City of Albany ICT Strategic Plan

2012 - 2017
ICT Strategic Plan
Stephen Zeeb
Principal Consultant
ICT Strategic Plan Version 1.0
First Published 14/09/2012 Latest Revision 14/09/2012
Table of Contents
Table of Contents ....................................................................................................................................... i
Executive Summary................................................................................................................................... ii
1 Introduction ..................................................................................................................................... 1
2 Business Context .............................................................................................................................. 3
#1
3 KFA - Business Systems .................................................................................................................. 6
#2
4 KFA - Information Management ..................................................................................................... 9
#3
5 KFA - Technology .......................................................................................................................... 12
#4
6 KFA - ICT Governance ................................................................................................................... 15
#5
7 KFA - ICT Service Management ..................................................................................................... 17
8 What happens next? ....................................................................................................................... 20
TOC i
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 Albanys 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.
Executive Summary ii
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 IM-01 Information stores will have T-01 All essential ICT hardware and G-01 Alignment of ICT systems and SM-01 The organisational structure for
appropriate to the organisational relevant and up-to-date data. software will be managed services to the Citys strategic delivery of ICT services will
and service consumers needs. through a defined and and operational directions will ensure effectiveness and
documented lifecycle. be ensured through an ICT efficiency.
Governance framework.
BS-02 Effective use of Business IM-02 Knowledge Management will be T-02 Software licensing models will G-02 ICT budget will be formulated SM-02 Support of relevant ICT
Systems will be ensured through improved across the Citys be selected to ensure optimal on the identified ICT needs of technologies and services will
adequate training of staff. workforce through improved data value and effectiveness. the organisation. be delivered through the
and systems. selection of appropriate
personnel and/or service
providers.
Strategies
BS-03 Integration between Business IM-03 Information will be managed in T-03 Robust and scalable voice and SM-03 Transparency and
Systems will be developed where line with its business value and data services will be used to accountability of ICT will be
appropriate along with the with a view to progressively meet the growing needs of the provided through effective
optimisation of business make available online relevant organisation, community and monitoring and reporting.
processes. information to the public. Great Southern region.
BS-04 Online services for staff and IM-04 Optimal performance from data T-04 ICT will lead best-practice in SM-04 ICT infrastructure will be
external service consumers will repositories will be ensured Green Computing through accommodated in appropriate
be improved through the through appropriate database appropriate technology facilities and locations to cater
provision of more contemporary implementations and operational procurement and operational for improved delivery and
systems. practices. practices. support of ICT services while
minimising risk.
IM-05 The security of information SM-05 Best-practice ICT Service

resources will be improved Management processes will be
through the adoption of best- implemented to ensure the
practice standards and delivery of appropriate levels of
processes. customer service.
This page is intentionally blank
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 1
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).
Introduction 2
2 Business Context
Corporate Vision
The City of Albanys 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 3
Whats 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 4
Adopt 'Best Practice' and Standards

Select relevant quality Technologies
Standardise Maintain effective and agreed
policies
Eliminate duplication
Reduce process complexity
Simplify Automate for effectiveness and
efficiency
Integrate systems where possible

Improve Services should meet Business
Objectives
Figure 2 Key ICT Team Objectives
Business Context 5
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 consumers 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 Citys 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
Key Focus Area 1 Business Systems 6

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 organisations 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 Citys online services are contemporary
in terms of information, services, usability and enhances the Citys
presence and image.
Rationale
Broadband, mobile and handheld technologies are becoming more

ubiquitous at reduced price points. There is a strong desire by the Citys
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 Citys workforce.
Relevant Standards
The following standards and/or frameworks should be referenced when

implementing the strategy and any associated actions:
W3C accessibility guidelines

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 Citys
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 Citys 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 Citys 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:
Key Focus Area 2 Information Management 9

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 Citys 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.

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:
Key Focus Area 3 Technology 12

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
Microsofts 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.

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 Citys 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 Citys 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 15

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 4 ICT Governance 16

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.
Key Focus Area 5 ICT Service Management 17

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


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.
Continual Service Improvement 20

Year 1: July 2012 to June 2013

Strategy Action Estimated Estimated Period
Cost Internal ICT (Quarter/s)
effort (Days)
G-01 Establish an ICT Governance Framework along with an associated ICT Working $2,000 3 Q1
Group
T-01 Define and document a Technology Architecture Plan that includes technology $5,000 2 Q1
lifecycles.
SM-01 Review and revise the ICT Team organisation responsibilities and structure to $0 10 Q1 Q2
ensure appropriateness and effectiveness.
SM-02 Transfer responsibility so that appropriate departments are managing $0 3 Q2
environmental (e.g. UPS, Generators) and structural assets that relate to the
provision of ICT services.
SM-03 Develop a framework for monitoring and reporting availability and performance $2,000 10 Q2
metrics.
Note: Includes $2k for improvements to monitoring software.
IM-01 Initiate a project to ensure that IntraMaps information is brought up to date. This will $0 5 Q2
require predominantly business unit resources and would be reliant on having in
place a GIS/IntraMaps system administrator.
BS-01 Implement Internet Website Stage 2 (Relocation and upgrade of Content $0 10 Q2
BS-04 Management System CMS).
IM-05 Conduct a review of the Disaster Recovery and Backup solution and procedures to $5,000 10 Q2 Q3
SM-04 determine the most appropriate location and solution/s to reduce risk and improve
the security of information and services.
BS-01 Conduct a review of key Business Systems to ascertain business fit and any gaps. $0 10 Q3
BS-01 Determine the mechanism and/or resourcing for providing Business Systems $65,000 5 Q3
SM-01 Training note cost estimate is Per Annum operational.
SM-05 Conduct Gap analysis of Service Management Processes against ISO 20000/ITIL. $15,000 35 Q3 Q4
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.
BS-04 Evaluate the benefits and issues associated with Social Networking technologies $15,000 20 Q3
and implement within any identified parameters and/or constraints. Implement
agreed solutions.
T-02 Review the licensing arrangements for Microsoft and other volume products. $0 5 Q3
BS-01 Create a project and working group for the specification and EOI of a new Internet $5,000 15 Q4
BS-04 and Intranet (This is Phase 1 of the Internet/Intranet project).
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, $0 5 Q4
preference for recyclable or bio-degradable packaging and responsible disposal
practices.
T-01 Define Printer/Copier SOE and policies for reduction in local printers and paper $0 3 Q4
T-04 usage.
T-01 Replace 1/2 (3) of the physical servers. Note: includes re-implementation of virtual $37,500 13 Q4
servers.
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 1: 2012 - 2013 21


effort (Days)
T-01 Replace remaining 1/2 (3) of the physical servers. Note: includes re-implementation $37,500 12 Q1
of virtual servers.
BS-01 Select the Office version to replace Microsoft Office 2007. Includes specifying, $75,000 20 Q1
T-01 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.
BS-01 Re-implement IntraMaps Public (to be hosted by DMS as previously). Note that $6,000 10 Q1
BS-04 cost estimate is Per Annum (operational not capital).
IM-01 Initiate a project to ensure that SynergySoft data including the Name and Address $0 5 Q1
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.
T-03 Provide a contemporary, robust and standardised telephony system across the $250,000 45 Q1-Q2
T-01 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.
BS-01 Implement a new Internet website (This is Phase 2 of the Internet/Intranet project). $70,000 20 Q1-Q2
BS-04
BS-04 Assess and Implement Mobile Computing solutions for identified modules/registers. $50,000 20 Q2
IM-01 Enable more effective use of information through the provision of SynergySoft SQL $20,000 10 Q2
BS-03 Replication (SQL Mirror) as a replacement for SQL Views.
Note: Includes $15k Software & $5k for consulting and training.
IM-05 Specify, document and implement an information security management system $15,000 30 Q2 Q3
(ISMS). It includes purchasing publications and training ICT Staff.
SM-05 Implement best-practice ICT Service Management processes. This is phase 2 of $5,000 35 Q2 Q4
the strategy and focuses on Control and Relationship processes.
IM-05 Implement revised Disaster Recovery and Backup measures identified in Year 1 $25,000 20 Q3
SM-04 review.
BS-01 Implement a new Intranet (this is Phase 3 of the Internet/Intranet project). $65,000 30 Q3 Q4
BS-04
TOTALS $701,000 289
Action Plan Year 2: 2013 - 2014 22


effort (Days)
T-01 Conduct a review of Data Services to determine whether existing private network $200,000 30 Q1
T-03 will be retained and refreshed or NBN services would be used. Combined with
lifecycle replacement of Microwave systems.
IM-03 Identify and introduce data custodians for each of the Business Systems and/or $0 10 Q3
relevant Information stores. Note that as SynergySoft and IntraMaps has modules
and layers with different information, there will be multiple custodians for each
system.
TOTALS $283,500 72

effort (Days)
T-01 Select the PC Operating system to replace Windows 7 and develop the new PC $50,000 30 Q1
SOE. Includes specifying, documenting, building, testing and planning deployment.
T-01 Lifecycle replacement of Server hardware. $75,000 20 Q2
Note: includes re-implementation of Virtual Servers
T-01 Deploy new PC SOE across whole organisation. $50,000 45 Q2 Q3
IM-03 Classify the growing amount of information (data) in terms of the business value $250,000 25 Q3
T-01 with an aim to improve its management by ICT, lifecycle and availability to users.
Includes Lifecycle replacement of Storage hardware.
TOTALS $520,000 152

effort (Days)
G-01 Develop an ICT Strategic Plan for July 2017 - June 2022. $25,000 10 Q3
TOTALS $120,000 42
Action Plan Years 3, 4 & 5: 2014 - 2017 23

City of Albany ICT Strategic Plan

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

City of Albany ICT Strategic Plan

Uploaded by

Copyright:

Available Formats

2012 - 2017

ICT Strategic Plan

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

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

This document specifies the Information and Communication Technology

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

City of Albanys Vision: Western Australia's most sought after and

ICT Vision: Provide business focussed, effective and

Key Focus Areas

IM-05 The security of information SM-05 Best-practice ICT Service

Background to the Plan

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

A simple methodology was used to achieve the objectives and consisted

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

Aim of the ICT Strategic Plan

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

Whats driving ICT Change

The dependence on ICT infrastructure and applications to deliver

Figure 1 - Increasing dependence on ICT

Other drivers for service changes are:

Key Objectives for the ICT Team

Adopt 'Best Practice' and Standards

Integrate systems where possible

Figure 2 Key ICT Team Objectives

3 KFA#1 - Business Systems

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

BS-01: Appropriate Business Systems

Business Systems will be appropriate to the organisational and service

Feedback received during this consultancy highlighted that some business

Key Focus Area 1 Business Systems 6

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

BS-02: Effective use of Business Systems

Effective use of Business Systems will be ensured through adequate

BS-03: Integrated Business Systems

Integration between Business Systems will be developed where

This integration would allow users to access relevant information held in

BS-04: Online Services

Key Focus Area 1 Business Systems 7

Broadband, mobile and handheld technologies are becoming more

The following standards and/or frameworks should be referenced when

Key Focus Area 1 Business Systems 8

4 KFA#2 - Information Management

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

IM-01: Up-to-date Data

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

The value of the Citys ICT systems is dependent on the information

Key Focus Area 2 Information Management 9

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

State Records Act

IM-02: Knowledge Management

Knowledge Management will be improved across the Citys workforce

IM-03: Information Value and Release

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

Amlib database of Library resources and customers;

IM-04: Performance of Data Repositories

Optimal performance from data repositories will be ensured through

Often application software is blamed by users when data queries are

IM-05: Information Security

The security of information resources will be improved through the

The following standards and/or frameworks should be referenced when

Key Focus Area 2 Information Management 11

T-01: Lifecycle Management

All essential ICT hardware and software will be managed through a

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