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Public Sector Transformation
Transforming through Innovation
A modern public service that is fair, values people, and consistently delivers high quality services
VISION
WHY ARE WE DOING THIS …
We must do this; we cannot afford to
continue as we are. This is necessary
and the right thing to do for:
► the people of Jamaica – releasing
more money to spend on services
that impact people’s daily lives
AND improving the quality of those
services
► our external partners, to who we
have made commitments, and we
must stand by those promises
► our colleagues across the public
sector who deserve an enhanced
career experience and to be part of
a modern, efficient and responsive
public administration.
Part of our vision to achieve developed nation status
Public Sector Efficiency &
ICT
Shared Corporate Services
Public BodiesHRM
TransformationWage Bill
Management
Public Sector Transformation
Key component of our Public Sector Transformation Programme
WHAT PROBLEMS ARE WE ADDRESSING?
4
Inefficient Service Delivery
Excessive bureaucratic
processes
Inadequate use of ICT to drive performance
Inefficiencies and waste in public sector
operations
High transaction costs and transaction times. Manual
processes
Inadequate Human Resource
Management
Cumbersome compensation
structure
MAJOR MILESTONES
• Implementation of Shared services 2019 AND BEYOND
2019 •Detailed Design- Business Case
for:
•1) Public Relations & Communication
•2)Internal Audit
•3) Finance and Accounting
•4) Asset Management
•5) Procurement
•HIGH LEVEL DESIGN - Business Case for :
•6) ICT
•Precursor to implementation work
2018
• Skills acquisition for implementation of shared services- Consulting Firm EY contracted.
•Project methodology established
•HR Shared Service Implementation commenced in parallel with MY HR+
•Data gathering and analysis for SCS models - High level Business Case for Public Relations & Communication and Internal Audit Shared Services- NOVEMBER IMF BENCHMARK
2017 • Public Sector
Transformation Action Plan Implementation team established
• Oversight Governance for Shared Corporate Services established
2016
5
THE IMMEDIATE PRIORITY
SHARED CORPORATE SERVICES
Automation, improve
standards
Create scope for professional
development
Remove duplications
Pool resources, consolidate functions
Streamline service delivery
in the select disciplines
6
EFFICIENCY IN SPENDING LEANER OPERATIONS WITH RESULTING SAVINGS
SHARE COMMON TRANSACTIONAL
SERVICES;
HR, COMMUNICATION
REDUCE SPENDING ON REAL ESTATE RENTAL
REDUCE OPERATING COSTS
TIGHTEN SPENDING CONTROLS
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Cabinet approved Shared Service Entity.
Pilot to commence IA, HR SCS prioritized and aligned to MY HR+ implementation
33 Entities identified and
mapped for shared
services implementation in
the business case.
Training to build GOJ capacity to
audit performance and measure
value for money in expenditure.
Cabinet approval for establishment of responsible Unit.
Recruitment for staffing initiated
MILLIONS IN SAVINGS ON RECURRENT COSTS VALUE FOR MONEY IN PUBLIC EXPENDITURE
Efficient Operations Increased Output & Performance
MODERNIZE ALL MINISTRIES OF GOVERNMENT
EXPAND e-GOVERNMENT CAPABILITY TO
DELIVER BETTER & FASTER SERVICES
BETTER MANAGEMENT OF PUBLIC SECTOR
WORKFORCE
INSTITUTIONALISE CUSTOMER-CENTRIC
CULTURE
8
Work completed with 3 Ministries,
ICT Governance being
established; e-government
architecture to be designed;
GoJ e-Portal to be developed.
Designing service
excellence
framework
Reengineering & automation of HR management
systems started; required competencies for a modern government being identified to inform
training and recruitment
BETTER SERVICE TO CITIZENS AND BUSINESSES GREATER ECONOMIC OPPORTUNITIES
SHARED SERVICE IMPLEMENTATION PLAN
Shared Service
Blueprint/High Level
Design
Shared Service Project
Pe
op
le En
able
r
HR Service Delivery Workstream
Asset Management Service Delivery Workstream
PR & Communications Service Delivery Workstream
Finance & Accounting Service Delivery Workstream
Tech
no
logy En
able
r
Service
Pe
rf & C
I
Facilities En
able
r
Kn
ow
led
ge
Man
agem
en
t Enab
ler
GOJ Blueprint/ High Level
Design
Transformation Programme
Bu
sine
ss Ch
ange
Internal Audit Service Delivery Workstream
Transformed JIS Integral part of ICT Authority Cost centre within MOF&PS (in transition)
Shared Corporate Services: TARGET OPERATING MODEL Access and
delivery channels
Tier 1
Tier 2
Service enablers
Phone
Finance and Procurement Customer Services
Technology & Facilities (Infrastructure)
People / Human Resources Management & Knowledge Management
Performance Management –Service Level Agreement
E-Mail & Text
HR
Internal Audit
Public Relations & Comms
Finance & Accounting
(including Core Accounting, Payroll,
and P2P)
ICT
Other ESS/MSS
Procurement Asset
Management
Customer Relationship Management
Quality Assurance & Continuous Improvement
HR Customer Services
PR&C Customer Services
SCS Systems Support
SCS User Support
ICT Customer Services
PROJECT WHAT HAS BEEN DONE WHAT IS NEEDED
1. Shared Corporate
Services
Cabinet approved establishment of SCS entity as a Department within the portfolio of the Cabinet Office.
Establishment of TIU to drive implementation of SS
Held over 100 workshops to determine the “current state” and develop the future state in collaboration with subject
matter experts across the disciplines.
Business cases for 6 Disciplines which present strong ROIs and compel the decision being undertaken.
HR Shared Services
Continued coordination with
the Office of the Cabinet,
Ministries for SCS phased
implementation:
• Agreement on specific
transactional functions to be
shared
• Congruence with HR SCS
and MyHR+ implementation
• Commence the pilot
projects for the next phase
2. Precursor
Implementation Actions
and Change
Management Programme
Crafted an implementation plan in consultation with the
IAD Team.
Developing a Change Management & Communication
Plan
Leadership across the Public
Service to become Change
Sponsors
Engagement of ALL
STAKEHOLDERS
OVERVIEW OF ACHIEVEMENTS
BENEFITS
Better levels of customer
service
Better career opportunities and
training Reduced cost of back
office operations
More Efficient GOJ Back Office Services
Simplified & Standardised
ways of working
Standardisation & removal of duplication
Assets better
utilised
Improved use of Technol
ogy
System development
and configuration
Automation
Performance Measured
and Managed
Implement performance managemen
t system
Service level agreements
Improved Organisation
design
Culture Training & upskilling
Organisation Redesign
Lean processe
s
Process improvement
WHAT IS NEEDED FOR THE NEXT STEPS
Inclusion of transformation
activities in corporate plans. Assignment of SPONSORS for
CHANGE
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