Intranet Team Findings Catherine Hyde Daniel Freed Loretta Kuo TeAnne Chennault Lisa Roca

2 Agenda  Our Task  Our Approach  What We Accomplished  What We Recommend  Intranet Costs  Return on Investment  Online Services  Final Thoughts

3 Task Assigned 1.Test a pilot version of Microsoft Sharepoint Recommend whether Sharepoint meets Enterprise’s needs for an Intranet. 3.Recommend the resources and staffing structure required to implement and manage a new Intranet.

4 Supporting Business Goals  Reinforces the culture of “One Enterprise,” providing a unified voice and creating a central source for information.  It “greens” Enterprise by automating the processes for tasks, reducing reliance on paper.  It can automate tasks, increasing staff efficiency by reducing the time it takes to get things done.  It leverages effective communication and collaboration to simplify work at Enterprise.  It empowers groups to create and maintain their own information and knowledge-sharing.

5 Our Approach Learning to increase internal capacity Feedback  Executive interviews  Survey of employees  Card sorting and usability testing  Measures of current use  Learning from peers  Benchmarking  Industry studies and best practices  Consultant recommendations

6 Mission Statement Enterprise’s Intranet will reinforce the culture of “One Enterprise.” It will provide a central source for corporate news and employee information and communication. The Intranet will be a portal to the corporate systems, data and information Enterprise employees need for their work. It will be available 24/7 to any employee with internet access. The Intranet will have an intuitive document and content management system making it easy to find and share information, and it will use technology to empower, inform and inspire employees. Enterprise will use iterative design and development to continuously improve the Intranet’s capacities and usability. The mission of Enterprise’s Intranet is to empower employees to stay informed and be more productive by helping them:  Quickly accomplish common tasks  Easily find information they need and discover some they may not have known they needed  Stay informed about what’s happening at Enterprise and the industry  Easily publish, update and disseminate information they manage What We Accomplished

7 Navigation Tabs  About Enterprise  People & Teams  Employee Center  What We Do  News & Events  Forms & Tools  Services  Water Cooler

8 What We Accomplished Homepage  Corporate News  My Favorites  Content Search & Staff Directory  Comings & Goings  Links to public websites  News feeds from industry and breaking national news  Notifications  This Week At Enterprise showing calendar listings of major events  A module dedicated to advertising or announcing from various departments

9 What We Accomplished

10 Results of Testing Sharepoint  Largely confident that Sharepoint will be an effective and robust platform.  Tested the most important and difficult aspects and found them effective (not perfect, but strong and effective)  An amazing depth of freedom within to modules for customization. (Why our level of confidence is so high.)  Expect that freedom in the remaining modules, which gives us a great deal of confidence

11 Results of Testing Sharepoint  Results of Testing  Staff directory and water cooler performed well  was disappointing  Document Management is strong  Single sign-on available for intranet, and (if budgeted) timesheets  More testing to come for new media and automated requests

12 What We Recommend Intranet Platform  Pending final testing, we recommend Sharepoint.  It integrates with Microsoft products  Robust platform for corporate news sharing  Department-owned and managed content  Robust collaboration tools  Improved, intuitive navigation  Automation of paper-dependent tasks  Intranet as “desktop” for all employees  Advanced technology (blogs, wikis, video streaming, news feeds, etc.)

13 What We Recommend Non-Staff Costs of SharePoint Intranet  2008  Hardware, software licenses$ 40,000  Development$200,000  Training & Materials$ 30,000  Total$270,000  2009  Additional hardware and licenses$ 20,000  Additional Development$170,000  Total$190,000

14 What We Recommend Non-Staff Costs of Existing Intranet  Current eNet (iApps)  Initial Development (2002)$135,000  Modifications through 2007$ 40,000  Hosting & Maintenance through 2008$140,000  Total$320,000

15 Return On Investment Quantitative ROI  How did we find it?  Cost of current method, using average employee salary, average time of current effort.  Cost of future effort using average employee salary and average time of future effort.  Find the difference and determine the financial RIO of time on task.

16 Return on Investment TaskCostSave 2008Save 2009Save 2010 Address Change Reduce time by 50% $2,195$9$55$101 Travel Request Reduce time by 20% $1585 $36$235$434 New Employee Orient Reduce time by 15% $12,195 $108$705$1,303 IT Equipment Request Reduce time by 33% $1,829$181$1,176$2,172 Direct Deposit Reduce time by 57% $3,048$48$314$3,050 Conference Rm Reserve Reduce time by 67% $8,536 $3,378$21,961$40,543 Timesheets Reduce time by 80% $14,634$8,688$ 56,471$104,255 Invoicing Reduce time by 43% $24,634 $10,257$66,667$123,079

17 Return on Investment Total Possible ROI by 2010  Administrative Reservations, requests, new employee orientation, etc.  Est. Cost: $ 26,341  ROI by 2010: $44,554  Financial Direct deposit, timesheets, invoicing  Est. Cost: $ 47,  ROI by 2010: $285,833  General Document and project management, improved navigation and search  Est. cost: $ 58,  ROI by 2010: $182,446  Total: $512,833

18 Online Services One Dedicated Team  Efficient management of information  Clearly defined, reliable processes and accountability  Consistent application of branding, content, usability and maintenance protocols  Redundant knowledge and talent  Spread and specialization of training resources

19 Online Services Defining an Online Services Department  Support department  Manages intranet  Manages public websites  Provides 3 key services:  Strategy for the future of online offerings and environment  Support for new sites, enhancements, functionalities  Daily, routine maintenance

20 Online Services Defining an Online Services Department Responsible for:  Implementing an intranet  Continuous semi-annual enhancements  Automation workflow  Daily maintenance and management of 120,000 web pages across 23 sites  1,475 documents in ERD  Information Resources (Resident Services, Workforce, MoneyNet, Housing Development)  Integrating existing sites into.org or.com  Implement the One Enterprise public site  Reporting on site use  Implement a CMS  Managing vendor or implement new DocMS

21 Online Services Defining an Online Services Department Relies on others for:  Subject matter experts for original content, including: Partners’ Communications and Investment’s Corporate Marketing and Strategic Communications for journalism, employee communications, marketing, branding, messaging, and photography, video, audio  IT for Help Desk support, infrastructure (security, hosting, servers, bandwith, etc.)

22 Online Services Staffing Online Services  Benchmark range: 1.3 to 2.3 OLS per 100 FTEs.  Enterprise’s 525 FTEs: 6.8 to 12.1  Current Staffing Investment has approx staff Partners has approx. 4.5 to 5.5 staff  KS has 2.25  IT has 1.0 to 1.5  Communications has 1.0 to 1.5 Total: 5.25 to 6.25 existing Enterprise staff

23 Online Services Staffing Online Services Preferred Staffing: 10 staff members  Ratio of 1.9 online services staff per 100 Minimal Staffing: 7 staff members  Reduces scope of what can be done  Ratio of 1.4 online services staff to every 100 Internal Capacity: 5 team members  2 new hires needed for minimum  5 new hires for the preferred

24 Final Thoughts Things to consider Online services will support four key areas: 1.External marketing 2.Technical publishing and info. dissemination 3.Internal employee communication 4.Automation of business processes Partners manages approx. 110,000 web pages; Investment manages approx. 7,000. Partners’ site generates 25,000 visits per month; Investment’s 6,000. The ERD on Information Resources is far and away (by a factor of 40) the most used section of any of our sites for downloading. ROI comes from the automation of work flow and tasks.