1 Programme Athena Nathan Elvery, Deputy Chief Executive – L.B. Croydon Programme Sponsor Tracie...
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Transcript of 1 Programme Athena Nathan Elvery, Deputy Chief Executive – L.B. Croydon Programme Sponsor Tracie...
1
Programme Athena
Nathan Elvery, Deputy Chief Executive – L.B. Croydon Programme Sponsor
Tracie Evans, Programme Sponsor – L.B. Barking & Dagenham Programme Sponsor
Rita Greenwood – Programme Director
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Purpose
About Athena
Approach on the projects in detail
Learning
2
About Athena Overall
3
Our Aim
“Programme Athena is about
creating shared solutions for
London public sector organisations
to gain the opportunity and ability
to deliver significant efficiencies
and service improvements for ICT-
enabled support service functions
such as Finance, Procurement and
HR.”
5
Why?
Savings
Cash savings, e.g. through reduced systems
Efficiency gains, e.g. through reduced procurement
Cost avoidance, e.g. by joint development and upgrades
Capacity building, e.g. by sharing processes
Performance improvement, e.g. by having best practice
Strengthening our resilience
Transforming our service offering
Providing a catalyst for partnering
Establishing a regional model
…………….doing something that makes sense
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Overall Athena outcomes:
Reduction in the number of systems and suppliers meaning reduced annual running costs and one-off costs
Solutions that are accessible to all London boroughs providing flexibility for the state of readiness
Boroughs enabled to share back office staff, so as to reduce costs, provide resilience and improve skills
London sharing back office systems in the same way as other organisations across the country
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Our Starting Position
Organisations have common suppliers and systems
4 suppliers providing 28 finance systems in London
4 suppliers providing 23 of the procurement systems in London
4 suppliers providing 29 of the payroll/HR systems in London
Procuring and managing systems and suppliers as individual
boroughs
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Significant cost variations
between boroughs
Our Starting Position – cont’d
Organisations are not fully utilising all the modules available to them
to service these core needs
Organisations are utilising the modules differently
Organisations are not getting the benefits and efficiencies from a
fully integrated solution
Organisations set processes around the systems which are not
consistently applied and which may or may not be efficient
Organisations are using different processes yet deliver exactly the
same services
ICT is one of the main barriers preventing organisations connecting
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Our Journey
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How we are making the journey
By radically reducing the existing systems and costs through
sharing so that boroughs are able to share back office functions
By increasing commonality of processes to reduce the number of
separate systems and the different ways of using these systems
The two key themes running through a number of work streams:
Enabling through commonality
Value through shared solutions
Cost of ownership and processes are seen as fundamental for
understanding the benefits
The History
Original concept
Launch
Initial reactions
Market involvement
How the approach changed
Resources in the past
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Where we are now
Three mobilised projects:
Oracle (6 boroughs, plus 10 possible)
SAP (2 boroughs)
Neutral (3 boroughs, plus 16 possible)
Other SAP and Oracle boroughs working together
Agresso and Cedar evaluating options and preparing business cases
Common metrics drafted
Cost of ownership on back office systems being gathered
Groups being created for Midland Trent and Northgate
Information on procurement systems being gathered and strategy
developed
Resourced Team
Programme Director (part time)
Programme Manager
Programme Support
Finance work stream
HR work stream
Procurement work stream
Cost of ownership, metrics and benefits
Communications (part time)
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Our Governance
Lead Chief Executive Programme Sponsors
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Mobilised Projects One Groups
Programme Delivery Group
Lead Chief Executive Capital Ambition Board
Heads of HR group Heads of ICT
Heads of Procurement Network Deputy CFOSs Network
SLT
CELC
Project Leads Professional leads
May
201
0
?
Individual authorities using:
houses platforms - standardise- consolidateThis includes:- processes- software modules used- software- contract arrangements- joint procurement- shared use
Groups create consolidated
Further consolidationEach group is working to:- simplify
- different processes
Local authorities have been grouped into key software
Programme Athena - The Journey
- different software for HR,
- different modules in each software
Finance, Procurement and service hubs
Journey to date
More information aboutthe projects being mobilised
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One Cedar
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One Cedar
Led by a Director of Finance
Boroughs involved:
Camden
Islington
Hackney
Senior Officer group overseeing and guiding
Project Manager
Supplier providing support and advice
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The journey being considered
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Can systems support & development teams be shared?
Can contracts be converged or there be joint procurement going
forward?
Can processes be agreed to help future sharing?
Can boroughs agree the configuration of a new solution based on
best practice across all three boroughs
Can the upgrade to e5.3 provide the opportunity?
Factors being considered
Is it Greenfield or Brownfield?
Is it multi-entity or multi-company?
Can it be scalable and how?
Are there quick wins?
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How it’s being undertaken
Workshops of various staff on: General ledger Accounts receivable Accounts Payable Business intelligence
Gathering core information e.g. interfaces, modules
Sharing “as is” and developing “to be” processes
Scoping the options and discussing the features
Gathering metrics
Agreeing Golden Rules
Identifying quick wins
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Challenges
Catalogues and Procurement Strategies
Differences organisationally
Where images are held
Assessing the implications
Different levels of benefits
Existing contractual arrangements
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Some of our Golden Rules
Where possible GL codes are not held in interfaces
There should be standard subjective and sub-nominal
listing with the same descriptors
The production of the returns should be produced from
E5 at the push of a button with 95% accuracy
Modules should have standard interface
The approval and coding should be at the point of initial
procurement
Coding should be auto-generated
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One Agresso
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One Agresso
Led by a Director of Finance
Boroughs involved: Ealing Hounslow Kingston Sutton Redbridge (withdrawn)
Operational group overseeing and guiding
Supplier involved
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Where we are
Outline business case drafted
This involved:
Gathering core information, e.g. interfaces, modules
Scoping the options and discussing the features
Gathering metrics
Supplier requested to provide alternative options and
models
Business case still not compelling
26
Challenges
Getting a reasonable return on investment
Unbundling hosting arrangements
Implementation costs
Understanding the implications
Different levels of benefits for each borough
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How we are moving forward
Approach is to look to align boroughs to reduce implications
Sharing “as is” and considering “to be” processes using
work of Cedar to maximise alignment
Consider systems support opportunities
Further work on hosting
Confirm Golden Rules
Continue with quick wins
DoFs discussing strategic direction
28
Information about the approach on mobilised projects
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One Oracle
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One Oracle
Project involving 6 boroughs:
Lambeth, Brent, Barking & Dagenham,
Croydon, Havering and Lewisham
Memorandum of understanding
Working together towards establishing a shared service for finance and procurement transactional processing and HR transactional processing services; all delivered using Oracle E-Business Suite Release 12
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Background
Driver was the need to upgrade to Release 12
Procurement has taken place and is now completed
Ten other London boroughs have been named along with Kent CC
on the OJEU, so as to have the option to access at a future point
Using the other boroughs as critical friends to assist as well as help
maintain engagement
Framework governance agreement developed for each stage
32
How we are undertaking it
Various work packages set out scope and concepts agreed by
Governance Board
Strong Leadership and Governance
Gathering core information e.g. interfaces, modules
Sharing “as is” and developing “to be” processes
Scoping the options and discussing the features
Gathering metrics
Agreeing principles
Identifying quick wins
33
Current Position
CapGemini awarded systems integrator and systems hosting
Mobilisation and implementation phases commenced
Licensing and support being finalised
Work packages continuing with boroughs leading different aspects
Assessing benefits achieved to date
34
One SAP
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One SAP
Project involving 2 boroughs:
Haringey and Waltham Forest
Memorandum of understanding
Working together towards establishing a shared service for finance and procurement transactional processing and HR transactional processing services; all delivered using Oracle E-Business Suite Release 12
36
Some of our guiding principles
Collaborate and work towards developing a common solution based
on best practices
Maximise use if functionality and sharing potential
Minimise workarounds the system
Maximise opportunity to innovate
Minimise transition effort and cost where possible
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How we are undertaking it
Procurement requesting options, which includes a single instance
Competitive dialogue
Developing a local government solution
SAP providing support
Reviewed “as is”
Focused on an outcomes perspective
Strong Leadership and Governance
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Current Position and Next Steps
Evaluation of the Invitation to Participate completed
Successful bidders to discuss and propose solutions through
competitive dialogue
Visits to reference sites
Evaluation of final proposed solutions
Award January 2013
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Neutral Managed Shared Service
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Tri-Borough Project
Procurement Project involving 3 boroughs:
Hammersmith & Fulham, Westminster
and Kensington & Chelsea
Number of other boroughs named on the OJEU
Scope includes HR, Finance, e-Sourcing, Business Intelligence and Property Asset Data Management across 4 lots
Framework via competitive dialogue
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Drivers
Supports the Tri-borough programme including front office change
Contracts expiring
Financial Savings
Benefits of a managed service
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How we are undertaking it
Various programme work streams and activities
Strong Leadership and Governance
Preparing the business for change
Can procure a set of managed services including software as a
service
Framework is for 4 years, enabling call-offs of up to 5 years, plus a
3-year extension possibility
Clear unit pricing with volume discounts
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Current Position and Next Steps
Competitive dialogue commencing
Other preparation work taking place within boroughs, including:
business changes
transition arrangements
client arrangements
Contract award December 2012
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Learning
45
Issues being faced
Investment in current systems
Understanding cost of ownership
Transition costs
Modules; legacy systems and interfaces
Existing or new; Tier 1 or Tier 2; multi-company or multi-entity
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Issues being faced (cont.)
Loss of identity and control
The need for compromise
Communications and engagement within the boroughs is important and must be promoted
Working across boroughs and through peer groups requires relationships and trust to be built
The slowest holding others up
An honest broker is a key role and needs to be considered as part of resourcing arrangements
Detail is required, however too much detail then means that the end is never in sight. Clear leadership is required to strike a balance.
Several flavours of vanilla best practise processes
Different interpretations when collating information
Procurement rules cause complexities along with differing views on the rules
Lack of consistency in the legal advice
The market does have something to contribute, and it is worth listening to suppliers
Convergence, and ensuring the ability to continue to do this, is fundamental
It is complicated
Strong governance is essential
48
Issues being faced (cont.)
Our advice when starting a project
Agree outcomes wanted and end vision
Gather information, including: Software versions and modules Services that are using the systems Related contract arrangements including end date, annual cost Interfaces in and out What environments exist How system is supported, maintained and hosted Costs against key areas Levels of investment and when Development plans, e.g. mobile working and upgrades Any critical paths, e.g. procurements or upgrades.
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Understand who is best to lead what
Agree some core metrics for performance aspects
Agree tactical strategy, including: Which boroughs are up for what; can support be shared now “As is” process workshop with aim to understand what each other
do; learn some quick wins that could happen (e.g. joint development) as well as devise some golden rules
Have “to be” process workshops Consider options and evaluate Complete the specification of what is wanted Understand boroughs gap analysis and implications Justification approach.
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Our advice when starting a project (cont.)
Finally, why the name “Athena”…
Goddess of Wisdom
A War Goddess focusing on strategy rather than bloodshed
Provided resources that delivered many things