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Innovative Ideas 2.0 Forum Panel 2: Faster, Cheaper, Smarter

Trudy Pound-Curtis Assistant Vice-President Finance & CFO York University

Partnering for Efficiency in Universities & the BPS December 3, 2015

Moving Travel Management for Ontario Universities

into the 21st Century

3

Agenda

• Previous State

• Productivity & Innovation Fund

• eTravel & Procurement Solution

− Business Case

− Vendor Selection

− Significant Features

• Project Implementation Stages

− Phase I – Web-based Electronic Solution

− Phase II – Integration of Travel Agency and Corporate Credit Card

− Phase III – Future Enhancements and Available Apps

• Advantages of Collaboration

4

Previous State • Ontario Universities spend over $150 million per year in travel and expense

transactions

• In most Ontario Universities the processes are highly paper based, supported by excel spreadsheets, and use of multiple forms to support each claim (i.e., affidavit, mileage log, currency exchange, etc.)

• Processes are difficult to use, prone to error, and are labour intensive

• Multiple individuals handle each claim

• Routing of claims for approvals and processing can take several days

• Lack of visibility – cannot track status of expense claim reports

• Long reimbursement cycles for individuals

• Lack of actionable intelligence – inability to leverage travel savings from vendors (air, hotel, car rentals)

• Ontario Government issued the Broader Public Sector Accountability Act - Expense Directive - which eliminated the use of per diems for claims funded from Provincial Funds

• Challenges – compliance – multiple sets of rules

5

Current Process Paper Based, Manual, Slow, Time Consuming

Current Process

Approvals

Finance

Cheque

6

Current Process Requires Multiple Forms - This will be replaced by a Browser/Web Experience with mobile device

functionality

Mileage Log

7

Productivity and Innovation Fund

• In August 2013, the Ontario Provincial Government announced the Productivity and Innovation Fund

• Proposals were requested from Institutions

• The objective was to fund opportunities for collaborative (multi-university) projects that drove productivity and innovation

• Funding was split between Academic and Administrative Projects

• A collaborative on Ontario Universities led by York applied for funding for implementation of an eTravel and Expense system.

• The proposal received $1,385,000 in October 2013

8

Productivity and Innovation Fund cont’d…

• Government funding provided seed funding for: o York - Implementation o Waterloo – Implementation o Queens o Lakehead Business Case Development o Ottawa

• Significant opportunities exist for other Universities to leverage the work of the core group as other Universities move in this direction. Currently a number of Ontario Universities have started their business cases or are in the process of implementation.

9

eTravel & Procurement Solution – Business Case • Each University prepared their own Business Case to obtain their required Governance approval • Business Cases were shared as all collaborators were at different stages • Business Cases outlined:

Current State Opportunity System Features Financial Business Case

• Financial Business Case outlined savings (hard and soft) to defray the ongoing license costs Hard Direct Savings:

o Vendor negotiated rebates o Corporate travel card rebates o International travel tax recoveries

Soft Savings: o Labour productivity gain o Reduction in unapproved and non-conforming expenses o Political gains – to accommodate a two tiered meal reimbursement policy

• Each University tailored a business case to suit their situation and governance structure • York projected a ROI of less than one year. Both hard and soft savings have exceeded the

business case results. Faculties are also feeling the benefit and have reduced their support staff due to the increased efficiencies achieved

10

eTravel & Expense System – Significant Features

• Cloud based SAS (Software As a Service Solution)

• Compatible with most ERP systems

• Provides a 24 hour helpdesk

• Higher Education Implementation Team

• Widely used by Universities and Corporations

• Utilizes the attractive features of mobile technology to prepare, submit and to approve claims

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Project Implementation Stages

• Participating universities at different points in transition

• York most advanced (live as of April 15, 2014)

• Implementation Stages

Phase I – Web-based Electronic Solution

Phase II – Integration – Travel Agency and Corporate Credit Card

Phase III – Future Enhancements and Available Apps

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Key Objectives & Benefits

• Faster payment – reduce the amount of time between claim submission and payment

• Electronic routing and approval – Claims can be reviewed and approved anywhere you can access the internet … even from your Smartphone!

• Transparency – Know where your claim is at all times in the claim process! • Automate calculations – System performs HST calculations, links to

Google maps for mileage, calculates Foreign Exchange based on currency and date

• Better use of technology – collect/organize receipts using scanning/imaging technology, preventative controls improve compliance

• Reduce keying – Link directly to Travel Booking option and Corporate Card to automatically populate your expense claim, automated integration with ERP

• Leverage spending – through collaborative procurement opportunities with vendors

Reduce overall effort !!!

Phase I: Web-based Electronic Solution

13

Automated Process Use of Technology to Improve Process for Users

Automated Process

Approvals Via Internet

Finance

Electronic Funds

Transfer

14

York’s Concur Adoption Rate – after one year

• Faculty Members 85%

• Administration Staff 94%

• Other 39%

(Students, visitors and graduate students)

• Overall York 75%

15

Key Objectives & Benefits

• Increased productivity– integration and population of travel credit charges to expense claims

• Increased policy compliance – monitor of most cost effective routing • Generate revenue

• negotiated rebate on credit card charges • opportunity to negotiate provincial contracts for rebates on airline, hotel and car

rentals • opportunity to obtain tax recoveries for international travel expenses

• Increase productivity– more efficient completion of claims • Faster reimbursement – through integration with travel card, approved expenses will

be settled directly by University to credit card. All unapproved expenses on credit card will become the responsibility of the claimant.

• Increase satisfaction – with faster employee reimbursement, reduces need to utilize personal credit

• Reduce/Eliminate paper – sustainability initiative • Opportunity to reduce/eliminate travel advances

Phase II: Integration of Travel Agency and Corporate Credit Card

16

• Concur ExpenseIt Ability to capture pictures of receipts on mobile phones and ExpenseIt preps them in

Concur Expense Claims, coding the type and critical vendor and date data (even itemizing hotel bills). This occurs through optical character recognition supported by manual review at Concur.

• Concur Mobile App Use your mobile device to book travel, complete your travel claim, submit receipts to

ExpenseIt etc. This app enables a traveler to complete all aspects of a travel claim from a smartphone or tablet. Creates the convenience of completing a claim from the airplane, in an airport lobby or remotely from your office.

• Receipt Store App This App stores electronic images of all your receipts on your mobile phone to assist

in prevention of lost receipts. These receipts are then used to populate your claim. • Concur Business Intelligence

Over 160 standard reports are available as well as dashboard metrics to monitor spending, manage vendor programs, track compliance and review business processes. Tailored reports can be requested.

• Concur Risk Management Allows Universities to track employees, the country they are visiting, their itineraries,

etc. Enables contact in emergency or to identify country alerts if necessary.

Phase III: Future Enhancements and Apps

17

Higher Education Institutions Using Concur

18

Questions?

Leveraging Technology to Advance Mental Health Care: Ontario Shores Journey

Sanaz Riahi RN, MSN, PhD student Director, Professional Practice, Clinical Information & Adolescent Services; Lecturer, Department of Psychiatry, University of Toronto

Objectives

• Discuss what is HIMSS EMRAM Stage 7

• Review key highlights of technology enabled advancements to mental health care

• Discuss Ontario Shores technology enabled patient engagement strategies

• Highlight key lessons learned

• Discuss current and future strategies

Ontario Shores at a Glance

• Teaching hospital specializing in comprehensive mental health care and addiction services

• 1,300 employees; 326 inpatient beds; over 60,000 outpatient visits • Provide Recovery-oriented care to a wide range of services: Adolescents to Geriatrics • Meditech 6.0 and EMRAM HIMSS Stage 7 – first in Canada and first mental health

facility in the world • 2015 recipient of HIMSS Nicholas E. Davies Enterprise Award of Excellence

ONTARIO SHORES JOURNEY TO EMRAM STAGE 7

Current EMRAM Scores

HIMSS EMRAM Stage 7

What is expected at Stage 7? • Paperless • Use analytics to find care issues to address • Use of clinical decision supports • CPOE > 90%; eMAR/BMV > 95%; Case studies demonstrating use of

HIS for quality improvement

Benefit Realization of Stage 7: • EMR is adopted to:

– Enhance quality of care - ability to measure effectiveness of care – Advance and ensure patient safety through analytics – Create access and efficiencies in care – Increase utilization of evidence-based tools and clinical decision

supports

2007/2008 Planning

2009/10 Phase 1

2010/11 Phase 2

2011/12 Phase 3

2012/13 2013/14 2014/15 Planned

• RFI and Vendor Shortlist

• RFP and Vendor Selection

• Business Case Approved

• Contract Signed

• Project resource Plan Developed

• Core Team Assembled

Live Oct.: • ADT • Pharmacy • Finance • Material

Mgmt. Live Dec.: • HR/Payroll • Staff

Scheduling • ACS

Readiness Assessment

Live Oct./Nov.: • Clinical Doc • Physician Doc • Order Entry • Enterprise

Medical Record

• Transcription Live Dec.: • Data

Repository

• RAI Implementation

• Outpatient Implementation

• Meditech 6.06 full system upgrade

• Achievement of HIMSS Stage 6

• Plan of Care Optimization

• CPGs • IAR • Outpatient,

CWS, Lab Optimization

• Smoking Cessation

• Business Intelligence

• Meditech 6.07 full system upgrade

• Patient Portal • CPGs • LOCUS • Front End

Speech Recognition

• OCAN • QRM

Optimization • Connecting GTA

(cGTA)

Overall Timeline for EMR Implementation

Leveraging Technology to Advance Mental Health Care: Key Highlights

• Implementation of clinician-provider order entry (CPOE) and bedside medication verification (BMV)

• Systematic implementation of clinical practice guidelines (CPGs) – Schizophrenia – Major Depressive Disorder – Behavioural and psychological symptoms of Dementia

• Implementation of a Patient Portal

BENEFIT REALIZATION

Pervasiveness of Use: Computerized Physician Order Entry (CPOE)

2011 2012 13-Jul 13-Aug

13-Sep

13-Oct

13-Nov

13-Dec

14-Jan

14-Feb

14-Mar

14-Apr

14-May

14-Jun 14-Jul 14-

Aug14-Sep

14-Oct

14-Nov

14-Dec

15-Jan

15-Feb

15-Mar

15-Apr

15-May

15-Jun 15-Jul 15-

Aug15-Sep

15-Oct

CPOE % 90% 93% 91% 89% 88% 90% 91% 91% 91% 92% 92% 93% 93% 93% 94% 93% 94% 93% 94% 93% 90% 93% 94% 95% 94% 95% 96% 96% 95% 95%

Target 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90%

84%

86%

88%

90%

92%

94%

96%

98%Consistently meeting 90% target since October 2013

Pervasiveness of Use: BMV/eMAR Medication and Patient Scanned

2011 2012 13-Jul

13-Aug

13-Sep

13-Oct

13-Nov

13-Dec

14-Jan

14-Feb

14-Mar

14-Apr

14-May

14-Jun

14-Jul

14-Aug

14-Sep

14-Oct

14-Nov

14-Dec

15-Jan

15-Feb

15-Mar

15-Apr

15-May

15-Jun

15-Jul

15-Aug

15-Sep

15-Oct

BMV/eMAR - Medication Scanned % 87% 82% 83% 81% 82% 82% 82% 83% 83% 87% 90% 97% 98% 98% 98% 97% 98% 98% 98% 97% 97% 97% 96% 95% 95% 96% 96% 96% 96% 95%BMV/eMAR - Patient Scanned % 92% 87% 90% 89% 90% 89% 89% 89% 89% 93% 95% 99% 99% 99% 99% 99% 99% 99% 99% 99% 99% 99% 99% 99% 99% 99% 99% 99% 99% 99%Target 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Preventing Medication Administration Errors

-

100

200

300

400

500

600

700

800

900

Different Account Number Lower Dose than Ordered Medication not on Patient Chart Higher Dose than Ordered

Clinical Decision Support

Clinical Practice Guidelines: Dashboard

CPG Provider Summary report. Spider graph measures individual adherence vs. Hospital averages for metabolic monitoring

Adherence to Clinical Practice Guidelines

PATIENT ENGAGEMENT STRATEGIES

Patient Portal Implementation

• Aim to: • Enhance access • Remedy existing gaps related to:

• active engagement and partnership between patients, families and health care providers

• Support the paradigm shift towards patient-driven care

• Evolve current practices and culture • from having the provider be the

‘keeper of the information’ to one where the provider and the patient are partners in care

Patient Portal – enabling service users

Messaging functionality

allows patients to send any non urgent

messages to providers

Display clinical data,

including reports,

allergies & conditions,

labs & microbiology

View medications,

education materials and

renew medications

Ability to view all upcoming

booked appointments & appointments

can be requested,

cancelled, & rescheduled

directly from the portal

Ability to view & request updates to

demographic information

*sensitive lab results have been suppressed & reports have a 7-day delay

The Future

The ability for service users to

document within their

chart

LESSONS LEARNED

Lessons Learned

• Consistent open communication with all clinicians on the importance of the use of data from EMR to enhance quality of care and patient safety

• Develop infrastructures to create opportunities for surveillance on key patient safety practices (i.e. CPOE, medication and patient scanning)

• Develop ongoing adoption strategies to support the use of EMR for quality of care and patient safety

• Develop innovative reporting processes

CURRENT & FUTURE STEPS

• Collaboration with Waypoint for shared EMR • Continue to use analytics with BI tool to improve care • HIE – cGTA, Hospital Report Manager, Justice, Law

Enforcement, Housing • Provincial registries – client and provider • Advance self management – mobile patient

engagement solution • Advance virtual health strategies – e-therapies, e-

consultations • Research to enable predictive analytics

Current & Future Plans

Thank You

Innovative Ideas 2.0 Forum Partnering for Efficiency

Elevator Inspection and Maintenance

12/8/2015 INNOVATIVE IDEAS 2.0: PARTNERING FOR EFFICIENCY

37 + Years of Collaborative History

January 9, 1979 the Deputy Minister of Inter Governmental Affairs invited Trent University to speak on the Peterborough Co Operative Purchasing Association.

Western Faculty of Engineering Science announced the acquisition of a new computer system from Prime Computer of Canada Ltd.

University of Windsor announced a new $5 million Athletic Complex including indoor field house.


Membership


Corporation of the City of Kawartha Lakes County of Peterborough

Fairhaven Municipal Long Term Care Home Fleming College of Applied Arts and

Technology Kawartha Pine Ridge District School Board Northumberland County

Peterborough County-City Health Unit Peterborough Utilities Services Inc.

Peterborough Victoria Northumberland and Clarington Catholic District School Board

Trent University

The Corporation of the City of Peterborough Trillium Lakelands District School Board

May 2010 - A Fresh Start

Kawartha Co operative Purchasing Association

Kawartha Collaborative Purchasing Group


New Direction

Fresh look at our traditional collaborative projects o Fine Papers o Photo Copiers – Multi Functional Devices o Office Supplies


New Direction

Identified 20 Maintenance Repair and Operating projects unlikely to become a province wide initiative. ◦ Lower $ profile ◦ Difficult to develop usage profiles ◦ Benefit from a regional service provider ◦ Not currently identified by OECM


Description Project Lead Awarded Vendor Participants Comments/Status

Air Media Filters Steven Finlay KPRDSB 705-742-9773 x 2058 [email protected]

Taff-Guard Filtration Rep: Spencer Vanderheym 905-629-1110 [email protected] KPRDSB, Fleming College,

PVNCCDSB

Year 2 - 2% increase over year 1 unit prices & Year 3 - 2% increase over year 1 unit prices Yr 1 option exercised 2014 Yr 2 renewal 2015 - 8% increase.

Alarm/Fire monitoring and testing Launa Lewis City of Kawartha Lakes

Extinguishers testing (equipment/service)

Bulk Fuel (supply and delivery of unleaded regular gasoline, clear diesel fuel and dyed diesel fuel)

Linda Ross City of Peterborough 705-742-7777 [email protected]

Suncor Rep - Avy Beharri 1-289-759-4936 [email protected]

City of Ptbo, County of Ptbo, City of Kawartha Lakes, Trent University, PUC

Pricing determined by daily Toronto rack rates. Suncor provides product and assigns delivery companies. New spend unable to calculate as pricing fluctuates daily based on rack rates - new contract enhanced discounted rack rates and decreased freight percentage costs per L pricing. Spend for group pre-award was $5,961,700.00

Car Rental Launa Lewis City of Kawartha Lakes 705-324-9411 [email protected]

Enterprise Rent-A-Car Rep - Kristina Rigby [email protected] Discount Car and Truck Rentals

Firm pricing 3 years. Members responsible for option extensions. All members exercising option extension 2016 and to follow up directly with Rep.

Charter Bus Services Cindy English SSFC 705-749-5520 x 1608 [email protected]

Coach Canada [email protected]

SSFC, Trent University Annual escalations, harmonizes SSFC and Trent contract end date. OECM to go to market in spring 2015. Sept 2015, OECM award to Century. Follow up next meeting for updated contract info

Elevator Maintenance Tammy Driscoll Trent University 705-748-1204 [email protected]

Thyssenkrupp [email protected]

Trent University, SSFC, PUC, TLDSB, PVNCCDSB, KPRDSB

Devices will move to new contract upon expiry of existing contracts if applicable for each site. Annual escalators no more than CPI

Hydrant preventative maintenance future review

Lamps/Ballasts Need to assign KCPG lead OECM to launch as Electrical Feb 2016

Local Courier KPR reviewing - School Boards interested…Determined to wait 1 yr and review 2016 if interest

Mat Rental Exchange Program Tammy Driscoll Trent University 705-748-1204 [email protected]

Cintas [email protected]

Trent University, SSFC, PUC, City of Peterborough Joined after - City of KL

Firm pricing 3 years. NOTE yr 1 option renewal extended at same price July 2015 - contract expiry changed to Oct 31, 2016


Parking Lot Line Painting School Boards - Catherine Ciolko-Sutton 705-748-4861 x 238 [email protected]

Trent and SSFC will iniate own collaborative as needs similar. School Boards will run a separate bid

Parking Lot Sweeping School Boards - Catherine Ciolko-Sutton 705-748-4861 x 238 [email protected]

Trent and SSFC will iniate own collaborative as needs similar. School Boards will run a separate bid

Pest Control Tammy Driscoll Trent University 705-748-1204 [email protected]

EnviroPest Inc. Rep - Geoff Walsh 705-749-1060 [email protected]

Trent University, SSFC, City of Peterborough, PVNCCDSB, KPRDSB Firm pricing 3 years

Roof Anchor Inspection Tammy Driscoll Trent University 705-748-1204 [email protected]

Trent University, SSFC Look at go to market winter 2015/16

Salt (sodium chloride) road/bulk, SUPPLY Cathy Bazinet County of Peterborough

K & S Windsor Salt Ltd. [email protected]

City of Ptbo, County of Ptbo, Trent University, SSFC, County of Northumberland

Priced per tonne; annual escalators

Salt (sodium chloride) road/bulk DELIVERY Cathy Bazinet County of Peterborough 705-743-0380 x 343 [email protected]

various vendors per each member (Archers Bulk Carriers, Buckham Transport and Windrem Trucking)

City of Ptbo, County of Ptbo, Trent University, SSFC, County of Northumberland

Priced per tonne; annual escalators

Security Monitoring (i.e. motion detectors, security drive by's, etc)

Dick Kearns 705-324-6776 x 22198 [email protected]

Dick will look into. School Boards only

Waste Haulage Solid/Recycle Cindy English SSFC 705-749-5520 x 1608 [email protected]

BFI Canada Rep - Don Sonley 705-742-4268 x 57 [email protected]

SSFC, Trent University Annual escalators. Option renewals executed May 2015 - 2 year extension

E Waste Cindy English SSFC 705-749-5520 x 1608 [email protected]

Nov 2014 - Cindy will make inquiry/survey needs. OECM potential Feb 2016 IT hardward disposal and waste project

Art Supplies Prequal currently in place with KPR not able to meet group needs. OECM to look at opportunity and will prepare a survey per Linda Humphreys inquiry…Sept 2015 determined min dollar spend and school boards mainly - REMOVE FROM ACTIVITY LIST at this time

Gym Floor Refinishing Dick Kearns 705-324-6776 x 22198 [email protected]

REMOVE FROM ACTIVITY LIST as not enough interest/demand.

Gym Inspections REMOVE FROM ACTIVITY LIST as not enough interest/demand.

Snow Plow/Removal Catherine Ciolko-Sutton pvnccdsb.on.ca

Nov 2014 - group suggested survey be done to look at contracts currently in place, annual spends, nature of contracts, etc. Suggest multi contracts/region potential Feb 2015 - REMOVE FROM ACTIVITY LIST and members to go out independently



Trent University 16

Kawartha Pine Ridge District School Board 38

Peterborough Northumberland Clarington Catholic District School Board 30

Trillium Lakelands District School Board 36

Fleming College 11

Peterborough Utilities Commission 1

TOTAL 132 devices *


Challenges

Data Collection

Project started in September 2010

RFP Posted to MERX in March 2012

A lack of consolidated information – TSSA

Multiple jurisdictions - (facilities staff managed the suppliers and records)

Multiple service providers and contract end dates – (specific to each device)

Diverse service requirements – (full P and L service/ inspection only/ call in )


Challenges

Geography KPRDSB Kinmount to Brighton

Trillium Lakelands Gravenhurst to Lindsay

PVNNCCDSB Kirkfield to Oshawa


Challenges

Suppliers

◦ Suppliers had no interest in seeing this go to tender

◦ Long history of individual contracts turning over each year with a average increase of 5% per year

◦ Facilities staff were convinced that only original manufacturers could provide service. Proprietary tools required to service the elevators can be purchased by any supplier.


Challenges

Limited Purchasing Resources ◦ Difficult to find a project lead

◦ Lack of skills and tools to run a collaborative procurement

◦ Project momentum – quarterly meetings and other

priorities


Bid Process

September 2010 - Project Start

March 2012 - RFP posted to MERX.com and Biddingo.com

Bidding Closed - April 2012


Bid Summary

o 4 bids were received all offering >50% savings oThyssenKrupp Elevator was awarded the contract

o Contract Term - 5 years +1 optional year extension


Savings

◦


KCPG Organization Previous Annual Spend (full device compliment)

New Annual Spend (full device

compliment)Savings (YR 1)

Trent University $90,301.30 $33,720.00 $56,581.30 SSFC $60,000.00 $16,500.00 $43,500.00 PUC $4,635.24 $1,800.00 $2,835.24

KPRDSB $56,425.84 $41,940.00 $14,485.84 Trillium $97,789.74 $36,300.00 $61,489.74

PVNCCDSB $76,404.53 $36,660.00 $39,744.53 TOTAL SPEND $385,556.65 $166,920.00 $218,636.65

Enhanced Service Package

o All-inclusive parts and labour service

o Improved Reporting (circuit drawings, inspection logbooks and test certificates, service records, equipment condition audits)

o 24/7 call back response

o Defined response time for entrapments

o Maintenance inspections - 1 X week on gearless traction elevators,

- 2 x month on geared traction elevators

- 1 X month on hydraulic and dumbwaiter devices

- 1 X quarter on handicapped lifts


Other Benefits

1. More collaborations between Purchasing and Facilities on a range of projects Annual Savings ◦ Waste Management $13,000 ◦ Entrance Mat Rentals $68,000 ◦ Pest Control $51,000

2. Reinvigorated regional purchasing group Some of our smaller members are taking the lead on projects. ◦ Parking lot line painting ◦ Bulk Fuel – Gas


Other Benefits

3. City of Kawartha Lakes has joined elevator contract adding 22 devices.

4. Transfer of collaborative purchasing skills between members of KCPG.

Some members adopted evaluation tools brought forward by the Trent.


Other Benefits

5. Development of KCPG specific templates for use on future projects. ◦ Standard language for RFX and contract documents ◦ Standardized procedures e.g. Site visit procedures, Conflict of interest declarations Member sign off of RFX documents


Future Projects

◦ Grease Trap Maintenance

◦ Hydrant Preventative Maintenance

◦ Roof Anchor Inspections

◦ Fire Extinguisher Testing

◦ Parking Lot Sweeping


Fostering Savings and Efficiencies Through Collaborative Procurement

Innovative Ideas 2.0 Forum: Partnering for Efficiency Terry Kyritsis President and CEO, OECM December 3, 2015

Collaboration Landscape

OUPMA

Ontario Government

Regional Co-ops

Supplier Partners

Municipal Sector

Developmental Services Agencies

Colleges Ontario

Universities CIOs

Health Sector SSOs

College Purchasing Managers

School Boards – AdvisoryGroups

College CIOs

67

Universities Advisory Group

Colleges Finance Officers

Council of

Universities

“Coming together is a beginning, staying together is progress, working together is success.” Henry Ford

College CIOs

CAUBO

Many Others

Working Together is Success*

Value creation

Creating and Delivering Value

Through Collaboration

Respect

Integrity Responsiveness

Innovation Collaboration

68

* Henry Ford

University – OECM Collaboration Growth

69

$0M $1M

$2M

$6M

$10M

$17M

$24M

70

Successes Through Collaboration

Validated Savings

$6.3 M Validated savings for Universities from Jan 2010 – March 2015 on 6 categories of products and services

Efficiencies

260 Number of duplicate procurement processes avoided by universities

Collaborative Power $ 60M

Addressable Spend Under Management (Spend through OECM’s Marketplace from Dec 2009 – October 2015)

Education Sector – OECM Collaboration

71

FY 2015 October YTD

$0.0

$10.0

$20.0

$30.0

$40.0

$50.0

$60.0

$70.0

Broader PublicSector

College School Board University DevelopmentalServices

Municipality

Spend (Millions)

Spend (Millions)

Collaboration Delivers Value: Savings in Money, Time and Resources

$8.77M

$6.29M $28.11M

$2.42M

Colleges

Universities

School Boards

Other BPS

72

Education Sector Collaborative Spend - $500M* Validated Savings - $45.5 million **

Process Efficiencies - Over 1,700 Competitive Procurements Not Duplicated

* Forecasted spend 2010 to December 2015 by all Ontario education sectors (school boards, colleges and universities) ** 2010 to March 2015 Savings from 6/47 categories of products and services : Fine Copy Paper, Office Supplies, Custodial, Insurance Brokerage, Toner and Desktop. Savings validation for other categories in progress.

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