Page 3716 - Week 08 - Friday, 24 August 2012
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(6) What modelling has the Treasury Directorate undertaken to determine whether the current approach to the delivery of human resources for Government is efficient and effective and whether services are duplicated between those provided by in house resources within directorates and those provided by Shared Services.
(7) How many staff are employed in finance roles within each directorate and what are the annualised costs for these staff, by directorate.
(8) What are the roles and functions of the in house staff referred to in part (7).
(9) What modelling has the Treasury Directorate undertaken to determine whether the current approach to the delivery of finance services for Government is efficient and effective and whether services are duplicated between those provided by in house resources within directorates and those provided by Shared Services.
Mr Barr: The answer to the member’s question is as follows:
(1) Treasury does not maintain detailed information on agency staffing profiles. Under the Territory’s financial management framework, agencies are responsible for managing their workforce and expenses within their budgets.
(2) Directorate staff undertake roles relating to strategic planning and asset management. This extends to ensuring ICT is appropriately managed and strategically planned to meet agency service delivery requirements.
(3) Treasury continually strives to provide the Shared Services functions as effectively and efficiently as possible. Significant savings have been realised and returned to Budget since 2006-07, relating to IT and other Shared Services functions.
Shared Services has an ongoing program of improvement which has, over the last 12 months, included:
a. Enhancement of the Engagement Office which now incorporates a range of business analysis expertise and aims to provide early advice to Directorates on the development of business solutions, by providing targeted assistance up to Project Brief stage;
b. Development and trialling of Strategic Relationship Managers to provide a ‘single point of contact’ for Directorates in their dealings with Shared Services, and especially aimed at reducing multiple contact points within ICT;
c. Significant business process re-engineering to better streamline workflows and resourcing requirements between the ICT Operations Branch and the Program Management Office, to enhance directorate outcomes for project delivery;
d. Detailed investigation (prior to an approach to market), to determine requirements for a new workflow management tool to increase performance in relation to case logging and case resolution; and
e. Detailed investigation (prior to an approach to market), to determine requirements for an enterprise management system, especially related to Health Directorate critical systems and whole-of-government email and internet systems, to provide enhanced lifecycle management of systems and enable ICT to systematically move from a “break/fix” operating model.
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