❓ Question regarding a $250 million cost blowout in the Office of Shared Services. The Treasurer's response defends the project, citing the need for IT upgrades and the long-term cost benefits of a centralised system.
AnsweredQoN 32Legislative Assembly
QuestionView source ↗
OFFICE OF SHARED SERVICES — ADDITIONAL $250 MILLION EXPENDITURE
I refer to the fiscal black hole of the Carpenter government, the Office of Shared Services. (1) On what will the Treasurer spend the additional $250 million announced in the latest blowouts? (2) Will the Treasurer provide a breakdown of that $250 million of extra expenditure? Mr E.S. RIPPER
I refer to the fiscal black hole of the Carpenter government, the Office of Shared Services. (1) On what will the Treasurer spend the additional $250 million announced in the latest blowouts? (2) Will the Treasurer provide a breakdown of that $250 million of extra expenditure? Mr E.S. RIPPER
AnswerView source ↗
(1)-(2) If we listened to speakers from the opposition, we would think the Office of Shared Services was doing nothing Several members interjected. The SPEAKER : Order, members! Mr E.S. RIPPER : Twenty-three entities are currently receiving finance and procurement services from the Department of Treasury and Finance shared services centre. In addition, there is another shared services centre operating in the Department of Education and Training. There is a further shared services centre operating in the Department of Health. Mr M.W. Trenorden interjected. Mr E.S. RIPPER : By “operating” I mean they are paying the employees and the accounts in the education department and in the health department. They are therefore delivering the services that they are expected to deliver. Several members interjected. Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
(1) On what will the Treasurer spend the additional $250 million announced in the latest blowouts? (2) Will the Treasurer provide a breakdown of that $250 million of extra expenditure? Mr E.S. RIPPER replied: (1)-(2) If we listened to speakers from the opposition, we would think the Office of Shared Services was doing nothing Several members interjected. The SPEAKER : Order, members! Mr E.S. RIPPER : Twenty-three entities are currently receiving finance and procurement services from the Department of Treasury and Finance shared services centre. In addition, there is another shared services centre operating in the Department of Education and Training. There is a further shared services centre operating in the Department of Health. Mr M.W. Trenorden interjected. Mr E.S. RIPPER : By “operating” I mean they are paying the employees and the accounts in the education department and in the health department. They are therefore delivering the services that they are expected to deliver. Several members interjected. Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
(2) Will the Treasurer provide a breakdown of that $250 million of extra expenditure? Mr E.S. RIPPER replied: (1)-(2) If we listened to speakers from the opposition, we would think the Office of Shared Services was doing nothing Several members interjected. The SPEAKER : Order, members! Mr E.S. RIPPER : Twenty-three entities are currently receiving finance and procurement services from the Department of Treasury and Finance shared services centre. In addition, there is another shared services centre operating in the Department of Education and Training. There is a further shared services centre operating in the Department of Health. Mr M.W. Trenorden interjected. Mr E.S. RIPPER : By “operating” I mean they are paying the employees and the accounts in the education department and in the health department. They are therefore delivering the services that they are expected to deliver. Several members interjected. Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Mr E.S. RIPPER replied: (1)-(2) If we listened to speakers from the opposition, we would think the Office of Shared Services was doing nothing Several members interjected. The SPEAKER : Order, members! Mr E.S. RIPPER : Twenty-three entities are currently receiving finance and procurement services from the Department of Treasury and Finance shared services centre. In addition, there is another shared services centre operating in the Department of Education and Training. There is a further shared services centre operating in the Department of Health. Mr M.W. Trenorden interjected. Mr E.S. RIPPER : By “operating” I mean they are paying the employees and the accounts in the education department and in the health department. They are therefore delivering the services that they are expected to deliver. Several members interjected. Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
(1)-(2) If we listened to speakers from the opposition, we would think the Office of Shared Services was doing nothing Several members interjected. The SPEAKER : Order, members! Mr E.S. RIPPER : Twenty-three entities are currently receiving finance and procurement services from the Department of Treasury and Finance shared services centre. In addition, there is another shared services centre operating in the Department of Education and Training. There is a further shared services centre operating in the Department of Health. Mr M.W. Trenorden interjected. Mr E.S. RIPPER : By “operating” I mean they are paying the employees and the accounts in the education department and in the health department. They are therefore delivering the services that they are expected to deliver. Several members interjected. Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Several members interjected. The SPEAKER : Order, members! Mr E.S. RIPPER : Twenty-three entities are currently receiving finance and procurement services from the Department of Treasury and Finance shared services centre. In addition, there is another shared services centre operating in the Department of Education and Training. There is a further shared services centre operating in the Department of Health. Mr M.W. Trenorden interjected. Mr E.S. RIPPER : By “operating” I mean they are paying the employees and the accounts in the education department and in the health department. They are therefore delivering the services that they are expected to deliver. Several members interjected. Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
The SPEAKER : Order, members! Mr E.S. RIPPER : Twenty-three entities are currently receiving finance and procurement services from the Department of Treasury and Finance shared services centre. In addition, there is another shared services centre operating in the Department of Education and Training. There is a further shared services centre operating in the Department of Health. Mr M.W. Trenorden interjected. Mr E.S. RIPPER : By “operating” I mean they are paying the employees and the accounts in the education department and in the health department. They are therefore delivering the services that they are expected to deliver. Several members interjected. Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Mr E.S. RIPPER : Twenty-three entities are currently receiving finance and procurement services from the Department of Treasury and Finance shared services centre. In addition, there is another shared services centre operating in the Department of Education and Training. There is a further shared services centre operating in the Department of Health. Mr M.W. Trenorden interjected. Mr E.S. RIPPER : By “operating” I mean they are paying the employees and the accounts in the education department and in the health department. They are therefore delivering the services that they are expected to deliver. Several members interjected. Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Mr M.W. Trenorden interjected. Mr E.S. RIPPER : By “operating” I mean they are paying the employees and the accounts in the education department and in the health department. They are therefore delivering the services that they are expected to deliver. Several members interjected. Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Mr E.S. RIPPER : By “operating” I mean they are paying the employees and the accounts in the education department and in the health department. They are therefore delivering the services that they are expected to deliver. Several members interjected. Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Several members interjected. Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
(1) On what will the Treasurer spend the additional $250 million announced in the latest blowouts? (2) Will the Treasurer provide a breakdown of that $250 million of extra expenditure? Mr E.S. RIPPER replied: (1)-(2) If we listened to speakers from the opposition, we would think the Office of Shared Services was doing nothing Several members interjected. The SPEAKER : Order, members! Mr E.S. RIPPER : Twenty-three entities are currently receiving finance and procurement services from the Department of Treasury and Finance shared services centre. In addition, there is another shared services centre operating in the Department of Education and Training. There is a further shared services centre operating in the Department of Health. Mr M.W. Trenorden interjected. Mr E.S. RIPPER : By “operating” I mean they are paying the employees and the accounts in the education department and in the health department. They are therefore delivering the services that they are expected to deliver. Several members interjected. Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
(2) Will the Treasurer provide a breakdown of that $250 million of extra expenditure? Mr E.S. RIPPER replied: (1)-(2) If we listened to speakers from the opposition, we would think the Office of Shared Services was doing nothing Several members interjected. The SPEAKER : Order, members! Mr E.S. RIPPER : Twenty-three entities are currently receiving finance and procurement services from the Department of Treasury and Finance shared services centre. In addition, there is another shared services centre operating in the Department of Education and Training. There is a further shared services centre operating in the Department of Health. Mr M.W. Trenorden interjected. Mr E.S. RIPPER : By “operating” I mean they are paying the employees and the accounts in the education department and in the health department. They are therefore delivering the services that they are expected to deliver. Several members interjected. Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Mr E.S. RIPPER replied: (1)-(2) If we listened to speakers from the opposition, we would think the Office of Shared Services was doing nothing Several members interjected. The SPEAKER : Order, members! Mr E.S. RIPPER : Twenty-three entities are currently receiving finance and procurement services from the Department of Treasury and Finance shared services centre. In addition, there is another shared services centre operating in the Department of Education and Training. There is a further shared services centre operating in the Department of Health. Mr M.W. Trenorden interjected. Mr E.S. RIPPER : By “operating” I mean they are paying the employees and the accounts in the education department and in the health department. They are therefore delivering the services that they are expected to deliver. Several members interjected. Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
(1)-(2) If we listened to speakers from the opposition, we would think the Office of Shared Services was doing nothing Several members interjected. The SPEAKER : Order, members! Mr E.S. RIPPER : Twenty-three entities are currently receiving finance and procurement services from the Department of Treasury and Finance shared services centre. In addition, there is another shared services centre operating in the Department of Education and Training. There is a further shared services centre operating in the Department of Health. Mr M.W. Trenorden interjected. Mr E.S. RIPPER : By “operating” I mean they are paying the employees and the accounts in the education department and in the health department. They are therefore delivering the services that they are expected to deliver. Several members interjected. Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Several members interjected. The SPEAKER : Order, members! Mr E.S. RIPPER : Twenty-three entities are currently receiving finance and procurement services from the Department of Treasury and Finance shared services centre. In addition, there is another shared services centre operating in the Department of Education and Training. There is a further shared services centre operating in the Department of Health. Mr M.W. Trenorden interjected. Mr E.S. RIPPER : By “operating” I mean they are paying the employees and the accounts in the education department and in the health department. They are therefore delivering the services that they are expected to deliver. Several members interjected. Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
The SPEAKER : Order, members! Mr E.S. RIPPER : Twenty-three entities are currently receiving finance and procurement services from the Department of Treasury and Finance shared services centre. In addition, there is another shared services centre operating in the Department of Education and Training. There is a further shared services centre operating in the Department of Health. Mr M.W. Trenorden interjected. Mr E.S. RIPPER : By “operating” I mean they are paying the employees and the accounts in the education department and in the health department. They are therefore delivering the services that they are expected to deliver. Several members interjected. Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Mr E.S. RIPPER : Twenty-three entities are currently receiving finance and procurement services from the Department of Treasury and Finance shared services centre. In addition, there is another shared services centre operating in the Department of Education and Training. There is a further shared services centre operating in the Department of Health. Mr M.W. Trenorden interjected. Mr E.S. RIPPER : By “operating” I mean they are paying the employees and the accounts in the education department and in the health department. They are therefore delivering the services that they are expected to deliver. Several members interjected. Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Mr M.W. Trenorden interjected. Mr E.S. RIPPER : By “operating” I mean they are paying the employees and the accounts in the education department and in the health department. They are therefore delivering the services that they are expected to deliver. Several members interjected. Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Mr E.S. RIPPER : By “operating” I mean they are paying the employees and the accounts in the education department and in the health department. They are therefore delivering the services that they are expected to deliver. Several members interjected. Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Several members interjected. Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Mr E.S. RIPPER : If we listened to opposition members, we would think that they did not understand that we do have to develop new information technology systems to pay people and to pay accounts. Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Several members interjected. Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Mr E.S. RIPPER : Were the Office of Shared Services system not being developed, it would be necessary to develop individual systems in government agency after government agency. I believe that would be a more expensive and less rational way of proceeding than developing a whole-of-government shared services centre. Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Several members interjected. The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
The SPEAKER : Order! I call to order the member for Avon for the second time, and the member for Dawesville. Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Mr E.S. RIPPER : It was the right decision to proceed with a shared services centre. The shared services information technology system is working. It is paying payroll, it is paying procurement, and it is running the finance system. The system is working. It is delivering services to 23 entities. Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Several members interjected. Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Mr E.S. RIPPER : What should be understood, if members want to listen—I think it is an important issue—is that the whole financial position of the Office of Shared Services is quite sensitive to the question of delays. That is essentially because a new system is being built, while at the same time we are required to pay for the operation of existing systems. The longer it takes to build the new system, the greater will be the requirement to pay for that dual operation. It is not the case that there is some enormous difficulty in the building of the system; it is the case that it is taking longer than expected, and that is what is causing the negative financial impacts. Nevertheless, if we were not building this shared services centre, we would be required to spend the money, and more, on individual information technology projects in government agency after government agency, — Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Several members interjected. The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
The SPEAKER : Order! I call the member for Avon to order for the third and final time. Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Mr E.S. RIPPER : — with all the risks that would emerge from that plethora of individual IT projects, which we now do not have to operate or implement because we are doing that through the shared services centre.
Explore WA Government Data
Search the full archive in the free dashboard, or query programmatically via API.
Explore more
Government Gazette
Appointments, regulatory notices, planning changes.
Hansard
Debates, questions, speeches and sentiment.
Tabled Papers
Reports and documents tabled in Parliament.
Committees
Committee profiles and recent reports.
Regulations
Subsidiary legislation with filters and summaries.
Bills
Proposed laws and parliamentary progress.
Acts
Current WA legislation and summaries.
Explanatory Memoranda
Bills with EMs (text/PDF) available.
Members
MP profiles, party breakdown and rankings.
Pollie Rankings
Data-driven rankings across 19 categories.
Amendment Chains
Track how schemes and regulations evolve over time.