corporate service review

1. Corporate Service Review

3. A high level review of corporate services in the NTG was completed in 2006 as part of the Priorities Review process. The review made a number of recommendations regarding measures which could be taken across all agencies to improve the delivery of corporate services. The review also found that there were some areas of corporate services where further study was warranted to determine how processes could be improved so as to improve overall efficiency and effectiveness. The first recommendation was to develop a vision for corporate service delivery across the NTG. The review found that at the moment there is not a clearly articulated understanding across government of what the current shared service model should look like and how continuous improvements can be achieved. The corporate services review also identified several key functional areas for further investigation and prioritised by potential savings. Accounts Payable and Accounts Receivable were determined as the first processes to be reviewed in detail. Payroll, Human Resources Information Systems and Human Resources and Financial Reporting will be also be reviewed later in the year. A Steering Committee has been appointed to oversight the conduct of these reviews and to monitor implementation of agreed improvements. A high level review of corporate services in the NTG was completed in 2006 as part of the Priorities Review process. The review made a number of recommendations regarding measures which could be taken across all agencies to improve the delivery of corporate services. The review also found that there were some areas of corporate services where further study was warranted to determine how processes could be improved so as to improve overall efficiency and effectiveness. The first recommendation was to develop a vision for corporate service delivery across the NTG. The review found that at the moment there is not a clearly articulated understanding across government of what the current shared service model should look like and how continuous improvements can be achieved. The corporate services review also identified several key functional areas for further investigation and prioritised by potential savings. Accounts Payable and Accounts Receivable were determined as the first processes to be reviewed in detail. Payroll, Human Resources Information Systems and Human Resources and Financial Reporting will be also be reviewed later in the year. A Steering Committee has been appointed to oversight the conduct of these reviews and to monitor implementation of agreed improvements.

6. Established Program Management Office Framework. Resourcing. Program Director Program Officer Project Co-ordinators x2 Project Managers x2 Developed Program Management Plan. Set-up a Governance framework. Developed Project Managers Kit – suite of templates. budget, communications, reporting, meetings, benefits tracking, deliverables, issues, risks, contracts/ vendors, organisational change, dependencies, scope, audits, resourcing.Established Program Management Office Framework. Resourcing. Program Director Program Officer Project Co-ordinators x2 Project Managers x2 Developed Program Management Plan. Set-up a Governance framework. Developed Project Managers Kit – suite of templates. budget, communications, reporting, meetings, benefits tracking, deliverables, issues, risks, contracts/ vendors, organisational change, dependencies, scope, audits, resourcing.

7. Established Program Management Office Framework. Resourcing. Program Director Program Officer Project Co-ordinators x2 Project Managers x2 Developed Program Management Plan. Set-up a Governance framework. Developed Project Managers Kit – suite of templates. budget, communications, reporting, meetings, benefits tracking, deliverables, issues, risks, contracts/ vendors, organisational change, dependencies, scope, audits, resourcing.Established Program Management Office Framework. Resourcing. Program Director Program Officer Project Co-ordinators x2 Project Managers x2 Developed Program Management Plan. Set-up a Governance framework. Developed Project Managers Kit – suite of templates. budget, communications, reporting, meetings, benefits tracking, deliverables, issues, risks, contracts/ vendors, organisational change, dependencies, scope, audits, resourcing.

8. ELECTRONIC INVOICE MANAGEMENT SYSTEM Project: To implement an electronic workflow solution that will improve the management and payment of invoices. Benefits: A streamlined accounts payment process. Greater visibility of invoice status. Enable quicker traceability to clients. Retains an audit trail. Status: Currently assessing tender responses.

9. TRAVEL REQUISITION AND INFORMATION PROCESSING SYSTEM (TRIPS) Project: To implement an electronic workflow solution that will improve the management of travel requests, calculation and payment of travel Allowances. Benefits: One standard travel system and process. Automatic calculation and quicker payment of T/A. Online approvals by delegates. Audit trail of travel, acquittals, over/under payments. Status: Currently implementing enhancements 21 agencies using TRIPS in some capacity.

10. PAY INVOICES NO EARLIER THAN DUE DATE Project: Update current Accounts Payable wizards to allow for payment on due date. and update procedures and train staff. Benefits: Retain cash for as long as possible to be invested. Status: Completed.

11. PAYROLL CONTACT CENTRE Project: To implement a payroll contact centre. This will enable the streamlining of calls, queries and requests to payroll services. Benefits: Increased focus and culture of continuous improvement and customer service. Greater visibility of requests, queries and advice required of business, leading to better planning of resources and skills required to provide service. Increased capability to respond/ resolve queries immediately and accurately redirect second level calls. Increased focus for payroll staff on complex calculations through decreasing interruptions thereby reducing errors and rework of calculations.

12. PAYROLL CONTACT CENTRE …. Status Target date for Pre-Pilot to Commence 1 Jan 2009 Target Audience – employees with payroll or leave related queries Evaluation of quotations from suppliers (of software) to commence this week Expression of interests for people to be involved in the pilot program – to be issued this week

13. ONESTAFF ADMINISTRATION Project: To prepare a business case detailing the viability of centralizing the ownership and administration of the Onestaff application. Benefits: Identification of appropriate resourcing, budget allocation, total cost of ownership and human resource requirements to operate the system. Status: Business Case is in ‘draft’ and will be issued in the next few weeks

14. AUTOMATION OF CASUAL PROCESSING Project: Pilot of automation of casual processing for RDH based shift workers. Pilot will be extended to other hospitals early 2009. Benefits: Significant reduction in effort required to manually process casuals. Number of casual employees increased dramatically with the introduction of the intervention. Error rate reduction Greater morale in the payroll team. Status: Currently testing the data - dual processing of pays. Expected delivery Jan 2009.