Shirikiana Shared Services Master Plan 2011
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Transcript of Shirikiana Shared Services Master Plan 2011
Government of Kenya Shared Services
Master Plan Finalization
Panafric Hotel
Nairobi, Kenya
3rd May 2011
Accenture
• Consulting – Technology – Outsourcing
• 215,000 employees in 53 countries with clients in 120
countries
• $21.5 billion in revenue
• Clients include 94 of Global Fortune 100 and three-
quarters of the Global Fortune 500
• Business & Technology Consulting: Strategy, HR and
Talent Management, Supply Chain, Financial
Management
• Global leader in Shared Services strategy, design and
operations across Government and Private Sector
• Accenture Development Partnerships operates on a
non-profit basis for clients in the international
development sector
2
Each phase
contains key Shared Services activities Each activity has a summary,
a full text document, and links to relevant deliverables
Accenture and Accenture Development Partnerships
IT Shared Services – Agenda
Current State Assessment
Target State Recommendations
3
Shared Services Overview
IT Shared Services – Agenda
Current State Assessment
Target State Recommendations
4
Shared Services Overview
What is IT Shared Services?
IT Shared Services is the consolidation of IT support
functions from several departments or agencies into a
single, stand-alone organizational entity whose only
mission is to provide services as efficiently and effectively
as possible.
5
Project Overview
6
1. Formalize a Government of Kenya IT Shared Services strategy and blueprint for
Central and Local Government
2. Provide a high-level roadmap for transitioning identified IT function into a shared
services paradigm
3. Align the Shared Services strategy/blueprint and roadmap with other
Government-led technology initiatives
4. Prepare a detailed business plan for establishing a Shared Services Centre
5. Conduct Shared Services study visits for key stakeholders
High-Level Project Objectives
IT Shared Services – Agenda
Current State Assessment
Target State Recommendations
7
Shared Services Overview
Current State Assessment Overview
Met with over 250 people across Central and Local Government
Collected IT budget, spending, workforce, asset and project information from 42
Ministries and 4 entities
Assessed detailed application, data and infrastructure for 8 Ministries
Analyzed IT budget and workforce across 175 Local Authorities
Collected detailed IT spend, asset and project information from 22 Local Authorities
Held 10 workshops with ICT Heads and officials
Visited 22 Local Authorities
8
Our team worked closely with eGovernment and Kenya ICT Board from April –
August 2010 to assess the current state of the Government of Kenya’s IT spending,
workforce, technology, capabilities, priorities and key projects.
• Culture and Strategy – while technology is viewed as an important enabler of Kenya’s growth and
critical for the achievement of strategic goals, IT is still struggling to be a priority for many Ministries
• IT Investments – in comparison to spending in other Governments globally, the Govt of Kenya is
greatly under-invested in technology
• Budget Execution – where investments are reflected in IT budgets, a large gap exists between
budgets and actual spending for most Ministries
• People – comparatively low levels of IT staffing are exacerbated by a shortage of skilled resources
with tools needed to effectively execute projects
• Process – lack of standard processes across Ministries have lead to confusion, increased
inefficiencies and duplication
• Automation – few processes are fully automated, resulting in heavily manual process, increasing
user errors and longer times to complete
• Technology – outdated technology and incomplete systems are common across the few functions
that are automated
• Projects – most projects are siloed within Ministries and do not reach completion; few are launched
cross-Government, resulting in mis-aligned engagements with low success rates
9
Without investment and standardization, the Government of Kenya is not well-
prepared to support major technology-enabled Vision 2030 initiatives.
Key Findings
10
2009 2010 2011 2012 2013 2014 2015Project Ministry
Infr
astr
uctu
re
Tota
l: S
17.0
B
illio
n 8,482 million KESKENET – Capacity purchase for Universities
Government Data Center (GDC)
Government Common Core Network (GCCN)
Bandwidth to E-Government Network
All Other Infrastructure projects
Education
E-Government
E-Government
InfoComm
Various
Applic
ations
Tota
l: S
14.8
B
illio
n
Kenya Government Email – Lotus Notes
Education Management Information System (EMIS)
Integrated Financial Management Information System
(IFMIS)
Integrated Personnel & Payroll Database (IPPD)
All Other Application Initiatives: Develop database
management and ministry-specific processes
E-Government
Education
Finance
Public Service
Various
2,800 million (continuous) KES
2,100 million KES
4,000 million KES
Dig
italiz
ation
Tota
l: S
X
Bill
ion
National Lands Information Management System
High Court Registry- digitization & Application
Digitization of Company Registry Files
Lands
Judiciary
State Law 170 million KES (in progress)
TBD (in progress)
1,010 million KES
1,000 million KES
3,486 million KES
675 million KES
9,898 million KES
1,000 million KES
1,245 million KES
80+ technology-enabled projects worth over 35 billion KES are in progress or are
planned for delivery across 39 Ministries.
10
Current State Findings – IT Enabled Projects
11
Higher levels of spending on hardware, reflecting the relatively lower cost of labor
and greater opportunities for non-labor savings.
IT spending is significantly lower
for internal staffing than the
average. Kenya’s average IT
worker salary is relatively low
compared to other governments.
Lower software spend reflects the
dominance of manual processes
within Kenya’s Ministries
Hardware spent is much higher
compared to average, reflecting the
Government’s traditional focus on
client computing peripherals and
data centers.
Excluded Ministries Total: 9 Cooperative, PSCK,OPM,DPM, Trade, Industrialisation, Education, Local Government, Provincial Admin,
11
Source: Government of Kenya IT Data Collection, June 2010 and Accenture analysis, and Gartner IT Metrics
68.5%
20.0%
18.0%
18.4%
40.0%
38.0%
12.6%
19.0%
22.0%
2.0%
3.0%
19.0%
18.0%
0.1% 0.4%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Kenya Government %IT Spending by
Component
*Gartner: Gov't IT Spending by
Component
*Gartner: Overall IT Spending by
Component
Hardware Personel Software Other Outsourcing
Current State Findings – IT Spend by Component
IT capabilities across the Ministry ICT organizations are fairly limited, reflecting
minimal investments in standard, repeatable processes.
Capabilities Description Maturity Rating Current Rating Target Rating*
Strategic IT Alignment
How business strategies are translated into IT investment and operating plans. How IT impacts enterprise performance and is measured
↑ Process in place for E-Government to define the strategy.
↓ Defined Strategy and Enterprise Architecture not realised
• Need consistent, methodological approach to building the strategy. This will gain support to build IT across Government.
IT Governance
How IT decisions are made, sponsored, enforced and how overall IT performance and IT investment outcomes are tracked
↑ Some standards are in place
↓ Limited portfolio mgt. Poor budget control.
↓ No overall framework
• Require structured, documented portfolio mgmt
• Need clear and unambiguous roles & responsibilities
Architecture Management
How the strategic execution IT architecture framework is created and “lived”
↑ Network Infrastructure architecture documented
↓ Limited Application & Dev.
• Need standardised, repeatable and proactive management of architecture
The ratings indicate the relative maturity of execution within the specific
domain. It is not necessarily desirable for a company to be at best practice
level in all areas.
None
Initial
Repeatable
Defined
Managed
Optimising
Current rating
Target rating*
* Target rating is based on estimated desired position with respects to ambition to implement an IT Shared Service and the size of the Client’s IT org.
•** Current Rating rationale is based upon interviews with Heads of ICT and Data Collection process.
12
Current State Findings – Process & Organization Maturity
13
IT capabilities across the Ministry ICT organizations are fairly limited, reflecting
minimal investments in standard, repeatable processes.
Capabilities Description Maturity Rating Current Rating Target Rating*
Solutions DeliveryHow systems are built and moved into live service
↑ Custom solutions have been built in the past, and good leveraging of package solutions.
↓ Lack processes/frameworks
• Need ability to consistently deliver common initiatives with multiple stakeholders
Service Management & Operations
How day-to-day operational service is planned, delivered and measured
↑ Some key applications have dedicated departments
↓ Lack methodology to cope with existing demand in a streamlined manner.
• Need defined approach to defining, delivering and maintaining IT services/SLAs
Workforce & Resource Management
How HR, knowledge and financial resources are managed and support services are delivered.
↑ Support from Leadership
↓ Limited capacity is a risk
↓ Skilled retainable workforce is a challenge
• Need for incentive structures to drive desired behaviour
• Need to secure capacity of skilled & motivated workforce
The ratings indicate the relative maturity of execution within the specific
domain. It is not necessarily desirable for a company to be at best practice
level in all areas.
None
Initial
Repeatable
Defined
Managed
Optimising
Current rating
Target rating*
* Target rating is based on estimated desired position with respects to ambition to implement an IT Shared Service and the size of the Client’s IT org.
•** Current Rating rationale is based upon interviews with Heads of ICT and Data Collection process.
13
Current State Findings – Process & Organization Maturity
14
Customer Self-Service
Citizen-Centric Government Functions
Operational
Enabling and Foundational
Ministry
Websites
Citizen
Self-Service
Business Self-
Service
Citizen
Engagement
Govt Employee
Self-Service
Health &
Welfare
Public Safety &
Security
Education &
Learning
Revenue &
CustomsPublic Works
Human
Services
ProcurementHR, Workforce
& Payroll
Finance &
AccountingIT & Telecomm Other
Customer
Service
Information &
Data Mgmt
Infrastructure
Mgmt
Document,
Content
& Workflow
End User ToolsEmail &
Collaboration
Disaster
Recovery
42
215
1
53
4
Government of Kenya Application Landscape
2
2
2
1
Not automatedSome level of
automationFully automated
While there is not a lot of duplication across applications, very few Government core
business functions are automated.
Number of applications
Current State Findings – Process & Applications
Even if all of the IT-enabled Projects were completed, accessing a citizen’s data
would still be complicated, reflecting the need for a common architecture.
15
Database
Name: John Doe
Date of Birth:
07/12/1980
Personal ID: 23909871
Finance
E-
Government
Immigration
Judiciary
State Law
InfrastructureApplicationsDigitalization
IT Enabled Initiatives (Examples)
Name: Kamau Nzioki
Date of Birth: 07/12/1980
Personal ID: 23909871
Information:
Vehicle Registration
Passport/Visa
Tax Records
Criminal Records
... …
Database
>Vehicle Reg
Database
>Passport/Visa
Database
>Tax Records
Database
>Criminal Records
…
Current State Findings – Data Management
IT Shared Services – Agenda
Current State Assessment
Target State Recommendations
16
Shared Services Overview
Key Recommendations
1. Shared services centre – implement a single organisation that will be responsible for handling non core
ministry functions ranging from Technology, Processes and People. Leverage Government ICT
organizations particularly the Kenya ICT Board to deliver IT-enabled projects
2. IT investments – refocus the IT spending to balance future IT investments with greater focus on process
automation. Introduce global governance and prioritization over all IT investments
3. Standardization – implement Government wide approach of working across core IT processes
4. Ownership – assign owners and define decision rights across global IT processes and capabilities
5. IT projects execution – implement a consistent and predictable methodology of executing IT projects to
completion within time and budget
6. Human capital – identify and recruit resources with relevant industry skills. Develop a comprehensive
training curriculum to continuously keep resources up to date. Create a rewards and retention program to
ensure skills retention and organisational continuity
7. Initiative alignment – take advantage of ongoing foundational initiatives (NOFBI, EMAX, Govt Data
Centre) to expedite shared services realization in Central, County and Local Governments. Use the
existing opportunity to analyze and define a roadmap to streamline the ICT projects that are underway
8. Financial management system implementation – kick-start the Finance implementation project as
flagship for Shared Services application
17
An opportunity of embarking on a transformation journey through Shared
Services Centre exists today
Government of Kenya Shared Services Framework
The Kenya Shared Services Framework defines the major elements of shared services within
Government and its operation through the Shared Services Centre.
Governance: Who will own and
control Shared Services and to
whom will the SSC be
accountable?
Service & Operating Model:
How will people, processes, and
technology interact to support the
organisation’s strategy? Which IT
services will be offered by the
SSC?
Service Level Management:
How contractually will the SSC
engage with Ministries based on
agreed services set of services?
Sourcing: How will services be
delivered and managed based on
the nature of services?
Chargeback: How will the SSC
cover costs incurred when
providing service to its customers
in a fair and transparent manner?
Technology : What technology is
going to support the service
provision of the SSC ranging from
application architecture, technical
architecture and data
management?
Performance Management:
How does the SSC measure its
performance against
commitments made to customers
e.g. Performance Reports&
Balance Scorecards?
Organization : How will the SSC
be organized to fulfill the defined
services and processes?
18
The IT Shared Service Operating Model defines the interaction between people, process and
entities involved in IT service delivery
Operating Model – Overview
19
SSC Government
Relationship Management
SSC Services
• Programme & Project Management
• Application Development
• Application Maintenance & Support
• Infrastructure & Security
Government Retained IT
Services:• Enterprise Architecture
• IT Strategy & Planning
• Ministry Specific Architecture
• Requirement Gathering
• Ministry Specific Application
Solution Development
SSC Support Function Resource Mngt, Contract Mngt, Performance Mngt,
Vendor Mngt, Quality Control, Risk & Compliance
SSC EnablersService Level Management, Chargeback Management,
Service Performance and Reporting
Government IT
Shared Service Centre
Data Centre
ICT Marketing &
Communication
Vendors
Kenya Government
4. Vendor Management
Interaction with SSC:1. Strategic Direction & Planning
and Engagement
2. Implementation, Maintenance and
Projects
3. IT Support to Ministries
4. Engagement with Suppliers and
Contractors
SSC Government Relationship Management
Central Government
1. G
RM
3. H
elp
De
sk
2. S
SC
Se
rvic
es
Local Government Government Parastatals
Project Delivery
Capacity
Project Delivery Capacity• Project Management Capacity for the
delivery of the Shared Services
Project
19
Government Business Processes
20
SSC Operating
Model
The IT Shared Services Centre organization will deliver key functions to enable the
effective delivery of IT services to the Government
IT Service Model – Target
State
Organization Design – Functions
Shared Services as enabler for Citizen Focused Services
IT Shared Services will enable the Government to provide excellence in citizen
focused services, by being the foundation of IT in Kenyan Government.
Scenario 1: Complete user control to access Government services
Public Government Employees Quasi Government
Sign In &
Request Service
Sign In &
Request Service
Sign In &
Request Service
Government Portal – Single View of the Kenyan Government for all users
Citizens will be able to access Ministry
Websites, apply for passports, driving
licences all online.
Employees will be able to access
Operational Applications (ERP) and have
a single version of the data at any time.
Quasi Government will be able to access
Operational Applications and retrieve
reports as per specific requirements.
21
IT Shared Services will enable the Government to provide excellence in citizen
focused services, by being the foundation of IT in Kenyan Government.
Scenario 2: Potential Improvements to application processes (e.g. Birth Certificate)
Current State Target State
1 Citizen travels to Nairobi to make an Application
(e.g. for a Birth Certificate)
2 Citizen queues for an application form in the
Ministry.
Citizen returns home to fill in the Application. 3
4 Citizen travels to Nairobi to submit the Application
by paper.
5 Ministry processes the application and may request
by letter further information from the Citizen.
6 Citizen travels to Nairobi to receive final documents. For
Birth Certificates this has been known to take 2 years.
7 Citizen receives final documents
1 Citizen accesses Government Portal for
Application.
2 Citizen completes application online.
3
4 Online processing speeds up the end to end
lifecycle of applications.
5 Citizen downloads final documents securely and
officially from Government Portal.
Ministry processes the application and may request
further information from the Citizen by email.
22
Shared Services as enabler for Citizen Focused Services
Kenya IT Shared Services in a Cloud
Local Government
Quasi
Government
organisations
IT Shared Services
Cloud
Provide content,
utilise services
Infrastructure
Services
Citizen
Services (e.g.
Web, Lands,
Immigration)
Ministry
Functions
(HR, Finance,
Procurement)
Application
Interoperability
Public Access
(home, internet
kiosk, PDA)
Disaster Recovery Site
To deliver Technology seamlessly across Government, an IT Shared Services Cloud
will allow common services to be provided effectively, efficiently and in real-time.
Central Government
23
© 2010 Accenture - Proprietary and Confidential24
The primary responsibilities of the Regional Hubs are:
1. Direct End User Service Delivery
Provide IT Support
Provide IT Training
Manage Customer Relationships
2. Enable better Technology Service Delivery
Faster access to network-enabled applications
Backup and Disaster Recovery
Regional Hubs are not IT Shared Service Centres.
Regional Hubs exist to extend IT SSC services on a
personal basis through face-to-face IT support, training
facilities, and regional relationship management. In
addition, they act as mini data centres with the
appropriate infrastructure in place to facilitate faster and
redundant access to technology applications.
Operating Model – Regional Hubs
A single IT SSC with Regional Hubs enable Local Government IT SSC to extend end
user services and enhance technology service delivery physically.
IT Shared Services Evolution - Centre, Tech, Citizens
Shared Services Capabilities
• Implement Operational and
Governance model
• Develop standards
• Implement asset and vendor mgmt
End User Computing
• Implement Portal Phase I
• Begin global desktop, email and
active directory
Foundational IT
• Develop data management strategy
Operational Applications
• Implement Financial Management
Shared Services Capabilities
• Roll-out service management
End User Computing
• Complete global desktop, email and
active directory
• Implement Portal Phase II
Operational Applications
• Build content management
• Implement operational cross ministry
applications
Foundational IT
• Implement global business
intelligence
End User Computing
• Roll out of desktop management for
all non-central government
employees
• Assessment and implementation of
of a citizen facing CRM/portal
application
• Assess mobile phone technologies
for citizens and government
employees
• Assess visual collaboration options
across government
Phase 1 – Creation of an operational
IT Shared Services CenterPhase 2 – Roll out of enabling
technologies
• Year 1-2 • Year 3-4 • Year 4+
Operational
Strategic
Partner
Phase 3 – Increase impact to citizens
Phase 1 of Organizational Design Phase 2 of Organizational Design Phase 3 of Organizational Design
IT in the Kenyan Government will evolve from primarily supporting client computing
to being a strategic enabler of Government functions.
Visual
Collaboration
FY2011 FY2012 FY2013 FY2014 FY2015+
En
d U
se
r S
erv
ice
sA
pp
lic
ati
on
sA
rch
ite
ctu
reC
ap
ab
ilit
ies
Email Phase I Email AD Phase II
Mobile Enabled Services
Desktop Management
Phase I
Desktop Management
Phase II
Desktop Management
Phase III
Help Desk
End User Tools
Portal Phase I Portal Phase II Portal Phase III
SMS Enquiry & Mobile Payment
Operational Application
Assessment
Financial Management System
Human Resources / Payroll SystemProcurement System
Document / Content
Management SystemLocal Authority / Ministry
Application Growth
LA / Ministry Application Re-
engineering & Migration
Citizen CRM Assessment
Infrastructure Management
Technology / Application
Architecture
Network Advancement
Disaster Recovery / Business
Continuity
Global Data
Management
Business Intelligence
Service Management
Operating Model
Governance Model
Asset / Contract Analysis
Enterprise Architecture &
Info Structure Schema
Staffing, Recruiting and Capacity Building
Training
Govt. Relationship Mgmt.
Asset Management
Global Security
App. Dev. / App. Support
Project Management
Local Government Specific Initiatives
Citizen CRM Implementation
Telecom (VoIP)
Document Conversion / Scanning
Smartphone Applications
Central Government Specific Initiatives
Central and Local Govt Shared Services Roadmap
IT Shared Services Centre will increase the number and quality of services. Visibility
of IT spend while delivering current services and projects at lower cost.
27
Operational IT
IT Projects
Operational
IT
IT Projects
“As is” cost
and impactImpact updates
• Very little spend on Applications or Project Management
• Redundant and overlapping projects across ministries
• Siloed processes for acquiring hardware and software licenses
• Individual data centres for each ministry
• Consider consolidated procurement process for hardware and software
• Removal of extraneous data centres
• Standardized Desktop Offering
• Increase in applications to streamline business processes
• Improved quality and services offered
• Increase quality and visibilityof IT spend
Current cost impact
“To be” cost
structure
New IT
Services
• Increase in capabilities and operational applications available to ministries
• Increased support services and standardization of services
Increasing Number and Quality of Services
Shared Services Benefits Overview
Centres of excellence allow for
the development of specialized
skills which can be leveraged
across the organization
Consolidated functions and
processes eliminate
redundancies and minimize
the cost of transaction
processing activities
A shared services utility acts as
an organizational infrastructure to
ease reorganization of operating
departments
Standardized practices and
compatible data provide a
common language and feel to
diverse operating units and
facilitate analytical decision-
making
A focused, specialized,
service-oriented support unit
ensures that operating
department needs and issues
are addressed in a timely
mannerResponsiveness
Economy of
Skill
Economy of
Scale
Flexibility
Standardization
Shared
Services
Benefits
28
Government Shared Services will deliver many benefits, including
responsiveness, maximize use of resources, standardization and flexibility.