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Implementation of Shared Services for Finance and Procurement Presented by: Susan Kinobe Finance Manager, Faculty of Medicine, Health & Molecular Sciences.

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Presentation on theme: "Implementation of Shared Services for Finance and Procurement Presented by: Susan Kinobe Finance Manager, Faculty of Medicine, Health & Molecular Sciences."— Presentation transcript:

1 Implementation of Shared Services for Finance and Procurement Presented by: Susan Kinobe Finance Manager, Faculty of Medicine, Health & Molecular Sciences

2 Reason for change to Shared Services 2005 – marked downturn in student enrolment numbers; Necessity for efficiencies in admin functions across the University; Necessity for improved quality assurance in delivery of services; Requirement for reduced duplication; and Efficiency in the use of resources deployed to provide administrative services.

3 Original Structure for Finance & Procurement Pro Vice Chancellor / Executive Directors / Heads of Schools Finance and Procurement units (most did not have Finance Managers) Executive Director Finance & Resource Planning Manager Treasury & Corporate Services Manager Budget & Reporting Manager Financial Operations Manager Systems Process & Design

4 New Structure for Finance & Procurement Executive Director Finance & Resource Planning Director Financial & Business Services Deputy Director & Manager Treasury & Corporate Services; Managers (3 individual operational units) Finance Managers (4 x Faculty Managers; 2 x Divisional Managers) Director Commercial Services (including Strategic Procurement)

5 Process and Timeline for implementation May 2007 proposed (and endorsed) a hybrid model of service provision in the areas of: - Financial and Procurement Services; - Human Resources; - Information Technology; - Marketing; and - Student Administration Hybrid model (Shared Services) somewhere between structure in 2007 (decentralised) and that of JCU in the 90s (centralised);

6 Process and Timeline for implementation (cont.) 2008 was proposed as the introduction of Shared Services; Change Management Working Group established; Staged approach to implementation; Staff consultations occurred; Reporting lines in place as a priority; Budgetary considerations at a later date; Audit of tasks was undertaken – understatement;

7 Process and Timeline for implementation (cont.) No loss of jobs; Position Descriptions remained unchanged and were not re-evaluated; Relationship building began (buddy programs, rotational morning teas, welcome ceremonies etc.); and Regular review and communication.

8 Has the implementation of Shared Services for Finance and Procurement been successful? Have financial savings been identified? Has service improved? Review of Implementation

9 The answers to the previous questions depend on who you are talking to…….. Senior Management in Finance and Procurement; Faculty & Divisional staff and executives; or Finance and Procurement staff.

10 F&P Senior Management view: Satisfaction target of 70% - 50% satisfaction achieved after first survey; Philosophy of Shared Services still valid; Improvement required but making progress; Efficiencies & cohesiveness achieved – yet to be measured; Faculties/Divisions need to embrace the changes; and Communication is the key to success.

11 Faculty/Divisional Staff & Executives view: Consultation done at top level but those at the working level not fully embraced change; Full support given by Faculty/Divisional Executive teams to Finance Managers; Concern that central F&P do not understand the business of the Faculties/Divisions; Pro Vice Chancellors/Deans do not have any ability to have input into workloads and timeframes;

12 Faculty/Divisional Staff & Executives view (cont): Concern that F&P timeframes are more important than those of the Faculties/Divisions; Intimate understanding of Schools have been lost with the merging of staff into Shared Services; Demand on academics has increased – more costly (time); and Increased number of administrative positions (e.g. Finance Managers).

13 Finance & Procurement staff view: Increased workload, increased turn-around time required, less staff; Absolute dedication to service and support of the Faculty/Divisional staff and their initiatives; Central F&P do not understand the business of the Faculties/Divisions; Very little support provided (resources, budget, leave coverage etc.);

14 Finance & Procurement staff view (cont.): Standardisation of processes required; Investment in establishing preferred supplier procurement contracts required; For efficiency, need to reduce numbers of forms required whilst still being compliant; and Increased support from Senior F&P staff required to assist Faculties/Divisions to identify savings and deliver a surplus budget.

15 Where to from here? There is still a lot of work to be done to achieve the goals of the Shared Services initiative. These include: Refining what is considered service and support for the Faculties and Divisions; Developing Service Charters and expectations; Undertaking regular self-check and peer reviews of service;

16 Where to from here? (cont.) Standardised processes for procurement; Establishing supplier contracts that will assist each Faculty/Division to identify savings; Develop strategies to allow PVC/Deans to have input into timeframes and workload of F&P teams; More autonomy for Faculty/Division F&P teams; Eliminate use of term Shared Services and adopt the term Support; and Consider move to a more decentralised and autonomous F&P structure.

17 Questions? Thanks for your time….enjoy the 2010 conference


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