Our outputs
Shared service implementation - Shared Service Implementation Office
The Shared Service Implementation Office (SSIO) is a temporary office within Treasury until June 2007. It is responsible for implementing shared corporate services in partnership with CorpTech, shared service providers, agencies and internal to Government service providers.
Vision and mission
Vision
High-quality, cost-effective corporate services.
Mission
Implementing sustainable corporate service delivery across Government.
Structure
Under Treasurer Gerard Bradley
- Shared Service Initiative Office
- Executive Director Mike Burnheim
- Director, Program Strategy, Planning and Implementation Fiona Krause
- Director, Solution Implementation Tim Dunn
- Executive Director Mike Burnheim
Output performance highlights
| Measures | Target | Actual |
|---|---|---|
| Quantity | ||
| The percentage of identified skills gaps addressed through training | 80% | 86% |
| The number of reports on SSIO progress against whole-of-Government implementation plans | 4 | 4 |
| Percentage of operating level agreements in place for core corporate servicing across all agencies | 100% | 100% |
| Quality | ||
| Level of satisfaction with management of shared services implementation: CEOs and key managers | 80% | 86% |
| Level of satisfaction with management of shared services implementation: Government | 100% | 100% |
| Timeliness | ||
| Achievement of key deliverables in SSIO Implementation Plan | 100% | 100% |
| Provision of policy advice, briefings, Ministerial correspondence within agreed timeframes | 95% | 99% |
| Cost | ||
| SSIO operating expenses as a percentage of total Shared Service Initiative expenditure | <5% | 1.66% |
Highlights
| Strategic business priority | Highlights | The year ahead |
|---|---|---|
Support corporate service providers' capability to deliver quality, cost-effective services. |
Began implementing an accommodation strategy which required collocating 1,393 shared service provider staff from 36 offices to 11 buildings in the Brisbane CBD. Finalised a workforce management framework and invested $1.7 million in over 700 training sessions to improve skills for shared service employees. |
Continue to progress the accommodation strategy across regional Queensland and Brisbane CBD locations. Implement workforce management strategies including monitoring workforce profiles and revising training priority skill areas. |
Continuously improve corporate services. |
Ensured the development of innovative business solutions to deliver standard corporate services in finance, human resource management and document and records management. Further developed a series of frameworks to guide shared service implementation. |
Work collaboratively with CorpTech to commence rollout of new business solutions for finance, human resources management and document and records management. Continue to implement frameworks to support the next phase of the Shared Service Initiative. |
| Support Government agencies in their service delivery through the provision of client-focused, high-quality corporate services. | Administered the first Shared Service Initiative Client and Customer Survey and disseminated results from the staff survey. Engaged stakeholders through a number of programs and the development of communication, change management and service management frameworks. |
Coordinate the Shared Service Initiative Client and Customer Survey and staff survey for 2005. Progress a series of forums to build agency and shared service provider capabilities. |
Generate benefits for the Queensland Government from cost-effective corporate service delivery to agencies. |
Realised returns of $10 million by shared service providers/CorpTech and $6.2 million in procurement savings. Refined the model for shared services and developed a collocation model for regional shared service delivery. |
Ensure savings and returns are met and the Shared Service Initiative is on track. Implement the collocation model for regional shared service delivery. |
Key issues facing the output
- Addressing State Government expectations of an evolving and refined whole-of-Government model for shared service delivery.
- Maintaining a priority focus on service to ensure agency business requirements continue to be met through the Shared Service Initiative.
- Monitoring the cost of implementing human resource, finance and document and records management business solutions for agencies and whole-of-Government.
- Promoting the positive attributes of business solutions and benefits to the sector as the Initiative focus shifts from product selection to solution implementation.
Strategic business priorities
Strategic business priority - Support corporate service providers' capability to deliver high-quality, cost-effective services.
Achieved benefits through collocation
In 2004-05, we implemented the first phase of the Shared Service Initiative accommodation strategy in partnership with Department of Public Works. This involved arrangements for collocating 1,393 shared service providers' staff from 36 offices, within the Brisbane CBD, to 11 buildings. Collocation results in staff, technology and associated resource efficiencies as well as delivering ongoing benefits such as reduced overhead costs and improved client and customer service. To achieve business continuity and efficiencies, the Shared Service Implementation Office and CorpTech worked together to develop technology solutions so staff could remotely access business systems centrally and across multiple agencies.
The collocation model provides for the establishment of a number of service centres throughout metropolitan Brisbane and regional Queensland . During 2005-06 we will continue to roll-out the regional collocation project at the four regional service centres in Toowoomba, Rockhampton, Townsville and Cairns , and complete the planned Brisbane CBD collocations.
Invested in staff to reap rewards
A workforce management framework was implemented in 2005 providing a consistent and coordinated approach to workforce management across shared service providers and CorpTech. Work will continue on implementing the framework in 2005-06, with priority areas including monitoring workforce profiles and organisational capability, and revising the Shared Service Initiative training priority skill areas.
Strategic business priority - Continuously improve corporate services.
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Planned for rollout of business solutions
We ensured the development of innovative business solutions was progressed in 2004-05, by working with the Shared Services Solutions program within CorpTech to deliver standardised corporate services in finance, human resource management and document and records management. In developing the new business solutions, we took a lead role in actively engaging shared service providers and agencies to ensure the proposed solutions met business requirements. In 2005-06, we will work collaboratively with the Shared Services Solutions program to commence rollout of business solutions to deliver standardised corporate services in collaboration with CorpTech.
Developed frameworks to guide implementation of shared services
In 2004-05, we developed and refined a series of frameworks to guide shared service implementation across Government. These frameworks cover funding, governance, implementation planning, service management, performance management, workforce management, communication and change management. These frameworks will continue to be refined to ensure their relevance in future implementation work.
Standard approach to costing and pricing services
The costing and pricing project was progressed this year to initiate a standardised approach, based on cost recovery, to pricing the services provided by shared service providers. This project will enhance the understanding of costs and cost drivers, improve benchmarking ability, encourage consumer purchasing behaviour towards more efficient use of resources and initiate a culture of value-based corporate purchasing. In 2004-05, a time capture system was introduced for all shared service providers to allocate costs across service categories and standard pricing guidelines were endorsed. From July 2005, a notional full fee-for-service approach to corporate service pricing will be implemented by shared service providers.
Strategic business priority - Support Government agencies in their service delivery through the provision of client-focused, high-quality corporate services.
Improved service relationships
In 2004-05, 80 operating level agreements were completed by shared service providers and CorpTech. We conducted the first Shared Service Initiative Client and Customer Survey during September 2004 to measure whether shared service providers and CorpTech are customer-focused, responsive organisations. Results from the survey are being used to inform business planning and improvement activities. This survey will be undertaken on an annual basis.
Feedback provided on the Initiative during the June 2004 staff survey was disseminated to shared service providers and CorpTech. The results indicated that shared service providers are providing a positive working environment for staff. The Shared Service Implementation Office will coordinate another staff survey in 2005-06.
Engaged stakeholders
During 2004-05, we continued to inform and engage stakeholders internal and external to Government on the changing landscape and business benefits resulting from shared services through the year. We did this through partnering and cluster forums, which enabled us to monitor the service relationship between providers and clients.
In 2004-05, we began work on a number of programs designed to ensure that agencies and shared service providers are positioned to manage the communication and change over the next phase and maximise opportunities for enhanced corporate service delivery. In addition, communication channels were also improved through the development of specialist networks and key reference groups for change and business management, finance, human resources, training and employee relations. A series of forums are being planned for 2005-06 to encourage knowledge sharing and interaction to build agency and shared service provider capabilities.
Strategic business priority - Generate benefits for the Queensland Government from cost-effective corporate service delivery to agencies.
Realised savings
The Shared Service Initiative completed its second year of operation on 30 June 2005 . In 2003, six shared service providers and CorpTech, a technology centre of skill, were established. Over 5,000 corporate service professionals are now working within these new shared service providers to service clusters of agencies, maintaining business continuity during the implementation period.
Savings of $10 million were realised in 2004-05, delivering $18 million in returns to Government since commencement of the Initiative in July 2003. In addition, budget adjustments based on procurement improvements across Government have produced $6.2 million in savings this year. Shared service providers successfully achieved positive operating results in 2004-05 and are positioned to achieve budget targets for 2005-06. Savings will free up resources previously expended on corporate service delivery to be redirected to Government priorities and service delivery to the community.
Refined model for shared service delivery
Throughout the year we continued to improve the shared service model to ensure optimal efficiency and effectiveness in corporate service delivery. We consulted with stakeholders to improve the performance management framework. During 2005-06, we'll continue to refine the shared service model to ensure it's on track to achieve the projected $100 million in annual savings by 2010-11.
Standard suite to improve service delivery
We led extensive research, analysis and consultation activities in 2004-05 to design and implement a sustainable suite of corporate services which can be delivered by shared service providers to their client agencies. This standard suite of services will help to improve service delivery by achieving further opportunities and benefits from sharing arrangements and addressing differences in services currently delivered to client agencies. In 2005-06 we will work with the sector to negotiate appropriate administration and timing arrangements to allow agencies to receive services in the standard suite.
