Danish Governmental Centre for Financial Shared Services (Økonomiservicenteret, ØSC)

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Laura Søndergaard
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1 Danish Governmental Centre for Financial Shared Services (Økonomiservicenteret, ØSC) Agenda 1. Short overview of ØSC 2. Background and business case 3. The implementation 4. Status, Where are we now 5. Lessons learnt 6. Challenges

Short overview of ØSC 2. Background and business case 3.

2 1. The Agency for Governmental Management Vision: Denmark must have one of the most effective public sector administrations in Europe Mission: The Danish Agency for Governmental Management supports and develops efficiency and good financial management within the area of public administration. Focus on creating value by increasing effectiveness through innovation 1. The Agency for Governmental Management Main activities: Preparation of the Danish central government s budget and fiscal accounts, and the administration and development of the rules governing the financial management Development, specification and implementation of the Danish Ministry of Finance s initiatives aimed at increasing the efficiency of administrative processes with special reference to financial management and accounting, including central procurement programme and wireless infrastructure-project Operation and development of financial management, ERP and salary system Implementation of cross-governmental digitalisation projects Administration of different schemes for government loans, guarantees and payments A shared service centre which manages tasks within payroll, finance & accounts and travel expense administration

The Agency for Governmental Management Main activities: Preparation of the Danish central government s budget and fiscal accounts, and the administration and development of the rules governing the

3 1. The Agency for Governmental Management 1. Governmental Centre for Financial Shared Services - Organisational structure Vicedirektør Sune Stausholm Servicemanagement (SMD) Jeppe Juul Andersen Per Helmer Roos Klaus Andresen Paul Martin Olsen Ole Ejlskov Jensen Hans Jølver Larsen Torben Nejlund Lønservice 1 Lønservice 2 Regnskabsservice 1 Regnskabsservice 2 Regnskabsservice 3 Regnskabsservice 4 Lønteam 1 Lone Steenstrup loen1@oes.dk Lønteam 5 Merete A Meyer loen5@oes.dk Regnskabsteam 1 Irene K Petersen regn1@oes.dk Regnskabsteam 4 Bolette Steiness regn4@oes.dk Regnskabsteam 7 NN regn7@oes.dk Regnskabsteam 10 Finn Vivet regn10@oes.dk Lønteam 2 Peter Kronow loen2@oes.dk Lønteam 6 Pia Meyer Nielsen loen6@oes.dk Regnskabsteam 2 Jens Korre Andersen regn2@oes.dk Regnskabsteam 5 Christian Petersen regn5@oes.dk Regnskabsteam 8 Eyd T Mortensen regn8@oes.dk Regnskabsteam 11 Signe W Bonde regn11@oes.dk Lønteam 3 Victor Tregallo loen3@oes.dk Lønteam 7 Christina Boserup loen7@oes.dk Regnskabsteam 3 Peter Gallmayer regn3@oes.dk Regnskabsteam 6 Irene Witthøft regn6@oes.dk Regnskabsteam 9 Ellen Ninna Hansen regn9@oes.dk Lønteam 4 NN loen4@oes.dk

Ole Ejlskov Jensen Hans Jølver Larsen Torben Nejlund Lønservice 1 Lønservice 2 Regnskabsservice 1 Regnskabsservice 2 Regnskabsservice 3 Regnskabsservice 4 Lønteam 1 Lone Steenstrup loen1@oes.

4 1. Governmental Centre for Financial Shared Services We provide services in 3 main areas: Payroll - Payroll processing - Time and attendance - Reimbursements - Salary control Finance and accounts - Accounts receivable incl. invoicing - Fixed assets - Accounts payable - Closing of books - General Accounting - Bank 1. Governmental Centre for Financial Shared Services Travel and expense - Travel and expense reimbursements In total 104 work processes (level 3) Level of centralization Payroll Finance Travel

invoicing - Fixed assets - Accounts payable - Closing of books - General Accounting - Bank 1.

5 2. Background and businesscase Challenge I: Increasing expectations to the public sector Challenge II: Recruiting employees ind the public sector 2. Businesscase The Danish state had i 2008 app administrative employees. Supporting app The total cost where app. 2,8 mia. Dkr. Experience shows that sizes has significant influence on productivity All institutions where ranked (productivity), and ØSC has to reach a benchmark on the level of the 3. best ministry and 10. best institution. ØSC constitute a reduction in cost of 41 pct. ØSC has to have unified IT solution for all costumers

Experience shows that sizes has significant influence on productivity All institutions where ranked (productivity), and ØSC has to reach a benchmark

6 3. Implementation Implementation - Phased implementation over a 2-year period - Implementation carried out in 5 phases Unified IT solutions are implemented mostly after implementation of ØSC: - Unified Accounting system (Navision) - New invoice system (indfak) - New travel system (RejsUd) - New userinterface to the payrool system (HRløn) - Internal systems 3. Implementation Fase 1: Start Fase 2: Design and test Fase 3: Implementation Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q Pilot 1. phase 2. phase 3. phase 4. phase Pilot 1. Phase 2. Phase 3. Phase 4. Phase Finansmin. Miljømin. Integrationsmin. Velfærdsmin. Sundhedsmin. Økonomi- og Erhvervsmin. Klima- og Energimin. Kirkemin. Videnskabsmin. Undervisningsmin. Fødevaremin. Kulturmin. Kulturmin. Beskæftigelsesmin. Skattemin. Transportmin. Udenrigsmin. Statsmin. Justitsmin. Forsvarsmin. Klima- og Energimin. Kirkemin.

Implementation Fase 1: Start Fase 2: Design and test Fase 3: Implementation Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 2008 2009 2010 Pilot 1. phase 2. phase 3. phase 4. phase Pilot 1. Phase 2. Phase 3. Phase 4.

7 Start Rekvirent Konstatering af manglende leverandør 1 M Indkøber Søgning efter leverandør 2 M/A Udenlandsk leverandør? Nej Portal Ja Workflowsystem Rekvirent Indhent dokumentation på leverandørdata 3 M / A ASC Oprettelse og ajourføring af kreditorstamdata 4 M/A CVR register Navision Stat Version 4.0 Senest opdateret Af AJS Portal Workflowsystem ASC Overførsel af stamdata til workflowsystem 5 A Navision Stat Rolle Beskrivelse Kontrol af kontrol aktivitet Ref. M / A Rolle Beskrivelse af aktivitet Aktivitet Ref. M / A CVR ASC Data vask 6 M / A Navision Stat Dokument, skabelon til Dokument/ indrapportering mv. skabelon System System Beslutning Beslutning Start/slut Start/slut af proces Workflowsystem ASC Systemopdatering 7 A Navision Stat Link til Link andre processer Link til ny side Slut ØS Institution Gap fit møder Hvordan passer institutionens opgaver med de generelle opgavesnit for ØSC? Udarbejdelse af handlingsplan Hvordan skal institutionens arbejdsgange tilpasses for at passe til standardprocesserne? Udarbejdelse af tidsplan Hvad er tidsplanen for implementeringen af handlingsplanen? a1 3. Dokumentation 1. Main services in ØSC Område Opgaver Proces Finansiel planlægning Udarb interne budgetter Controlling Udarb. Ledelsesinfo/ rapporter Økonomi Regnskab Administerer kreditor Administrerer debitor Udarbejd perioderegnskab Administrer kasse og likviditet Administer anlæg Foretag regnskabsmæssig registering af tilskud Opret og vedligehold registreringsramme NS Rejseafregning Behandl rejseafregning Lønudbetaling og korrektioner Tiltrædelse Fratrædelse Variable ydelser Stamdata ændringer Lønkontrol Ferie og fravær Ferie & særlige fridage Løn Sygdomsrefusion Barselsrefusion Det sociale kapitel Refusion Løncontrolling Ind og udlån Beskæftigelsesrefusion Refusionsindbetaling Lønrapportering Lønbudgettering Dataoverførsel Kundesupport Beholdningsafstemning Merarbejdsforpligtigelse Håndter henvendelser Information og vejledning Tværgående Rettighedsadministration Administrer bemyndigelser og brugere Systemvedligeholdelse og udvikling Vedligehold systemer Systemudvikling 3. Worksplit Område: 1 Økonomi Opgave: 1.4 Regnskab Proces: Administrer kreditorer Aktivitet: Registrering af kreditorstamdata 2. Worksplit 4. Actionspoint

0 Senest opdateret 130508 Af AJS Portal Workflowsystem ASC Overførsel af stamdata til workflowsystem 5 A Navision Stat Rolle Beskrivelse Kontrol af kontrol aktivitet Ref.

8 Dia 14 a1 Lone foreslår at denne slettes are; Employees satisfactions, across 4 phases

9 4. Governmental Centre for Financial Shared Services Number of employees in ØSC: Currently 352 Employees are from 44 different institutions Number of customers: Currently 159 across 18 different ministries going up to 171 customers across 19 ministries Number of employees supported (payroll): Currently going up to by June 2010

Currently 159 across 18 different ministries going up to 171 customers across 19

10 4. status Major inititives: Keeping every day business Strategy proces and high perfermance teams Standadization of workprocesses Data on production 4. ØSC s strategy

11 4. BPM Governmental Centre for Financial Shared Services Project Service Level and Productivity Measurement Objective - Develop a concept for performance and SLA measurement in SSC - Create a data warehouse to enable benchmarking across teams Current status - Payroll: Initial productivity indicators developed - F&A: Initial productivity indicators to be ready by mid February - SLA: SLA scheme under review Challenges - Ensure system support for KPI & SLA Timeline - Project to be completed by October 2010

Current status - Payroll: Initial productivity indicators developed - F&A: Initial productivity indicators to be ready by mid

12 4. Project Service Level and Productivity Measurement Antal lønhændelser i forhold til korr. årsværk Lønhænd. ift. korr. årsværk Gns. antal lønhænd. ift. korr. årsværk Lessons learnt It is all about humans: Information, values, culture: Talk, meet and then talk and meet again. Changing workprocessestakes time More focus on the internal workprocesses and worksystem Keep expectations down Separate questions on budget cut from implementation

Lessons learnt It is all about humans: Information, values, culture: Talk, meet and then talk and meet again.

13 6. Challenges Reaching expectations Standardization: Input, internal processes, output Reaching benchmark level, 41 pct. lower then before ØSC Implementation of new IT-systems: Maintaining business Expanding scope

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