ict portfolio performance report

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ICT Portfolio Performance Report 7 September 2009 to 10 March 2010 CEO Services Sub-committee – Date of submission: 19 April 2010 ICT Portfolio Management Office Department of Public Works

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Page 1: ICT Portfolio Performance Report

ICT Portfolio Performance Report 7 September 2009 to 10 March 2010

CEO Services Sub-committee – Date of submission: 19 April 2010

ICT Portfolio Management Office Department of Public Works

Page 2: ICT Portfolio Performance Report

ICT Portfolio Management Office Department of Public Works

Revision history

Revision date

Version No. Author Description of change/revision

29.03.2010 1.0 Angela Costello Updated CIO Leadership Team report per minuted requested amendments

Approvals

Name Title Date

Alena Tracey Director, Portfolio Management Office 30 March 2010

Alan Chapman A/Executive Director, ICT Policy and Coordination Office

Page 3: ICT Portfolio Performance Report

ICT Portfolio Management Office Department of Public Works

About the ICT Portfolio Performance Report

Purpose ICT Portfolio implementation progress and performance will be reported to the Chief Information Officer (CIO) Leadership Team (monthly); Chief Executive Officer (CEO) Services Sub-committee (bi-monthly); and Cabinet (every six months). The ICT Portfolio Performance Report for the period from 7 September 2009 to 10 March 2010 provides background and additional contextual information on the establishment and implementation of the ICT Portfolio, including an outline of the:

• current ICT portfolio scoping and assessment activities

• key issues identified for implementation

• ICT achievements to date, including the five Actions specified for 2009 delivery

• implementation priorities for 2010

• issues and risks that could impact on the achievement of the Queensland Government’s strategic objectives.

Detailed Initiative Proposals and an ICT Portfolio Assessment Report which together provide full details of the initiatives, analysis on their alignment with strategic direction and prioritisation assessment are scheduled for completion in April and early May 2010 respectively. Once finalised, these will act as a baseline against which to measure progress of each of the initiatives in achieving the agreed planned benefits, outcomes, timeframes and costs. All future iterations of the ICT Portfolio Performance Report will focus on exception reporting only, highlighting the variances between the planned and the actual to:

• demonstrate the ICT portfolio’s progress in achieving the agreed planned benefits, outcomes and timeframes

• identify any initiatives that are not tracking as planned

• identify any rectification strategies that have been implemented to realign initiatives with the baseline

• identify and consider the impact on the ICT portfolio of any change requests submitted for the consideration of the CEO Services Sub-Committee as the Portfolio Board

• identify initiative change requests approved by ICT Portfolio Sub-committees, Program and Project Boards

• identify initiative issues and risks that could impact on the achievement of the Queensland Government’s strategic objectives.

Based on an analysis of this information, the report will provide the CIO Leadership Team and CEO Services Sub-committee with conclusions and recommendations for the future direction of the ICT Portfolio.

Page 4: ICT Portfolio Performance Report

ICT Portfolio Management Office Department of Public Works

Background On 7 September 2009, Cabinet approved, through Decision No. 8961, Toward Q2 through ICT Queensland 2009–2014 and the Toward Q2 through ICT – Implementation Plan. Toward Q2 through ICT outlines the Queensland Government’s information and communication technology (ICT) priorities to help create more accessible, efficient and effective services for the benefit of all Queenslanders. The four key focus areas of the strategy: accessible government, efficient government, effective government and a strong industry/government partnership outline 12 Priorities, 24 Targets and 86 Actions for achievement and implementation between 2009 and 2014. The Department of Public Works has developed a Queensland Government ICT Portfolio governance framework which supports the CEO Leadership Team to oversight the implementation of Toward Q2 through ICT. The ICT portfolio approach embeds the ‘one government’ vision through a governance structure that requires cross-agency involvement, collaboration and commitment at all levels. The implementation plan actions have been allocated across eight sub-committees focused on service delivery, ICT capability, information management, governance, telecommunications, ICT infrastructure, information security and strategic sourcing. Each sub-committee is chaired by an agency Chief Information Officer (CIO), or equivalent, with multi-agency CIO membership in each. The sub-committees provide recommendations on the implementation of initiatives (programs/projects) for endorsement by the CIO Leadership Team, prior to being submitted to the CEO Services Sub-Committee (the ICT Portfolio Board) for approval. The CIO Leadership Team undertakes an assurance role for the implementation of whole-of-Government ICT initiatives, providing expert advice to the CEO Services Sub-Committee as required. The CEO Services Sub-Committee, as the ICT Portfolio Board, is the decision-making authority responsible for ensuring that investment in initiatives (sub-committee programs and projects) is aligned with strategic direction and objectives. The ICT Portfolio Board is ultimately accountable for the selection and prioritisation of initiatives across the ICT Portfolio, and for the achievement of the planned benefits and outcomes of the portfolio. Toward Q2 through ICT outlined five actions and one target for delivery in 2009, which have been completed. Forty-three actions are being progressed for delivery in 2010, with additional opportunities identified for delivery of actions in advance of their specified timeframes. The Department of Public Works has responsibility for leading the majority of the actions outlined in the Strategy, with a number of agencies nominating to lead the implementation of the remaining actions. However, the successful implementation of Toward Q2 through ICT requires the active participation and ongoing commitment of all Queensland Government departments to the ‘one government’ ICT approach. CEOs will be required to prioritise and commit resources to lead and implement actions, with CIOs responsible for driving and contributing to initiatives under the ICT Portfolio. The ICT Portfolio, managed within the Department of Public Works, has been established to primarily focus on the implementation of Toward Q2 through ICT; however a range of additional frameworks, strategies and reports are currently being assessed for inclusion as part of the ICT Portfolio’s program of work. An example is the Action Plan – Auditor-General’s Report: Information Security which responds to the Auditor-General of Queensland’s Report to Parliament No. 4 for 2009. The information security actions outlined have been included in the ICT Portfolio because of their relevance and linkages to the Toward Q2 through ICT strategy and implementation plan.

Page 5: ICT Portfolio Performance Report

ICT Portfolio Management Office Department of Public Works

Executive summary This ICT Portfolio Performance Report has been prepared to provide the CIO Leadership Team and CEO Services Sub-committee with detailed information on the performance of the ICT portfolio for the period from 7 September 2009 to 10 March 2010. The implementation of the ICT Portfolio is progressing well, with all initiatives on track for delivery by their specified completion dates. The sub-committees and lead agencies are currently finalising the range of initiatives which will deliver the actions outlined in Toward Q2 through ICT and the Action Plan – Auditor-General’s Report: Information Security. This includes defining benefits, outcomes and outputs for the initiatives along with detailed assessments of timeframes, costs, linkages and dependencies. Initiative Proposals and the ICT Portfolio Assessment Report which provide full details of the initiatives, analysis on their alignment with strategic direction and recommendations for the ICT portfolio; are scheduled for completion in April/May 2010. A number of minor changes have been made to broaden the scope of ICT portfolio initiatives within the Governance and ICT Capability sub-committees to include working with local government and government owned corporations; and within the Information Management sub-committee to include geographic information system (GIS) information. A number of outcomes fundamental to achieving efficiencies across government and a customer-focussed approach to information access and service delivery were completed during the reporting period:

• Smart Service Queensland (Smart Service) was nominated as the preferred provider of online and telephone services to simplify how Queenslanders transact, interact and access government information and services.

• The Brisbane CBD pilot for a multi-agency Queensland Government Service Centre (QGSC) opened on 5 October 2009, delivering services on behalf of five agencies.

• Whole-of-Government dark fibre and internet service provision consolidation plans have provided the potential for reduced costs, less duplication and leveraging greater efficiencies through a ‘one government’ approach.

• The ‘share before buy before build’ direction has been reinforced through the Queensland Government Enterprise Architecture and $2 Million Review process providing the opportunity for government to realise savings through reuse of existing assets.

• The Queensland Government signed a revised licensing agreement with SAP Australia on 14 December 2009 for the provision of SAP applications associated with finance, procurement and human resources. The revised agreement enables Queensland and local government agencies to purchase these products at significant discounts.

• On 16 December 2009, the Queensland Government signed the three-year whole-of-Government Enterprise Agreement with Microsoft. This agreement will help deliver on government initiatives such as the Identity, Directory and Email Services and the ICT Consolidation Initiative as both initiatives rely on the universal availability of products within the Microsoft Core CAL Suite.

• As part of the program to rationalise support systems, the SAP Finance solution was implemented into Department of Community Safety with user access ‘go live’ on 8 March 2010.

Forty-three actions are being progressed for delivery in 2010, including additional opportunities identified for delivery in advance of their specified timeframes. These actions will be the focus of performance reporting in the next period.

Page 6: ICT Portfolio Performance Report

ICT Portfolio Management Office Department of Public Works

One key outcome to be delivered in the next period is a Technology Showcase which is being held on 18 March 2010 to provide insight into how broadband will transform service delivery and workforce models. It will showcase specific examples from within Queensland Government that are either already providing new service delivery models, or which could significantly benefit from a National Broadband Network (NBN). To date a number of challenges have been identified for the implementation of the ICT Portfolio, including the degree of change required to enable government to perform successfully as one enterprise rather than separate entities (‘one government’); and ensuring that industry and government collaboration is well coordinated and clearly defined across the whole ICT Portfolio. However, only one issue and an associated risk has been documented regarding the difficulty in making agency resources available to lead and deliver the ICT Portfolio given the current financial environment and requirement to do ‘more with less’ (resources). This is been discussed at the CIO Leadership Team level, and will be proactively monitored and managed throughout the implementation of the ICT strategy.

Page 7: ICT Portfolio Performance Report

ICT Portfolio Management Office Department of Public Works

Performance summary

Progress

Status of Actions

The implementation of the ICT Portfolio is progressing, with all actions on track for delivery by their specified completion dates. A table outlining the current status of the implementation of the ICT portfolio, by action, is provided in Appendix A . Sub-committees and lead agencies are finalising the range of initiatives which will deliver the actions outlined in Toward Q2 through ICT and the Action Plan – Auditor-General’s Report: Information Security. Detailed Initiative Proposals and an ICT Portfolio Assessment Report providing full details of the initiatives, prioritisation assessment, strategic alignment analysis and recommendations for the ICT portfolio; are scheduled for completion in April and early May 2010 respectively. This report focuses on the achievements and status of each action within the Toward Q2 through ICT implementation plan and the Action Plan – Auditor-General’s Report: Information Security. Future performance reports will focus on the initiatives underway within the ICT Portfolio that will deliver on these actions.

Major achievements

This period

The major outcomes achieved this reporting period are:

Action Outcome Comments

Implement a multi-agency counter pilot in the Brisbane CBD to provide a single point of service delivery (2009)

(AG-1.5)

Service Delivery Sub-committee

Smart Service Queensland established a counter program to deliver a cost-effective network of customer-focused, face to face service outlets that provide equitable access for Queenslanders to government information and services.

The program is focused on establishing cross-government integrated service counters to customers in urban, regional and remote areas of Queensland.

The first pilot site - Brisbane CBD – opened on 5 October and provides services on behalf of the Office of State Revenue, Office of Liquor and Gaming Regulations, Sales and Distribution Services, Department of Communities (Cards and Concessions) and Office of Fair Trading.

A framework has been developed for the establishment and operation of the Queensland Government Service Centres which includes the operation and evaluation of three pilot locations (Brisbane CBD, Cairns and Maroochydore) to inform the longer term rollout of a network of service centres state-wide. The evaluation of the counter pilot sites will be undertaken between February 2010 and September 2011.

Page 8: ICT Portfolio Performance Report

ICT Portfolio Management Office Department of Public Works

Action Outcome Comments

Issue mandate for Smart Service Queensland (Smart Service) to be the preferred provider of online and telephone services, adopting a requirement for business cases to be developed to opt out of SSQ service provision, rather than business cases to opt in (2009)

(AG-1.1)

Service Delivery Sub-committee

Smart Service Queensland became the preferred provider of online and telephone services for Queensland Government in December 2009.

This will enable the Queensland Government to simplify how Queenslanders transact, interact and access government information and services.

Queensland Government Enterprise Architecture policy and position papers were approved by the Queensland Government Chief Information Officer in December 2009.

‘Three-year agency service transition roadmaps’ are currently being developed for all agencies, to outline the services and timeframes for transition to Smart Service. These are scheduled for completion by end June 2010.

The transition plans also nominate services that will not be transitioned, referred to as ‘opt-out’ services (eg 000 emergency phone service). All ‘opt-out’ services will require a submission from the agency’s Director-General to the Queensland Government Chief Information Officer requesting approval.

Develop a strategy to reduce Brisbane CBD dark fibre service duplication (2009)

(EG-2.6)

ICT Infrastructure Sub-committee

CITEC completed its Brisbane CBD dark fibre strategy to achieve reduced cost, reduced duplication, lower risk and enhanced sharing and interoperability of ICT facilities across Government, in December 2009.

Queensland Government agencies currently spend approximately $6 million per annum on metropolitan dark fibre services. CITEC is currently working with agencies to determine appropriate novation timeframes and/or cost penalties in relation to expiring contracts. This will enable the cost reductions to be realised from the consolidation of dark fibre services to be estimated.

The program to consolidate dark fibre networks encompasses two stages:

Contractual consolidation of all dark fibre services to CITEC - Agency service inventories have been validated and proposals to convert existing agency services to CITEC services are being prepared.

Physical network rationalisation of dark fibre networks through the ICT Consolidation Initiative - agency migration roadmaps to whole-of-Government facilities have been developed with interim consolidation to be facilitated through the Polaris Interim Network.

Develop an implementation plan to ensure 100% of agencies will utilise a common government ISP connection (2009)

(EG-2.7)

ICT Infrastructure Sub-committee

CITEC completed its implementation plan to consolidate ISP service management within Queensland Government in December 2009.

The centralised management of ISP services will deliver cost savings, estimated at over $5 million; fair pricing to all agencies regardless of their size; and better economies of scale due to whole-of-Government procurement.

Thirty-five (35) separate internet services have been consolidated to the whole-of-Government ISP. One remaining service is due to be implemented as part of the migration to the Polaris data centre, by June 2010.

Page 9: ICT Portfolio Performance Report

ICT Portfolio Management Office Department of Public Works

Action Outcome Comments

Ensure the government’s ‘share before buy before build’ (SBB) direction is reinforced through: the $2 Million Review process; building awareness, and support amongst agency CIOs and CEOs to find opportunities for SBB; and working with industry to promote an SBB culture (2009)

(IG-3.5)

Service Delivery Sub-committee

The $2 Million Review process was amended to incorporate the ‘share before buy before build’ direction of the Queensland Government in December 2009.

This amendment provides an opportunity for the Queensland Government to generate efficiencies in the procurements and implementation of ICT systems; and to realise savings by providing a trigger which promotes the reuse of existing applications prior to buying new systems or developing new applications.

A list of forward ICT projects and procurements to identify opportunities for reuse or collaboration is being developed to assist agencies.

An ongoing program to promote the benefits of SBB and the $2 Million Review with all agencies has been established.

The ICT Industry Workgroup are supportive of the SBB direction, and committed to reinforcing SBB requirements through the $2 Million Review.

The Queensland Government signed a revised licensing agreement with SAP Australia on 14 December 2009 for the provision of SAP applications associated with finance, procurement and human resources.

The agreement provides greater flexibility in the way SAP products are procured and supported. Under the agreement, the State is now able to obtain support services at a preferential discount rate of 17% of the applicable net licence value, compared to SAP Australia’s standard rate of 22%.

The preferential discount rate of 17% is fixed until 2015, and thereafter indexed by the Consumer Price Index until 2020.

During the contract negotiations, this benefit was also secured for local government entities currently using SAP software, as well as for local government entities that may implement SAP software in the future.

Consolidate contract management across all ICT major suppliers to the government (2011)

(EG-1.3)

Strategic Sourcing Sub-committee

On 16 December 2009, the Queensland Government signed a three-year whole-of-Government Enterprise Agreement with Microsoft. Under the agreement, the Department of Public Works on behalf of Queensland Government purchased the Microsoft Core Client Access Licence (CAL) Suite to provide budget funded agencies with access to:

• Microsoft Windows Server 2008

• Microsoft Exchange Server 2007

• Microsoft Office SharePoint Server 2007

• Microsoft System Centre Configuration Manager 2007.

The new licensing agreement replaces the previous Open Licence for Government and offers reduced pricing and enhanced service models to those offered under previous arrangements with Microsoft.

The negotiation of this agreement is important to the delivery of whole-of-Government initiatives such as the Identity, Directory and Email Services and the ICT Consolidation initiative. Both initiatives rely on the universal availability of products within the Microsoft Core CAL Suite which allow access to agency business applications.

Page 10: ICT Portfolio Performance Report

ICT Portfolio Management Office Department of Public Works

Action Outcome Comments

Continue the implementation of the CorpTech Corporate Solutions Program to rationalise corporate support systems

(EG-2.16)

The Department of Community Safety Finance Implementation Project went live, on 8 March 2010, into the whole-of-Government Standard Offering Finance Solution.

The Department of Community Safety has also adopted the standard whole-of-Government finance processes.

The csFIN Project has been achieved on time and under budget.

The csFIN Project is a collaborative effort between the Department of Community Safety, the Shared Service Agency (SSA) and CorpTech.

The csFIN Project is the first project managed under new project and program governance arrangements between the SSA and CorpTech.

The completion of Action IG-3.5 resulted in the achievement of the first target within Toward Q2 through ICT: By 2009, the government will implement its ‘share before buy before build’ direction.

Next period

The Toward Q2 through ICT implementation plan and Action Plan – Auditor-General’s Report: Information Security (which responds to the Auditor-General of Queensland’s Report to Parliament No. 4, 2009) outline 43 actions and 13 targets for delivery in 2010, as detailed in Appendix B . A key highlight for the next period is:

Action Outcome Comments

Queensland Government Broadband Awareness

(AG-1.10/AG-1.11)

Telecommunications Sub-committee

On 18 March 2010, Queensland Government senior executives and senior service delivery managers are being provided with the opportunity to learn more on how the National Broadband Network will fundamentally transform service delivery and workforce models for the public sector.

The Queensland Government Showcase will showcase specific examples from within Queensland Government that are either already providing new service delivery models, or which could significantly benefit from a NBN with greater bandwidth penetration across Queensland.

In addition to the actions specified for delivery in 2010, sub-committees have made a preliminary assessment of actions where there is the opportunity for delivery in advance of their specified timeframes. Sub-committees will confirm these and continue to identify additional opportunities for early completion as part of the ICT portfolio scoping and assessment activities.

Page 11: ICT Portfolio Performance Report

ICT Portfolio Management Office Department of Public Works

Issues and risks To date a number of challenges have been identified including:

• the complexity of balancing agency ‘business as usual’ commitments, agency strategic direction and the whole-of-Government ICT agenda

• the difficulty in identifying and committing resources to lead and deliver the ICT Portfolio given the current financial environment and requirement to do ‘more with less’

• the degree of change required to enable government to perform successfully as one enterprise rather than separate entities

• gaining business and executive management understanding, support and commitment to the implementation of the Strategy, ‘one government’ vision and ‘share before buy before build’ approach

• ensuring that industry and government collaboration is well coordinated and clearly defined across the whole ICT Portfolio.

The ICT Portfolio Management Office will ensure that issues and risks are documented, assessed and proactively managed throughout the implementation of the Strategy. A summary of the key risks and issues which have been identified to date are shown in Appendix C .

Portfolio changes The change requests which have been approved by Sub-committees within the reporting period are outlined below:

Sub-committee Action Approved Change

Governance FG-2.4 - Develop alliances and close partnerships with the university sector to share ICT information and strategies

Scope broadened to include local government and government owned corporations

ICT Capability EG-3.1 – ICT Capability Framework Scope broadened to incorporate opportunities for collaboration with local government in the common use of profiles for ICT roles

ICT Capability EG-3.4 – Conduct a pilot capability development program for in demand ICT roles

Scope broadened to incorporate opportunities for collaboration with local government, particularly in relation to Project Managers

Information Management

Not applicable – a GIS Action Plan will be developed by DERM for consideration by the Sub-committee

Scope has been expanded to include geographic information system (GIS) information, including opportunities for collaboration with local government

Page 12: ICT Portfolio Performance Report

ICT Portfolio Management Office Department of Public Works

Conclusion and recommendations It is recommended that the CEO Services Sub-committee endorse:

• The outcomes that have been achieved in the reporting period (including the completion of the five Toward Q2 through ICT actions AG-1.5, AG-1.1, EG-2.6, EG-2.7, IG-3.5).

• One Toward Q2 through ICT target has been achieved in the reporting period (by 2009, the government will implement its ‘share before buy before build’ direction).

• All initiatives are currently tracking for delivery within specified timeframes.

• Initiative Proposals and ICT Portfolio Assessment Reports will be used as a baseline against which to monitor performance of the agreed ICT Portfolio.

• Exception based ICT Portfolio Performance Reports will be provided to the CIO Leadership Team monthly and the CEO Services Sub-committee bi-monthly.

Page 13: ICT Portfolio Performance Report

Appendix A – Traffic light view The following table shows the performance of the ICT Portfolio during the reporting period 7 September 2009 to 10 March 2010:

Toward Q2 Through ICT

ID Action Timeline Initial Lead Agency

Status Explanation of Variance

Rectification Strategy

AG-1.1

Issue mandate for Smart Service Queensland (Smart Service) to be the preferred provider of online and telephone services, adopting a requirement for business cases to be developed to opt out of Smart Service Queensland service provision, rather than business cases developed to opt in.

2009

Public Works

Complete

AG-1.2

Undertake a review of the Smart Service Queensland pricing and funding methodologies. 2010

Public Works

Commenced – Scoping and Planning

AG-1.3

Undertake a public campaign on one website (www.qld.gov.au) and one phone number (13QGOV) to improve access 24x7, promoting the government’s strategy for making it easier for Queenslanders to access government information and services.

2010

Premier and Cabinet/

Public Works

Not Yet Commenced Lead agency responsibility is currently being negotiated between the Department of Public Works and the Department of the Premier and Cabinet. The Department of the Premier and Cabinet has been identified as the most appropriate agency to lead this initiative due to the whole-of-Government and public nature of the campaign.

A meeting is being scheduled between the two departments. The Department of Public Works will work with the Department of the Premier and Cabinet in a supporting role. It is anticipated that lead agency responsibility will be resolved in March 2010, and that the timeframe for delivery of this action item will not be impacted.

Page 14: ICT Portfolio Performance Report

ID Action Timeline Initial Lead Agency

Status Explanation of Variance

Rectification Strategy

AG-1.4

AG1.4a AG1.4b AG1.4c

Implement a single website experience using the franchise model to coordinate information and ensure online service interactions are accessible through the Smart Service Queensland web presence/single portal (comprising AG-1.4a, AG-1.4b, AG-1.4c):

ensure 50% of all government information, referral, payment and purchase service interactions are online

ensure all online services developed within agencies are accessible through the Smart Service Queensland web presence/single portal

reduce the number of Queensland Government public websites by 70 per cent.

2012 2014 2014

Public Works

Commenced – In Progress

AG-1.5

Implement a multi-agency service counter pilot in the Brisbane CBD to provide a single point of service delivery.

2009

Public Works

Complete

AG-1.6

Develop new counter strategy across the state building on the QGAP network and leveraging existing agency infrastructure.

2011

Public Works

Commenced – In Progress

AG-1.7

Implement a phone channel access strategy to rationalise the number of ’front door‘ phone numbers used by the public to access government service to less than 20, with 13QGOV utilised as the primary contact number for Queenslanders.

2012

Public Works

Commenced – In Progress

AG-1.8

Develop and implement a whole-of-Government ‘SMS as a service‘ strategy and standard.

2010

Public Works

Commenced – In Progress

AG-1.9

Develop a whole-of-Government policy position on broadband roll out within government, particularly regional Queensland and the education and health sectors.

2010

Public Works

Commenced – In Progress

AG-1.10

Create opportunities to develop sector understanding about how broadband will transform service delivery.

2010

Education and Training

Commenced – In Progress

AG-1.11

Create opportunities to develop sector understanding about how broadband will transform the public service workplace/s and the capability to improve business outcomes.

2010

Education and Training

Commenced – In Progress

Page 15: ICT Portfolio Performance Report

ID Action Timeline Initial Lead Agency

Status Explanation of Variance

Rectification Strategy

AG-2.1

Expand the government’s ‘Get involved’ community engagement website and guidelines to ensure online consultation and information forums are developed as part of every major government policy consultation exercise.

2011

Public Works Commenced – In Progress

AG-2.2

Develop online response standards to ensure a common response experience for Queenslanders.

2010

Public Works Commenced – In Progress

AG-2.3

Explore the opportunities for blogs/twitters and other web 2.0 emerging technologies to enhance Queenslanders’ ability to contribute to policy consultations.

2010

Public Works Commenced – In Progress

AG-2.4

Provide direct access for agencies to manage consultations through the ‘Get involved’ site. Assess skills capabilities within ICT and marketing and communications areas within the government to deliver online engagement strategies.

2011

Public Works Commenced – In Progress

AG-3.1

Review existing online and related ICT infrastructure with the purpose of maximising the capability of existing investments to support release of information as per right to information (RTI) reforms.

2011

Public Works Commenced – In Progress

AG-3.2

Implement RTI reforms particularly with respect to compliance with Information Standards and recordkeeping training and awareness raising.

2011

Public Works Commenced – In Progress

AG-3.3

Review the current approach to electronic documents and records management (EDRMS) across the sector.

2011

Public Works Commenced – Scoping and Planning

AG-3.4

Review current digital archiving methods across the government, and develop an approach to this issue, including the potential for a Queensland digital archive.

2010

Public Works Commenced – In Progress

AG-3.5 Review and consolidate standards in information management. 2011 Public Works Not Yet Commenced

AG-3.6

Develop an ongoing approach to sector-wide information management, though the development and implementation of an information management framework.

2010

Public Works Commenced – In Progress

EG-1.1

Develop an agency Chief Information Officer charter which outlines the principles of ICT governance within the government and the behaviours expected of Chief Information Officers.

2010

Public Works Commenced – In Progress

Page 16: ICT Portfolio Performance Report

ID Action Timeline Initial Lead Agency

Status Explanation of Variance

Rectification Strategy

EG-1.2

Develop a Queensland Government ICT management framework2 which incorporates best practice processes and strategies for managing ICT across the sector.

2011

Public Works Commenced – Scoping and Planning

EG-1.3

Consolidate contract management across all ICT major suppliers to the government. 2011

Public Works Commenced – Scoping and Planning

EG-1.4

Reinforce the government’s preference to ‘share before buy before build’ (within the Queensland Government Enterprise Architecture), and ensure it is embedded in the ‘one government’ CIO agenda and the $2 Million/Peer Review processes.

2010

Public Works Commenced – In Progress

EG-1.5

Develop a whole-of-Government portfolio based forward work plan to allow agencies to identify common priorities to allow them to work together.

2011

Public Works Commenced – In Progress

EG-1.6

Develop a shared utility services approach to hardware and infrastructure to allow agencies to concentrate on business applications and development.

2011

Public Works Commenced – Scoping and Planning

EG-1.7

Develop a demonstration project featuring shared networks, infrastructure and information between government agencies at the Ecosciences Precinct (Boggo Road).

2011 Environment and Resource Management

Commenced – In Progress

EG-2.1

Complete the transition of agency-based data centres to the whole-of-Government data centres.

2014

Public Works Commenced – In Progress

EG-2.2

Investigate the feasibility of developing a tier 2 data centre to service less sensitive information needs.

2010

Public Works Commenced – Scoping and Planning

EG-2.3

Review the Data Centre Strategy for non-CBD and regional locations. 2010

Public Works Commenced – Scoping and Planning

EG-2.4

Develop a business case to replace the existing CBD CITEC data centre. 2011

Public Works Commenced – Scoping and Planning

EG-2.5

Review the current architecture approach across government and refresh the approach to standardised core products.

2010

Public Works Commenced – In Progress

Page 17: ICT Portfolio Performance Report

ID Action Timeline Initial Lead Agency

Status Explanation of Variance

Rectification Strategy

EG-2.6

Develop a strategy to reduce Brisbane CBD dark fibre service duplications. 2009

Public Works Complete

EG-2.7

Develop an implementation plan to ensure 100% of agencies will utilise a common government ISP connection.

2009

Public Works Complete

EG-2.8

Implement the migration of email services to the whole-of-Government Identity, Directory and Email Services program, with 80% of agencies migrated.

2012

Public Works Commenced – In Progress

EG-2.9

Develop a roll out strategy (utilising the National Broadband Network (NBN)) to ensure all government offices/services in population centres over 1,000 will be serviced by fibre to the premises as per Queensland’s broadband priorities.

2012

Public Works Commenced – Scoping and Planning

EG-2.10

Develop a roll out strategy (utilising the National Broadband Network) to ensure that 100% of government offices will receive NBN connectivity (at least 12 Mbps) as per Queensland’s broadband priorities.

2012

Public Works Commenced – Scoping and Planning

EG-2.11

Continue to implement strategies to rationalise the use of contractors. 2010

Queensland Police Service

Commenced – Scoping and Planning

EG-2.12

Develop a business case to move desktop support to a whole-of-Government managed services environment.

2011

Queensland Health

Commenced – Scoping and Planning

EG-2.13 Develop a business case to standardise the government’s desktop. 2011 Education and Training

Commenced – Scoping and Planning

EG-2.14

Examine the benefits of cloud computing for the Queensland Government. 2011

Transport and Main Roads

Commenced – In Progress

EG-2.15

Review the business models of CITEC and CorpTech to ensure appropriateness and value for money within a government context.

2010

Public Works Commenced – Scoping and Planning

EG-2.16

Continue the implementation of the CorpTech Corporate Solutions Program to rationalise corporate support systems.

2011

Public Works Commenced – Scoping and Planning

Page 18: ICT Portfolio Performance Report

ID Action Timeline Initial Lead Agency

Status Explanation of Variance

Rectification Strategy

EG-2.17

Examine and scope opportunities for other common support applications to reduce duplications across departments.

2010

Public Works Commenced – Scoping and Planning

EG-2.18

Continue to implement the application rationalisation methodology to reduce redundant applications within the government by 15%.

2013

Public Works Commenced – Scoping and Planning

EG-2.19

Develop a review process and methodology for DPW to work with agencies to effect a 15% reduction in the per unit cost of Business as Usual (BAU) expenditure.

2013

Community Safety

Commenced – In Progress

EG-2.20

Investigate with Queensland Treasury, options for an ICT investment fund that leverages the concepts of benefits sharing, and reinvestment from the fund for high priority whole-of-Government projects.

2011

Public Works Commenced – In Progress

EG-3.1

Develop an ICT capability framework which incorporates best practice processes and strategies to support the government in identifying and meeting its ICT workforce requirements.

2010

Public Works Commenced – In Progress

Complete (ongoing) EG-3.2 a) Continue the ICT Career Graduate Development Program: and

b) Develop further opportunities for whole-of-Government training and development including for senior managers.

2011

Public Works

Premier and Cabinet

Not Yet Commenced

EG-3.3

Develop and pilot an ICT workforce planning methodology to identify gaps in resources and capabilities, to enable the development of ICT workforce capabilities in targeted areas.

2011

Public Works Commenced – In Progress

EG-3.4

Conduct a pilot capability development program for in demand ICT roles, to up skill targeted areas of the government’s existing ICT workforce.

2010

Public Works Commenced – In Progress

EG-3.5

Develop and implement a Queensland Government ICT skills framework to underpin a consistent approach to role definition, recruitment and selection (criteria commonality), ICT career planning, and targeted learning and development investment.

2011

Public Works Commenced – In Progress

Page 19: ICT Portfolio Performance Report

ID Action Timeline Initial Lead Agency

Status Explanation of Variance

Rectification Strategy

EG-3.6

Develop and implement ICT contractor management principles to standardise the sourcing and management of ICT contracting services within the government.

2011

Queensland Police Service

Commenced – Scoping and Planning

FG-1.1

Develop a Queensland Government delivery framework for the procurement and delivery of successful outcomes through ICT-enabled solutions.

2011

Public Works Commenced – Scoping and Planning

FG-1.2

Mandate the adoption of the Queensland Government’s standardised better practice approaches to project, program, and benefits management for all agencies, and develop processes to measure progress against these standards.

2011

Public Works Commenced – In Progress

FG-1.3

Develop a standardised better practice procurement methodology that integrates with the project and program management methodologies (including the gating of projects into manageable chunks), which recognises industry expertise and the need for timely delivery of projects and broader programs of work.

2011

Queensland Health

Commenced – Scoping and Planning

FG-1.4

Implement a strategy to ensure that 70% of government project managers involved in ICT-enabled business change initiatives are professionally accredited.

2011

Community Safety

Commenced – Scoping and Planning

FG-1.5

Ensure that all planned ICT-enabled business change investments identify, monitor and harvest benefits.

2011

Public Works Commenced – Scoping and Planning

FG-1.6

Establish a cross-skilling program with the ICT industry for in-demand roles.

2011

Premier and Cabinet

Not Yet Commenced

FG-1.7

Promote the benefits and value derived from successful ICT-enabled business change projects and broader programs of work.

2011

Public Works Commenced – Scoping and Planning

FG-1.8

Extend the existing post-implementation review component of the project and program methodologies, to develop a forum allowing agencies and industry to share lessons learned and success stories.

2011

Public Works Commenced – Scoping and Planning

FG-2.1

Review the Queensland Government Enterprise Architecture and prioritisation process for the implementation of standards across the sector and develop a monitoring and reporting process to assess progress.

2010

Public Works Commenced – Scoping and Planning

Page 20: ICT Portfolio Performance Report

ID Action Timeline Initial Lead Agency

Status Explanation of Variance

Rectification Strategy

FG-2.2

Review the structure of the DPW ICT division to ensure it is best positioned to deliver the ICT strategy.

2010

Public Works Commenced – In Progress

FG-2.3

Implement a refreshed and focused governance structure for ICT delivery including at the CEO and CIO level.

2010

Public Works Commenced – In Progress

FG-2.4

Develop alliances and close partnerships with the university sector to share ICT information and strategies.

2010

Public Works Commenced – In Progress

FG-2.5

Develop and promote a portfolio view of ICT investments and developments within the sector.

2010

Public Works Commenced – In Progress

FG-3.1

Implement the Early Engagement Strategy, as part of the industry engagement framework and conduct a 12-month review, leveraging the portfolio view of ICT investment and development within the sector.

2011

Public Works Commenced – Scoping and Planning

FG-3.2

Develop and present a portfolio view to industry of key future activity on an annual basis. 2011

Public Works Commenced – In Progress

FG-3.3

Review procurement guidelines and practices to ensure that early engagement is supported and promoted.

2010

Public Works Commenced – Scoping and Planning

FG-3.4

Continue to support the $2 Million Review process and assess its effectiveness. 2010

Public Works Commenced – Scoping and Planning

IG-1.1

Develop and mutually agree a code of conduct for both industry and government to guide interaction.

2010

Public Works Commenced – In Progress

IG-1.2

Develop an industry engagement framework which incorporates best practice processes and strategies covering areas including knowledge transfer, business development, research and development collaboration and community and regional development.

2010

Premier and Cabinet

Commenced – Scoping and Planning

IG-1.3

Review, with industry, the operations of the ICT Industry Workgroup to ensure that it is meeting the needs of both industry and government.

2010

Public Works Commenced – In Progress

Page 21: ICT Portfolio Performance Report

ID Action Timeline Initial Lead Agency

Status Explanation of Variance

Rectification Strategy

IG-1.4

Identify and manage opportunities for industry to engage with agency CIOs (and CEOs where appropriate) on key national and international trends in ICT development.

2010

Public Works Commenced – In Progress

IG-2.1

Develop, with industry and agency CIOs, process options to allow industry to provide input into critical thinking and generation of solution concepts to help address key contemporary challenges and community issues within Queensland.

2010

Public Works Commenced – In Progress

IG-2.2

Deliver the Queensland Government Green ICT Strategy to reduce the environmental footprint of ICT equipment within the government, and help ‘green’ government operations through the innovative use of ICT.

2010

Public Works Commenced – In Progress

IG-2.3

Support the ongoing development of the Flexible Workplaces initiative in order to contribute to improved government performance, and reduced travel and congestion.

2012

Public Works Commenced – In Progress

IG-3.1

Review the application of the Government Information Technology Contracting Framework (GITC v5) and implement improvements.

2010

Public Works Commenced – In Progress

IG-3.2

Implement a simplified pre-qualification process (PQC) for projects that are under $2 million and rated as low risk.

2010

Public Works Commenced – Scoping and Planning

IG-3.3

Review the ICT planning and review processes within government to support the ‘share before buy before build’ direction.

2010

Public Works Commenced – Scoping and Planning

IG-3.4

As part of the targeted review of business as usual, ensure options are considered for local industry involvement.

2010

Premier and Cabinet

Commenced – Scoping and Planning

IG-3.5

Ensure the government’s ‘share before buy before build’ (SBB) direction is reinforced through: the $2 Million Review process; building awareness, and support amongst agency CIOs and CEOs to find opportunities for SBB; and working with industry to promote an SBB culture.

2009

Public Works Complete

IG-3.6

Examine models to overcome barriers to widespread agency adoption of ‘share before buy before build’.

2011

Public Works Commenced – Scoping and Planning

Page 22: ICT Portfolio Performance Report

Action Plan – Auditor-General’s Report: Information Security

ID Action Timeline Initial Lead Agency

Status Explanation of Variance

Rectification Strategy

Maintain Information Security Standards, Policies and Frameworks 2010

Public Works Commenced – In Progress

Security Compliance: Amend change and configuration management processes; address agency-specific weaknesses; and undertake Information Security Maturity Audit

2010

Public Works Commenced – In Progress

Panel of Independent Auditors: Establish panel of independent assessors; and undertake annual compliance audit

2010

Community Safety

Commenced – In Progress

Whole-of-Government Solutions: Incident Management; and Systems and Tools. 2010

Public Works Commenced – In Progress

Build Sector Awareness and Capability for information security including an education program.

2010

Justice and Attorney-General

Commenced – In Progress

Legend

Red ICT Portfolio tolerance levels have been breached Amber Anticipated breach of ICT Portfolio tolerance levels Green Performing to Plan

Page 23: ICT Portfolio Performance Report

Appendix B – 2010 Priorities 43 actions (38 defined in Toward Q2 through ICT plus 5 defined in Action Plan – Auditor General’s Report: Information Security) and 13 targets are scheduled for delivery in 2010.

ID Action Sub-Committee

AG-1.10 Create opportunities to develop sector understanding about how broadband will transform service delivery Telecommunications

AG-1.11 Create opportunities to develop sector understanding about how broadband will transform the public service workplace/s and the capability to improve business outcomes

Telecommunications

AG-1.2 Undertake a review of the Smart Service Queensland pricing and funding methodologies. Governance

AG-1.3 Undertake a public campaign on one website (www.qld.gov.au), and one phone number (13QGOV) to improve access 24x7, promoting the government’s strategy for making it easier for Queenslanders to access government information and services.

Service Delivery

AG-1.8 Develop and implement a whole-of-Government ‘SMS as a service‘ strategy and standard Service Delivery

AG-1.9 Develop a whole-of-Government policy position on broadband roll out within government, particularly regional Queensland and the education and health sectors

Telecommunications

AG-2.2 Develop online response standards to ensure a common response experience for Queenslanders Service Delivery

AG-2.3 Explore the opportunities for blogs/twitters and other web 2.0 emerging technologies to enhance Queenslanders’ ability to contribute to policy consultations Service Delivery

AG-3.4 Review current digital archiving methods across the government, and develop an approach to this issue, including the potential for a Queensland digital archive

Information Management

AG-3.6 Develop an ongoing approach to sector-wide information management, through the development and implementation of an information management framework

Information Management

EG-1.1 Develop an agency Chief Information Officer charter which outlines the principles of ICT governance within the government and the behaviours expected of Chief Information Officers

Governance

EG-1.4 Reinforce the government’s preference to ‘share before buy before build’ (within the Queensland Government Enterprise Architecture), and ensure it is embedded in the ‘one government’ CIO agenda and the $2 Million/Peer Review processes.

Strategic Sourcing

EG-2.11 Continue to implement strategies to rationalise the use of contractors ICT Capability

EG-2.15 Review the business models of CITEC and CorpTech to ensure appropriateness and value for money within a government context Governance

Page 24: ICT Portfolio Performance Report

ID Action Sub-Committee

EG-2.17 Examine and scope opportunities for other common support applications to reduce duplications across departments Governance

EG-2.2 Investigate the feasibility of developing a tier 2 data centre to service less sensitive information needs ICT Infrastructure

EG-2.3 Review the Data Centre Strategy for non-CBD and regional locations ICT Infrastructure

EG-2.5 Review the current architecture approach across government and refresh the approach to standardised core products Governance

EG-3.1 Develop an ICT capability framework which incorporates best practice processes and strategies to support the government in identifying and meeting its ICT workforce requirements

ICT Capability

EG-3.3 Develop and pilot an ICT workforce planning methodology to identify gaps in resources and capabilities, to enable the development of ICT workforce capabilities in targeted areas

ICT Capability

EG-3.4 Conduct a pilot capability development program for in demand ICT roles, to up skill targeted areas of the government’s existing ICT workforce ICT Capability

FG-2.1 Review the Queensland Government Enterprise Architecture and prioritisation process for the implementation of standards across the sector and develop a monitoring and reporting process to assess progress

Governance

FG-2.2 Review the structure of the Department of Public Works ICT division to ensure it is best positioned to deliver the ICT strategy Associate Director-General, Public Works

FG-2.3 Implement a refreshed and focused governance structure for ICT delivery including at the CEO and CIO level Governance

FG-2.4 Develop alliances and close partnerships with the university sector to share ICT information and strategies Governance

FG-2.5 Develop and promote a portfolio view of ICT investments and developments within the sector Governance

FG-3.3 Review procurement guidelines and practices to ensure that early engagement is supported and promoted Strategic Sourcing

FG-3.4 Continue to support the $2 Million Review process and assess its effectiveness Strategic Sourcing

IG-1.1 Develop and mutually agree a code of conduct for both industry and government to guide interaction Strategic Sourcing

IG-1.2 Develop an industry engagement framework which incorporates best practice processes and strategies covering areas including knowledge transfer, business development, research and development collaboration and community and regional development

Strategic Sourcing

IG-1.3 Review, with industry, the operations of the ICT Industry Workgroup to ensure that it is meeting the needs of both industry and government Governance

IG-1.4 Identify and manage opportunities for industry to engage with agency CIOs (and CEOs where appropriate) on key national and international trends in ICT development

Strategic Sourcing

Page 25: ICT Portfolio Performance Report

ID Action Sub-Committee

IG-2.1 Develop, with industry and agency CIOs, process options to allow industry to provide input into critical thinking and generation of solution concepts to help address key contemporary challenges and community issues within Queensland

Strategic Sourcing

IG-2.2 Deliver the Queensland Government Green ICT Strategy to reduce the environmental footprint of ICT equipment within the government, and help ‘green’ government operations through the innovative use of ICT

Governance

IG-3.1 Review the application of the Government Information Technology Contracting Framework (GITC v5) and implement improvements Strategic Sourcing

IG-3.2 Implement a simplified pre-qualification process (PQC) for projects that are under $2 million and rated as low risk Strategic Sourcing

IG-3.3 Review the ICT planning and review processes within government to support the ‘share before buy before build’ direction Governance

IG-3.4 As part of the targeted review of business as usual, ensure options are considered for local industry involvement Strategic Sourcing

Maintain Information Security Standards, Policies and Frameworks Information Security

Security Compliance: Amend change and configuration management processes; address agency-specific weaknesses; and undertake Disaster Recovery Maturity Audit

Information Security

Panel of Independent Auditors: Establish panel of independent assessors; and undertake annual compliance audit Information Security

Whole-of-Government Solutions: Incident Management; and Systems and Tools. Information Security

Build Sector Awareness and Capability including an education program. Information Security

Page 26: ICT Portfolio Performance Report

Target Sub-Committee

By, 2010 the government will develop a whole-of-Government broadband development plan by working with the ICT industry to ensure government service delivery is able to maximise the benefits of the National Broadband Network roll out.

Telecommunications

By 2010, Queenslanders will be able to contribute to contemporary policy debates through the use of new and emerging technologies. Service Delivery

By 2010, the government will develop and commence implementation of an information management framework to maximise the use and value of information, and improve business outcomes and services to Queenslanders.

Information Management

By 2010, the government will implement a framework for ICT within the Queensland Government, through the development of an agency Chief Information Officer charter.

Governance

By 2010, the government will develop and commence implementing an ICT capability framework to improve the capacity, capability and sourcing of the government’s ICT professional resource base. The ICT capability framework will include:

workforce planning tools (to identify and address gaps between future labour supply and demand)

development of a Queensland Government ICT skills framework to help ensure the ICT workforce has the capability and leadership skills to meet future demand.

ICT Capability

By 2010, the government will review whole-of-Government governance processes and implement enhancements to create a cohesive Chief Information Officers’ Leadership Team responsible for oversight and delivery of the ICT management framework.

Governance

By 2010, the government will develop and implement a priority setting, assessment and monitoring process for mandated elements of the Queensland Government Enterprise Architecture.

Governance

By 2010, on all ICT projects worth $2 million or more, or of high complexity, the government will collaborate with industry subject matter experts in concept, feasibility, design and project approach stages.

Strategic Sourcing

By 2010, the Queensland Government will work with industry to develop a shared code of practice and an industry engagement framework which includes:

a review of procurement processes and practices to streamline them

mechanisms to improve the engagement of, and collaboration with, industry in research and development, and strategic opportunities

a centralised register of industry expertise and government partnerships/experience.

Strategic Sourcing

By 2010, the Queensland Government will develop, jointly with industry, strategies to engage industry in discussions concerning significant community issues, for example, the National Broadband Network, e-health and e-learning.

Strategic Sourcing

By 2010, the Queensland Government will deliver its Green ICT Strategy to reduce the environmental footprint of ICT equipment within the government, and help ‘green’ government operations through the innovative use of ICT.

Governance

By 2010, the government will implement a simplified procurement process for low risk projects under $2 million. Strategic Sourcing

By 2010, the government will undertake a targeted review of business-as-usual ICT and examine delivery options (including local industry options) as part of this review. Governance

Page 27: ICT Portfolio Performance Report

Appendix C – Risk and issue logs

The following risks and issues have the potential to impact on delivery of ICT Portfolio initiatives.

Risk No. Risk description Residual consequence and likelihood description Residual risk exposure

1 Difficulty in identifying and making available financial and human resources within agencies to undertake whole-of-Government ICT initiatives.

Potential to impact on timing/delivery of initiatives. Prioritisation and scheduling will be monitored by sub-committees and the ICT Portfolio Management Office to ensure required resourcing levels for implementation of the ICT Portfolio are appropriate.

Significant

No significant ICT Portfolio issues have been identified at this stage of its implementation. Risk Rating Scale:

Area of Concern Minor Significant Critical Unacceptable