ict metrics report 2015–16 · pdf file• ict project and development roles are ......

ICT Metrics Report 2015–16

NSW Government ICT Metrics Report | 2015–16 | April 2017 of 60

ContentsPage

Executive Summary 3

Introduction 5

ICT Capabilities 7

Services Anytime, Anywhere 8

Community and Industry Collaboration 15

Citizen Focused Services 18

Better Information Sharing 23

Financial & Performance Management 27

ICT Trends in NSW Government 28

Investment and Expenditure Trends 29

Sector Capability 37

Delivering Value for Money Through ICT Reforms 41

ICT Assurance Framework (IAF) 42

Procurement reforms increasing the number of SMEs 43

Enterprise Architecture 44

Telco Strategy 45

IT Service Management 46

NSW Government policy on cloud-based services 47

GovDC 48

Managing Risk 49

Cyber Security 50

Legacy Systems 51

Opportunities 52

Digital 53

NSW Government Data Analytics Centre (DAC) 54

Appendices 55

Appendix A: List of 2015–16 ICT Survey Respondents 56

Appendix B: Service Tower Definitions 57

Appendix C: Cost Elements Definitions 58

Appendix D: Glossary 59


Executive Summary

The NSW Government continues the trend of being increasingly mobile, open, collaborative and citizen focused through its use of ICT. Key findings of the 2015–16 ICT Metrics Report are:

Workforce mobility

Workforce mobility is increasing, over a third of end user devices are now laptops or tablets.

BYO devices There are now almost 29,000 BYO devices in use across NSW Agencies with a significant increase in the use of BYO tablets and laptops.

Web accessibleWeb accessibility is improving but further work is necessary.

More connectedSocial media accounts are increasing but levelling, and social media policy alignment varies.

Online engagementCollaboration, consultation and citizen engagement via online channels is increasing.

Online vs face-to-faceOnline channels have highest customer satisfaction.

More insightsVolume and quality of open data is increasing with 80,000 datasets across NSW agencies.


ICT trends in NSW Government Expenditure• ICT spend for 2015–16 was $2.65 billion, a 10%

increase from 2014–15. However, the proportion of spend on ICT versus total agency expenditure was 3.7% which is in line with 3.6% in 2014–15 and external benchmarks for the current year of 4.0%.

• Increased ICT capital expenditure supported key service transformation initiatives (e.g. Digital Licencing, ChildStory) and infrastructure programs (Transport EQUIP, Service NSW ADS).

• Use of ICT Services increased over the last 3 years and is outpacing overall growth in ICT spend.

ICT trends in NSW Government Personnel• ICT contractors represent 48% of all contingent

labour in the NSW public sector, reflecting flexible ICT skills sourcing.

• ICT project and development roles are increasingly outsourced (especially in development & programming 53%, and business process analysis & design 41%), reflecting both the transformational nature of projects and a shift to as-a-service orientations.

• ICT architects are about the same proportion of job roles (1.5%) as strategic ICT leadership.

• The People Matters Survey looked at public sector workers’ perception of their ICT environment: 70% said they had the tools, and 66% said they had the information to do their job well.

Delivering value for money• Enterprise architecture maturity is increasing

with 67% (up from 59%) of respondent agencies reporting they operate a defined set of Enterprise Architecture processes.

• ICT outsourcing continues to increase from $375 to $426 million, with 63% of this as-a-service.

• Corporate services reform: NSW budget included $241 million in 2016–17 for shared corporate support to agencies, including shared procurement, ICT, HRM, finance and business services.

• ICT Services Scheme: the increasing number of pre-qualified suppliers (up 34% to 2,172), and streamlined contracting has improved access to innovative offerings by simplifying engagement with new suppliers and emerging technologies.

• Regulatory investment: $2.5 million recurrent funding was approved in the Department of Finance, Services and Innovation budget to establish sector-wide best practice ICT project delivery, including a new whole-of-government ICT governance model and ICT Assurance Framework.

• The NSW Government Operational Communications Strategy was announced in December 2015 setting an approach for a single integrated infrastructure & services portfolio, and for shaping a competitive market, mission critical capability, and information-enabled public safety agencies.

• NSW Data Centre Reform is now in its fourth year, with 85% of capacity committed. Agency storage proportion and storage volume migrated to GovDC is increasing and all clusters now have services operating from GovDC.

Managing risks• Around 20% of NSW Government’s top

applications are deemed legacy. Of these, 50% plan to be upgraded in the next 12 months, providing opportunities for alignment to the NSW Government Enterprise Architecture (NSW GEA) and the ICT Assurance Framework (IAF).

• A number of factors are contributing to increased cyber risk: accelerating transition to digital government, reliance on cloud beyond direct government networks, and uptake of mobile. The ICT and Digital Leadership Group (IDLG) has commissioned an external review of prevention, detection and response capabilities.

Opportunities• NSW Government stands to leverage a

foundation of high customer satisfaction with online channels and leading digital readiness. Digital transformation priorities in 2017 and beyond will focus on:

– enablers for citizens and businesses

– enablers of government services and disruptive business models, innovatively improved customer experience, and seamless end-to-end processes

• The NSW Government Data Analytics Centre has established the capability and resources to tackle complex policy problems, and support improved service delivery for the community.


Introduction

The NSW Government ICT Metrics Program is a multi-source data collection initiative that captures information and communications technology (ICT) expenditure, volumetric data and measures, to inform the NSW Government’s ICT strategic direction.

Purpose of this ReportThe ICT Metrics Report, produced annually, tracks and highlights major trends in digital service delivery and technology uptake by tracking key focus areas of ICT expenditure, personnel, investment and service capabilities year on year.

This report provides the results from the ICT Survey and related sources for 2015–16, during which the NSW Government spent over $2.6 billion through its agencies on ICT to facilitate public sector service delivery and service reform.

Benchmarking information is included to provide a comparison against state and local government performance.

The Metrics Program — current and future approachesThe ICT Metrics Program:

• measures the extent to which NSW Government agency ICT expenditures align with the Government’s ICT reform objectives and in building up key digital service capabilities (see Part 2 of this Report)

• provides transparent and comparable ICT expenditure reporting, to enable agency evaluation of performance against a whole-of-government perspective (see Part 3 of this Report)

• captures information on technology trends to inform the Government’s ICT strategic direction (see Parts 4, 5 and 6 of this Report).

The ICT Metrics Report has been presenting and interpreting data on ICT services and capabilities each year since the NSW Government’s ICT Strategy was launched in 2012. With the current Strategy in its final update (Digital+ 2016), the Report will be re-developed in future to maintain alignment with the new digital strategy.

The Service and Sub-service towers represent the primary services provided by ICT departments and are aligned to skill sets and service offerings in the market. Each Service Tower is comprised of Cost Elements (cost definitions provided in Appendix B).


MethodologyData is collected via the ICT Survey of NSW Government agencies and reported against nine Service Towers:

• ICT Corporate Functions (previously termed ICT Management)

• Applications

• Servers

• Storage

• End User Infrastructure

• ICT Service Desk (previously termed Helpdesk)

• Facilities

• Networks

• Voice Services.

In 2014–15, four new sub-service towers were added to enhance understanding of the Applications category as it is the largest component (45%) of the NSW Government ICT expenditure. These Applications sub-service towers are:

• Corporate

• Common line of business

• Specialist line of business

• Other.

General notesThis analysis is based on the data presented to the Department of Finance, Service and Innovation, by agencies, as of 15th January 2017. The findings in this report are subject to the provision of any updated data by agencies after the date of this analysis.

Estimation of non-reporting agencies is quantified by applying a CPI indexation of data from relevant years as reported in the ICT Survey.

SourcesThe annual NSW Government ICT Survey (ICT Survey) is the core element of the ICT Metrics Program, complemented by data from NSW Procurement, Data.NSW, OpenGov NSW, customer satisfaction survey data provided by the Office of the Customer Service Commissioner, and supporting information provided by NSW Government agencies.

In this 2015–16 Metrics Report:

• data is presented from the latest annual ICT Survey (1 July 2015 to 30 June 2016)

• comparisons are made to data from previous ICT Surveys

• data was collected from more than 40 NSW Government agencies in 2015–16, a list of survey respondents is shown in Appendix A

• represents about 90% of NSW Government ICT expenditure

• expenditure data is provided and validated by agencies and approved by the Chief Information Officer (CIO) or nominated executive of each agency

• external benchmarks are from Gartner Inc.

of NSW Government ICT expenditure in this 2015–16 Metrics Report

90%


2.ICT ServiceCapabilities


Services Anytime, Anywhere

Expenditures reported in 2015–16 align with the NSW ICT Strategy’s five key service capabilities as follows:

Digital access to information and services without limitations of place, time and device is central to the agenda of transforming the efficiency and effectiveness of Government.

Digital service transformations occur both internally and externally: in customer-facing service transactions, in operational efficiency solutions within public agencies, in the provision of business insights to Government, and in citizen access to government information to drive economic activity.

Key metrics for this capability:

• information and services delivered, accessed and transacted via online channels

• digital channels for industry and community access, consultation, and participation

• public release of service information and agency datasets.


0%

20%

Laptop Smartphones Tablets

40%

60%

80%

100%

BYOD Other, including purchased Provided as-a-service

19%

58%74%

7%

19%

60%

28%

12%

23%

Figure 1 – End User Device Sourcing Models 2015–161

Mobile working and the use of smartphones and other mobile devicesThere are now almost 29,000 BYO devices in use across NSW Agencies with a significant increase in the use of tablets and laptops in 2015–16.

• 23% of laptops are now provided as-a-service

• between laptops, smartphones and tablets, tablets are the most popular BYO device

• agencies have noted that the transition to cloud-based email and productivity software has improved access to email but makes tracking of BYO devices more difficult as specific access permissions are no longer required.

1 To allow for meaningful analysis of devices used by public sector workers, the chart above excludes the Department of Education which reported over 700,000 devices primarily associated with schools in NSW.

Services Anytime, Anywhere (cont.)


0%

20%

40%

60%

80%

100%

81%

17%

77%

18%

73%

19%

7%

64%

25%

11%

2012–13 2013–14 2014–15 2015–16

Desktop Laptop Tablets

Increasing number of mobile phones and other mobile devicesDesktops show a steady decrease, whilst laptops, smartphones and tablets are showing increased usage, highlighting greater mobility.

Figure 2 – Number of Devices2

2 Ibid



0

10,000

20,000

30,000

40,000

50,000

60,000

BYO devices Laptop Smartphones Tablets

2013-14 2014-15 2015-16

10,9

89

23,3

74

29,6

91 37

,06

2

15,6

03

24,8

46

38,7

94

9,0

75

14,2

81

27,3

59

39,6

97

60

,437

Figure 3 – Mobile Devices used by NSW Government Agencies3

³ Some agency data has been excluded from the graph pending final checks with respondent agencies



0

200

400

600

800

634 657 687

824

2012–13 2013–14 2014–15 2015–16

Expanding online presenceThe chart below shows the number of NSW Government websites are growing. The Customer Satisfaction Measurement Survey points to increasing satisfaction with online services.

A whole-of-government opportunity exists to better understand website quality in terms of content growth, duplication and degree of user engagement. Growth in websites can be either positive (more services available) or negative (many low use sites) and more data is required to better analyse this trend.

Figure 4 – Number of Separate Websites4

⁴ To allow for meaningful trend analysis, the above chart excludes Department of Education which reported over 2,000 websites primarily associated with Schools



0

100

200

300

400

225M251M

387M

2013–14 2014–15 2015–16

Citizens are increasingly accessing information and services onlineThe number of visits to NSW Government agency websites has been increasing steadily over the last three years, indicating that citizens are engaging more with government online.

Online visits are particularly growing on smartphones and tablets, indicating a need to cater to mobile access and information usage (e.g. the use of the Opal Travel and similar apps to find travel information).

Figure 5 – Number of website visits



0%

20%

40%

60%

80%

100%

2013–14 2014–15 2015–16

No Compliance Level A Level AA or better

77%

16%

7%

52%

33%

14%

30%

48%

23%

Accessibility of government websites shows room for improvementThe graph below shows a gradual rise in the level of agency compliance with web content accessibility standards — with over 75% of agencies now reporting Level AA5 or higher. A number of agencies have yet to attain Level AA and a minority are non-compliant.

Circular 2012–08 NSW Government Website Management requires that all agencies should have achieved the Level AA compliance by December 2014.

This highlights a need for agencies to ensure that the accessibly standards are maintained across the board to improve citizen access to government information.

Recommendations to further investigate digital accessibilityAn initiative to utilise web analytics tools across all NSW Government domains is under consideration to look at:

• trends and development opportunities for mobile access

• website quality

• opportunities for growth of digital service channels

• customer journeys across agency sites.

Figure 6 – Web Content Accessibility compliance


⁵As per circular 2012–08 NSW Government Website Management, http://arp.nsw.gov.au/c2012-08-nsw-government-website-management. For more information about accessibility standards please visit www.w3.org


0

200

400

600

800

1,000

204

22 37

58 62

38

93 13

3 161

78

231

340 36

1

90 10

7

116

111

734

1,112 1,1

47

2012–13 2013–14 2014–15 2015–16

Facebook LinkedIn Other Twitter YouTube

Figure 7 – Number of verified official social media accounts

Increasing social media presenceThe number of verified official social media accounts have been increasing over the last three years. In 2015–16 growth has slowed, which may indicate agencies have reached a saturation point.

Community and Industry Collaboration


0%

20%

40%

60%

80%

100%

14% 11%

7%

32%

50%58%

28%

7%

7%

63%

23%

12%

16%

47%

24%

Aligned Being developed No policy Not aligned

2012–13 2013–14 2014–15 2015–16

Social media policies — alignment and maturityThere is evidence of improved alignment of social media policies, yet 37% of agencies do not have a social media policy or are not yet aligned to the NSW Government Social Media Policy.

This indicates an opportunity to seek consistent approaches and development timeframes for social media compliance, and to improve the quality and value of social media efforts. In November 2016, the NSW Government Social Media Policy and Guidelines were updated. The purpose of the policy is to encourage agencies to make greater use of social media and empower public sector staff to use these tools where it assists in improving service delivery.

Agencies are to develop and implement targeted social media policies, governance structures, and guidance, including appropriate training and support for staff, to meet their business needs.

Figure 8 – Social Media Policy alignment

Community and Industry Collaboration (cont.)


0

50

100

150

200

2011 2012 2013 2014 2015 2016

3

54

167 168 165

192

0K

10K

20K

30K

2013–14

8K

2014–15

21K

2015–16

26K

Community and Industry Collaboration (cont.)

Online citizen consultation is growingCollaboration is a principle of the NSW Government’s direction on open government. Have Your Say is a searchable database of community consultations taking place throughout NSW, and provides a forum to share news on new projects, services and government policies.

The Have Your Say facility receives over 35,000 online visits per year, and agency use of the facility has been increasing over the last 5 years.

Figure 9 – Consultation promoted on haveyoursay.nsw.gov.au

Increased number of submissions made by the publicThe number of online submissions made by the public to agencies has been increasing, pointing to increased participation with the design and development of Government policies and initiatives.

Figure 10 – Number of online submissions made by the Public


Research on Customer SatisfactionA strong customer-centred approach underpins the digital transformation of government. NSW public sector agencies regularly seek customer feedback to help improve the quality of their services.

Across the NSW public sector, the Customer Service Commissioner’s Customer Satisfaction Measurement Survey is an annual whole-of-government survey to measure customer satisfaction. The 2016 online survey was completed by both individual and business customers and captures customer feedback on 23 different NSW Government services.

In 2016, face-to-face contact remained the most commonly used and preferred contact method for both consumers and businesses. Online contact was second most common contact method for consumers and third most common contact method for businesses6.

Under the NSW Government’s priorities and reflected in the NSW Government ICT Strategy, ICT investment is intended to focus on customer-centred design, value for money, and improved service delivery through digital transformation.

Citizen Focused Services

6 NSW Customer Satisfaction Measurement Survey, Key Findings Report, August 2016


7.7 7.7 7.6 7.6 7.46.8

7.4 7.3 7.3 7.1 7.2 7.1

Online In person, face to face

Telephone Mail, postedletter, fax

EmailThird partiessuch as

Australia Post

Consumers (n=7,227) Business (n=1,761)

59%

47%

32% 31% 29%

43%

14%

25%

7%11%

3% 3%

In person Online Phone Email Mail/fax Third parties

Consumers (n=6,736) Business (n=1,698)

Figure 12 – Variation in overall satisfaction with contact method

Figure 11 – Contact method for consumers and businesses in 2015–16 (multi-select)

Customers who had gone online to carry out direct dealings with NSW Government services in the last 12 months were asked their overall satisfaction with using the contact method to complete their task and their satisfaction with several aspects of their online experience.

Consumer satisfaction with the online experience has increased since 2015. Consumers are most satisfied by the currency and accuracy of content, information is being handled securely, and that the format of content met access requirements.

For businesses, satisfaction is higher for attributes relating to secure handling of information and currency and accuracy of content, and lower for sufficient provision of content and simplicity of websites/apps.

Citizen Focused Services (cont.)


8.1

7.3

7.2

8.1

6.5

6.2

Choose to go online

Average satisfaction with online services

Choose to go online


No other option available


No other option available


Were directed/prompted to go online


Were directed/prompted to go online


Consumers Business

I was satisfied with the overall online experience to complete the task

8.0

7.5

8.2

7.7

8.1

7.8

8.0

7.6

7.9

7.5

7.8

7.8

7.3

7.4

The content was current and accurate

I trust my information was handled securely

Format of the content met my access requirements

Was useful and allowed me to do everything I needed to do

Content and support provided online was su�cient

Was simple and it was easy to find what I was looking for

Consumers (n=1,710) Business (n=414)


Figure 13 – Satisfaction with the attributes of online services

Figure 14 – Satisfaction with online services


7.5

7.3

7.4

7.3

7.2

6.9

7.1

6.9

6.9

6.7

6.7

6.6

6.6

6.8

6.1

6.1

Easily able to find what I was looking for

Assured information remained confidential

The service was available online

Content was more current / accurate

Format of content met access requirements

Online support to answer questions

I had access to a computer

An incentive / discount was provided

Consumers (n=2,117) Business (n=507)


Across customers who had gone online to carry out their direct dealings, those who chose to go online had the highest average satisfaction with online services (8.1 out of 10 for both consumers and businesses). It was closely followed by those who identified that there was no other option available, but online the satisfaction levels were 7.3 out of 10 for consumers and 6.5 out of 10 for businesses respectively.

Consistent with 2015, gradual improvements to navigation, security, availability and accuracy of the content of online services is most likely to increase customer satisfaction with, and usage of, these services.

Figure 15 – Adoption of online contact methods


2014-15 2015-16 % change

Face to Face

Interactions (Completed only) 3,711,171 7,896,239 112%

Customer Served 3,452,267 7,232,174 109%

Contact Centre

Interactions 3,114,696 3,503,487 12%

Customer Served (Phone only) 2,953,195 3,283,473 11%

Digital

Transactions (Successful only) 16,832,636 24,302,646 44%

Customer Served (includes personal and dealers)

2,826,817 3,000,841 6%

Service NSW digital engagement with customersAs the primary vehicle for delivery of customer facing transactional services, Service NSW plays an important role in the work towards digital government.

As at 30 June 2016, Service NSW operated 71 service centres across NSW, 2 contact centres, and a mature digital channel covering the web, mobile applications and API’s.

The table below shows the significant growth in service delivery, including digital transactions, through Service NSW from 2014–15 to 2015–16.

Face to face interactions increased 110% during 2015-16 following the opening of 27 new service centres7 in 2015–16, while digital transactions8 increased 44% with a 6% growth in customers serviced.

Digital Licenses — on the way to digital governmentNSW currently issues more than 23 million licences each year, covering 769 different licence types. A transition to digital formats changes not only the transaction channel but also brings in new concepts in citizen digital identity in place of traditional paper-based identity authentication.

The Digital Licence Program will make government licensing available to customers in a digital format.

The first three government licences available on the new digital Service NSW mobile app are the Recreational Fishing Fee (RFF), Responsible Service of Alcohol (RSA) and Responsible Conduct of Gambling (RCG) Competency Cards.

The technology allows citizens to display, apply, update and renew their licences using their smartphone, with real-time information also available. The Digital Licence has security safeguards built in to preserve the integrity of the entitlement and enables authorities to more easily verify the validity of these

Figure 16 – Service NSW service delivery 2014–15 to 2015–16

7 Source: Service NSW — Annual Report 2015–16 — Page 3

8 Digital transactions cannot be compared directly with face to face and contact centre interactions.



Increase in datasets available to the publicNumber of reported datasets:

• July 2015: 55,000 (approximately)

• July 2016: 84,625.

Data NSWData NSW was launched as the first State-level open data catalogue in the world. In 2013, the Open Data Policy was introduced to support simple and efficient compliance with The Government Information (Public Access) Act 2009 (GIPAA) and encourage the release of high-value datasets for use by industry and the community.

Data NSW now receives between 3,000 and 5,000 visits every month. The site contains approximately 450 catalogue entries which provide access to over 80,000 government datasets.

Better Information Sharing

Fostering better information sharing between agencies is key to improving services and strengthening government accountability. This drives better decision making, delivery of new and better services, and maximises the value of government information assets.

Key directions for reform of data sharing include:

• actively support the information management framework by demonstrating interoperability between cluster/agency systems and those used for central reporting

• build information management responsibilities into ICT strategic planning and investment decision-making

• maintain common definitions and an information architecture approach to the classification and collection of data.

The NSW Government has been publishing government data online since 2009. A refreshed Data NSW website was launched in 2013 with the introduction of the Open Data Policy. In 2016 an updated Open Data Policy was launched with an associated action plan.

Open data is part of the broader NSW Government commitment to open government. This involves public access to open information in a variety of formats. The release of usable and up to date datasets provides benefits that apply across government, to individuals and industry, and contributes to wider social and economic benefits.

NSW Government data is disseminated through Data NSW. This is a central data catalogue which provides links to datasets and data portals across NSW Government.


2,700 environmental datasets

you can search spatially from the Office of Environment and Heritage.

80,000 datasets about the health of the NSW population on HealthStats.

95 public education datasetsfrom www.cese.nsw.gov.au.

30 dashboardsreporting on services to vulnerable people and families from Family and Community Services statistics.

Uniting dataCommonwealth datasets are being federated from www.data.gov.au.

More informedThe number of visits to Data NSW continues to increase from 3,987 in July 2015 to 4,762 in July 2016.

More engagedVisitors are staying longer at Data NSW. The average number of page views per visit has increased from 3.63 to 5.07.

Key open data statistics

Better Information Sharing (cont.)


Open data usability and leveraging initiatives

Case Study: FuelCheck

A key issue in competitive fuel pricing has been that consumers could not remotely access retail fuel prices and had no at-hand means to search and display comparative prices in their areas.

Case Study: HealthStats NSW

HealthStats NSW is an interactive, web-based application that allows users to freely access data and tailor reports about:

• the health status of the NSW population

• health inequalities and the determinants of health

• the major causes of disease and injury and current health challenges

• trends and comparisons between age groups and geographic locations

• the range of health risk factors, diseases, locations and specific populations.

The NSW Government’s FuelCheck initiative has used a digital solution to address this by providing:

• a single digital government channel which obtains and publishes accurate, reliable, real-time vendor information about prices at every station across NSW

• a dedicated web application which consumers can use to search for the best deal by location, price, fuel type or brand

• open access to the raw data so that third party services can create their own apps and services, in accordance with the NSW Government’s commitment to open data

• www.FuelCheck.nsw.gov.au is accessible on any mobile phone, tablet, desktop PC or laptop.

This digital initiative is notable both for the way that it has been designed to access government information and also its ability to leverage multiple levels of value from it, with functionalities that include:

• open access to citizens and practitioners via www.healthstats.nsw.gov.au

• find data easily using keyword search or topic and location browsers

• access local data for a better understanding of a user’s Local Health District, Local Government Area or Primary Health Network, and compare to others

• explore data for different groups within the population, such as ethnic identity, by gender or age

• understand the data using the definitions, methods, disease codes, commentaries and associated information

• track trends over time to inform more proactive, needs-based planning

• download customised or standard printable reports, or raw data for the user’s own analysis.



High-value datasets

Data quality is an important attribute for improving the usability of the data published.


1-Jun-15 1-Jun-16

Data quality statements 0.4% 6.1%

Tabular 22.0% 27.0%

Spatial 2.4% 3.0%

A study of Data NSW shows that the proportion of datasets that are tabular (and machine readable) or spatially enabled is increasing, as is the number of data collections which have data quality statements.

Datasets that include a data quality statement are downloaded almost twice as much as datasets without. This highlights the importance of publishing data with the appropriate metadata to enable its usability.

While the proportion of machine readable datasets and datasets with data quality statement are increasing, they are currently low. There is an opportunity to build on this foundation to significantly improve the value of open data by improving readability and interpretability.

Figure 17 – Datasets on Data NSW


New portfolio reporting capability under ICT Assurance Framework The NSW Government spends some $2.6 billion per annum on ICT, and there is a strong concern to see that this investment is applied to best effect through:

• optimal prioritisation of ICT projects against the Government’s strategic objectives

• the effective delivery of ICT projects.

The current reporting system used for the ICT Assurance Framework is the NSW ICT Major Programs/Projects Dashboard which relies on agencies’ internal reporting processes. A standardised reporting framework for the ICT Assurance Framework has been developed and will be tested as proof of concept in Q1 2017.

Financial & Performance Management

Corporate Shared Services StrategyThe costs of corporate and shared services such as payroll, finance and HRM are significant. The NSW Government’s ICT Strategy has aimed to deliver flexible approaches to corporate and shared services, while assuring efficient investment through:

• benchmarking

• benefits realisation

• reporting

• leveraging whole-of-government procurement arrangements

• sharing of innovative solutions across the NSW Government.

At a sector level, CSS has estimated net benefits of $355 million by 2021. The sector is on track to meet and exceed this target.

In addition, DFSI central CSS is facilitating sharing the NSW Standard Business Processes with the New Zealand Government, Northern Territory Government, Queensland Government, a New York Government organisation, and a number of NSW State Owned Corporations including Sydney Water, Hunter Water, Essential Energy and Water NSW.

The NSW budget included $241 million in 2016-17 to provide shared corporate support and services to a number of Government agencies, including procurement, ICT, HRM, finance and business services.


3.ICT Trends in NSW Government


2010–11 2011–12 2012–13 2013–14 2014–15 2015–16

3%

2%

1%

4%

3.23%3.28%

3.44% 3.37%

3.56%3.72%

NSW Government Gartner Inc. benchmark

0bn

1bn

2bn

3bn

2010–11

1.99bn 2.06bn2.18bn 2.27bn

2.40bn

2.65bn

2011–12 2012–13 2013–14 2014–15 2015–16

Investment and Expenditure Trends

ICT as a percentage of Total Government ExpenditureICT as a percentage of total agency expenditure increased in 2015–16 but remains in line with benchmarks9.

Total spendICT Spend increased by $250 million in 2015–16. Some of the largest investments in service and infrastructure can be attributed to:

• the Transport cluster supporting ERP/EAM and continuation of the NGIS program

• Service NSW expanding the service offering including RMS transactions and the introduction NSW digital licences

• Family and Community Services and the Child Story project. Figure 18 – Total ICT Expenditure

⁹ Gartner IT Key Metrics Data 2017: Key Industry Measures: Government — State and Local Analysis: Multiyear.

10 To avoid double counting, Total ICT expenditure does not include ICT outsourced to another NSW Government Department Spend as a percentage of total for 2014–15 has been corrected to 3.56% from 3.64%.

Figure 19 – ICT expenditure as a percentage of total agency expenditure10


Investment and Expenditure Trends (Cont.)

Spend by Service Towers

Figure 20 – Spend by Service Tower11

11 Totals may not match the sum of the elements due to rounding and consolidation.

ICT Expenditure ($M) 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16

% of 2015-16

spend

% Change from

2014-15 to 2015-16

Compound Annual Growth

Rate

Serv

ice

Tow

ers

Applications 831 920 939 982 1029 1185 45% 15% 6%

Network 245 240 272 285 314 367 14% 17% 7%

End User Infrastructure 307 298 280 271 312 357 14% 14% 3%

ICT Corporate Functions 132 123 145 196 203 258 10% 27% 12%

Voice Services 191 206 228 215 217 173 7% -21% -2%

Server 152 142 170 162 162 145 5% -10% -1%

ICT Service Desk 51 51 56 63 63 59 2% -6% 3%

Facilities 47 44 55 44 55 50 2% -9% 1%

Storage 38 39 38 49 48 43 2% -12% 2%

Total 1,995 2,064 2,183 2,268 2,404 2,637 100% 10% 5%

Inp

ut C

ost

s E

lem

ents

Internal personnel 525 533 544 514 514 531 20% 3% 0%

External personnel 211 228 267 302 323 449 17% 39% 13%

Software 354 379 394 404 437 459 17% 5% 4%

Services outsourced 321 296 334 365 375 424 16% 13% 5%

Hardware 275 288 306 312 363 416 16% 15% 7%

Carriage 254 257 260 290 325 280 11% -14% 2%

Others 55 83 78 79 67 77 3% 15% 6%

Total 1,995 2,064 2,183 2,266 2,404 2,637 100% 10% 5%


ServerServer spend reduced this year by 5% ($17 million), attributed to a decrease in capital expenditure in Server of $13 million following significant investments in 2014–15. Over the long term, Server spend shows a 1% decline year on year, which may be reflective of a move to as-a-service models that reduce agency infrastructure costs.

ICT Service Desk Service Desk spend reduced by 6% ($4 million) in 2015–16. This reduction is correlated to a sharp decline in internal personnel of $9.4 million, which is partially offset by an increase of $3.1 and $3.5 million in External Personnel and Services Outsourced respectively.

ApplicationsApplication spend increased 15% in 2015–16. Family and Community Services increased costs on services provided as-a-service ($36 million). These increases are linked to the OneSAP as-a-service and Child Story projects. Service NSW increased their application spend through the development of NSW Digital Licences and the transition of RMS transactions to the Service NSW platform.

ICT Corporate FunctionCorporate function spend has increased 27% this year, the increase stemming primarily from NSW Police and Transport for NSW. These increases were partially offset by the transition of ServiceFirst to GovConnect. The increase in costs is related primarily to additional investment in Hardware and Software supporting Corporate Functions.



0%

20%

40%

60%

80%

100%

30%

70%

29%

71%

27%

73%

30%

70%

33%

67%

Capex Opex Gartner Inc. Capex

20%23%

26% 28% 27%

2011–12 2012–13 2013–14 2014–15 2015–16

Figure 21 – Proportion of Capital vs Operating expenditure against benchmark12

Capital vs Operating ExpenditureCapital expenditure has increased this year to 33% of NSW Government ICT spend, which places NSW Government 6 percentage points above the Gartner Inc. benchmark for state and local government. The increases in capital expenditure are related to a number of significant transformation initiatives, such as FACS Child Story, Service NSW Digital Licensing and key infrastructure programs such as the Transport for NSW NGIS and EQUIP programs and Service NSW ADS program.

Capital expenditure typically supports a business to transform and this can be seen in the Run, Grow, Transform section (see Figure 23).


12 Gartner IT Key Metrics Data 2017: Key Industry Measures: Government — State and Local Analysis: Multiyear


Input cost benchmarking Examining the input costs spending against the Gartner Inc. Benchmarks indicates that NSW Government is in broad alignment with State and Local Government Benchmark13.

The graph below illustrates that NSW Government hardware expenditure is marginally above benchmark, while the use of outsourcing is marginally below benchmark. This may indicate an opportunity to further utilise as-a-service sourcing models.

Transport for NSW EQUIP ProgramTransport Equip is part of the Government’s Corporate and Shared Services Reform Program, which will modernise how 25,000 people across the Transport Cluster work each day. It will streamline a range of complex and outdated legacy systems, processes, and provide millions of dollars in efficiency savings. Transport Equip provides common systems and processes that enable the consolidation of human resources, finance and procurement functions and is being rolled out progressively in waves.

The first wave was successfully deployed on 1 July 2015 to 6,000 staff across Transport for NSW, including all senior staff in Roads and Maritime Services, Sydney Trains, NSW Trains and State Transit.

• Wave 1.1 involved the roll-out of additional human resource functionality to Roads and Maritime Services and was successfully deployed to 5,500 staff in March 2016.

• Wave 1.2 provides enhanced finance and procurement functionality for Roads and Maritime Services.

ServiceNSW ADS ProgramThe objective of the Accelerated Delivery Strategy (ADS) Program is to accelerate the rollout of Service NSW, through the migration to digital and by building scale through the transition of Roads and Maritime Services (RMS) Customer Service Branch into ServiceNSW channels.to GovConnect. The increase in costs is related primarily to additional investment in Hardware and Software supporting Corporate Functions.

FACS ChildStoryChildStory is a once-in-a-generation opportunity to create an information technology system that places the child at the centre of their story and builds around them a network of family, carers, caseworkers and service providers that work collaboratively, with each other and the child, to keep them safe.

13 Gartner IT Key Metrics Data 2017: Key Industry Measures: Government — State and Local Analysis.



0% 20% 40% 60% 80% 100%

Gartner 2015 15% 20% 44% 21%

Gartner 2016 15% 20% 48% 17%

NSW Govt 2014-15 17.8% 18.8% 41.6% 21.8%

NSW Govt 2015-16 18% 19% 43% 20%

Hardware Outsourcing Personnel Software

Figure 22 – ICT spending distribution



0%

20%

40%

60%

80%

100%

Run Grow Transform

Capex Opex

25%

75%

60%

40%

76%

24%

Figure 23 – Run, Grow, Transform by Capital and Operating Expenditure NSW Government

The distribution of IT spending to run the business, grow the business and transform the business provides a view of the IT investment profile to support business performance. In some industries, it is not uncommon to see a high ‘run’ focus — typically because organizations in the industry are not planning strong changes in business model growth or high organic growth — which often translates into a more ‘cost centre’ role for IT in the industry or niche sector. IT spending is classified into categories that show impact on business outcomes or success can aid alignment and quantify underinvestment in IT.

Source: Gartner Inc., IT Key Metrics Data 2015: Executive Summary

Run, Grow, TransformThe main departments where Transformation appears to be the highest is Treasury, Family and Community Services, and Service NSW. Consistent with initiatives such as the Financial Management Transformation (FMT) Program, ChildStory, and Digital Licensing respectively.



0% 20% 40% 60% 80% 100%

Commonwealth (ICT Expenditure)

Gartner Inc. (ICT Expenditure)

NSW (Application Expenditure)

78%

72%

64% 17% 19%

15% 13%

13% 9%

Run Grow Transform

NSW Government application spend on transformation in 2015–16 was higher than the Gartner benchmark which is based on overall ICT expenditure. However, this is expected as the majority of ‘transform’ spend would typically sit in applications rather than facilities or infrastructure. A focus on growth and transformation is borne out by a shift in personnel. Job families such as business process analysis / design have seen nearly a 50% increase since 2013–14.

Figure 24 – NSW Application14 Expenditure in the Run, Grow and Transform Categories

14 The NSW number reflect applications spend only, while the Gartner Inc. Benchmark and Commonwealth figures reflects all ICT spend. Sources: Gartner — IT Key Metrics Data 2017: Key Industry Measures: Government — State and Local Analysis; Commonwealth — Australian Government ICT Trends Report 2015–16.



Sector Capability

ICT Job Families reflecting ICT trends

The number of ICT Full-Time Equivalents (FTE) grew from 6,282 in 2014–15 to 6,597 in 2015–16. Analysis of ICT Job Families indicates that roles in infrastructure and facilities have decreased substantially this year, coupled with increases in Business Process Analysis/Design and Service Management.

These high-level trends suggest that the ICT workforce is transitioning from a service delivery model to a service enablement — see Figure 25 and Figure 26 below.

This year, the ICT Metrics Report has separately captured Architecture and Analytics Professionals. Architecture roles seem to have substantial representation, with 104 FTE positions in these roles across the sector. The Architecture job family equates to 1.5% of the sector’s ICT roles and is comparable to the size of the Strategic Leadership job family. Analytics Professionals are currently the smallest job family with 39 FTEs.


Infrastructure and Facilities

Helpdesk/Support

Program and Project Management

Development and Programming

Systems Administration

Business Process Analysis/Design

Networks and Telecommunications

Service Management

Systems Analysis and Design

Databases and Data

Testing

Systems Integration and Deployment

Information/Knowledge Management

Procurement and Vendor Relations

Strategic Leadership

Training and Development

Web and Multimedia Content Development

Analytics Professionals

Quality Assurance

Architecture

Security

0 200 400 600 800 1000

928818

847833

682768

650785

479481

342498

333332

254327

263237

221167

156204

175184

156156

147150

148138

131134

83107

8494

104

5642

39

2013–14 2015–16

Sector Capability (Cont.)

Figure 25 – Number of FTE by Job Family (3-year change)


0% 10% 20% 30% 40% 50% 60% 70%

Program and Project Management 55%64%

55%48%

55%47%

53%46%

42%38%

36%27%

41%

32%24%

31%26%

29%22%

27%19%

26%23%

21%20%

17%18%18%

11%18%

8%16%

7%15%

6%

7%6%

6%9%

8%

Architecture

Testing

Development and Programming

Systems Analysis and Design

Systems Integration and Deployment

Business Process Analysis/Design

Analytics Professionals

Security

Quality Assurance

Service Management

Databases and Data

Infrastructure and Facilities

Training and Development

Information/Knowledge Management

Helpdesk/Support

Web and Multimedia Content Development

Procurement and Vendor Relations

Strategic Leadership

Systems Administration

Networks and Telecommunications

2013–14 2015–16

In certain areas, the NSW Government is progressively outsourcing project and development roles that may be best sourced on a contract basis. For example, 64% of project related roles are now delivered by external FTEs. A number of solution development roles are now filled by external labour, for example, in the Development and Programming (53%), Business Process Analysis and Design (41%) job families.

Figure 26 – Proportion of External FTE by Job Family (3-year change)




A new platform to manage contractorsChildStory is a once-in-a-generation opportunity Contractor Central allows NSW Government to manage the full end-to-end process of managing contingent labour, from requisition and recruiting to timesheets and invoice payment. It will also allow centralised visibility of the whole contractor workforce across NSW Government and enables tracking of the savings that are achieved by implementing the system.

Contingent workforce scheme data shows:

• More than 48% of NSW contractors are in ICT, of these:

– 62% are ICT Management, Implementation and support

– 32% are ICT Applications, Database and Systems

– 6% are Network and Equipment.

People Matters SurveyThe online NSW People Matter Employee Survey was open to all employees across the NSW Government sector in May 2016.

The survey provides an important opportunity for almost 400,000 employees to have a say about their workplace and to help make the public sector a better place to work.

The survey asked employees about experiences with their own work and working with their team, managers and the organisation.

A number of findings from this report provide an indicator of public sector workers’ perception of their ICT environment:

• 70% of employees agree that ‘I have the tools I need to do my job effectively’

• 66% of employees agree that ‘I get the information I need to do my job well’

• 62% of employees agree that ‘My organisation is making the necessary improvements to meet our future challenges’

The Contingent workforce schemeThe scheme15 makes it easier for all suppliers to do business with government buyers, including improving access by small to medium enterprises (SMEs) to government goods and services procurement and assisting in reducing red tape. Additional benefits for agencies include: the ability to better leverage the available talent pool and access to supplier performance management framework which includes satisfaction reviews, invoicing accuracy, response times and system data collection requirements.

15 For more information visit https://www.procurepoint.nsw.gov.au/scm0007


4.Delivering Value for Money Through ICT Reforms


ICT Assurance Framework (IAF)

NSW Government invests over $2.6 billion each year on ICT as a key enabler of services and business operations, and requires a systematic approach to mitigate risks of cost overruns or service disruption.

During 2016, the NSW Government has developed and is implementing a strengthened ICT Investment Governance Model to ensure that taxpayer funds are applied to the right technology projects for NSW, to keep them on track, and to deliver promised benefits.

A key element of this is a new ICT Assurance Framework (IAF) covering ICT projects with estimated total cost of at least $10 million or projects of strategic significance. The IAF is aligned with Treasury Gateway Policy and Infrastructure NSW’s Infrastructure Investor Assurance Framework.

The IAF approach is to ensure that ICT projects are set up for success from the beginning, and then provides the Government with effective tools to monitor project development, receive early warning of issues, and act ahead of time to prevent failures. This includes a focus on:

• Early strategic alignment of investments with NSW Government ICT and digital strategic direction and other reforms identified in the ICT portfolio review process.

• Investment in improving agency capability, including project sponsor training.

• Monitoring project progress, including developing standardised project status reporting metrics for early risk identification, response and escalation to project sponsors and ERC.

• Project volumes: agencies began registering in-flight and new ICT projects in September 2016, and submitting project assurance plans commensurate with their project tier. As of December 2016, 62 projects have been registered and are progressing through the assurance system.

• Regulatory investment: recurrent funding of $2.5 million was approved in the 2016–17 DFSI budget to establish best practice ICT project delivery across Government, including the new governance setup.


Procurement reforms increasing the number of SMEs

Reforms to the ICT procurement system have encouraged greater numbers of suppliers to compete for government business.

Enhanced competition and greater supplier diversity are delivering better value for money to government buyers, exposing agencies to a greater range of innovative products and services. These reforms have included transitioning to always open and online pre-qualification schemes and streamlining the ICT Services Scheme. This is less onerous and rebalances the allocation of risk within the standard form contract.

The ICT Services Catalogue lists suppliers pre-qualified to deliver a range of ICT services to the NSW Government. Category Q (co-designed by industry and government) provides services and products to assist agencies in transitioning to enterprise resource planning as-a-service.

Sub-categories include professional services, human capital management and eRecruitment, GovDC as a platform, GovDC Software as-a-service, and expense management systems.

In 2015-16, the ICT Services Scheme grew by 550 new suppliers to 2,172, increasing in size by 34%. Small to medium enterprises (SMEs - employing 200 or less FTEs within Australia) make up the majority of suppliers.

The Figure below illustrates that the most prevalent supplier base on the scheme employs less than 100 staff.

Figure 27 – ICT Services Supplier Scheme Growth

0

500

1,000

1,500

2,000

2,500

2013-14

477

27%

329

75

156

2014-15

795

502

92

233

2015-16

1,115

658

107

292

0–19 20–100 101–200 200+


0%

20%

40%

60%

80%

100%

2014–15 2015–16

41%

27%

5% 5%

27%

33%

33%

29%

We do not operate Plan Phase Build Phase Both Plan and Build

Enterprise Architecture

The NSW Government EA Strategy provides direction and practical guidance to accelerate the development of agency enterprise architecture capability and enables a common approach to the design solutions. By driving a common approach to EA there are opportunities to deliver increased value of investment by sharing and reuse of solutions.

Agencies were asked what is the nature of their EA processes, and whether they operate a defined set of Enterprise Architecture processes at the [Plan / Build / Plan + Build] phase of the Plan/Build/Run IT Value Chain.

Enterprise Architecture (EA) is a design and planning discipline that helps define the structure and operation of an organisation’s business, ICT systems and processes.

The graph below shows that the proportion of agencies that do not operate enterprise architecture processes has decreased, with formerly non-mature agencies moving to the ‘Plan’ phase (basic maturity) of the IT Value Chain indicating the success of the NSW GEA Strategy to enable agency capability. The proportion of agencies with processes covering both Plan and Build remain more or less static.

Figure 28 – Proportion of agencies that operate a defined set of Enterprise Architecture processes at each stage of the Plan/Build/Run IT value chain.


$0M $100M $200M $300M

Carriage $280M

$120M

$49M

$33M

$32M

$19M

$18M

$8M

Hardware

Internal personnel

Serviced outsourced to external provider

Others

Services outsourced to NSW Gov. Shared Services Provider agencies

External personnel

Software

Telco Strategy

The NSW Government spends around $560 million a year on telecommunications (Voice Service and Network service towers), the majority of this spend is carriage costs. Carriage costs decreased by $44 million this year, to $280 million, with some agency attributing a reduction in carriage costs to the adoption of Voice over Internet Protocol (VoIP).

On 1 December 2015, the Minister for Finance, Services and Property, announced the NSW Government Operational Communications Strategy. The Strategy sets out the operating models, priorities and actions required to drive significant reform, savings and better services to NSW Government agencies.

The Strategy will deliver a more unified approach to the way personnel in the field communicate with each other. It outlines four broad themes that will result in better services, more coverage and a seamless experience for our frontline operational communications users:

• One integrated portfolio — remove duplication and fragmentation by managing assets, resources and services as a single, integrated, efficient portfolio

• Shape a competitive market — drive an effective and mature services market that meets sector requirements

• Evolved critical communications capability — develop a resilient and secure communications capability for the sector that supports existing mission-critical voice and new video and data based services

• Information enabled — create a shared intelligence capability that enables public safety agencies to access targeted, timely and relevant information from a variety of government, community and industry sources

Figure 29 – Voice and Network spend by Input Cost Element (2015–16)


80%of agencies reported using an ITSM methodology.

ITIL V3 is predominantly used for Incident management (91%), Change management (82%), Service Design — Service Level Management (62%).

ITSMis predominantly used for Incident management (91%), Change management (82%), Service Design — Service Level Management (62%).

33% of agencies have done an assessment of their ITSM maturity.

IT Service Management

IT Service Management (ITSM) focuses on the delivery of quality ICT services that meet the needs of customers and is delivered by an appropriate mix of people, process and information technology. ITSM provides a framework to plan, deliver, operate and control ICT services that are both internally provided and externally sourced as-a-service’.Understanding the primary IT Service Management methodologies utilised across NSW government, and their maturities, will aid the development of a whole-of-government ITSM Framework and toolkit. This will provide agencies with a pathway to advance their IT Service Management capability.

Key findings


Key findingsBased on an analysis of major ICT projects identified in 2012–13, as-a-service or hybrid cloud was being used in 34% of projects, and in 2015–16 in 72% of projects. ICT Survey analysis indicates that:

NSW Government policy on cloud-based services

One of the Government’s ICT investment imperatives is that projects should align to a service orientation, including as-a-service sourcing models, as a primary option.The NSW Government ICT Strategy outlines a new and more flexible approach to ICT procurement, including as-a-service solutions. It positions the government to take advantage of two major industry trends being driven by technology commodification and the adoption of web services by consumers:

• move to service orientation by both vendors and buyers

• deployment of cloud technologies into mainstream business.

Cloud-based ICT services provide opportunities for agencies to achieve better value, flexibility and reliability, and make sustainable service delivery improvements.

Figure 30 – Service Outsourcing: including as-a-service

Increased ICT servicesThe use of ICT Services is increasing over the last three years and outpacing overall growth in ICT spend

Spend is upIn 2015-16 the proportion ICT services spend on ‘as-a-service’ is 63% (up from approximately 35% last year).

$0

$100

$200

$300

$400

$500

Outsourced Outsourced: as a service Outsourced: all other Total ICT spend

2011-12

Out

sour

ced

sp

end

Tota

l IC

T sp

end

2012-13 2013-14 2014-15 2015-16

$2,000

$1,500

$1,000

$500

$0

$2,500

$3,000

$3,500


0K

20K

40K

60K

80K

100K

44,814

58,636

18,054

5,134

8,788

6,325

2013–14 2015–16

Commercially Hosted Government Data Centre In-house facility

GovDC

Agencies continue to migrate on-premises data centres to the two world-class NSW Government data centres located in NSW. These centres support agencies to buy ICT services on demand and allow smaller agencies to access additional resources without major capital expenditure. Public bodies can buy services from the ICT Services Catalogue including services available in the GovDC Marketplace, or from GovDC.The migration of government data through the NSW Government’s Data Centre Reform (DCR) Project is now in its fourth year, with 85% of capacity committed. The minimum contracted capacity has now been completed and additional capacity has also been brought online to accommodate agency needs. All Principal Departments now have services operating from GovDC.

The ICT Survey data shows that the proportion of storage and volume of storage moving to GovDC has been increasing.

Figure 31 – Storage (TBs) hosted commercially, in-house and in Government data centres


5.Managing Risk


Cyber Security

A strong and coordinated approach to cyber security is a critical success factor for digital government. As the transition to digital government accelerates, integration with and reliance upon cloud services extends government agency networks beyond an agency’s direct control. Uptake of mobile devices within government multiplies new network ingress and egress points bringing more vulnerability.As cloud, mobile and digital take-up rates increase across government and the community, the cyber security threat is growing, driven by the increasing sophistication and number of cyber criminals. Detection and response are becoming more difficult and there is an opportunity to uplift cyber security capability across the NSW public sector.

The ICT and Digital Leadership Group has commissioned an external review of NSW Government cyber security readiness across prevention, detection and response to determine the current state of cyber security capability.

Key findingsThe survey data shows that the number of FTEs in the ‘Security’ job family are increasing, suggesting a growing capability to support agency cyber security.


Legacy Systems

The ICT environment in NSW Government is a mix of old and new technologies and fragmented and inconsistent systems. Agencies recognise the need to transition away from legacy systems to next generation ICT and to collaborate on investment decisions which advance the whole-of-government approach to ICT.The management of legacy issues relating to service continuity and security is a significant ongoing challenge. These issues also impact on an agency’s ability to transition to working digitally.

Key findingsThe ICT Survey data shows that currently around 20% of NSW Government top applications are deemed legacy, of these around 50% are planned to be upgraded in the next 12 months.

With this proportion of legacy system and the potential impact on working digitally, it is important that agencies consider a strong alignment to the NSW Government Enterprise Architecture framework in their new investments, and that any replacement systems are examined through the lens of the ICT Assurance Framework to also ensure alignment to the Government’s strategic imperatives.


6.Opportunities


Digital

The vision for a digital NSW is a State served by a responsive and agile public sector delivering citizen-centric services, fuelled by partnerships with industry, informed by data and built with the ‘best’ technology.

NSW boasts some of the highest customer satisfaction ratings with online channels. Trust in online channels in term of content accuracy and information security remain high. This provides a strong foundation for delivering further service improvement through digital means.

An independent review of Digital Government Readiness across Australia, found NSW remains the leading Australian jurisdiction. This is underpinned by strong governance mechanisms and commitment to the customer experience16.

The digital transformation of government in NSW will be an ongoing priority in 2017 and beyond, with the primary focus on:

• government enablers for citizens and businesses to participate in and derive value through digital

• changes to government services and business models enabled through digital

• changes to customer experience, end to end processes and the use of data for government service delivery

• the enablers required to deliver digital transformation – technology, leadership and capability, governance, legislation and strategy.

16 Intermedium, August 2016, Digital Government Readiness Indicator, www.intermedium.com.au


NSW Government Data Analytics Centre (DAC)

The DAC was established following an extensive market engagement. It has been operating since August 2015 and is using whole-of-government data analytics and insights, to design solutions to complex policy problems, support greater evidence-based decision-making and improve service delivery for the community.

The DAC is currently working with NSW Government agencies on 22 Cabinet approved projects that address a range of social, environmental and infrastructure issues.

The 2016–17 NSW Budget included $17 million over four years for the DAC to continue its work in providing data-driven insights to help inform policymaking.


7.Appendices


Appendix A: List of 2015–16 ICT Survey Respondents

Education• Board of Studies — Teaching

and Educational Standards Staff Agency

• Department of Education

Family and Community Services• Department of Family and

Community Services (cluster submission)

Finance, Services and Innovation• Department of Finance,

Services and Innovation

• Land and Property Information

• SafeWork

• Service NSW

• State Insurance Regulatory Authority

• State Revenue, Office of

Health• Ambulance Service of NSW*

• Cancer Institute

• eHealth NSW

• Justice Health and Forensic Mental Health Network

• Local Health Districts

– Far West Local Health District & Western NSW

– Hunter New England

– Mid North Coast

– Northern NSW

– Northern Sydney & Central Coast

– South Eastern Sydney & Illawarra Shoalhaven

– Southern NSW

– Sydney & South Western Sydney

– Western Sydney & Nepean Blue Mountains

• NSW Ministry of Health

• Sydney Children’s Hospitals* Network

Industry, Skills and Regional Development• Department of Industry, Skills

and Regional Development

• TAFE NSW

– Hunter Institute

– Illawarra Institute

– New England Institute

– North Coast Institute

– Northern Sydney Institute

– Riverina Institute

– South Western Sydney Institute

– Sydney Institute

– Western Institute

– Western Sydney Institute

Justice• Department of Justice

• Fire and Rescue NSW

• Legal Aid Commission of NSW

• NSW Police Force

• Rural Fire Service of NSW

• State Emergency Service

• State Library of NSW

• Sydney Opera House Trust

Planning and Environment• Office of Environment and

Heritage

• Department of Planning and Environment

Premier and Cabinet• Audit Office of NSW

• Department of Premier and Cabinet

• New South Wales Electoral Commission

Transport and Infrastructure• NSW Trains

• Roads and Maritime Services

• State Transit Authority

• Sydney Trains

• Transport for NSW

Treasury• NSW Treasury Corporation*

• The Treasury

* Estimation of non-reporting agencies is quantified by applying a CPI indexation of data from relevant years as reported in the ICT Survey.


Appendix B: Service Tower Definitions

ICT Corporate Functions (previously ICT Management) includes services, equipment, activities, personnel, functions and responsibilities providing cross-service tower governance, controlling, security, architecture, finance and human resources services to the ICT organisation.

Applications — all hardware, software, personnel (including the supporting documentation, media, on-line help facilities and tutorials) and outsourced services that perform user or business related information processing functions. Application Software does not include the tools, utilities, or System Software used to deliver it.

Application Sub-service Towers:Application — Corporate — Enterprise Resource Planning; Human Resource Management; Workforce Capability Management; Business Continuity; Corporate Governance and Strategy; Corporate Administration; Procurement; Business Transformation and Improvement; Business Intelligence and Analytics; Enterprise Content Management; Business Process Management; Unified Communications.

Applications — Common Line of Business — Product and Service Management; Marketing; Customer Relationship Management; Partner Relationship Management; Customer Accounting; Customer Service; Emergency Management; Grants Management.

Applications — Specialist Line of Business — Common Agency Functions; Agency Specific Applications.

Applications — Other — Data and Information Management Services; Identity and Access Management Services; Security Services; ICT Services Components and Tools; Interfaces and Integration, which are not appropriately repeated under another Service Tower.

Servers include all server types. In previous years, mainframe and midrange data was de-coupled and collected separately. Services, hardware, software, functions, personnel, activities and responsibilities involved in running server applications and with typically high I/O processing capacity, which are housed centrally in data centres or server rooms.

Storage includes cost elements, activities and responsibilities involved in providing data storage services to the business. It includes Network attached storage, storage area networks, offsite storage device and backups and external fixed attached storage on mainframe and midrange servers.

End User Infrastructure includes cost elements, activities and responsibilities provided directly to end-users in an agency. Hardware includes desktop and laptop computers, thin clients etc. but excludes fixed and mobile phone, and devices with combined voice and data functions which are captured in Voice services. The category includes all processes, procedures, tools and resources necessary to support the complete lifecycle of desktop technologies and the end user computing environment.

ICT Service Desk (previously Helpdesk) includes buildings, infrastructure, associated technologies and fully trained staff who respond to Level 1 ICT Service Desk incidents or requests (as defined below) from end users, coordinate incident management, problem management and request management activities, and act as a single point of contact for agency end-users in regard to all service towers.

Facilities include physical facilities, including raised floor space, power supply, air conditioning, and associated utilities, as well as security and facilities monitoring and maintenance services, personnel, activities, hardware and software. Facilities are data centres which include all physical sites and infrastructure used to house computer systems (e.g. servers) and associated components, such as telecommunications and storage systems.

Networks are cost elements, activities and responsibilities associated with Wide Area Network (WAN), Local Area Network (LAN), Remote Access Services (RAS), and Gateway. In previous years, WAN, LAN, RAS and Gateway networks data were collected separately however it has been bundled for this survey.

Voice services are all carrier and telecommunications services and cost elements involved in providing voice services and non-IP video conferencing services to the business, including VoIP services. The category also includes equipment and associated attachments, features, accessories, peripherals and cabling supported or used to provide standard voice services to the business.


Appendix C: Cost Element Definitions

Cost elements are a resource based expenditure classification of seven elements. Cost elements build each of the nine service towers. Elements include:

Internal Personnel — This element includes expenditure incurred for all internal full-time equivalents (FTE), i.e. employees of the agency, involved in ICT business as usual activities, includes all wages and salaries, provisions for staff entitlements and staff on-costs. See Australian and New Zealand Standard Classification of Occupations for ICT occupations.

External Personnel — For all external FTEs involved in ICT activities, include all payments and allowances made to external FTE. This includes all relevant on costs that apply to contractors and consultants. See Australian and New Zealand Standard Classification of Occupations for ICT occupations.

Other Expenditure — Expenditure on occupancy, facilities, utilities and other ICT expenditure not captured in hardware expenditure, software expenditure, internal personnel expenditure, external personnel expenditure, expenditure on services outsourced as-a-service, managed service or to NSW Government Shared Service Providers, and carriage expenditure (in WAN and Voice service towers only).

Hardware — Expenditure on purchasing, leases, maintenance and repair for all physical ICT equipment, such as servers, PCs, terminals, printers, peripherals, printing equipment, networking and telecommunications equipment, materials or accessories and disaster recovery hardware.

Software — Expenditure on licenses, support and maintenance for external and standard software, systems software and standard office productivity applications at a total agency level.

Carriage — A specific cost element in the Network and Voice service towers. Carriage refers to the costs of providing digital or analogue electronic signals (including data, voice or video) over a distance. Data carriage costs and volumes should be allocated to the Network Service Tower. Voice and video carriage costs and volumes should be allocated to the Voice service tower.

Services outsourced to external provider — includes services outsourced as-a-service and managed services. Includes full function outsourcing (e.g. data centre operations, WAN operations, end user infrastructure services or application maintenance) to a third-party provider or vendor in the market.


Appendix D: Glossary

Short form Long form

ADS Accelerated Delivery Strategy

BYO Bring Your Own

Capex Capital Expenditure

CIO Chief Information Officer

COBIT Control Objectives for Information and Related Technologies

CPI Consumer Price Index

CSS Corporate and Shared Services

DAC Data Analytics Centre

Data.NSW http://data.nsw.gov.au

DCR Data Centre Reform

DFSI Department of Finance, Services and Innovation

EA Enterprise Architecture

EAM Enterprise Asset Management

ERC Expenditure Review Committee

ERP Enterprise resource planning

FACS Family and Community Services

FMT Financial Ma nagement Transformation

FTE Full Time Equivalent

GEA Government Enterprise Architecture

GIPAA Government Information (Public Access) Act 2009

GovDC NSW Government Data Centre

HealthStats www.healthstats.nsw.gov.au

HealthStats www.healthstats.nsw.gov.au

HRM Human resource management

IAF ICT Assurance Framework

ICT Information and Communication Technology

IDG ICT and Digital Government

IDLG ICT and Digital Leadership Group

IT Information Technology

ITIL Information Technology Infrastructure Library

ITSM Information Technology Service Management

MP Member of Parliament

NGIS Next Generation Infrastructure Systems

NSW New South Wales

OpenGov www.opengov.nsw.gov.au/

Opex Operations Expenditure

PC Personal Computer

RCG Responsible Conduct of Gaming

RFF Recreational Fishing Fee

RMS Roads and Maritime Services

RSA Responsible Service of Alcohol

VoIP Voice over Internet Protocol

WCAG Web Content Accessibility Guidelines

WoG Whole of Government


www.finance.nsw.gov.au

ict metrics report 2015–16 · pdf file• ict project and development roles are ......

Documents