ict strategic plan - city of · pdf fileict strategic plan – version 1.0 ... t-01 all...

2012 - 2017

Stephen Zeeb

Principal Consultant

ICT Strategic Plan

ICT Strategic Plan – Version 1.0

First Published 14/09/2012 Latest Revision 14/09/2012

TOC i

Table of Contents Table of Contents ....................................................................................................................................... i

Executive Summary ................................................................................................................................... ii

1 Introduction ..................................................................................................................................... 1

2 Business Context .............................................................................................................................. 3

3 KFA#1

- Business Systems .................................................................................................................. 6

4 KFA#2

- Information Management ..................................................................................................... 9

5 KFA#3

- Technology .......................................................................................................................... 12

6 KFA#4

- ICT Governance ................................................................................................................... 15

7 KFA#5

- ICT Service Management ..................................................................................................... 17

8 What happens next? ....................................................................................................................... 20



Executive Summary ii

Executive Summary

Purpose

This document specifies the Information and Communication Technology

(ICT) Strategic Plan for the City of Albany covering 2012 through to 2017.

Strategies

The identified strategies are intended to provide alignment of ICT to the

corporate strategies.

City of Albany’s Vision: “Western Australia's most sought after and unique regional city to live, work and visit”

ICT Vision: “Provide business focussed, effective and scalable ICT systems and services that will benefit the City and potentially other Councils in the Great Southern”

To achieve the ICT vision, the strategies have been grouped into the

following key focus areas:

Business Systems;

Information Management;

Technology;

ICT Governance; and

ICT Service Management.

The intent is that the strategies would drive actions that are to be

implemented during the period specified for this plan. As part of

continuous improvement, these actions will need to be reviewed and

updated regularly within the timeframe for this plan or as circumstances

change.

A summary of the strategies is shown in the table on the following page.

Details for each strategy are contained in the relevant sections for each

key focus area. Endorsement of the strategies contained in this plan does

not automatically endorse the allocation of funds and/or resources

identified in the Action Plans.

Information and Communication Technology (ICT) Strategic Plan 2012 – 2017

CoA Vision “Western Australia's most sought after and unique regional city to live, work and visit”

ICT Vision “Provide business focussed, effective and scalable ICT systems and services that will benefit the City and potentially other Councils in the Great Southern”

Key Focus Areas

Business Systems Information Management Technology ICT Governance ICT Service Management

BS-01 Business systems will be

appropriate to the organisational

and service consumer’s needs.

IM-01 Information stores will have

relevant and up-to-date data.

T-01 All essential ICT hardware and

software will be managed

through a defined and

documented lifecycle.

G-01 Alignment of ICT systems and

services to the City’s strategic

and operational directions will

be ensured through an ICT

Governance framework.

SM-01 The organisational structure for

delivery of ICT services will

ensure effectiveness and

efficiency.

Stra

teg

ies

BS-02 Effective use of Business

Systems will be ensured through

adequate training of staff.

IM-02 Knowledge Management will be

improved across the City’s

workforce through improved data

and systems.

T-02 Software licensing models will

be selected to ensure optimal

value and effectiveness.

G-02 ICT budget will be formulated

on the identified ICT needs of

the organisation.

SM-02 Support of relevant ICT

technologies and services will

be delivered through the

selection of appropriate

personnel and/or service

providers.

BS-03 Integration between Business

Systems will be developed where

appropriate along with the

optimisation of business

processes.

IM-03 Information will be managed in

line with its business value and

with a view to progressively

make available online relevant

information to the public.

T-03 Robust and scalable voice and

data services will be used to

meet the growing needs of the

organisation, community and

Great Southern region.

SM-03 Transparency and

accountability of ICT will be

provided through effective

monitoring and reporting.

BS-04 Online services for staff and

external service consumers will

be improved through the

provision of more contemporary

systems.

IM-04 Optimal performance from data

repositories will be ensured

through appropriate database

implementations and operational

practices.

T-04 ICT will lead best-practice in

‘Green Computing’ through

appropriate technology

procurement and operational

practices.

SM-04 ICT infrastructure will be

accommodated in appropriate

facilities and locations to cater

for improved delivery and

support of ICT services while

minimising risk.

IM-05 The security of information

resources will be improved

through the adoption of best-

practice standards and

processes.

SM-05 Best-practice ICT Service

Management processes will be

implemented to ensure the

delivery of appropriate levels of

customer service.

This page is intentionally blank



Introduction 1

1 Introduction The definition of the Information and Communication Technology (ICT)

Strategic Plan 2012 – 2017 for the City of Albany was carried out between

February 2012 and July 2012 as part of the continuous improvement of

ICT.

This ICT Strategic Plan supersedes the previous plan prepared in 2006

that covered the period up to 2010.

The structure of this document is as follows:

Section 1 (this section) provides the background and the methodology

used to formulate the plan.

Section 2 describes the Business Context for this plan.

Sections 3 through to 7 focus on the strategic Key Focus Areas (KFAs)

that include:

Business Systems;

Information Management;

Technology;

ICT Governance; and

ICT Service Management.

Finally, section 8 details the need for continuous improvement associated

with the ICT Strategic Plan and processes.

The Appendices list action plans for each year that are required to meet

the strategies, along with estimates of timing, costs and ICT resourcing.

Background to the Plan

The City of Albany was established in 1998 as a result of the

amalgamation of the former Town of Albany and Shire of Albany. Since

that time the ICT Team has grown from a single staff member who

supported a single file server with no Internet connection and no email, to

a larger team that oversees a sophisticated set of hardware and software

components.

ICT services are provided to approximately 250 end-users across 11 sites

as well as to the community.

At a time of significant organisational change, this ICT Strategic Plan

establishes a course of action to guide the development and delivery of

ICT services for the City of Albany.



Introduction 2

Methodology

A simple methodology was used to achieve the objectives and consisted

of the following main stages:

Initiation;

Consultation including relevant interviews and workshops with

stakeholders and other personnel from the City of Albany;

Determine the ICT Vision statement;

Determine and document the requirements;

Develop draft strategies and issue for review and feedback;

Consolidate feedback, revise the document and issue the ‘Release’

version of the Plan once approved; and

Close.

Consultation

A number of face-to-face meetings, workshops and telephone

conversations were conducted from February 2012 to July 2012. They

focussed on the following aspects:

Confirmation of the scope and deliverables for the ICT Strategic Plan;

Workshops with the relevant ICT and other personnel covering the

identified strategic Key Focus Areas;

Meetings with key stakeholders to determine business plans,

requirements and issues surrounding ICT technologies and services

(existing or otherwise).



Business Context 3

2 Business Context

Corporate Vision

The City of Albany’s Vision is "Western Australia's most sought after and

unique regional city to live, work and visit".

ICT Vision

To improve the focus for delivering ICT services the following ICT Vision

Statement has been developed:

“Provide business focussed, effective and scalable ICT systems and

services that will benefit the City and potentially other Councils in the

Great Southern”.

The vision would be met through 'best practice' and standards-based ICT

Service Management and addresses three main concepts:

Business Focus:

Increased awareness of business needs by the ICT Team through

better communication and interaction will drive the provision of more

relevant ICT systems and services.

Effectiveness:

ICT will maximise the efficiency of the Local Government services

provided wherever possible. The City of Albany will use ICT to provide

better and more cost-effective services to the community. More

effective systems and data will also be an enabler to improve

‘knowledge management’ within the City of Albany.

Scalability:

By carefully and correctly specifying and selecting ICT systems and

technologies, the City of Albany will be better placed to scale ICT to

meet the growing needs of the Community and the Great Southern

Region.

Aim of the ICT Strategic Plan

The rate of change in terms of business service requirements and the

associated ICT is increasing. It is essential for the City of Albany to

understand how it will take advantage of ICT to deliver improvements to

services over the next five years.

This ICT Strategic Plan will convey the technological direction to all parties

that receive services from or deliver services to the City of Albany.



Business Context 4

What’s driving ICT Change

The dependence on ICT infrastructure and applications to deliver

business services is increasing with time for almost all organisations. This

is shown conceptually in Figure 1.

Figure 1 - Increasing dependence on ICT

Other drivers for service changes are:

Regulatory obligations. These are becoming an increasingly

significant driver for ICT services within organisations.

Funding and staffing imperatives contribute to the need for ICT.

Efficiencies can be gained through implementation of certain ICT

technologies and services, but can also result in transfer of workloads

to other organisational areas.

Obsolescence of ICT hardware and software is also a major

contributor to ICT change. Software version updates can increase the

need for improved hardware, sometimes shortening the estimated life

of the original hardware. Additionally, as all hardware has a certain

lifetime after which the likelihood of failures increases significantly, it is

considered ‘best practice’ to replace hardware within pre-defined

timeframes.

Coupled with all of the above, the emergence of new technologies and

application improvements are becoming more frequent.

Key Objectives for the ICT Team

To reinforce the importance of ICT for the City of Albany, three key

objectives that the ICT Team should strive for have been defined as

shown in Figure 2. These would apply for the duration of this ICT Strategic

Plan and beyond.



Business Context 5

Figure 2 – Key ICT Team Objectives

•Adopt 'Best Practice' and Standards

• Select relevant quality Technologies

•Maintain effective and agreed policies

Standardise

• Eliminate duplication

• Reduce process complexity

•Automate for effectiveness and efficiency

Simplify

• Integrate systems where possible

• Services should meet Business Objectives

Improve



Key Focus Area 1 – Business Systems 6

3 KFA#1

- Business Systems The first of the Key Focus Areas is ‘Business Systems’. In the context of

this Strategic Plan, the scope of Business Systems includes:

Software applications used by the City of Albany to conduct its

business and fulfil its regulatory obligations;

Suitability of the software applications that form the Business Systems

and that provide access to data stores for either storage or retrieval of

information; and

Integration of the various Business Systems and software

components.

Summary of Strategies

BS-01 Business systems will be appropriate to the organisational and

service consumer’s needs.

BS-02 Effective use of Business Systems will be ensured through

adequate training of staff.

BS-03 Integration between Business Systems will be developed where

appropriate along with the optimisation of business processes.

BS-04 Online services for staff and external service consumers will be

improved through the provision of more contemporary systems.

BS-01: Appropriate Business Systems

Business Systems will be appropriate to the organisational and service

consumers needs.

Periodically checking that major systems meet the business needs is

necessary to ensure that they are fit for purpose. These reviews would be

initiated by the ICT Manager and carried out in conjunction with the

nominated business system owner or ‘custodian’. The outcomes would be

reported to the City’s ICT Governance body along with any recommended

remedial actions.

Rationale

Feedback received during this consultancy highlighted that some business

systems fall short of expectations. In particular, SynergySoft is seen to be

‘old-fashioned’ and ‘clunky’. Additionally, it was considered that

SynergySoft does not effectively cover all the required business functions.

As an example, Human Resources Payroll functions such as employee




kiosk (self service) and workflow of leave applications is seen as being

beneficial to the organisation if implemented.

In terms of Geographic Information Systems (GIS), IntraMaps is not

delivering the value it could due to constraints in resourcing and

consequently a lack of innovation/development. IntraMaps Public is an

example where the system was implemented and hosted externally two

years ago but never updated nor released to the Public.

BS-02: Effective use of Business Systems

Effective use of Business Systems will be ensured through adequate

training of staff.

Business systems and associated application software can provide

significant productivity gains. However, if end-users are not proficient in

using the systems, then this can lead to incorrect data and/or inefficient

processes being developed or used.

Rationale

A common view was expressed by staff during interviews that the various

business systems and software applications were not able to be used

effectively because of a lack of end-user training and confidence. This has

been brought about by the high staff turnover in the past year across all of

the organisation’s levels.

BS-03: Integrated Business Systems

Integration between Business Systems will be developed where

appropriate along with optimisation of business processes.

Rationale

This integration would allow users to access relevant information held in

another system without having to be logged into that system and without

the need to duplicate information that is common across multiple systems.

An ‘authoritative source’ of information would be specified for common

information.

Integration provides consistency of information and eliminates the need to

have multiple systems performing the same function.

BS-04: Online Services

Online services for staff and external service consumers will be improved

through the provision of more contemporary systems.




There is a need to ensure that the City’s online services are contemporary

in terms of information, services, ‘usability’ and enhances the City’s

presence and image.

Rationale

Broadband, mobile and handheld technologies are becoming more

ubiquitous at reduced price points. There is a strong desire by the City’s

executive leadership team to ensure where the correct benefits can be

realised, solutions are implemented to improve service to the community

and for use by the City’s workforce.

Relevant Standards

The following standards and/or frameworks should be referenced when

implementing the strategy and any associated actions:

W3C accessibility guidelines



Key Focus Area 2 – Information Management 9

4 KFA#2

- Information Management The second Key Focus Areas is ‘Information Management’. In the context

of this Strategic Plan, the scope of Information Management includes:

All electronic information stored as data and records required by the

City of Albany to conduct business and fulfil its regulatory obligations;

Security of the information in terms of access controls and protection

from destruction;

Information availability is based on business and end-user needs; and

The pathways for access to the information – this can be part of an

information directory.


IM-01 Information stores will have relevant and up-to-date data.

IM-02 Knowledge Management will be improved across the City’s

workforce through improved data and systems.

IM-03 Information will be managed in line with its business value and

with a view to progressively make available online relevant

information to the public.

IM-04 Optimal performance from data repositories will be ensured

through appropriate database implementations and operational

practices.

IM-05 The security of information resources will be improved through

the adoption of best-practice standards and processes.

IM-01: Up-to-date Data

Information stores will have relevant and up-to-date data.

The data stored as part of the City’s systems must be kept as up-to-date

as economically viable. Any anomalies found as part of routine processing

or scheduled audits should be assessed and corrected if appropriate.

Rationale

The value of the City’s ICT systems is dependent on the information

contained within them. Data that is incorrect or out-of-date can lead to

process inefficiencies, rework and/or financial implications to the City or its

constituents. For example:




Locations of drain pipes in asset systems or GIS if wrong can lead to

delays in rectifying problems or cause problems for construction;

Incorrectly listed zoning information for properties could result in

wrong information being provided to the community or businesses.

Also, where it is deemed that certain information is no longer relevant or

needed to be kept, then it should be archived or deleted according to

State Records Office or other regulatory policy or guidelines.

Relevant Regulations

State Records Act

IM-02: Knowledge Management

Knowledge Management will be improved across the City’s workforce

through improved data and systems.

In the context of ICT, “Knowledge Management” refers to the creation of

an environment where systems and technologies enable sharing, learning

and collaboration that together lead to organisational improvement.

Rationale

As a result of the high annual turnover of staff within the City of Albany,

there is a need for knowledge transfer and retention. By ensuring that

systems and processes are correctly implemented, maintained and

monitored, there is a reduced risk of knowledge being lost.

IM-03: Information Value and Release

Information will be managed in line with its business value and with a view

to progressively make available online relevant information to the public.

Rationale

The information generated, stored and used by the City of Albany is a

significant and valuable asset and underpins the various business

systems and services being provided internally and externally.

In line with world-wide trends, the amount of information being produced

and stored by the City is growing over time, likewise the number of data

repositories. The information repositories includes but is not limited to:

SynergySoft – database of information supporting Finance, Payroll,

Rates, Document/Records Management and other business functions;

Microsoft Exchange – database of messaging, calendaring and tasks;

IntraMaps – GIS database of Cadastral and other Asset records;




Amlib – database of Library resources and customers;

Roman II – database of Road Maintenance (hosted externally)

SmartFees CCMS – database of child care related services; and

General Files (Office files, Council Minutes/Agendas and others).

IM-04: Performance of Data Repositories

Optimal performance from data repositories will be ensured through

appropriate database implementations and operational practices.

Rationale

Often application software is blamed by users when data queries are

inconsistent or slow. It is invariably the ‘back-end’ database that is the

bottleneck. As the City and its systems are growing and more online

services will be offered to external consumers, there is a need to monitor

and tune databases periodically. Software tools can be implemented to

monitor transactions, while database administration specialists can supply

the necessary skills to maintain optimal performance of databases.

IM-05: Information Security

The security of information resources will be improved through the

adoption of best-practice standards and processes. This would include the

use of an information security management system (ISMS).

Rationale

Due to the geographic proximity of both the Disaster Recover site (ALAC)

and the backup site (Library) to the Main Administration Centre, there is

an unmitigated risk present in terms of information security. Risk and

vulnerability assessments could be conducted by specialists to include

physical and logical security. For example; annual testing of secure

access to systems connected to external data services.

Relevant Standards



AS/NZS ISO/IEC 27001 Information Security Management System;

AS/NZS ISO/IEC 27002 Code of Practice for Information Security;

HB 231:2004 Information security risk management guidelines; and

AS/NZS 31000:2009 Risk Management Principles and Guidelines.



Key Focus Area 3 – Technology 12

5 KFA#3

- Technology The third Key Focus Areas is ‘Technology’. In the context of this Strategic

Plan, the scope of Technology includes:

Hardware needed to run the various software applications and store

the associated information e.g. PCs, Servers, Storage devices;

Hardware needed to provide telecommunication services including

Telephony and general Networking;

Data services/communication links that form the connections between

sites and to the rest-of-the-world;

Software that forms the base operating platform for business

application software to run on e.g. PC and Server Operating Systems.

Other hardware devices used for input and output devices including

scanners, faxes, printers, bar-code readers; and

Environmental and physical components that provide accommodation,

electrical power and airconditioning to ensure the effective and

efficient operation of key ICT components. That is, Uninterruptible

Power supplies, Racks, Cabling Systems and Computer Rooms.


T-01 All essential ICT hardware and software will be managed through

a defined and documented lifecycle.

T-02 Software licensing models will be selected to ensure optimal

value and effectiveness.

T-03 Robust and scalable voice and data services will be used to meet

the growing needs of the organisation, community and Great

Southern region.

T-04 ICT will lead best-practice in ‘Green Computing’ through

appropriate technology procurement and operational practices.

T-01: Lifecycle Management

All essential ICT hardware and software will be managed through a

defined and documented lifecycle. This will be in line with best-practice

management of ICT.

Rationale

There is a need to ensure that the components supporting the delivery of

ICT services to the City are:




In terms of hardware, replaced at a frequency that is not only cost

effective, but aligns with the availability of support from the

manufacturer and has been assessed in terms of failure, performance

and software compatibility.

In terms of software, supported by the software developer or

manufacturer and no older than a defined number of releases behind

the latest version.

T-02: Software Licensing

Software licensing models will be selected to ensure optimal value and

effectiveness. This should take into account the overall benefit to the City

and not just the upfront or ongoing license costs.

Rationale

While the cost of business software is typically expensive, there are

volume licensing and/or pay-per-use arrangements, such as with

Microsoft’s Enterprise Licensing Agreement (ELA) and Office 365 that

provide significant value compared to buying the software outright. Online

learning for users, technical training for ICT personnel, home use

arrangements, professional services and software assurance (upgrades to

newer versions) are often included in ELAs and can provide a better value

proposition.

T-03: Voice and Data Services

Robust and scalable voice and data services will be used to meet the

growing needs of the organisation, community and Great Southern region.

Rationale

To accommodate the growth in systems, information transfer and

services, there will be a corresponding requirement for improved voice

and data services. More flexible arrangements for data links and

telephone systems will become available as the National Broadband

Network is rolled out to Albany and some surrounding areas within the

next 3 years. Options including hosted telephony service can also

minimise the capital outlay for voice systems while maximising resilience

and business continuity.

T-04: Green Computing

ICT will lead best-practice in ‘Green Computing’ through appropriate

technology procurement and operational practices.




This will be in line with responsible energy use and other initiatives.

Rationale

Through the development of a Green-Computing operating procedure, the

City of Albany will build on the already existing strategy of ‘virtualising’

servers to reduce power consumption and costs. This procedure would

focus on selection of energy efficient technologies, improved ICT

management practices of devices to reduce power consumption, better

disposal practices for ICT equipment and a reduction in the need for

printing and paper consumption.

Relevant Standards



AS/NZS ISO 14001 Environmental management systems –

Requirements with guidance for use.



Key Focus Area 4 – ICT Governance 15

6 KFA#4

- ICT Governance The fourth Key Focus Areas is ‘ICT Governance’. In the context of this

Strategic Plan, the scope of ICT Governance includes:

The basis for objective evaluation of and deciding on new ICT projects

and services; and

The mechanisms for ensuring that ICT continues to meet the ongoing

needs of the organisation.


G-01 Alignment of ICT systems and services to the City’s strategic and

operational directions will be ensured through an ICT

Governance framework.

G-02 ICT budget will be formulated on the identified ICT needs of the

organisation

G-01: Effective ICT Governance

Alignment of ICT systems and services to the City’s strategic and

operational directions will be ensured through an ICT Governance

framework.

Rationale

Feedback received during this consultancy has highlighted there was

shortfall in terms of reporting for ICT systems and services. Consequently

confidence that ICT could meet the needs of the business in the future

and also address the issues needing attention now was low.

By adopting better reporting mechanisms, engaging with the service

stakeholders regarding ICT performance and projects, an improvement in

service capability should occur.

Relevant Standards



ISO/IEC 38500 Corporate governance of Information Technology.

PRINCE2 Project Management Methodology

ISO/IEC 20000 Information Technology – Service Management

specification and code of practice; and



Key Focus Area 4 – ICT Governance 16

ITIL Service Management Framework.

G-02: Relevant ICT Budget

ICT budget will be formulated on the identified ICT needs of the

organisation.

Rationale

ICT budget and associated expenditure needs to be based on valid

reasons with clear and transparent decision making. There should be an

appropriate balance of the benefits, opportunities, costs and risks that

takes into account the short and long term needs of the City of Albany and

its service consumers.

Relevant Standards

ISO/IEC 38500 Corporate governance of Information Technology.



Key Focus Area 5 – ICT Service Management 17

7 KFA#5

- ICT Service Management The final Key Focus Areas is ‘ICT Service Management’. In the context of

this Strategic Plan, the scope of ICT Service Management includes:

Processes used to plan and manage the various aspects of

technologies and systems;

Standards and frameworks employed for developing, implementing

and operating the various processes; and

Recruitment and professional development practices to ensure the

ongoing provision of effective ICT service.


SM-01 The organisational structure for delivery of ICT services will

ensure effectiveness and efficiency.

SM-02 Support of relevant ICT technologies and services will be

delivered through the selection of appropriate personnel and/or

service providers.

SM-03 Transparency and accountability of ICT will be provided through

effective monitoring and reporting.

SM-04 ICT infrastructure will be accommodated in appropriate facilities

and locations to cater for improved delivery and support of ICT

services while minimising risk.

SM-05 Best-practice ICT Service Management processes will be used to

improve service.

SM-01: Organisational Structure

The organisational structure for delivery of ICT services will ensure

effectiveness and efficiency.

Rationale

ICT services are delivered from within two different business units within

the City of Albany. By consolidating the ICT personnel into a single

service unit with a single manager, focus on service outcomes can be

achieved along with consistency of service levels. Furthermore, as the

City goes on to employ a greater number of systems and online services

to meet the demands of the community, there will need to be flexibility in

the organisation structure to allow for a corresponding increase in service

and support demand.




SM-02: Personnel and Providers

Support of relevant ICT technologies and services will be delivered

through the selection of appropriate personnel and/or service providers.

Rationale

An ICT skills shortage is worsening and is unlikely to be filled from within

Australia. Consequently, there is a need to examine roles and

responsibilities within the whole ICT discipline and determine the most

effective way to fulfil the responsibilities, whether in-house or outsourced.

SM-03: Monitoring and Reporting

Transparency and accountability of ICT will be provided through effective

monitoring and reporting.

Rationale

Improved reporting will increase visibility of ICT Services and provide the

necessary ‘business intelligence’ to ensure consistency of service against

needs. Monitoring enables improved management of technologies and

allows the ICT Team to better predict when additional capacity is required

so that services are not impacting.

Relevant Standards






SM-04: Infrastructure Accommodation

ICT infrastructure will be accommodated in appropriate facilities and

locations to cater for improved delivery and support of ICT services while

minimising risk.

Rationale




Relevant Standards



AS 2834 Computer Accommodation;

AS/NZS ISO/IEC 27001 Information Security Management System

specifications; and

AS/NZS ISO/IEC 27002 Code of practice for information security

management.

SM-05: Service Delivery

Best-practice ICT Service Management processes will be implemented to

ensure the delivery of appropriate levels of customer service.

Rationale

The ICT team presently only uses a subset of best-practice processes for

delivery of ICT services; in particular incident and service request

management (resolution processes). Expanding the catalogue of

processes to include a more complete set covering service delivery

processes, control processes and relationship processes would produce

significant benefits for the organisation.

Relevant Standards








Continual Service Improvement 20

8 What happens next? The actions listed in the appendices will need to be addressed year on

year.

There is also a need for continuous review of the ICT Strategic Plan.

Whenever a new requirement is identified, that requirement should be

referenced to one of the Key Focus Areas and Strategies. If the Strategy

does not exist or accommodate the new requirement, the ICT Strategic

Plan should be amended to reflect the changing business need – this is in

line with Continual Service Improvement (CSI).

The goal of CSI is to align and realign ICT Services to changing business

needs as necessary. This can be done by identifying and implementing

improvements to the ICT services that support the Business Processes.

The perspective of CSI on improvement is the business perspective of

service quality, even though CSI aims to improve process effectiveness,

efficiency and cost effectiveness of the IT processes through the whole

lifecycle. To manage improvement, CSI should clearly define what should

be controlled and measured.

CSI needs to be treated just like any other service practice. There needs

to be upfront planning, training and awareness, ongoing scheduling, roles

created, ownership assigned, and activities identified to be successful.

CSI must be planned and scheduled as process with defined activities,

inputs, outputs, roles and reporting.



Action Plan Year 1: 2012 - 2013 21

Year 1: July 2012 to June 2013

Strategy Action Estimated Cost

Estimated Internal ICT effort (Days)

Period (Quarter/s)

G-01 Establish an ICT Governance Framework along with an associated ICT Working Group

$2,000 3 Q1

T-01 Define and document a Technology Architecture Plan that includes technology lifecycles.

$5,000 2 Q1

SM-01 Review and revise the ICT Team organisation responsibilities and structure to ensure appropriateness and effectiveness.

$0 10 Q1 – Q2

SM-02 Transfer responsibility so that appropriate departments are managing environmental (e.g. UPS, Generators) and structural assets that relate to the provision of ICT services.

$0 3 Q2

SM-03 Develop a framework for monitoring and reporting availability and performance metrics.

Note: Includes $2k for improvements to monitoring software.

$2,000 10 Q2

IM-01 Initiate a project to ensure that IntraMaps information is brought up to date. This will require predominantly business unit resources and would be reliant on having in place a GIS/IntraMaps system administrator.

$0 5 Q2

BS-01

BS-04

Implement Internet Website Stage 2 (Relocation and upgrade of Content Management System – CMS).

$0 10 Q2

IM-05

SM-04

Conduct a review of the Disaster Recovery and Backup solution and procedures to determine the most appropriate location and solution/s to reduce risk and improve the security of information and services.

$5,000 10 Q2 – Q3

BS-01 Conduct a review of key Business Systems to ascertain business ‘fit’ and any gaps. $0 10 Q3

BS-01

SM-01

Determine the mechanism and/or resourcing for providing Business Systems Training – note cost estimate is Per Annum operational.

$65,000 5 Q3

SM-05 Conduct Gap analysis of Service Management Processes against ISO 20000/ITIL. Implement best-practice ICT Service Management processes. This is phase 1 of the strategy and focuses on reviewing the resolution and service delivery processes. It includes purchasing publications and training ICT Staff.

$15,000 35 Q3 – Q4

BS-04 Evaluate the benefits and issues associated with Social Networking technologies and implement within any identified parameters and/or constraints. Implement agreed solutions.

$15,000 20 Q3

T-02 Review the licensing arrangements for Microsoft and other volume products. $0 5 Q3

BS-01

BS-04

Create a project and working group for the specification and EOI of a new Internet and Intranet (This is Phase 1 of the Internet/Intranet project).

$5,000 15 Q4

BS-01 Re-implement SynergySoft HR Module. $5,000 10 Q4

T-04 Specify a Green-IT Policy that includes the use of EnergyStar compliant hardware, preference for recyclable or bio-degradable packaging and responsible disposal practices.

$0 5 Q4

T-01

T-04

Define Printer/Copier SOE and policies for reduction in local printers and paper usage.

$0 3 Q4

T-01 Replace 1/2 (3) of the physical servers. Note: includes re-implementation of virtual servers.

$37,500 13 Q4

T-01 Replace 1/4 of PC fleet. $75,000 20 Q4

IM-05 Annual Vulnerability Assessment by external Security Specialist. $7,500 2 Q4

TOTALS $239,000 196



Action Plan Year 2: 2013 - 2014 22




Period (Quarter/s)

T-01 Replace remaining 1/2 (3) of the physical servers. Note: includes re-implementation of virtual servers.

$37,500 12 Q1

BS-01

T-01

Select the Office version to replace Microsoft Office 2007. Includes specifying, documenting, building, testing and planning deployment. Note that this action is purposely scheduled to follow the release of Office 2012/2013 even though Office 2010 may be chosen. The estimated cost is based on capital outlay to purchase a new version of Office – this would be negated should a Microsoft Enterprise Agreement be in place.

$75,000 20 Q1

BS-01

BS-04

Re-implement IntraMaps Public (to be hosted by DMS as previously). Note that cost estimate is Per Annum (operational not capital).

$6,000 10 Q1

IM-01 Initiate a project to ensure that SynergySoft data including the Name and Address Register is up-to-date and consistent. This will require predominantly business unit resources and would be reliant on having in place a SynergySoft system administrator.

$0 5 Q1

T-03

T-01

Provide a contemporary, robust and standardised telephony system across the whole organisation. Note the cost shown is for capital (purchase of a system), if a hosted service is selected then this figure will be replaced by a reduced operational cost per annum.

$250,000 45 Q1-Q2

BS-01

BS-04

Implement a new Internet website (This is Phase 2 of the Internet/Intranet project). $70,000 20 Q1-Q2

BS-04 Assess and Implement Mobile Computing solutions for identified modules/registers. $50,000 20 Q2


IM-01

BS-03

Enable more effective use of information through the provision of SynergySoft SQL Replication (SQL Mirror) as a replacement for SQL Views.

Note: Includes $15k Software & $5k for consulting and training.

$20,000 10 Q2

IM-05 Specify, document and implement an information security management system (ISMS). It includes purchasing publications and training ICT Staff.

$15,000 30 Q2 – Q3

SM-05 Implement best-practice ICT Service Management processes. This is phase 2 of the strategy and focuses on Control and Relationship processes.

$5,000 35 Q2 – Q4

IM-05

SM-04

Implement revised Disaster Recovery and Backup measures identified in Year 1 review.

$25,000 20 Q3

BS-01

BS-04

Implement a new Intranet (this is Phase 3 of the Internet/Intranet project). $65,000 30 Q3 – Q4



TOTALS $701,000 289



Action Plan Years 3, 4 & 5: 2014 - 2017 23




Period (Quarter/s)

T-01

T-03

Conduct a review of Data Services to determine whether existing private network will be retained and refreshed or NBN services would be used. Combined with lifecycle replacement of Microwave systems.

$200,000 30 Q1


IM-03 Identify and introduce data custodians for each of the Business Systems and/or relevant Information stores. Note that as SynergySoft and IntraMaps has modules and layers with different information, there will be multiple custodians for each system.

$0 10 Q3



TOTALS $283,500 72




Period (Quarter/s)

T-01 Select the PC Operating system to replace Windows 7 and develop the new PC SOE. Includes specifying, documenting, building, testing and planning deployment.

$50,000 30 Q1


T-01 Lifecycle replacement of Server hardware.

Note: includes re-implementation of Virtual Servers

$75,000 20 Q2

T-01 Deploy new PC SOE across whole organisation. $50,000 45 Q2 – Q3

IM-03

T-01

Classify the growing amount of information (data) in terms of the business value with an aim to improve its management by ICT, lifecycle and availability to users.

Includes Lifecycle replacement of Storage hardware.

$250,000 25 Q3



TOTALS $520,000 152




Period (Quarter/s)


G-01 Develop an ICT Strategic Plan for July 2017 - June 2022. $25,000 10 Q3



TOTALS $120,000 42

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