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?

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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

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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

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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

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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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