New York State. July 31, Andrew M. Cuomo, Governor Robert L. Megna, Director of the Budget

Transcription

1 New York State Enterprise Shared Services July 31, 2012 Andrew M. Cuomo, Governor Robert L. Megna, Director of the Budget

2 What are we creating? Culture of Innovation Break kdown Silos Work Horizontally Culture of Execution More Accountable Improve Service Delivery Spend dless

3 Transformation Framework Work Horizontally Across Agencies Core Agency A Common Core Agency B Common Core Agency C Common Enterprise ProcurementP t Real estate Business Services Fleet I.T. Workforce Management Grants Reform Call centers E licensing 3

4 What Did We Do? Data & Requirements Gathering: What data do we have in an area and what do agencies need? Benchmarking & Gap Analysis: How do we compare to other states and the private sector given staffing, volume, etc.? Business Process Redesign Opportunities: Given our benchmarking and gap analysis, what htagency business processes need to be redesigned? Outreach To Vendors E Mail Milposted In the Contract Reporter August 2011 E Mail posted on appropriate State web sites 257 vendor requests and 193 vendor meetings Implementation: Develop project planandtimeline and timeline.

5 What Did We Find? 27 percent more for a case of apples from one vendor to another for same product Was the apple bigger? No 111 percent more per hour for an entry level analyst for IT consulting from one vendor to another

6 Same Problem Across The State Pens Cars Cell Phones IT Software IT Hardware Hourly Employees [I.T. Company] provides similar technical support services to 19 state agencies at 19 prices services to 19 state agencies at 19 prices The NY Times 4/28/11

7 Enterprise Shared Services Projects & Ownership Office of General Services Office of Information Technology Services Procurement Real Estate Fleet Business Services Center Governor s Office of Employee Relations ( g) Statewide Consolidation of IT Staff E Mail & Data Center Consolidation Converged Network (Voice, Data, and Phone) Identity & Access Management t(login & Security) Statewide Learning Management System (on line training) Cluster Projects Call Center Consolidation E Licensing Grants Management Reform

8 Enterprise Shared Services Outcomes Procurement, Real Estate, Business Services, Fleet, Information Technology, Contract Reform, Call Centers, E-Licensing, Workforce Management Improve services Customer Focused Allows agencies to focus on core missions Breaks down silos, promotes enterprise wide view Eliminateduplication and waste Reduces administrative costs Identifies opportunities for cost avoidance Innovate to assist future transformational efforts Creates data driven performance metrics for continuous business process improvement Technology Becomes An Enabler For Service Delivery 8

9 Enterprise Shared Services 8 to 1 return on investment over five years $110 million in cost reductions in year 1 $ in Thousands Five Year Total Required Investments: (134,757) Savings: Procurement 755,000 Real Estate 69,000 Business Services 115,000 Information Technology 160,000 Savings Subtotal 1,099,000 NET ANNUAL SAVINGS 964,243

10 Office of General Services (OGS) and the Business Services Center (BSC)

11 Reimagining OGS Best In Class Statewide t Service Provider Office of General Services Statewide Statewide Statewide Procurement Real Estate Business Services Operations Operations Center (BSC) Statewide Fleet Operations Financial Services Transactions Include: Purchasing & Billing Human Resources Transactions Include: Time & Attendance

12 Why Create a Business Service Center? 75 percent of Fortune 500 companies have some type of shared business center and 66 percent of governments are implementing or have implemented shared services. (Source: PWC) The Current New York State Situation: Common back office functions in agencies (payroll, time and attendance, accounts payable, travel and expense, etc.) are decentralized and redundant. There are little to no standardized business processes and systems for back office functions from agency to agency. The Solution: The creation of a BSC will combine administrative functions horizontally across agencies, thereby creating efficiencies and allowing agency staff the ability to concentrate on their core programmatic mission and customer needs. 12

13 Office of Information Technology Services

14 Current State IT Summary 50 plus Data Centers 2 percent of phone lines utilize cost efficient Voice over IP (VoIP) 27 independent e mail solutions that prohibit the State from leveraging economies of scale by standardizing on a consolidated platform 75 percent of State employees are not on the centralized user directory, resulting in users managing multiple users IDs and passwords 7.5 year average for completion of large IT projects average (industry standard is 3) 8 weeks to install a server versus industry average of 3 days

15 Office of Information Technology Services Cluster Chief Information Officers (Applications) NYS Chief Information Officer (CIO) Responsible for the delivery of IT services for all State agencies Office of Cyber Security 15 Chief Portfolio Officer Responsible for maintaining IT portfolio that delivers business value and improves effectiveness of government services delivered to constituents Chief Technology Officer Principal Enterprise Architect and chair of the Technology Governance Board Chief Data Officer Principal advisor on the collection and sharing of dt data across the enterprise chair of the Data Governance Board Chief Operations Officer Direct/manage enterprise IT infrastructure & chairs the IT Services Board Information Security Officer Protecting enterprise IT assets & guides security policies & standards

16 New York State Enterprise Shared Services July 31, 2012 Andrew M. Cuomo, Governor Robert L. Megna, Director of the Budget