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Business Management System Briefing Session – September 2010 One Council One System Jas Hundal Programme Director Nottinghamshire County Council Purpose of the Session • • • • • • Introduce you to BMS Discuss functionality and timescales Consider the impacts on our business Clarify the benefits Highlight how you can prepare Allow you to ask questions Vision • ‘One View’ of Council • Integrate business information, processes and systems • Radical and rational business transformation • Generic best practice processes to accelerate transformation • Radically improve decision-making • Employee and Managers Self-Service • Enable partners, customers and suppliers • Maximise financial savings through process transformation 3 Introduction to the BMS project • Purpose of the project is to select and implement of a more cost effective, integrated and streamlined business management system • Part of the Improvement Programme (IP) Vendor Integration • Currently in the procurement stage to select a Systems Integrator (SI) • Often called Enterprise Resource Planning (ERP) systems 4 Core Solution Finance Procurement HR / Payroll • General Ledger • Sales and Accounts Receivable • Accounts Payable • Budgeting • Project Systems • Internal Trading • Asset Accounting • Banking • Self-Service Procurement • Internal and Punch-out Catalogues • Automated invoicing / eInvoicing • Contract Lifecycle Management • eSourcing • Payroll Processing • Organisational Management • Personnel Management • Employee Self Service • Managers Self-Service • Travel management • e-Recruitment • Workforce Planning Go Live – Oct 2011 Secondary Applications • eAuctions • Adobe Forms – multi–applications • Asset Management Future Options Finance Procurement HR / Payroll • Treasury and Risk Mgt • Cash Management • Loans Management • Governance Risk and Compliance • Biller Direct. Dispute, Credit & Collections Mgt • Spend Performance Management • Inventory management • eCommerce for County Supplies • Env. Health and Safety • Enterprise Learning Solution 5 HR & Payroll Managers Self–Service •Approvals •Recruitment •Absence Management •EPDR Employees Self-Service •Employee details •Leave requests •Time-management •Travel expenses Payroll/ Personnel Management E-recruitment Reporting •Payroll processing •Vacancy control •Monitoring •Recruitment •Payroll administration •CRB •Exception notifications •Course bookings •Establishment control •EPDR •Cost modelling •Talent Management •Reports Finance Accounts Payable Accounts Receivable Assets Accounting Budgeting & Projects Reporting E-procurement Self–Service Purchasing Supplier Enablement Contract Management Special Purchases Invoice Automation Stock Management Reporting Procurement Finance HAMS Reporting Capita Framework-I Payroll HR BMS Implementation Roadmap & Benefits Phases Enable Benefits Implementation Roadmap Validate Benefits Oct 2010 0 Mission Alignment & Readiness 3 2 1 Project Preparation Identify Benefits A list and range of Benefits is proposed based upon operational and strategic objectives Solution Finalisation Validate Benefits Scope is finalised and Benefits are validated through engaging the business Oct 2011 4 Realisation Final Prep 6 Embed Benefits 5 Go-Live Continuous Improvement Identify Benefits Embed Benefits Enable Benefits Detailed transformation is designed to ensure enablement of the Benefits Benefits tracking, reporting and performance mgt mechanisms are developed for operational managers Relevant budgets and targets are adjusted and operational managers are ready to take on realization of the Benefits Benefit Realisation Benefits are being managed, tracked, realised and recognised Continuous improvement systems are in place and operational Benefits Phases 10 BMS Implementation – Anticipated NCC Resource Days (per Month) 900 800 700 600 500 400 300 200 100 0 Jul-10 Aug- Sep10 10 Oct10 Nov- Dec10 10 Jan11 Feb11 Mar11 Apr- May- Jun- Jul-11 Aug- Sep11 11 11 11 11 Oct11 Nov- Dec11 11 11 Projected Financial Savings to 2013/14 Rem oval of Legacy System s, £700K Finance, £1.0m Procurem ent, £500K Dept. Bus. Supp. £1.4m HR & Payroll, £1.5m 12 High Level Timetable • Procurement: June 2010 – Sept 2010 • Contract Award: Oct 2010 • Contract Start: Oct 2010 • Implementation: Oct 2010 – Oct 2011 • Go Live: Oct 2011 13 BMS Team HR Procurement Finance Jon Clewes – HR-Pay Function Lead Sue Travis – Procurement Function Lead Nigel Stevenson – Finance Function Lead Caroline Pearson – Senior Manager HR-Pay Louise Mellor – Accounts Payable Keith Palframan – Service Manager Joseph Parker – Senior Manager HR Jonathan Garside – Principal Officer e-Procurement Nigel Carlisle – Financial Systems Manager Catherine Haywood – Senior Solicitor Linda Culpin – Financial Systems Dev. Officer Michael James – Financial Sys. Administrator Alan Mellor – Accounts Receivable Communities One Council Jas Hundal – Programme Director Julie Forster – Communities Department Lead 1 Adult Social Care and Health Nick Parker – ASCH Department Lead Allyson Rees Helen Waterhouse Jennie Kennington Julie Barnett Karen Ward Programme Leadership Ross Marshall – Programme Manager Graham Free – Project Officer Jon Nash – Category Manager Oliver Cappleman – Consultant One System Paula Jezewski – Administrator Children and Young People’s Services ICT / Technical Kirstie Phillips – CYP Department Lead Andrew Bishop – ICT Function Lead Paul Broom – Enterprise Architect Improvement Programme Interdependencies • BMS project is part of the Improvement Programme (IP) • Many interdependencies between projects, but BMS is integral to success of the IP Service Reviews Way of Working Procurement Organisational Design 15 Impact of BMS • • • • • • All managers to proactively manage their budgets All managers to manage “establishment” Managers able to run their own reports easily Employees to update their personal details online Compliance Less reliance on others, more reliance on self-service SIGNIFICANT BENEFITS REQUIRES SIGNIFICANT CHANGES! 16 Making BMS a Success – Critical Success Factors • Commitment from top management • Dedicated resources and competence • User involvement • Vanilla; configure and minimal customisation • Cultural change • Business Change Champions 17 What should you do to prepare? • • • • • Embrace the opportunity for change Keep your staff informed Identify change champions Ensure you understand BMS Ensure you and your staff understand the implications for your team 18 Further Briefing Sessions • 17 September, 1230 – 1330, Board Room, Home Brewery For further details and information on how to register visit the BMS Intranet page Summary • • • • • BMS will improve the way we work Implementation starts in October 2010 Go Live in October 2011 Significant benefits Significant changes 20 Any Questions? If you have any future questions or queries please contact either myself or BMS Programme Manager, Ross Marshall (x72746) 21