Governing the City State - Chief Minister and Treasury Directorate ...

Figure 23 – Strategy and Policy and Operational Service Delivery Roles and ResponsibilitiesOfficials believed that the Shared Services delivery model would benefit from furtherconsolidation and refinement and that there should be a focused effort to build the capabilityof Shared Service officials to deliver high quality services in a complex environment:Many of these matters [investigations] are referred to Shared Services who are clearlyunder-resourced and not sufficiently skilled to deal with them. This is well evidencedby the constant delays to resolution which seriously affect both my members and theirrespective members plus the staff in Shared Services. It also aids in creating a cultureof indecision, shifting blame and poor outcomes to these matters which in turn createsjob dissatisfaction for all concerned. 389Critically, officials were of the view that Shared Services fails to understand the business ofthe ACTPS. One official expressed it as:At the heart of this seems to be Shared Services lack of clarity around their role as aservice provider rather than a service determiner. The focus of Shared Services isoften more on process than supporting the work of the agency. While a focus oncollaboration and developing closer working relationships has been introduced to389 Submission No. 3.Capability, Capacity and Effectiveness: 291