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Raising the Bar through the Innovative Use of
Technology at Health Canada’s
Finance Branch
Jamie Tibbetts
Assistant Deputy Minister and Chief Financial Officer
Health Canada
OECD Innovation Talks
November 2014
2
Purpose of Presentation
• To share recent experience regarding the ground-breaking work
of Health Canada into the domain of “Procure to Pay” (“P2P”)
 Offers a vision of what the future holds for financial operations
across the Government of Canada and how to embrace innovation
• Fits well with the theme of Innovative Use of Technology and in
particular the concept of Business Process Management (BPM)
• Achieved a 300% return on investment!
3
Our Challenge
• We needed a dramatic solution to move us beyond the green
eye-shade approaches of yesteryear to the brave new work of
paperless, electronic transactional processing
• When executives try to figure out where and when to automate
business processes, there’s usually a gap between the strategic
vision, project planning and execution
 Business Process Management (BPM) bridges this gap ---it is a
systematic approach to making an organization's workflow more
effective, more efficient and more capable of adapting to an ever-
changing environment
 It shifts the focus from IT driving automation from the top down to a
more strategic perspective
4
Our Solution
• BPM was the means to an end which enabled me to deliver
“Procure to Pay” (P2P)
 End-to-end transactional processing --- electronic and integrated
 Goods and services acquired and paid for via the corporate financial
system, enabling one-time data capture; standardization; email
integration; timely payments; and nationalized services
 Significant improvements in service delivery to clients as well as
gains in efficiency (a workforce reduction of 30)
 Pioneered this in the core public service of Canada
 P2P fully operational and has raised the bar in terms of how finance
is done
 Offers transferable lessons learned to organizations wishing to
emulate its results
5
Issues
• How to get started
• Change management
• Risk aversion
• Organizational design
• Environmental triggers
• Stakeholder engagement
• Standardization
6
Lessons Learned
• Leadership is critical: commitment from the Deputy Minister on
down was key
• Timing: Implementation crossed fiscal year-end closing periods,
so risk mitigation strategies were put in place
• Training: A training plan is required from the onset that includes
everyone who will either support or use the new system. Web-
based training is helpful.
• Transition Management: Consider all the people affected by
change; BPM dictates a change management plan to inform,
educate, prepare and enable staff to embrace change
7
BPM: A Recap
• BPM gives you a process in 6 parts to change your operating
environment:
 Strategic planning
 Business case development
 Project planning
 Blueprinting and detailed design
 Execution and roll-out (go-live)
 Stabilization and enhancements (ongoing opportunities for
improvement)
• BPM worked for me. It can work for you. Your payoff will mean
greater efficiency, fewer errors, better service, and, last but not
least, a reputation for YOU as an agent of change

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Presentation by Jamie Tibbetts made at the OECD Conference on Innovating the Public Sector: From Ideas to Impact (12-13 November 2014)

  • 1. Raising the Bar through the Innovative Use of Technology at Health Canada’s Finance Branch Jamie Tibbetts Assistant Deputy Minister and Chief Financial Officer Health Canada OECD Innovation Talks November 2014
  • 2. 2 Purpose of Presentation • To share recent experience regarding the ground-breaking work of Health Canada into the domain of “Procure to Pay” (“P2P”)  Offers a vision of what the future holds for financial operations across the Government of Canada and how to embrace innovation • Fits well with the theme of Innovative Use of Technology and in particular the concept of Business Process Management (BPM) • Achieved a 300% return on investment!
  • 3. 3 Our Challenge • We needed a dramatic solution to move us beyond the green eye-shade approaches of yesteryear to the brave new work of paperless, electronic transactional processing • When executives try to figure out where and when to automate business processes, there’s usually a gap between the strategic vision, project planning and execution  Business Process Management (BPM) bridges this gap ---it is a systematic approach to making an organization's workflow more effective, more efficient and more capable of adapting to an ever- changing environment  It shifts the focus from IT driving automation from the top down to a more strategic perspective
  • 4. 4 Our Solution • BPM was the means to an end which enabled me to deliver “Procure to Pay” (P2P)  End-to-end transactional processing --- electronic and integrated  Goods and services acquired and paid for via the corporate financial system, enabling one-time data capture; standardization; email integration; timely payments; and nationalized services  Significant improvements in service delivery to clients as well as gains in efficiency (a workforce reduction of 30)  Pioneered this in the core public service of Canada  P2P fully operational and has raised the bar in terms of how finance is done  Offers transferable lessons learned to organizations wishing to emulate its results
  • 5. 5 Issues • How to get started • Change management • Risk aversion • Organizational design • Environmental triggers • Stakeholder engagement • Standardization
  • 6. 6 Lessons Learned • Leadership is critical: commitment from the Deputy Minister on down was key • Timing: Implementation crossed fiscal year-end closing periods, so risk mitigation strategies were put in place • Training: A training plan is required from the onset that includes everyone who will either support or use the new system. Web- based training is helpful. • Transition Management: Consider all the people affected by change; BPM dictates a change management plan to inform, educate, prepare and enable staff to embrace change
  • 7. 7 BPM: A Recap • BPM gives you a process in 6 parts to change your operating environment:  Strategic planning  Business case development  Project planning  Blueprinting and detailed design  Execution and roll-out (go-live)  Stabilization and enhancements (ongoing opportunities for improvement) • BPM worked for me. It can work for you. Your payoff will mean greater efficiency, fewer errors, better service, and, last but not least, a reputation for YOU as an agent of change