efficiency and it panel sharp project update sept 2005 hertfordshire county council
TRANSCRIPT
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Efficiency and IT PanelSHARP Project
Update
Sept 2005
Hertfordshire County Councilwww.hertsdirect.org
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Achievements
System stabilised -Action Plan completed
Year end closure of accounts earlier under SAP
Various small project / pilots completed successfully /underway
[e.g. The SAP impacts of Growth and Change- Phase 1 complete, Phase 2 ready to go live; Training and Development – live – input into the ACS finance review]
Project Implementation Review completed in July 2005
Serco Contract renegotiated end of June 2005
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Project Implementation Review – One year after Go-live
What went well - What needs to improve
Looked at :
– The actual delivery of SHARP spec with the business – Proposals for future SHARP developments. – Any blocks to delivery of the original benefits.– Developing an action plan to address these – Reassessing the model for ongoing support.
15 Workshops held in July involvingSHARP team, Champions and Subject Matter Experts
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Overview of Implementation Review
• Overall a positive outcome from the workshops with participants feedback scoring the process 83 out of 100.
• Positive audit reports also have been produced in the main areas
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Areas to Improve -1SystemBetter access to Management InformationEnhance support of business processes to improve
performance
Departmental ProcessesIdentify gaps between agreed processes and business needs Ensure clarity of processes and consistency of application
SupportMake the SHARP team more self-sufficient in SAP supportFurther develop the helpdesk ‘experience’
CommunicationsBuild up the use of Best Practice and Knowledge SharingProvide better access to up-to-date Process information
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Areas to Improve -2TrainingTarget training more to business needsGrow the understanding of SAP Roles & SAP Benefits
Managed ServiceImprove MS service processes, comms and relationships
Continuous Improvement PlanDevelop a plan for Continuous Improvement Continuously match system to business processes evolution
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Summary of Review Actions
• Reporting Project
• Procurement Project
• High level review of key policies and processes
• Review SHARP support framework
• Clarify SAP roles (within HCC management structure)
• Further develop SHARP Communication Strategy
• Review Training delivery, methods and content
• Enhance key contract management relationships
• Review Forms
• Agree delivery method for Continuous Improvement
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Serco Contract Renegotiation 1
• Recognises change of name to Serco ( from ITNet)
• Reduces contract term from 7 to 5 years – expires 31/03/09
• Has a more flexible termination clause
• Moves to Target Cost basis
• New lower base guarantees MS business case savings.
• Brings in Open book Accounting.
• Further guaranteed reductions via “Committed” savings projects
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Serco Contract Renegotiation 2
• Targets further Continuous Improvement Savings
• Institutes Balanced Scorecard reporting
• Initiates a Rebate scheme linked to the Scorecard
• Updates all Service Level Definitions
• Strengthens Serco Management on site
• Required all backlogs cleared - via the action plan
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THE ORIGINAL BUSINESS CASE
Savings 04/05 05/'06 06/07 07/08 08/09
M S Finance 125 200 300 375M S- Payroll 250 350 500 525HR (10 posts) 100 200 200 200Finance (10 posts) 100 200 200 200 Efficient Working Practice
Improved Proc. 250 700 1,000 1,000 1,000Centralisation 125 125 500 500 500No duplication 50 51 60 100 100
Total savings 425 1,451 2,510 2,800 2,900
Less Costs 2,001 2,001 2,001 2,001 2,001
Cum. Net postion -1,576 -2,126 -1,617 -818 81
Economical process -e-
Efficient Working Practice
Business Case - Gross Savings
Efficient Working Practice
Settlement discount etc
£'000's
Efficient purchasing etc
Remote entry of Timesheets
Comments
ON TARGET - But Sources Different
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Focus now on Procurement
Hertfordshire County Councilwww.hertsdirect.org
PROCUREMENT PROJECT GROUP
Paul DrakeProject Manager
Andrew RobertsonChair
SHARP
HBS DEPTS
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Project Objectives -1• Supply clear routes for efficient and effective purchasing
to ensure that we buy the right goods at the right price, aggregate demand and produce savings
• Promote advantages of these routes and measure their use thus eliminating maverick purchasing and extending commitment accounting
• Rationalise the supplier base to allow better management of the quality of goods/ services, improve on time deliveries and negotiate better payment terms
• Improve communications with Suppliers to work with them to drive down transaction costs and become their customer of choice
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Project Objectives -2
• Encourage the Uptake of E-opportunities by increasing e-tendering, e-auctions and e-enabling the ‘end to end’ process reducing paperwork and costs
• Reduce Transaction Costsby the implementation of a low value strategy e.g. purchasing cards to reduce numbers of invoices / orders processed
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THE PROCUREMENT GROUP PROJECT STRANDS
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Implementation
Stage 1 Stage 1 Stage 3Stage 3Stage 2Stage 2 Stage 4Stage 4
Starts Sept 05
Purchasing policy paper
Plan for areas outside policy
Low value strategy in place
Training and Support Review
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Implementation
Stage 1Stage 1 Stage 3Stage 3Stage 2Stage 2 Stage 4Stage 4
Starts Oct 05
Effective Management of the Supplier Database
Document Management and workflow commenced
Benchmarking and reporting started
SAP upgrade for EBP decision
Review of Gateway
SMB Sponsorship
Communications reviewed
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Implementation
Stage 1 Stage 1 Stage 3Stage 3Stage 2Stage 2 Stage 4Stage 4
Starts Nov 05
Effective Procurement
/ Contractual relationships reviewed and in place
Back end integration – links to suppliers started
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Implementation
Stage 1 Stage 1 Stage 3Stage 3Stage 2Stage 2 Stage 4Stage 4
Starts JAN 06
Purchasing Cards in use
Ongoing reporting in placeBenefits being realised
Handover supplier function to HBSPost implementation review
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Procurement Savings
Strand 05/06 06/07 07/08 08/09 Total
£k £k £k £k £k
Purchasing cards 100 150 150 400
Workflow * 9 38 38 38 123
Business support savings * 45 45 45 45 180
Transfer A14s to SAP 100 450 640 640 1,830
Transfer cheques to BACS 15 30 30 75
Improved Procurement and back end integration.
250 475 657 657 2,039
Total Savings 404 1123 1,560 1,560 4,647
Less Project costs (190) (60) (250)
Net Savings 214 1063 1,560 1,560 4,397
Procurement Shortfall in 05/06 and 06/07 covered by earlier Serco savings