model utilized by North Carolina, the reforms projected to provide first year budget savings of $14 million and projected longterm benefits of over $652 million by 2025 Proposed creation of Results Management Office to foster government that works better for North Carolinians and that consistently exceeds customer expectations while changing how the State Delivers Services 15 National Association of State Comptrollers Copyright 2014 Deloitte Development LLC. All rights reserved.

16 A focused Governance and Stakeholder Engagement Strategy were critical to success Engaged legislative and agency stakeholders Created an Advisory Team to help govern the project Key Stakeholders Governors Office Legislators Cabinet Heads Council of State Heads Other Agency Heads Strategy Bi-partisan strategy developed to target sponsors to supporters Meetings conducted with Legislative and Cabinet levels Frequently Asked Questions (FAQs) document and one pager developed Mapping Transformation Areas with Legislators Advisory Team Chief Information Officer State Auditor Director, Office of State Human Resources Secretary, Department of Administration Chief Operating Officer, Office of State Budget Management Director, Office of Budget Management Policy Directory, Office of the Governor Secretary, Department of Transportation Secretary, Department of Environment and Natural Resources Comptroller Representative 16 National Association of State Comptrollers Copyright 2014 Deloitte Development LLC. All rights reserved.

18 This publication contains general information only and is based on the experiences and research of Deloitte practitioners. Deloitte is not, by means of this publication, rendering business, financial, investment, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte, its affiliates, and related entities shall not be responsible for any loss sustained by any person who relies on this publication. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright 2015 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited