CENITEX Principles The government’s existing shared services will be based on principles (Figure 14) that were approved as part of the Business Support Services Strategic Review (BSSSR) in June 2015. As a critical shared service in government, CenITex is aligning itself to these principles. Defined Outcomes Benchmarking for shared services cost quality and customer satisfaction Upfront investment Standards in the setup of shared services and fee-for-service models to enable collective procurement decisions Uplift capability Performance management invest in leadership and education of existing team to incentivise participation of departments and agencies Department accountability Service board for overall quality of service to staff and shared service appoint a board with customer representation for major decisions services Customers will the course’ Adopt a not?’ approach ‘stay ‘why departments and agency participation in strategy and future leverage existing shared services possible plans Figure 14 Shared services principles Direction Finalise CenITex’s governance arrangements CenITex’s is a government ICT shared service provider for several departments and agencies. It is a state-owned enterprise (SOE) with an appointed board. This arrangement has been reviewed to ensure: appropriate accountability. a strengthening of CenITex’s customer focus and establishment of a stronger customer service direction. The CenITex board has been revised to include significant customer representation. The board has retained existing members for continuity and for their expertise. To finalise CenITex’s governance arrangements, the government will update and refresh the CenITex enabling and remove its body’ status. Returning CenITex to an ongoing state body under the State Owned Enterprises ‘reorganising Act 1992 (Vic) will provide the stability and the new sense of direction required to meet the challenges of a rapidly evolving ICT environment. Establish CenITex’s performance management framework CenITex will also strengthen its performance management framework. The CenITex will use three forms of monitoring (see Figure 15) to oversee the performance of the organisation. Business view Services view Customer view Understanding the health of the overall Understanding whether this service is Understanding whether each customer business, whether it is delivering in achieving the performance metrics set is receiving the service they signed up accordance with the business plan, and expected by its customers, for, whether the customer feedback whether this service is competitive has been positive, negative or
CENITEX Principles The government’s existing shared services will be based on principles (Figure 14) that were approved as part of the Business Support Services Strategic Review (BSSSR) in June 2015. As a critical shared service in government, CenITex is aligning itself to these principles. Defined Outcomes for shared services Benchmarking cost quality and customer satisfaction Upfront investment in the setup of shared services and fee-for-service models Standards to enable collective procurement decisions Uplift capability invest in leadership and education of existing team Performance management to incentivise participation of departments and agencies Department accountability for overall quality of service to staff and shared service decisions Service board appoint a board with customer representation for major services Customers will ‘stay the course’ departments and agency participation in strategy and future plans Adopt a ‘why not?’ approach leverage existing shared services possible Figure 14 Shared services principles Direction Finalise CenITex’s governance arrangements CenITex’s is a government ICT shared service provider for several departments and agencies. It is a state-owned enterprise (SOE) with an appointed board. This arrangement has been reviewed to ensure: appropriate accountability. a strengthening of CenITex’s customer focus and establishment of a stronger customer service direction. The CenITex board has been revised to include significant customer representation. The board has retained existing members for continuity and for their expertise. To finalise CenITex’s governance arrangements, the government will update and refresh the CenITex enabling and remove its ‘reorganising body’ status. Returning CenITex to an ongoing state body under the State Owned Enterprises Act 1992 (Vic) will provide the stability and the new sense of direction required to meet the challenges of a rapidly evolving ICT environment. Establish CenITex’s performance management framework CenITex will also strengthen its performance management framework. The CenITex will use three forms of monitoring (see Figure 15) to oversee the performance of the organisation. Business view Services view Customer view Understanding the health of the overall business, whether it is delivering in accordance with the business plan, Understanding whether this service is achieving the performance metrics set and expected by its customers, whether this service is competitive Understanding whether each customer is receiving the service they signed up for, whether the customer feedback has been positive, negative or
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