2020 Vision for Technology

MAV Technology

Juliet Viney, October 2017

Agenda

• Introduction

• Starting with the basics

• Establishing a Control Group

• Bass Coast Shire Council’s Strategic Objective

• Positives and Challenges for IT

• Constraints and Opportunities

• Next Steps

Only “Technological Changes” or all?

http://www.mav.asn.au/events/professional-development/Pages/understanding-local-government.aspx

Digital Transformation A key issue…or an opportunity?

Making good governance easier

Strategy Project Control Group

• Establish a Control Group to:

– Endorse approach

– Provide input on behalf of Divisions

– Approve the planning, design and development of the IT Strategy

– Support implementation of the IT Strategy

Strategic Objective

Commence an IT Business Transformation (Cloud Strategy)

Starting with the Positives

• Project Phoenix will deliver cloud-based core systems, based on Technology One’s platform, supporting the majority of Council functions within 2 years

• Council Plan and Budget recently adopted providing agreed business objectives with which IT can align

• Strong support at executive and management level • An understanding user base with low expectations • Committed and service-focused IT staff • Opportunities exist within existing under-utilised toolsets • Opportunities for financial savings and efficiencies by leveraging

panels e.g. Procurement Australia, MAV and TPAMS agreements • A committed and enthusiastic team • Great examples from other trail-blazing Councils

Challenges

• Low maturity in four key areas of IT Management: – Asset Management – Service Management – Resilience – Governance

• Resulting in sub-optimal: – Strategic alignment to business objectives and Council Plan – Stakeholder confidence – Service to customers and community – Resource management – Budget management and “best value” delivery – Management of IT Risks and compliance

• Key Gaps: – IT skills, capabilities and competencies – Tools and automation – Policies, Processes and controls – Proactive planning, monitoring and reporting

IT Strategic Balanced Scorecard Providing effective “best value” IT Services

Source: CObIT Case study:

www.uams.be/itag

Customer Orientation

Measuring up to business expectations

Corporate Contribution

Ensuring effective IT Governance

Operational Excellence

Carrying out the roles of the IT Division's mission

Future Orientation

Building the foundation for delivery and continuous learning & growth

IT Vision & Strategy

Council’s IT Vision needs to deliver

“best value” IT Services which are:

Proposed Approach

Constraints & Opportunities

Constraints • Appetite / capacity for change

• Alignment to OneCouncil

• Legacy apps constraining standardization of OS version

• Phased retirement of legacy apps and infrastructure unpredictable

• Ability to predict capacity and performance requirements over time

• Budget

Opportunities • Mobility solutions • Collaboration tools • Flexible telephony solutions • Collaboration with other

Gippsland Councils / organisations

• Internet of Things / Smart Cities • Digital Transformation • Sustainability • Other “mega trends”

Embracing the Benefits of Cloud

• How are LG services changing?

• What are the outcomes we need to deliver?

• What opportunities does technology offer?

• Mobility – what does that mean?

• How far into the cloud should we go?

• How do we measure the benefits?

Fit-for-Purpose Devices

BYOD?

Internet of Things - IoT

A Taste of Telstra IOT

How is “Smart Cities” Relevant?

https://www.smartregions.org/

City of Melbourne

City of Casey

Digital Transformation Lesson:

“Think big…

but start small and get stuff done”

Next Steps

• Agree approach and objectives

• Develop Project Plan

• Develop Engagement Plan

• Draft IT Strategy

• Obtain endorsement

• Implement

Sources and Inputs

• Three months working with the IT Team

• IT Governance Report December 2014

• iSEA-IT Project Report March 2014

• Internal and external meetings

• Service Review November 2016

• Reports by previous consultants

• ITGC Audit findings October 2015

• Strategies, approaches and advice from SGSC and LCC