Shared service implementation - Shared Service Agency
The Shared Service Agency (SSA) leads the evolution and refinement of a whole-of-Government model for shared service delivery. It provides a dual role of policy and program management for the Shared Service Initiative as well as service delivery by the existing shared service providers (SSPs) - PartnerOne, Corporate Solutions Queensland and CorporateLink - and the Regional Services Division. The SSPs continue to service their existing clusters of agencies through operating level agreements (OLAs).
During 2006-07 Queensland Treasury hosted the SSA as a separate entity.
The SSA provides a range of corporate services to 30 client agencies including 23 Government departments.
In 2006-07 the SSA provided corporate services to its 30 client agencies with expenditure of $216.05 million.
The corporate services provided by the SSA and documented in operating level agreements with its client agencies include:
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finance
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human resources (including payroll)
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documents and records management
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information services (telecommunications)
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procurement
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property, facilities and fleet management
Approximately 2,200 full-time equivalent staff delivered these services during the 2006-07 financial year.
Vision
Supported and connected government.
Mission
To support Queensland Government service delivery by providing innovative, standardised shared services.
Structure
- Under Treasurer, Gerard Bradley
- Deputy Under Treasurer, David Ford
- Managing Director, Mike Burnheim
- Director, Corporate Office, Jennifer Genrich
- Executive Director, CorporateLink, Cesare Callioni
- Executive Director, PartnerOne, Rod Newton
- Executive Regional Director, Regional Services Division, Fiona Krause
- Executive Director, SSI Policy and Program Office, Barbara Perrott
- Managing Director, Mike Burnheim
- Deputy Under Treasurer, David Ford
Key issues facing the output
- Understanding the service requirements of clients and customers delivering front-line services.
- Implementing effective, standardised processes and systems to support these efforts.
- Having adequate skills, knowledge and resources available to meet the expectations of clients and Government in implementing the Shared Service Initiative.
- Increasing partnering and communication between the Shared Service Agency and its clients and customers to respond to emerging needs.
Output performance highlights
| Measure | Target | Actual |
|---|---|---|
| Quantity | ||
| Percentage of OLAs signed | 100% | 100% |
| Number of reports on policy and program management progress against whole-of-Government implementation plans | 4 | 4 |
| Quality | ||
| SSI Customer Satisfaction Index | Greater than or equal to 60 | 54.8 1 |
| SSI Client Satisfaction Index | Greater than or equal to 60 | 47.2 1 |
| Timeliness | ||
| Achievement of key policy and program management deliverables within agreed timeframes | 90% | 82% 2 |
| Provision of policy advice, briefings, Ministerial correspondence within agreed timeframes | 95% | 100% |
1. The next client and customer survey will be held in 2008-09. Below target results reflect the stage of the implementation program. The Office of Economic and Statistical Research has recommended a review of the analysis methodology to enhance statistical validity, which may result in future changes to this measure. The full implementation of the Shared Service Initiative will result in standardisation of selected corporate service business processes and supporting systems. This standardised environment, together with a range of business improvement initiatives by shared service providers and agencies, will enhance client and customer satisfaction.
2. Selected activities with dependencies on the rollout of standardised business solutions and costing and pricing functionality have been deferred and/or redefined pending the outcome of the Program Rebuild Project (in progress) and the Service Delivery and Performance Commission Report on the Shared Service Initiative.
Strategic business priorities
Strategic business priority
Government and community receive benefit from effective corporate services.
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Achieved savings for Government
Shared Service Initiative achieves savings for Government through ongoing standardisation, transparency and cost-effective use of resources.
In 2006-07, the Initiative returned savings of $30.8 million to Government, comprising $18.8 million in performance returns from shared service providers and $12 million in procurement savings from across the sector. The Shared Service Initiative has now saved the State Government a total of $73.3 million from performance returns and procurement savings.
For 2007-08, we estimate further savings of 43.6 million, comprising $12 million from procurement savings and $31.6 million from performance returns. These savings will continue to be redirected to essential front-line services such as health and education.
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Developed the Shared Service Agency
In our first year, we implemented governance arrangements and planning and performance management processes to support the newly formed organisation. This included:
- establishing a senior management team to lead the SSA
- developing strategic directions and regular performance reporting and risk management processes
- bringing staff from multi-agency shared service providers together to form the Corporate Office (providing strategic and tactical corporate support functions for the SSA) and Regional Services Division (delivering corporate services to regional clients).
In 2007-08, we will develop and adopt a new business model to achieve a single, integrated approach to service delivery for customers and staff. We will also consolidate our existing information and communication technology (ICT) services into a single ICT operating environment and adopt a single human resource and finance system for all SSA staff.
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Developed a benefits management program
To fully realise the Shared Service Initiative's potential savings, the SSI Policy and Program Office (see feature box) developed a benefits management and realisation program for shared service providers and client agencies.
In 2007-08, we will deliver tools and processes to help shared service providers, client agencies and CorpTech understand how organisational behaviour, business changes and business planning can achieve the full range of benefits.
Strategic business priority
The capability to deliver corporate services is enhanced.
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Collocated regional staff
Collocating staff is about locating people where they can deliver services most effectively. In 2006-07, we collocated staff in Townsville, Robina and Cairns. This completed a program that saw more than 300 SSA staff from 33 offices around Queensland move into six offices in Cairns, Townsville, Rockhampton, Toowoomba, Maroochydore and Robina. We also reviewed regional service processes and organisational structures to enhance career development for staff and ensure client and customer needs continued to be met.
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Building leadership capability
During the year, we began development programs to identify and build leaders throughout our organisation. As part of this program, nearly 100 leaders undertook a workplace project in which they tackled issues including corporate identity, work/life balance, induction and leadership qualities. We are using feedback from participants to shape the delivery of future programs, and in the coming year will develop and implement a more comprehensive skills enhancement program for all employees.
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Survey drives organisational responsiveness
In 2006-07, we conducted the third survey of shared service provider (SSP) and CorpTech staff. The survey aimed to ensure that SSPs and CorpTech were responsive to the needs of their staff and provided an appropriate work environment. More than 2,700 staff shared their views on issues such as quality of work life, job satisfaction, leadership, change readiness and customer satisfaction.
Overall, average SSI staff survey scores rated at or near public sector benchmarks for all measures. In 2007-08, we will use the survey's results to guide planning and improvement activities across the Initiative.
Strategic business priority
Corporate services provision continuously improves.
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Implemented new, standardised business solutions
In 2006-07, in partnership with departments and CorpTech, we continued to implement the new finance business solution in six Government departments, and piloted the new human resource solution in the Department of Housing. Our staff contributed significantly to planning, developing and deploying the new solutions while maintaining services to our clients. In 2007-08, we will continue a coordinated rollout of new business solutions.
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Pooling expertise for better business outcomes
In early 2007 we consolidated our business solution implementation resources into a single team. By pooling our experienced staff in this way, we were able to better share knowledge and resources and learn from earlier implementations. During future implementations, our client agencies will benefit greatly from this team's expertise and experience.
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Introduced notional pricing
Correct pricing is essential to achieving high-quality, cost-effective corporate services. In 2006-07, we introduced notional pricing to prepare clients for full fee-for-service arrangements. SSPs now provide notional bills outlining the costs their clients would pay for corporate services under full fee-for-service arrangements. In the coming year, CorpTech and the SSPs will continue to refine a standard costing, pricing and billing strategy for all services.
Strategic business priority
Corporate services support operations of clients, customers and other stakeholders.
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Delivered quality corporate services to clients
In 2006-07 we delivered finance, human resource (including payroll), documents and records management, information services (telecommunications), procurement, and property, facilities and fleet management services to more than 70,000 customers in 30 agencies. Operating level agreements, negotiated annually with each agency, documented the agreed services and their costs.
Delivering quality and innovative corporate services will remain our focus during 2007-08. We will implement a client relationship management strategy to better understand and respond to our clients' business needs and priorities and enable targeted service delivery.
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Direct consultation with stakeholders
Engaging our stakeholders is critical to the success of the Shared Service Initiative. In 2006-07 we developed a strategy to better engage the SSI's stakeholders, build their confidence in the transition process, and maximise the benefits of the standardised business solutions.
Face-to-face activities, including workshops with heads of corporate services and whole-of-Government forums, were complemented by regular newsletters and website updates. Our engagement program will continue throughout 2007-08 to improve consultation with agencies, resolve issues quickly and clarify roles and responsibilities.
Delivering real dollar savings for Queensland
The Shared Service Initiative (SSI) Policy and Program Office is a separate arm of the SSA that provides Initiative-wide policy and strategic direction in consultation with the service delivery elements of the SSA, Corporate and Professional Services, Health SSP, CorpTech and agencies, and has a whole-of-Government focus.
Through its Benefits Management and Realisation program for shared service providers and client agencies, the Policy and Program Office was successful during 2006-07 in achieving its goal of developing corporate services that deliver real dollar savings for the Government to redirect into community services.
In 2007-08, the SSI Policy and Program Office will become a separate business unit in Queensland Treasury. However its focus on achieving corporate service reform through improved collaboration and communication (including benefits realisation) for future business solution rollouts will remain unchanged.
Last reviewed 7 January 2008
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