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Centra Sdílených Služeb Ve Veřejné Správě Centra sdílených služeb ve veřejné správě 9.2.2012 VŠE, Praha Richard Páleník, Partner © 2012 IBM Corporation Průzkum IBM v oblasti veřejného sektoru Výzvy veřejného sektoru - Průzkum Global CEO (600+ klíčových představitelů veřejného sektoru) Inovace s cílem zvýšit produktivitu Integrace agendy a procesů s podpůrnými technologiemi Transformace organizační struktury a workflow Spolupráce a partnerství Rozvoj nových modelů poskytování služeb Propojení jednotlivých orgánů veřejné správy Podstatně redukovat náklady (snížení počtu lidí, atp.) a výdaje (snížit spotřebu, nákupní ceny) na provoz Metodika GSS (Government Shared Services), vyvinutá společností IBM je zaměřena na návrh a realizaci center sdílených služeb ve veřejném sektoru. 2 © 2012 IBM Corporation Koncepce Centra sdílených služeb (CSS) Současný trend: organizace hledají nové způsoby snížení nákladů u řady podnikových procesů a zvýšení efektivnosti organizace. Důvodem jsou především vysoké operativní náklady, nekonzistentní úroveň služeb, případně vykonávání duplicitních činností v organizaci................................................................................ Sdílené služby jsou výsledkem seskupení podpůrných Koncepce CSS je procesů a nestrategických aktivit napříč celou organizací aplikována pro vytváření do samostatné organizační jednotky s cílem dosáhnout: Center sdílených služeb ve veřejné správě Transformace a Inovace provozního modelu a systému řízení Standardizace obchodních procesů a technologií s cílem snížení provozních nákladů napříč veřejným sektorem Optimalizace investic Vyšší efektivita a kvalita poskytovaných služeb 3 © 2012 IBM Corporation Rozsah a modely CSS v oblasti veřejné správy Rozsah Organizační rozsah Procesní nebo funkční rozsah . Napříč odbory . Podpůrné funkce: . Ministerstvo . HR, IT, Finance, Nákup, Správa majetku, . Napříč ministerstvy Tisk, Design . Celý veřejný sektor . Veřejné služby: . Výběr daní, Sociální služby, Služby občanům Modely Provozní modely Ekonomické modely . Interní . Cena za dodávku . Joint venture . Cena za službu . Outsourcing . Sdílení rizik a úspor 4 © 2012 IBM Corporation Benefity sdílených služeb . Snižování provozních nákladů: o optimalizace procesů Úspora o úspory z rozsahu nákladů o sdílení investic a dovedností . Standardní platforma pro provoz a údržby systému . Zvyšování kvality služeb pomocí SLA Vysoká . Poskytování služeb zaměřených na občana . Integrace podpůrných technologií s obchodními úroveň služeb požadavky Sdílené služby . Průběžná optimalizace 20% - 60% Efektivita . End to end podpora procesů a zvyšování Standardizace kvality dat 15% - 20% provozu . Efektivnější kontrolní činnost . Možnost škálovatelnosti služby Zjednodušení 5%-15% . Možnost kariérního postupu . Definován plán odměn Spokojenost . Moderní pracovní prostředí zaměstnanců . Pružné rozhodování Stupeň náročnosti 5 © 2012 IBM Corporation Metodologie IBM pro návrh a realizaci CSS Služby IBM pro CSS ve veřejné správě Poskytování poradenských Návrh služeb Poskytování služeb Řízení provozu služeb Metodologie IBM Tvorba Definice Návrh technického Provoz a Zhodnocení cílového provozního Přechod služeb a provozního optimalizace stavu modelu prostředí Zhodnocení Definování Detailní návrh Vytvoření Plánování Provoz, možností využití cílového stavu všech aspektů a otestování a řízení stabilizace Centra provozního Centra technického přechodu změny sdílených modelu CSS, sdílených řešení služeb do a implementace služeb, detailní sběr dat služeb – lidé, (infrastruktura, Centra sdílených identifikovaných doporučení a tvorba procesy, software služeb. Úspěšná zlepšení. odpovídajícího detailního technologie, a technologie). implementace Přechod provozního business case. kultura, provoz, Vytvoření a stabilizace do standardního, modelu a tvorba řízení služeb, provozního provozních dlouhodobého počátečního řízení řešení díky činností CSS provozu CSS. kvalifikovaného výkonnosti – přípravě cílového včetně řízení Pokračující odhadu nákladů a plánování prostředí dopadu optimalizace a přínosů. implementace a nastavení na uživatele provozních Centra provozních a do stávajících činností a přechod činností CSS organizací. a realizace do provozního pro migraci obchodních režimu. prvních služeb. přínosů. 6 © 2012 IBM Corporation Možnosti přechodu ke sdíleným službám Volba způsobu přechodu na sdílené služby je určena po vyhodnocení rizik a přínosů v různých dimenzích - systémy, procesy, lidé, organizační struktury atd. Celý veřejný Cesta C Cíl sektor Rozsah/ Zaměření B Napříč (úspory z rozsahu, ministerstvy E přemístění, definice Cesta služeb) Cesta Ministerstvo Současný stav Cesta D Neexistující Definovaný Optimalizovaný Implementace procesů a systémů (Optimalizace procesů) 7 © 2012 IBM Corporation Klíčové komponenty CSS Cílový řídící model představuje rámec, ve kterém jsou jasně definovány priority pro transformaci organizace a podpůrných technologií. Zahrnuje: . Rozsah sdílených služeb Definuje jaké služby jsou realizovány a kým (Interně, partneři apod.) Provozní model sdílených služeb Lokalizace služeb Rozsah sdílených služeb Procesy Unstaffed Staffed Mobile Agent/Broker Direct Contact ATM Internet Devices Kiosk Mail Email Fax Future /3rd party Sales Force Branch Centre IBM’s Wealth Management process model provides a framework for Organisation Other Group Units External Sales Servicing Service Routing Service Interface Rel’shipOver- Sales Servicing Case & Except. identifying at which level of the organisation processes are carried out Europe & Tr. sight & Mgmt Hdlg Sales/Service Cust. Sales/ Case & Except. Key A/c serv. Service Routing Cust. Sales/ Europe Admin Serv. Planning Hdlg planning & Tr. Service Interface Serv. Planning •Netherlands 1 - Create & Manage 1.1 Define Business Concepts & 1.2 Develop Wealth Management 1.3 Develop Vision & Strategy 1.4 Monitor External 1.5 Monitor, Control & Adjust Service Service Sales & Sales •Netherlands & Sales Sales/Service Business Strategy Organisational Strategy Business Plans •France Admin (Goals & Objectives) Environment (Goals, Plans & Performance) •France 2 -Acquire and Manage 2.1 Raise Funds 2.3 Manage Asset Liability Management 2.4 Manage ALM Risk . Lokalizace služeb Marketing & Product Dev. Channel Dev & Product Ops Campaign 2.2 Manage Liquidity •Germany Campaign Mgmt Deal Structuring Deal Structuring Funds and Treasury Brand Mgmt & Deployment Oversight Planning & Mgt Execution . Procesy - popisují procesy, •Germany XXX •Italy Mktg & Brand Product Channel Product Serv. Channel Strategy Directory Operations Planning & Mgt Operations 4 - Establish and Develop •Italy 3 -Manage Markets Customer Relationship 5 - Service Customer Relationship 6.Product and Service Processing Offering Offering In-house Marketing Product Mgmt Channel Mgmt Ops Oversight Americas Transaction 3rd Party Account Document 4.1 Identify Prospect 5.1 Manage Customer Invoked Comm 6.1 Activate product/service 6.14 Handle Claim DDA/TDA Capture Authorizations Collateral Product Services Billing & Management Market 3.1 Analyse and Prioritise Markets Americas Accounting Services Handling Processing Oversight Payments & Archive Information 3.2 Develop Proposition 4.2 Register Prospect 5.2 Manage Company Driven Comm 6.2 Provide Account/Product 6.15 Administer Customer Card-specific Merchant 4.3 Establish and Maintain •Miami Lending Transaction Application & Collections Trade finance Processing Operations Inventory Fraud/AML Rewards 3.3 Manage Propositions 5.3 Define/Agree Customer Financial Maintenance Documentation, Security, •Miami Accounting Consolidation Request & Recovery specific Management Detection Administration Customer Profile Processing processing XYZ 3.4 Manage Branding Plan 6.3 Provide brokerage/trade services Collateral & Custody •Brazil 4.4 Manage campaigns 5.4 Determine Options 6.4 Provide Portfolio Maintenance 6.16 Generate Customer •Brazil Billing & Inter-bank Credit Cash Customer Cheque 3.5 Create and Manage Channel Account Treasury & Custody & other Accounting & Correspondence 4.5 Monitor and manage customer Payments Management Administration Management Maintenance Processing Content 5.5 Collect application Information 6.5 Issue Financial Instruments Statements & reports Securities Exec. specific performance 5.6 Provide Quote/Illustration 6.6 Provide Specialist Services 6.17 Manage Commissions Consolidated SCAF Additional & Clearing processing Cash Sales Finance Processing Processing Book/Position Reconciliations ZZZ 5.7 Assess Risk 6.7 Handle Cash Distribution 6.18 Administer Asset Maintenance Processing Inventory (Factoring) jak spolupracují, jak jsou 5.8 Finalise and Agree Arrangement 6.8 Handle Money transmission 6.19 Terminate customer definuje jaké aktivity jsou “Core” banking Credit Specialist 5.9 Manage Portfolio Holdings 6.9 Handle Credit arrangement S.E. Asia 5.10 Review performance against settlement/drawdown S.E. Asia Bus Strategy& Acquisition & Segment Customer Proposition Market customer plan 6.10 Handle bad debt •Singapore Resource Pl. Alliance Pl. Analysis & Pl. Profile Development Research •Singapore 5.11 Manage Enquiry 6.11 Handle fraud Business & IT Cust. Analysis Contact/ 5.12 Modify Customer Data 6.12 Prepare and Manage Architecture & Models Event History 5.13 Handle customer complaint or Consumables Strategy Strategy & & Insight & & Insight compliment 6.13 Handle Lost and Stolen Items Asset & Accounting Risk/Portfolio Finance Audit/Legal/ Fixed Asset Audit/Legal/ Liability Policy General Management Policies Compliance Register Compliance & Planning Ledger 7.4 Manage Procurement Credit Policy
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