ict strategic plan 2017 2019 - qprc.nsw.gov.au · context this ict strategic plan has been...

ICT Strategic Plan

2017 – 2019

Table of Contents

Message from the General Manager………………………………………………………………………………...…………………

Overview……………………………………………………………………………………………………….……………………………

Context……………………………………………………………………………………………………………………………………

Strategy Map……………………………………………………………………………………………………………………………..

Strategy 1: Maintain a robust, reliable, secure and available ICT environment………………………………………………..

Strategy 2: Maximise the value from ICT investments and projects……………………………………………………………..

Strategy 3: Reflect the voice of the community in ICT products and services………………………………………………..

Strategy 4: ICT users and staff are supported and empowered to deliver business outcomes……………………………

Reviewing and Monitoring the Plan……………………………………………………………………………………………………

Implementation Roadmap……………………………………………………………………………………………………………….

1

2

3

4

5

6

8

10

12

14

16

Message from the General Manager

Welcome to Queanbeyan Palerang Regional Council’s (QPRC) first ICT Strategic Plan.

ICT is an integral part of our everyday personal and professional lives. We depend on technology to interact or transact with individuals, government or business; communicate with those bodies; or search for information. The rapid and relentless evolution of ICT environments present real challenges to QPRC – as a disruptor and enabler. We need to ensure we are contemporary in our use of technology, secure in our platforms and check we don’t ‘over invest or underutilise’.

The proclamation of the new QPRC made it clear we need to be more connected, more often, to and from more locations, than ever before. At the same time we find ourselves at the crux of the digital revolution which sees customers placing higher demands on easy access to relevant information and for their “voice” to be heard via the channel of their choice.

Looking through the rear-vision mirror, ICT strategies of the past have focussed purely on technology –systems and gadgets. However, we now have an organisation and community with higher levels of technological literacy and demands for digitalism. We have taken a future-focussed approach identifying the People, Process and Technological elements to ensure sustainable solutions to meet customers’ expectation and to position our organisation to transform.

Our ICT Strategic Plan will guide the investment and actions to design, develop and deliver services, automate existing services, and to more effectively interact and transact with stakeholders.

The ICT Strategic Plan will help shape Council’s first Resourcing Strategy, guiding workforce and financial decisions.

I’d like to think our approach to enabling services and transactions will be ‘digital by default’.

Peter TegartInterim General Manager

2

Overview

3

Context

This ICT Strategic Plan has been developed as QPRC is undergoing a major reform process influenced by both internal and external drivers. A key internal driver has been the merger of the previous Queanbeyan and Palerang Councils. The transition process has resulted in extensive changes to QPRC’s organisational structure, processes and systems. These sorts of changes have a significant impact on how ICT supports this reform and the changing nature of the organisation. ICT also increasingly plays an enabling role in facilitating these changes. For instance, the merger transition process will present opportunities for rationalisation, systems improvements and changes, and better integration of business systems. The merger process has also directly impacted the ICT organisation itself in having to bring together two different teams, processes, governance arrangements, infrastructure etc. into a single, unified ICT environment. This merger and transition process is therefore a central consideration in developing the future ICT strategies and priorities for QPRC.

While there are significant internal changes underway or commencing in the coming months and years, these will be supported by the respective strengths of both former organisations and their ICT environments. There is a strong platform for providing ICT products and services that meet the diverse needs of staff and residents. For instance, the former Queanbeyan City Council has made significant investments in its ICT infrastructure which provides a stable and robust platform for growth, while the former Palerang Regional Council has established a lean, agile and responsive approach to ICT governance and project delivery that can be reused and repurposed across the new organisation. These strengths, and other assets across the domains of people, process and technology, therefore provide a strong basis from which to provide and improve ICT products and services over the next three years.

Like any organisation, QPRC needs to respond to changes in its external environment now and into the future. Technological advances will continue to support the increasing shift to digital service delivery and automation, and more sophisticated, better integrated systems. The rapid uptake of digital services and innovative technologies is also

driving increased user expectations as the community demands a better customer experience, commonly characterised by digital/online services. Government policies, directions and investments are also driving changes in the ICT environment. Commonwealth, state and local government continue to make investments in digital workplace policies and there are opportunities for QPRC to partner with other organisations to promote innovation in ICT service delivery. The recent partnership with ServiceNSW and ACT Government for digital solutions and Smartcities initiatives is demonstration of this intent.

While this paints a picture of significant change in QPRC’s internal and external environment, QPRC must not lose sight of its core role of providing services to its community. While the way in which some of these services are provided will change (e.g. digital/online services), the actual services and needs of the community will remain largely stable. This then is perhaps the most important piece of context of all in developing an ICT strategic plan – that is, the need to provide ICT products and services as effectively and efficiently as possible to support QRPC’s role in supporting the community, local economy, infrastructure, the natural environment and development needs.

To ensure an adequate response to these drivers, QPRC has consulted widely across the organisation and conducted wide ranging analyses to understand current and future ICT needs and identify how QPRC needs to respond to the changes in its internal and external environment. This process has highlighted the need to view ICT as a key enabler of the organisation’s transformation process, but to do so in a way that places business outcomes and needs at the centre of the ICT organisation. As such, this ICT Strategic Plan identifies a number of strategies that respond to these challenges and opportunities, and the objectives that sit below each strategy have been grouped in the domains of people, process and technology. As such, this is not a ‘technology plan’, but a key strategic planning artefact that needs to be owned and driven by all parts of the organisation to ensure that their current and future needs are supported through a whole-of-capability approach to ICT which encompasses people, process and technology.

4

Strategy Map

This Strategy Map provides an overview of the four key strategies (highlighted in green) that underpin this ICT Strategic Plan, and the underlying objectives (highlighted with a white background) that will enable each strategy to be realised. Each objective has also been grouped into the three components that collectively make up QPRC’s ICT capability: people, process and technology (highlighted in blue). This allows QPRC to view the key priorities as they relate to each strategy (shown by each vertical section of the Strategy Map), or the supporting capabilities required to enable these priorities (shown by each horizontal section of the Strategy Map).

Strategy 1: Maintain a

robust, reliable, secure

and available ICT

environment

Strategy 2: Maximise the

value from ICT

investments and projects

Strategy 3: Reflect the

voice of the community in

ICT products and services

Strategy 4: ICT users and

staff are supported and

empowered to deliver

business outcomes

People

Process

Technology

Develop an ICT workforce

plan that focuses on the

sourcing, retention and

attraction of ICT staff

Implement a right-sized ICT

service management

approach to deliver and

report on ICT services

Implement a robust

information management

strategy and approach

Ensure an appropriate

balance between security,

performance and

convenience

Drive a common approach

to ICT systems, technology

and architecture across all

locations and functions

Build and leverage external

partnerships to share, scale

up and reuse common ICT

capabilities and needs

Refine the project

management framework to

promote scalable, flexible

and agile practices

Develop and implement a

benefits management

approach (integrated with

governance arrangements)

Utilise business intelligence

and analytics capabilities to

extract value from existing

and future data holdings

Promote the voice of the

community in ICT products

and services through co-

design and collaboration

Institute a regular

mechanism to engage the

community and collect their

input and insights

Utilise digitally enabled

services, the ‘Internet of

things’ and smart city

technology to meet

community expectations

Build user maturity in the

effective use of ICT through

ongoing learning and

development

Ensure ICT supports the

merger process and a

single approach and culture

across the ICT team

Resource and position the

workforce to work

proactively to enable

business outcomes

Improve mobile working

capability and support more

flexible / activity based

working arrangements

Build on the commitment

and desire to champion and

drive change within ICT and

across the Council

Implement an integrated

Enterprise Resource

Planning (ERP) system

5

Strategy 1: Maintain a robust, reliable, secure and available ICT environment

6

People Process Technology


QPRC needs to provide a stable ICT platform to ensure both business and ICT stakeholders can undertake their everyday roles. QPRC will therefore continue to maintain the integrity of existing technologies and services, while exploring opportunities to strengthen the current ICT infrastructure and the supporting workforce. This will promote a robust, reliable, secure and available ICT environment.

QPRC has made significant investment in its ICT infrastructure in recent years which means that there is a strong base from which to build a federated network and fit for purpose IT architecture. However, ensuring that user needs around performance and reliability are met across all Council locations as a merged entity is a key priority. This includes refining the service management approach to support more systematic identification, planning, delivery and support of ICT services to the business. This also includes ensuring that security controls are effective, but do not hamper business outcomes or compromise performance and convenience.

Objective 1.1. Develop an ICT Workforce Plan that focuses on the sourcing, retention and attraction of ICT staff

QPRC will develop ICT centric input to the Strategic Workforce Plan, that aligns also with the Transition Plan and Strategic Workforce Plan, which will promote QPRC as an employer of choice, while drawing on contingent labour for short-term skill requirements. The plan will also promote cross-skilling, flexible working and succession planning to reduce over-reliance on key individuals and promote mobility and a shared culture and operating model across locations.

Objective 1.3. Implement a right-sized ICT service management approach to deliver and report on ICT services

QPRC will implement an approach to ICT service management that provides demonstrable improvements in the delivery and reporting of ICT services. In particular, this includes improving monitoring, managing and reporting the performance of the ICT environment, and building capability to better manage problem and configuration management.

Objective 1.5. Ensure an appropriate balance between security, performance and convenience

QPRC will continue to maintain the integrity of its system through robust security assessments and penetration testing regime, and ongoing refinement of its network layer protection and identity and access management system. Security controls, however, will be balanced against a need to maintain performance and convenience. Restrictive policies and controls will only be applied when there is a genuine need.

Objective 1.2. Build on the commitment and desire to champion and drive change within ICT and across the Council

QPRC will capitalise on the high level of desire for change across the organisation to develop and implement improvement initiatives that meet identified business needs. ICT projects will identify change champions to promote the effective use of ICT across the business, and promote ICT as a key partner in developing measurable business outcomes. Within ICT, staff will actively advocate for the business and proactively engage stakeholders to identify and address unmet needs.

Objective 1.4. Implement a robust Information Management Strategy and approach

QPRC will develop an Information Management Strategy that defines enterprise information needs, records management practices and data management model. This strategy will provide the necessary standards, principles and guidance against which the organisation can make more informed decisions about investments in information systems that meet business capability needs and promote integration and sharing of information across the business.

Objective 1.6. Drive a common approach to ICT systems, technology and architecture across all locations and functions

QPRC will develop an agreed approach to ICT systems integration and architecture. This will shape the ongoing harmonisation and rationalisation of the QCC and Palerang ICT systems as part of the merger transition process. QPRC will also develop a detailed network design and Data Centre Strategy which explores the use of cloud services.

Overview

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Strategy 2: Maximise the value from ICT investments and projects

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QPRC will adopt a disciplined focus on enabling business outcomes, as opposed to delivering specified technologies and products. The organisation’s investment in ICT will be guided by QPRC’s business strategy to ensure that ICT products and services are driven by needs and address identified business problems. Importantly, there will be a focus on identifying and delivering benefits and value for money from ICT investments, that is to say the organisation has not over-invested or under-utilised. This focus on prudent investment in ICT will be vital to support the merger transition, ongoing transformation, and the continuous improvement of customer services.

Once projects are initiated, QPRC will be focused on realising the intended return from its investments. This includes a focus on delivering successful projects and programs, and integrating benefits realisation with enterprise governance arrangements. QPRC will also seek to maximise the efficient use of existing assets through partnerships with other organisations, shared service arrangements and more advanced data analytics.

Objective 2.1. Build and leverage external partnerships to share, scale up and reuse common ICT capabilities and needs

QPRC will actively identify, develop and pursue opportunities to partner with local, state/territory and commonwealth government entities. This includes, but is not limited to, offering shared services, deploying joint digital services and products, leveraging smart city technologies and exploring the reuse of spatial data and infrastructure. In doing so, QPRC will manage associated data sovereignty and privacy risks.

Objective 2.2. Refine the project management framework to promote scalable, flexible and agile practices

QPRC will refine its project management framework to promote more scalable and flexible approaches to project delivery. This includes employing agile and waterfall based methodologies depending on the project requirements. It will also place greater emphasis on reusing existing capabilities, problem definition, change / communications management, resource management and business process definition / optimisation.

Objective 2.4. Utilise business intelligence and analytics capabilities to extract value from existing and future data holdings

QPRC will invest in enhanced business intelligence (BI) and analytics capabilities to accelerate enterprise transformation initiatives. QPRC will also explore how it can make better use of its existing data to draw insights and tailor products and services to the needs of the community. This will be supported through collaboration with the ACT and Commonwealth Government to explore 'big data’ and open government opportunities and initiatives.

Objective 2.3. Develop and implement a benefits management approach (integrated with governance arrangements)

QPRC will implement a benefits management approach to better identify the benefits from ICT investments, and then track, monitor and realise those benefits over time. This approach will include defining the logic that underpins ICT investments, identifying baseline and target measures, and regularly reporting benefits to existing governance and oversight bodies to hold business owners accountable for benefits realisation and make necessary adjustments to in-flight projects.


Overview

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Strategy 3: Reflect the voice of the community in ICT products and services

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It is essential that QPRC actively incorporates the voices and needs of the community into service provision across the organisation, including ICT. While QPRC will broadly deliver the same range of services going forward to those previously offered by Queanbeyan and Palerang Councils, and the fundamental needs of citizens are likely to be relatively constant, there is a growing shift in expectations around the ways services are delivered. That said, there is no single voice that represents the community. For instance, Queanbeyan is largely an urban city, and effectively part of greater Canberra. In contrast, Palerang is largely rural, almost 30 times larger in area than the previous Queanbeyan City Council, but with well less than half the population. So these different environments necessitate different ways of doing business and ensuring that ICT supports a blend of digitally enabled services and face-to-face contact.

There is, however, a universal demand for a good customer experience regardless of location or service delivery method. For those that prefer digital services, this may include making innovative digital/online services available 24/7, or using online channels and social media to engage citizens. Conversely, QPRC will continue to provide the necessary infrastructure and systems to promote connectedness and accessibility with the community through face-to-face channels and community engagement in urban and rural locations. QPRC will therefore actively promote ways to better understand and cater for these different voices and needs of the community.

Objective 3.1. Promote the voice of the community in ICT products and services through co-design and collaboration

QPRC will actively identify and define the needs of the community. In designing and implementing ICT products and services, QPRC will embed user-centered design practices into its digital projects and collaborate with citizens through co-design. This includes, but is not limited to, user involvement in problem definition and solution design, and piloting initiatives with interested community members.

Objective 3.2. Institute a regular mechanism to engage the community and collect their input and insights

QPRC will initiate regular mechanisms to engage the community about issues affecting them and how ICT can enable community outcomes. This will include both proactive engagement with the community and mechanisms for citizens to initiate feedback / engagement. QPRC will also ensure that it has community feedback loops in place for existing ICT products and services to ensure they remain relevant and are meeting the needs of citizens.

Objective 3.3. Utilise digitally enabled services, the ‘Internet of things’ and smart city technology to meet community expectations

QPRC will investigate how it can capitalise on the smarty city agenda and investment priorities outlined by state and territory and commonwealth government partners. QPRC will also pursue a ‘digital-by-default’ policy for services to promote more efficient and effective practices, while also catering for diverse community needs where citizens cannot access digital services.


Overview

11

Strategy 4: ICT users and staff are supported and empowered to deliver business outcomes

12


Appropriately skilled people, both internal and external to ICT, are a key enabler in providing effective and efficient ICT services. ICT staff need to be empowered in order to deliver services expected of them. Users also need to be skilled and supported in order to access and use these services to best effect. To support users and staff, QPRC will proactively build the capacity of ICT users to make maximum use of existing and future ICT services. In addition to these capacity building activities, the Business Analysis Unit will seek to build effective partnerships between ICT and the business.

There are a number of specific ICT needs and priority projects over the next three years. This includes ensuring that staff have ability to work remotely across the mix of urban and rural areas that QPRC covers. This mobile working capability will also provide the ability for staff to work across all locations and Council offices to promote collaboration and innovation. QPRC will also implement a new Enterprise Resource Planning system and seek integrated solutions which best meet Council’s business needs. This will seek to break down organisational silos, aggregate management information to enable informed decision making, and promote a single system, process and culture across all business areas and locations.

Objective 4.1. Build user maturity in the effective use of ICT through ongoing learning and development

QPRC will continue to support its people by enabling users to resolve their own ICT issues where possible, and make better use of existing services and products. This will be achieved by building on existing learning and development products, including eLearning training packages. QPRC will also seek to build an enhanced knowledge base for self-help services. This will enable ICT to dedicate more time to providing technical support for systemic problems and improving ICT services and user satisfaction.

Objective 4.3. Resource and position the workforce to work proactively to enable business outcomes

QPRC will ensure that the Business Analysis Unit (BAU) is appropriately focused and resourced to adopt a business-led approach to business analysis. Through proactive engagement and a partnership-based approach, the BAU will focus on first understanding business needs and problems, and only once this baseline has been established, exploring possible solutions which may not necessarily be ICT focused, but bring together a combination of people, process and technology.

Objective 4.4. Improve mobile working capability and support more flexible / activity based working arrangements

QPRC will continue to build on and expand mobile and offline work capabilities. ICT will engage with users to understand the needs and limitations for mobile working. QPRC will also ensure that staff have the ability to work across Council locations and business areas and explore opportunities to trial and implement activity-based working (noting activity based working is not a technologicalfix, but a whole-of-business change encompassing structure, equipment, infrastructure, culture, process etc.).

Objective 4.2. Ensure ICT supports the merger process and a single approach and culture across the ICT team

QPRC will continue to support the merger and transition process by ensuring that ICT services and products promote a single approach and collaborative practices across the Council. QPRC will also work to integrate the two previous ICT organisations to work towards a single, unified environment that can meet the diverse needs of all staff and citizens.

Objective 4.5. Implement an integrated Enterprise Resource Planning system

QPRC will implement a new Enterprise Resource Planning (ERP) system that supports community engagement, development and regulatory services, asset and works management, HR management and corporate services. A staged approach for each asset class will be adopted to promote integration and aggregation of management information, and ensure a achievable approach to implementation.


Overview

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Reviewing and Monitoring the Plan

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Reviewing and Monitoring the Plan

Measuring Success

QPRC will measure ongoing progress against achievement of the strategies and objectives contained in this ICT Strategic Plan. This will be achieved through the collection of metrics relevant to each objective. The following section of the Plan provides more detail on the specific tasks, outcomes, timeframes and accountabilities for each objective. This provides a starting point for defining the measures of success, however, QPRC will determine what needs to be measured, in order to be managed, based on individual project needs and integration with existing governance arrangements and reporting requirements.

Oversight

The General Manager, Organisation Capability is the owner of the ICT Strategic Plan and is responsible for overseeing its implementation.

Review

The Digital Strategy team will review and update the ICT Strategic Plan on an annual basis (or sooner if required). This is because the ICT Strategic Plan is a ‘living’ document that needs to reflect the changing needs of QPRC and the community it is supporting. As such, strategies, objectives and tasks should be reviewed, revised, added or removed as dictated by the changing strategic environment and priorities of QPRC.

The primary objective of the annual review is to ensure that ongoing investment in people, processes and technology is aligned with, and responds to, the needs of the business.

The annual review of this document will form part of the broader ICT planning cycle and the Council’s integrated planning framework. As such, the planning cycle is intended as an open and ongoing dialogue with key stakeholders, and like the process that informed the development of this plan, it will:

• review outcomes from the previous planning cycle

• consider ICT trends and external influences

• analyse the business environment with business representatives

• validate current ICT strategies and projects

• workshop ICT strategies with key stakeholders

• re-publish (if necessary) the ICT Strategic Plan and communicate key changes and the impact on business

• Integrate with the Resource Strategy.15

Implementation Roadmap

16


This Implementation Roadmap provides an indicative plan to meet the strategies and objectives contained within the ICT Strategic Plan. It is positioned

as ‘indicative’ given that the owner of each accountable area needs to continually review and refine the underlying approach to ensure the objectives

and outcomes are achieved, rather than following a pre-defined activity based plan.

ID Objective Outcomes Potential Tasks Timeframe Owner

1.1. Develop an ICT Workforce

Plan that focuses on the

sourcing, retention and

attraction of ICT staff

• Increased candidate pool for

vacancies

• Increased investment in ICT

training

• Increased access to

contingent skills

• Improved retention rate

• Develop ICT Workforce Plan

• Implement identified

workforce strategies

(including strategic sourcing

arrangements for labour

needs, filling identified

training gaps, targeted

recruitment and succession

planning)

• Q3-Q4 2017

• 2018

onwards

Manager

Culture and

Performance

1.2. Build on the commitment and

desire to champion and drive

change within ICT and

across the Council

• Increased awareness of ICT

capabilities to support

business outcomes / reform

• Identify and implement ICT

change champions program

(integrated into project

management framework as

per Objective 2.2.)

• Q3 2017 General

Manager –

Organisational

Capability

1.3. Implement a right-sized ICT

service management

approach to deliver and

report on ICT services

• Improved user satisfaction for

core ICT services

• Increased visibility of ICT

performance and key metrics

• Design and implement ICT

service management

approach (sequenced to

improve monitoring/reporting,

problem management and

configuration management)

• 2018

onwards

Manager ICT

1.4. Implement a robust

Information Management

Strategy and approach

• Improved alignment between

business capabilities and

information systems

• Improved access to and

sharing of data and records

across the business

• Develop and implement

Information Management

Strategy (tiered to address

enterprise architecture,

information architecture,

records management and

data governance)

• Q3-Q4 2017 Manager ICT


17



1.5. Ensure an appropriate

balance between security,

performance and

convenience

• Reduced risk / occurrence of

information / data breaches

• Increased user appreciation of

the need for, and use of,

balanced security controls

• Conduct security

assessments and penetration

testing

• Refine network layer

protection and identity and

access management

• Engage business to ensure

controls are not overly

restrictive or hampering

business outcomes, and

educate users on need for

appropriate security controls

• 2018

onwards

Manager ICT

1.6. Drive a common approach to

ICT systems, technology and

architecture across all

locations and functions

• Consistent user experience

across all Council locations

and business areas

• Ongoing development and

refinement of ICT systems

architecture, network design

and data centre strategy as

part of the transition / merger

process

• Q3 2017

onwards

General

Manager –

Organisational

Capability

Strategy 1: Maintain a robust, reliable, secure and available ICT environment (continued)

18




2.1. Build and leverage

external partnerships

to share and reuse

common ICT

capabilities and needs

• Increased reuse of

existing QPRC

capabilities (lead)

• Increase use of other

partner organisations’

capabilities (leverage)

• Develop and implement Partnership

Strategy that identifies potential

partners, opportunities, and tangible

actions to lead and leverage ICT

capabilities (e.g. roadmap for Service

NSW digital service offerings)

• In line with Partnership Strategy,

conduct feasibility study for building a

shared services hub for other

organisations

• 2018

onwards

Digital Strategic

Specialist

2.2. Refine the project

management

framework to promote

scalable, flexible and

agile practices

• Increased delivery of

projects on time, budget

and scope

• Refine project management

framework

• Train staff in use of the new

framework

• Pilot and refine framework

• Q3-4 2017 General Manager

– Organisational

Capability

2.3. Develop and

implement a benefits

management approach

(integrated with

governance

arrangements)

• Increased scrutiny of

new project proposals

based on problem

analysis and intended

benefits

• Increased delivery of

business benefits from

ICT investments

• Develop benefits management

framework

• Train staff in use of the new

framework

• Pilot and refine framework

• Q1-2 2018 General Manager

– Organisational

Capability

2.4. Utilise business

intelligence and

analytics capabilities to

extract value from

existing and future

data holdings

• Increased use of data to

inform decisions

• Scope business intelligence and

analytics capabilities as part of

Objective 4.5.

• Explore opportunities to partner with

other government organisations to

exploit big data and open government

(as part of Objective 2.1.)

• Q3-4 2017

• Q3-4 2018

Digital Strategic

Specialist

19




3.1. Promote the voice of the

community in ICT products and

services through co-design and

collaboration

• Improved community

satisfaction with ICT

services

• Embed user-centered design

and co-design practices into

project management

approach (see Objective 2.2.)

and whole-of-organisation

change initiatives

• 2018

onwards

General Manager

– Organisational

Capability

3.2. Institute a regular mechanism

to engage the community and

collect their input and insights

• Increased user

involvement in ICT

service and product

planning and delivery

• Conduct regular ICT forums

with community members

• Establish mechanism for

community members to

initiate feedback on ICT

products and services

• 2018

onwards

General Manager

– Organisational

Capability

3.3. Utilise digitally enabled services

and smart city technology to

meet community expectations

• Increase in digital

service uptake

• Improved perception of

QPRC regions as ‘smart

cities’

• Explore opportunities to

partner with other

government organisations to

implement digital service and

smart city technologies (as

part of Objective 2.1.)

• Q3-4 2018 Digital Strategic

Specialist

20




4.1. Build user maturity in the

effective use of ICT through

ongoing learning and

development

• Increase use of self-help

services and ICT

training products

• Reduced demand on

ICT service desk for

user training issues

• Develop and promote existing

training products

• Build enhanced knowledge

base for self-help services

• Target strategies for reducing

service desk enquiries

• Q3 2017

onwards

Manager Culture

and Performance

4.2. Ensure ICT supports the

merger process and a single

approach and culture across

the ICT team

• Consistent user

experience across all

Council locations and

business areas

• Ongoing development and

refinement of ICT services

and products across QPRC

• 2017

onwards

Manager ICT

4.3. Resource and position the

Business Analysis Unit (BAU)

to work proactively to enable

business outcomes

• Increased engagement

between BAU and

business stakeholders

• Refocus BAU on business

engagement and outcomes

• Review resourcing and

explore strategic sourcing

model to provide surge

capacity to proactively

engage stakeholders and

respond to fluctuating

demand for engagement

• 2018

onwards

Manager Culture

and Performance

4.4. Improve mobile working

capability and support more

flexible / activity based working

arrangements

• Increased staff mobility • Review and expand mobile

working capabilities through

engagement with the BAU

(see objective 4.3.)

• Trial and implement activity

based working

• 2018

onwards

• 2019

onwards

Manager ICT

4.5. Implement an integrated

Enterprise Resource Planning

(EPP) system

• Improved ERP

capabilities

• Increased integration of

key information systems

/ asset classes

• Continue project to scope and

implement an integrated ERP

system

• Q3 2017

onwards

General Manager

– Organisational

Capability

21

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ict strategic plan 2017 2019 - qprc.nsw.gov.au · context this ict strategic plan has been...

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