Information Technology Strategy · 3.2.12 Investigate the upgrade to SharePoint 2010 to take advantage of the enhanced workflow and collaboration aspects subject to EDRMS solution

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Information Technology Strategy

November 2010

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Table of Contents

1. Executive Summary 3

2. Strategic Alignment 6

2.1 Council Plan – IT Alignment 6

2.2 Underlying Principles 7

2.3 IT Governance 8

2.4 Investment in IT and IT Value 9

3. IT Effectiveness 10

3.1 Customer responsiveness 10

3.2 Business Systems 12

3.3 IT and Communications Infrastructure 20

3.4 Communications 21

3.5 Wireless and mobile technologies 21

3.6 Data security, confidentiality and privacy 22

3.7 System security 23

3.8 Disaster Recovery 24

4. Operational Efficiency and Innovation 25

4.1 Social Media 25

4.2 Government 2.0 26

4.3 Virtualisation 26

4.4 Cloud Computing 28

4.5 Hosted Business Software 29

4.6 Video Conferencing 29

4.7 Smart Phone Apps 30

4.8 Environmentally friendly IT 30

4.9 MAV Shared Services 31

Appendix 1 - Mount Alexander Application Map 2010 32

Appendix 2 – Council‟s Site Connectivity Overview 33

Appendix 3 – Town Hall Server Overview 34

Appendix 4 – Town Hall Virtualisation Hosts to Datastore 35

Appendix 5 – Halford Street Virtualisation Hosts to Datastore 36

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1. Executive Summary

Council provides services and facilities directly to residents, works in partnership with others and advocates to State and Federal Government for residents, property owners and visitors to the Shire. Council provides a diversity of services and facilities right across the Shire and Information Technology supports the efficient and effective delivery of these services.

The twenty first century has seen unprecedented introduction of new technologies offering a variety of faster, user friendly technologies that have significantly impacted business operations as well as placing increasing demands on existing IT hardware and processes. The global financial crisis has also driven the need by organisations to increase operational efficiency while enabling swift adaptation of IT systems to deliver increasing value to the organisation at the lowest possible cost. New technologies available include wireless networks and collaboration tools supporting a more mobile workforce; business applications available on laptops and smart phones; hardware consolidation to enable sustainable procurement and the use of social media for collaboration and engagement with stakeholders.

This purpose of this strategy is to assist Council in answering key questions:

Are we getting value from our IT?

What opportunities do new technologies provide and how can we take advantage of them?

Are we recognising and managing the associated risks? The strategy covers three key strategic areas:

Strategic Alignment: governance and planning processes to ensure the organisation is aware of new technology and trends and is positioned to determine if investment in new technologies supports the strategic direction of Council.

IT Effectiveness: moving the emphasis from process and transaction efficiency within business unit silos to technology support for cross-functional customer management processes.

Operational Efficiency and Innovation: a review of emerging trends and new technologies which can transform service delivery as well as delivering best value to the organisation.

The strategy identifies 45 actions to be completed over the next three years to implement the recommendations for improved efficiency and effectiveness of Mount Alexander‟s Information Technology systems and support.

Table 1 Strategic Alignment Actions

Actions and Initiatives Responsible Officer

Timeframe

2.3.1 Review and update terms of reference for Information Management Committee and re-establish committee

MIS November 2010

2.3.2 Information Management Committee to report to CMT on progress of the initiatives outlined in this IT Strategy

IM Committee

Quarterly

2.3.3 Develop policies and procedures based on ITIL concepts to ensure a systematic approach to IT management

MIS 2011/2012

2.4.1 Implement Design and Planning procedures for ICT procurement MIS 2011/2012

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Table 2 IT Effectiveness Actions


Timeframe

3.1.1 Develop an on-line service request function to improve accessibility and actively promote the function.

MIS September 2010

3.1.2 Review use of Easybiz to ensure all relevant forms are utilised by Council MIS December 2010

3.1.3 Expand range of services that can be paid on-line including pet registrations, infringements, HACC fees and all permits.

MF March 2011

3.1.4 Investigate need to upgrade the website to Webcomm.net to utilise RSS functionality.

MIS 2011/2012

3.2.1 Evaluate, select and deploy data integration and cleansing software. MIS 2011/2012

3.2.2 Review all in-house developed systems to determine whether the functions of the system can either be performed by existing Council systems or by software that can be purchased by Council.

CMT 2011/2012

3.2.3 Implement MapInfo Exponare. A suite of configurable map driven applications that provide simple, point-and-click access to council data.

GIS Officer January 2011

3.2.4 Implement integration between CareLink and Payroll system PO February 2011

3.2.5 Improve utilisation of Registers in Aussoft including more efficient production of annual registrations and processing of infringements

LLC March 2011

3.2.6 Update Corporate Information Database (CID) particularly as it relates to the implementation of plans and monitoring of actions and performance indicators

GO December 2010

3.2.7 Investigate possibility of utilising Municipal Association of Victoria (MAV) Web Content Contract for website or upgrading to Webcomm.net.

MIS 2011/2012

3.2.8 Implement a VERS compliant Electronic Document Recording System (EDRMS) to replace RecFind

MIS / RC June 2011

3.2.9 Implement additional worksheet in Maloney‟s System and test for preparation of 2010/11 financial data

MF/ AM February 2011

3.2.10 Review all excel and access databases and assess need for software solution including a specialised HR solution

MIS/ BU 2011/2012

3.2.11 Provide train the trainer training for staff responsible for key software applications

MHR 2011/2012

3.2.12 Investigate the upgrade to SharePoint 2010 to take advantage of the enhanced workflow and collaboration aspects subject to EDRMS solution

MIS 2011/2012

3.3.1 Increase bandwidth to Town Hall to improve speed of internet and allow larger files to be sent via e-mail

MIS 2011/2012

3.4.1 Investigate potential for VOIP deployment for internal and external calls MIS 2011/2012

3.4.2 Standardise on Windows Mobile Smart phones, where possible, as Council‟s current mobile applications are only compatible with the Windows Mobile platform.

MIS June 2011

3.5.1 Assess business unit needs for wireless broadband modems for roaming system access

MIS June 2011

3.5.2 Review the current VPN and Terminal Server to assess potential to handle greater connections

MIS June 2011

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Table 2 IT Effectiveness Actions cont..


Timeframe


MIS June 2011


MIS June 2011

3.5.3 Complete a review of relevant applications for mobile access capabilities and ability to run over VPN connection. Assess need for additional licences.

MIS June 2011

3.5.4 Investigate implementing AusSoft‟s Community 2011 suite which has increased mobility solutions.

MIS 2011/2012

3.6.1 Formulate user permissions approval procedures for new staff and changes in user procedures

MIS October 2010

3.6.2 Formulate staff separation procedure ensuring accounts and e-mail are disabled when a staff member leaves

MIS October 2010

3.8.1 Install smoke / heat alarms in Halford server room. MIS November 2010

3.8.2 Update Disaster Recovery Plan for inclusion in Business Continuity Plan. MIS December 2010

3.8.3 Install back up server at Market Building for Disaster Recovery deployment. MIS March 2011

Table 3 Operational Efficiency and Innovation Actions

Actions and Initiatives cont.. Responsible Officer

Timeframe

4.1.1 Develop a social networking policy providing guidelines for use of social networks sites as a communication tool for Council

DCS / CO 2011/2012

4.1.2 Consider utilisation of social networking sites in Community Engagement Policy CEO December 2010

4.2.1 Review use of GIS data to provide information via Council‟s website GIS Officer 2011/2012

4.2.2 Review Council information that could be published to improve transparency and communication with customers and the community

CMT 2011/2012

4.3.1 Continue move to blade servers and virtualisation for internally hosted servers MIS 2010/2012

4.3.2 Review network storage solutions to improve the efficiency and reduce storage costs utilising centralised storage

MIS 2011/2012

4.4.1 Investigate and evaluate cloud computing opportunities after the National Broadband Network has been implemented in the Shire.

MIS 2012/2013

4.5.1 Investigate and evaluate hosted business software after the National Broadband Network has been implemented in the Shire.

MIS 2012/2013

4.6.1 Review MAV telecommunications contract and assess costs and options for implementing Videoconferencing capabilities

MIS 2011/2012

4.7.1 Investigate and evaluate staff and ratepayers access to web-based information from mobile devices to increase customer service delivery

MIS 2011/2012

4.9.1 Continue to assess MAV Shared Service solution, and evaluate when Council‟s core corporate system (Aussoft) requires replacement.

MIS 2012/2013

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2. Strategic Alignment

Good governance and planning processes ensure the organisation is aware of new technology and trends and is positioned to determine appropriate investment in new technologies to support the strategic direction of Council.

2.1 Council Plan – IT Alignment

In 2009, after election of a new Council, a Council Plan was developed covering the four years 2009 – 2013. The plan sets out Council‟s vision and the challenges facing Council and the community. Council‟s vision is “A strong engaged community creating a dynamic future together” and its mission is “To provide leadership in the provision of community infrastructure and services”. In achieving its vision Council has identified four key priorities:

Strengthening our community: Council‟s goal is to provide an attractive environment where people have access to the facilities they need to engage in a range of recreational, cultural and social interests.

Partnering for better services: Council will work in partnership with key agencies and groups to achieve better services for residents and will advocate for the interests and needs of the community so they are given priority.

Ensuring a prosperous and diverse local economy: We want to create an environment that attracts new business and grows existing businesses. We want people who live in the shire to be able to work locally or nearby.

Creating a sustainable future: Council will participate in activities to improve our Shire‟s environmental sustainability and will ensure that our planning processes and forward spending estimates maintain our financial strength.

To support the delivery of the above priorities Council is committed to planning and managing the organisation so that service provision is efficient and effective. Council‟s main priorities for the organisation are improving responsiveness and services to the community, sound financial management and being an employer of choice. This IT Strategy reviews the opportunities for more efficient and effective service delivery utilising current information technology infrastructure and looking to technology based innovations that could transform the way Council provides services to the community.

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2.2 Underlying Principles

There are a number of underlying principles that have guided the development of the ICT Strategy. These principles provide the basis for ICT decision making within Council. The ICT principles cover the following areas:

Governance

ICT decisions are made to provide maximum benefit to Council as a whole, Council residents and other

Council customers.

ICT exists to support the aims and goals of Council and is not an end in itself.

Council staff have the skills required to make best use of ICT systems in place.

ICT services are provided in accordance with recognised best practices.

Business Systems

Applications are easy to use and support the duties and tasks of Council staff.

Applications are consistent across Council and available irrespective of location and underlying technology

being used.

Applications are best of breed, with the features required to support Council functions.

Data

Data is a Council asset and is managed as such.

Data is consistent across Council directorates and departments and data definitions are understood by all

Council staff.

Communications

Intra-Council and external communications are available via the broadest range of means.

Council customers can obtain information from Council quickly, easily and in the most appropriate format.

Technology

Technology conforms to defined standards that promote interoperability and integration.

Technological diversity is controlled to minimise the cost of maintaining different environments.

Council keeps up to date with technological advancements without being at the „bleeding edge‟ to ensure

technological currency without incurring the problems associated with early adoption of untested technology.

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2.3 IT Governance

Properly enacted, IT governance will reduce the risk that IT investment is optimised and provide the basis for managing performance in the delivery of IT projects and services. ICT governance involves directing, measuring and evaluating the ICT processes and resources in relation to the achievement of the organisation‟s strategic goals. Defining an ICT governance framework involves describing the roles, processes, policies and technological requirements that underpin the provision of ICT services within an organisation.

Current Situation Analysis

Mount Alexander Shire had in place an Information Management Committee whose purpose was to ensure business priorities are translated into relevant information management and information and communication technology investment decisions. There was broad representation on the committee from across the organisation including the Manager Information Services, Manager Infrastructure, Manager Community Services, Manager Sustainable Development, Records Management Coordinator, Customer Service Team Leader and Director Corporate Support. The Information Management Committee should be a powerful means for driving and monitoring ICT Strategy with Council. It is therefore recommended that the terms of reference of this Committee be reviewed and updated to clarify the Committee‟s objectives and responsibilities and the Committee be reinstated. There are few documented processes and procedures for the management of Information Technology, resulting in an ad-hoc approach to IT management. This has been particularly evident in the selection and implementation of software solutions within individual business units. Information Technology Infrastructure Library (ITIL) is a set of concepts and policies that have become the worldwide de facto standard for IT governance. They define the organisational structure and skill requirements of an information technology unit and a set of standard operational management procedures and practices to allow the organisation to manage an IT operation and associated infrastructure. Some aspects of ITIL have strong relevance to Council and the implementation of these aspects would provide better structure, more efficient processes and better visibility into the performance of ICT within Council.

Initiatives


Cost to Implement

Timeframe

2.3.1 Review and update terms of reference for Information Management Committee and re-establish committee

MIS Internal resource

November 2010

2.3.2 Information Management Committee to report to CMT on progress of the initiatives outlined in this IT Strategy

IM Committee Internal resource

Quarterly

2.3.3 Develop policies and procedures based on ITIL concepts to ensure a systematic approach to IT management


2011/2012

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2.4 Investment in IT and IT Value

There is increasing emphasis on IT to deliver more directly on business outcomes, including improved products and services, higher customer satisfaction and operational efficiencies resulting in organisational cost savings. The relationship between IT spending and business outcomes is traditionally not well understood. The discipline of IT value management enables the organisation to clarify IT expenditure and assets contribution to tangible organisational outputs. In the absence of effective practices for directing IT investment and tracking value, the organisation cannot gauge whether an IT strategy is successful and what impact it has had.


There is currently no documented process for design and planning of IT procurement. By implementing the concepts of the ITIL it is recommended that procedures for ICT Design and Planning are included. ICT Design and Planning drives both the Procurement of new ICT solutions through the production of Statements of Requirement (SOR) and Requests for Tender (RFT) and is responsible for the initiation and management of ICT Programmes for strategic business change. Key Outputs from Design and Planning are:

ICT Strategies, Policies and Plans

The ICT Overall Architecture and Management Architecture

Feasibility Studies and SORs

Business Cases

Initiatives


Cost to Implement

Timeframe

2.4.1 Implement Design and Planning procedures for ICT procurement


2011/2012

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3. IT Effectiveness

The emphasis of IT is moving from process and transaction efficiency within business unit silos to technology support for cross-functional customer management processes. This means being able to deliver current, accurate and relevant information at the right time and place to both internal and external users.

3.1 Customer responsiveness

The combination of hardware devices, increased network bandwidth and confidence in security of online transactions is changing the way customers interact with businesses. Council customers require a variety of information from Council and increasingly expect that they can complete transactions and request services on line and more quickly than in the past. They also expect a consistent experience across all service departments both online and in person. Online service delivery allows services to be delivered efficiently, cost-effectively and in a manner and time suitable to the service customer, be they an internal or external customer.


Online service delivery is inconsistent, with some areas being well catered for and others having little or no online service delivery capabilities. Services provided on line include:

Service provided on line Supported or provided by

Rates Australia Post (Post Billpay), BPay

Lodgement of tenders eTender Box

Planning applications Greenlight

Employment applications Aussoft (Council Website)

Environmental Health applications - Registration of food premises and temporary food stall permits

Link provided to Easybiz forms via Business Victoria Website

Although rates can be paid on line, dog and cat registrations permits and home and community care accounts cannot. Other than planning permits, no other permits can be submitted on line. Permits issued by Council manually include: building, occupancy, septic tank, other local law permits and applications, and land management applications. Greenlight Online Permit Manager software allows customers to submit and pay for planning applications online, receive correspondence by email and monitor the status of applications. This facility is to be implemented for Building applications in November 2010. In 2009 the Federal Government funded the EasyBiz project which developed one common form across councils for 18 transactions that clearly identify the requirements for various licenses, permits and registrations. Using smartform technology, users can complete application forms and submit them either online or via traditional means, speeding up the application process. EasyBiz forms are currently utilised for Environmental Health applications. At present, Council customers can submit requests via the Council web site, but cannot track the status of their request via the same means. Enabling customers to log in to a secure area of the Council web site in order to view the status of requests they have submitted would enable such information to be communicated more easily.

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RSS feeds are a method of disseminating information quickly to those who wish to receive it. By subscribing to an RSS feed, users are able to receive just the updated information that they wish to receive, rather than having to re-visit a web site manually. The current website content should be analysed to decide which information may be appropriate for an RSS feed. Suggested pages of the current website that would be suitable are:

What‟s New section

Major Projects

Employment

Tenders

Implementation Plan


Cost to Implement

Timeframe

3.1.1 Develop an on-line service request function to improve accessibility and actively promote the function.


October 2010

3.1.2 Review use of Easybiz to ensure all relevant forms are utilised by Council

MIS/ Office of Small Bus

Internal resource

December 2010

3.1.3 Expand range of services that can be paid on-line including pet registrations, infringements, HACC fees and all permits.

MF/ Banking provider

Some invoice printing costs

June 2011

3.1.4 Investigate need to upgrade the website to Webcomm.net to utilise RSS functionality.

MIS / Aussoft Unknown 2011/2012

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3.2 Business Systems

The purpose of any ICT business system is the storage, retrieval, analysis and communication of information, so accurate and consistent data are essential to the effective functioning of ICT. Accurate and complete data is essential to the efficient functioning of any ICT system. When data is inaccurate or incomplete, confidence in a system drops very quickly, as does the effectiveness of the system. Data integrity problems stem from a variety of causes, ranging from individual data entry mistakes through to systemic errors.


There are a number of systems currently in place at Council that are disparate and do not integrate functionally or with regard to data interchange. Additionally, data within individual systems is not generally considered trustworthy and contains many inaccuracies. See Appendix 1 Mount Alexander Application Map 2008 for a summary of applications currently utilised and their integration and operability. There are some small Council systems in use that have been developed in-house rather than being purchased from an external supplier. Most of these take the form of Microsoft Access databases or Excel spreadsheets and have been developed to fill a specific need. These are also shown in Appendix 1 Mount Alexander Application Map 2008. Where possible, software should be purchased from reputable software vendors and the development of software in-house should be discouraged. Systems developed in-house require maintenance by internal staff, have few quality controls and can be very difficult to maintain and update if the original developer leaves the organisation. It is widely identified that there is a lack of data integration across Council ICT systems. Different areas within Council focus on different aspects of data, but there is much commonality in the data that is required to be stored. Integrating data across systems results in:

Reduced data entry time as data is entered once only.

More accurate data as there is less chance of data entry errors.

Access to complete data from multiple viewpoints.

There are several products available to facilitate the integration of data from disparate systems, regardless of the application interface and the underlying data structure. Products such as Microsoft BizTalk Server, Oracle WebLogic Integration or IBM WebSphere Business Integration Server allow data and processes from disparate applications to be integrated, reducing data entry and ensuring data consistency.

Aussoft Systems

Aussoft provide software for a number of Council functions including Rates, General Ledger, Payables, Receivables, Payroll, Infringements, GIS and Registers (including Animal Control, Septic Tanks and Waste Management).

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Current Environment Analysis

There are some deficiencies with the Aussoft suite of software that limit the efficiency and effectiveness of Council‟s operations as outlined below.

Aussoft Product

Description / Issues Overall functionality (Poor, good, excellent)

Rates

Property.Gov administers property and rating records. Mapping and spatial display of information is a standard feature of this system. It has real-time interface with receipting, direct banking and agency payments.

Overall Property.Gov is well received by council staff but several enhancement has been identified that would increase functionality of the system, which includes;

Better reporting functions.

Updates to the Supplementary Rate Notices to remove the need for manual manipulation as the current notice is not easily understood by rate payers.

Electronic downloading of supplementary valuations.

Updated user training

Good

Financials

CommuNiTy Financials is a software suite that covers General Ledger, Accounts Receivables, Accounts Payable, Banking interfaces, Assets, Payroll and Receipting. All financial modules are designed to run either independently or as a fully integrated package

Chameleon Technology is a company created to provide software application development and services to the budget\management reporting market, it‟s product Power Budget integrates with the Aussoft financial system and has recently been successfully implemented.

Good

Payroll

Payroll.Net is an integrated SQL Server database, written using .Net technology. It has standard payroll functionality and reporting, although appears to have no ad-hoc reporting functionality.

The system is not currently integrated with CareLink resulting in substantial data entry duplication. Timesheets and leave forms are completed on hard copy forms and entered into the system by payroll staff. Improved functionality required includes on-line timesheets and leave approvals.

Poor

Infringements

Infringe is designed to integrate with AusSoft CommuNity solutions, including CashLink, Register.Gov and Finesse as well as other 3rd party applications. Total Debit/Credit information is automatically updated to the general ledger. Infringe can be used with hand-held PDA's. The hand-helds enable officers to issue infringements and print out tickets on site. The printers use wireless bluetooth technology. Council officers are currently utilising the hand held PDA‟s for infringements.

Good

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Aussoft Product

Description / Issues Overall functionality (Poor, good, excellent)

Registers

The Animals Register records and maintains Animal Registrations for Dogs and Cats and has the provision for a Pound facility for registering impounded animals. The Animal Register is part of AusSoft‟s Community suite of applications that integrates with Property.Gov for property address and owner details. The Animal Register fully integrates with CashLink for all related transactions and receipting requirements.

The software provides for creation of Animal Accounts (Registrations) with extensive recording of Animal details, production of Notices, receipting and ongoing maintenance of accounts whilst recording full financial history for each account.

Problems have been experienced with producing registration renewals in the last two years, with IT staff developing scripts in house to run reports required to print the annual renewals. It is likely that these scripts have been exacerbating the problem, corrupting data. A full review of the registration process is currently being undertaken to assess proper utilisation of the software to complete this annual process.

Poor (although possibly our use not the software)

Web Content Management

WebComm is designed to make web maintenance an easy task. Technical expertise in web technology is not required. Staff in the organisation can add content to the web as part of their day-to-day activities making it easier to keep the website up to date with relevant and important information.

However the distributed authorship process used to maintain the Council web site makes it difficult to manage a rewrite of a whole section of the site.

Council has identified a several issues around search functionality which has been addressed in the upcoming WebComm.NET release.

WebComm.NET has been developed using Microsoft‟s .NET platform which is more efficient, faster, greater focus on security and is designed to be scalable. WebComm.NET has greater support for web standards and is far more flexible when it comes to design.

Good

Community 2011 – Due For Release December 2010

Community 2011is the next evolution of AusSoft‟s local government suite of applications. Community 2011 sees a mixture of functional and cosmetic changes to the suite which consists of; Collect, HazId, Cashlink, Finesse, Payroll.NET, Asset, Infringe, Property.Gov, Procure.Gov and Apply.Gov. In addition to this AusSoft has also commenced down the road of migrating their development environment from the Gupta platform to Microsoft‟s .NET platform. These changes in development environment has been identified as a critical step in the evolution of AusSoft core suite of applications to assist in future proofing and allowing new and expand functionality through a well proven and feature rich development environment.

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Below is a summary of the Server and Client Specifications and Application Versions which Community 2011 will run on. Additional platforms and specifications are identified in italics.

Server Specifications Client Specifications

VMware ESX 4.00, VMware ESXi 4.1

Windows 2003 x64 R2 Enterprise Server

Windows 2008 x32/x64 Server and R2

SQL Server 2005

SQL Server 2008 and R2

Windows XP SP3

Windows 7 x32/x64

Microsoft Office 2007 Pro

Microsoft Office 2010 Pro

Other Software

GIS (Mapping)

Aussoft product called “Latitude” is currently in use and has not been upgraded since its inception 9 years ago. Latitude is not widely distributed in Victoria and the remaining users are in the process of upgrading their GIS system, consequently the product is unlikely to be supported in the near future. Aussoft‟s new product, “Phoenix” has still not been released although it was scheduled for December 2009. There is a wide range of functionality required by the Council that Latitude cannot provide including:

Exportable maps

Automated updating of property and rates information, and mail outs of fire notices

Editable labels and label prioritising

Easy importing of state, federal and local government information

Easy to use mapping, editing and reporting tools

Installing a capable GIS which links to all of Council‟s databases and provides an internet web based mapping component will ensure the Council can provide a cost effective and user friendly GIS interaction for staff, rate payers, residents and tourists. It will reduce time spent on rudimentary mapping tasks throughout Council improving productivity across Council‟s operations.

StraightBuy (Purchasing)

StraightBUY is a comprehensive web based procurement and supply chain management package that supports quoting, requisitioning, approvals, ordering, receipting, invoicing processing and reporting. StraightBUY allows an organisation to map its procurement policy into the workflow business rules and then routes requisitions electronically (with email notifications) to the correct people and has a fax and email gateway for automatically sending orders. This product integrates with Procure.gov (Purchasing software) through to payment of invoices.

Greenlight Online Permit Manager (Statutory Planning)

Greenlight Online Permit Manager (OPM) was developed by E-VIS in conjunction with Hobsons Bay City Council. It allows submission and status monitoring of planning and building applications online. Greenlight covers the full spectrum of planning including subdivisions, planning applications, enforcements, licensing and preliminary enquiries. The software was implemented by Planning in August 2010 and will be implemented by Building in November 2010. Greenlight does not currently integrate with SPEAR (Planning Applications OnLine). SPEAR is an online planning application system developed by the Victorian Government that allows applicants to lodge on line, councils to receive, manage, refer and approve applications and referral authorities to respond to referrals. It is expected that integration with SPEAR may occur when more Councils are users of Greenlight software.

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CareLink (HACC)

Carelink is a client management system used widely in community care. It provides data capture, tracking and reporting on all aspects of service delivery including financial management, clinical and statutory needs. The system electronically captures information at the time the client care occurs, from the assessment of needs to completion of service, tools such as the roster, care plans, case notes and funding packages can be used to record every aspect of the client's care including funding. Carelink can be integrated with payroll.net, however it is not currently integrated at Council. Integration would reduce the inefficiency and risk of errors in entering timesheet data twice for HACC employees.

Request Navigator (CRM)

Request Navigator was developed by Graham Whitney of Enterprise Robotics. His business has moved its focus to robotics rather than software development and consequently puts the ongoing use of Request Navigator at risk. Request Navigator is used to record service requests received by the Customer Service Officers, The program allocates the tasks to the task managers that have been associated to that type of task. Requests in the Task Manager screen are colour coded to represent their status and urgency. Request Navigator has basic lookup ability with Property.Gov for address purposes only and currently does not integrate with other system at Council and has limited report functionality. A replacement CRM system has been scoped as part of the Electronic Data Record Management System (EDRMS) tender and is scheduled to be implemented by June 2011.

SharePoint (Intranet)

Microsoft SharePoint makes it easier for people to work together. Using SharePoint users can set up Web sites to share information with others, manage documents from start to finish, and publish reports to help everyone make better decisions, but is not a substitute for a VERS compliant document management system. The existing Council intranet is powered by SharePoint 2003 and is generally viewed favourably, but there is some scope for introducing workflow and collaboration aspects. The use of SharePoint 2003 will need to be reviewed when the EDRMS is selected for implementation, and either upgraded or decommissioned. Other solutions such as utilisation of Webcomm.net should be considered.

CID (Corporate Reporting)

The Corporate Information Database (CID) is an organisational performance system developed and supported by Corporate Strategic Systems (CSS). CID offers the modern organisation a new way to manage and monitor organisational performance. Since acquisition by CSS, CID has been extensively redeveloped to take advantage of the technologies and features available in both Microsoft .Net 3.5 and Microsoft SQL Server 2008 technologies. CID is currently being re-scoped to broaden and improve its effectiveness as a reporting tool, including reporting against the Council Plan, Annual Plan, Audit Plans, Grant Management, Organisation KPIs, and Risk Management.

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RecFind (Records Management)

RecFind provides functionality required for information management including searching, tracking, security, audit trail, retention processing, workflow, etc. The current version of RecFind being used by Mount Alexander Shire is an out of date system with limited functionality and has recently been superseded by RecFind6. The current version is not VERS compliant consequently all records must be kept in a paper based format.

Data is stored in shared network drives in an ad hoc fashion.

Much of this data should be stored in the records management system.

Purchasing contracts are stored on a shared drive and not in RecFind.

Digital images captured across various departments are stored on shared drives at the discretion of

individual staff members.

Emails are not consistently stored in RecFind, as email storage is a manual process.

Records management and document management are used across the breadth of Council operations. The efficient storage and retrieval of documents and records is an essential element of virtually all staff roles. Inefficiencies in this area can have a significant detrimental impact on Council operations and the ability to provide Council services. In 2008 a number of Councils came together over the common identified need to move from hybrid paper and electronic systems to a digital environment able to capture the range of inputs and outputs required to maintain a comprehensive corporate memory that meets legislative and service requirements. There are also a number of opportunities to improve the efficiency and effectiveness of Council business processes. These include, elimination of duplication associated with a number of hybrid paper and electronic record keeping systems; automation of some business processes; introduction of a single search facility across a number of electronic and paper document storage systems; keeping documents electronic rather than printing to paper for filing. A tender process to source an Electronic Content Management System in conjunction with these Councils was issued in July 2010, and selection of a provider is expected to be complete by the end of November 2010, with implementation occurring in 2011.

Maloneys (Asset Management)

Maloney‟s is an excel spreadsheet based asset management system developed for councils by Peter Maloney, to manage asset maintenance and replacement. The system records information about the condition of assets and a maintenance program is calculated based on agreed service levels or intervention levels. At Mount Alexander Shire it is currently utilised for roads and bridges only, and could be expanded to include other infrastructure assets such as buildings. Whilst the system is well utilised by infrastructure to develop maintenance plans for these assets, it is not a database and therefore does not store historic data. This has resulted in data verification issues during audits, and the inability to reconcile to the accounting system, particularly in relation to depreciation calculations. This issue has been raised with Peter Maloney and an additional worksheet introduced to the system that assists with the reconciliation between the data and the finance system. This will be trialled during the year to ensure that asset valuations and depreciation can be accurately calculated for the 2010/11 financial year.

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Excel Spreadsheets and Access Databases

A large number of excel spreadsheets are used throughout the organisation to manage information that could be more effectively managed using either current software programs such as Aussoft or dedicated best of breed solutions.

Community grant applications are tracked and managed through Excel spreadsheets rather than using a

dedicated grants system

Budgeting is currently performed on Excel spreadsheets rather than a dedicated budgeting system

Statistics relating to tourism are currently recorded and collated manually

Leases and licences are managed on an Excel spreadsheet rather than a contract management system

In-house developed Access databases are used for the following functions:

Building control

Building register

Contract management

Fleet management

MAABS (Accommodation Bookings)

These are shown along with many others in Appendix 1 Mount Alexander Application Map 2008. Each set of data managed in Excel or in Access should be assessed and a cost benefit analysis undertaken to ascertain if a current or new software solution can be utilised/ purchased to more efficiently and effectively manage this data. The need to more effectively manage HR processes utilising specialised software has been identified and is provided for in the 2011/12 capital budget.

Staff Training

When users do not have the right skills, ICT systems are at best inefficient and at worst useless. An essential part of ensuring an optimal ICT system is ensuring that the system users have the training and skills to make the most effective use of the system. Training to gain these skills needs to be carried out in a consistent and targeted fashion. There are currently no dedicated training facilities, staff or programs. Some users lack the ability to fully use required software applications because they have not received any training on specific applications. The information centres at Castlemaine and Maldon have specific training challenges due to the use of volunteers. Staff are trained in the use of software applications by key users of the system, often at the user‟s desk during their first week of induction. There is often a lack of application ownership, with managers of the relevant departments taking the role of application champion by default. The staff providing the training have not received “train the trainer” training themselves and are therefore not effective trainers. Training is not tailored to the individual needs of each user often resulting in underutilisation of the software. Test databases exist for some but not all applications, and there are no training databases made available for training. To improve training in software applications it is recommended that staff are clearly identified as trainers and attend train the trainer training to assist in developing improved training programs. Training needs should be clearly identified by managers as part of induction planning, and appropriate time allowed for training. Training databases should be made available for all software to ensure reduce risk of training on live databases, and allowing for more interactive training utilising detailed case studies and end to end processing.

19

Implementation Plan


Cost to Implement

Timeframe

3.2.1 Evaluate, select and deploy data integration and cleansing software.

MIS Cost unknown

2011/2012

3.2.2 Review all in-house developed systems to determine whether the functions of the system can either be performed by existing Council systems or by software that can be purchased by Council.

CMT Cost unknown

2011/2012

3.2.3 Implement MapInfo Exponare. A suite of configurable map driven applications that provide simple, point-and-click access to council data.

GIS Officer Cost of GIS Officer in 2010/11 budget

January 2011

3.2.4 Implement integration between CareLink and Payroll system

PO / MIS Internal resource

February 2011

3.2.5 Improve utilisation of Registers in Aussoft including more efficient production of annual registrations and processing of infringements

LLC / MIS / Aussoft

Internal resource

March 2011

3.2.6 Update Corporate Information Database (CID) particularly as it relates to the implementation of plans and monitoring of actions and performance indicators

GO In 2010/11 budget

December 2010

3.2.7 Investigate possibility of utilising Municipal Association of Victoria (MAV) Web Content Contract for website or upgrading to Webcomm.net.

MIS Cost unknown

2011/2012

3.2.8 Implement a VERS compliant Electronic Document Recording System (EDRMS) to replace RecFind

MIS / RC In 2010/11 budget

June 2011

3.2.9 Implement additional worksheet in Maloney‟s System and test for preparation of 2010/11 financial data

MF/ AM Minimal cost February 2011

3.2.10 Review all excel and access databases and assess need for software solution, including a specialised HR solution

MIS/ BU HR System estimated at $40,000

2011/2012

3.2.11 Provide train the trainer training for staff responsible for key software applications

MHR Estimated at $5,000

2011/2012

3.2.12 Investigate the upgrade to SharePoint 2010 to take advantage of the enhanced workflow and collaboration aspects subject to EDRMS solution

MIS Estimated at $30,000

2011/2012

20

3.3 IT and Communications Infrastructure

ICT infrastructure includes such elements as server and workstation hardware, network and communications links, operating systems and standard applications.


As Council staff are situated in multiple geographically dispersed locations, a robust and high capacity network is required to ensure that all staff can effectively access Council‟s ICT systems, regardless of their physical location. Ideally, the user experience would be identical at all Council sites and system responsiveness would always be ahead of user requirements. Council‟s current server connectivity is mapped in Appendix 2 Council’s Site Connectivity Overview. Below is a summary of the links between Town Hall and each site:

Location Link Adequacy

External 12MB/640K ADSL Inadequate

Halford Street 10MB Fibre Link Adequate

Market Building 10MB Copper Link Adequate

Castlemaine Depot 18MB Wireless Link Adequate

Landfill 512/128k ADSL VPN Link Adequate

Maternal and Child Health Centre 18MB Wireless Link Adequate

The external link to Town Hall at 640K is considered inadequate. This link is used for all outgoing Council mail as well as external use of Greenlight and Council‟s website. External traffic is given priority, therefore impacting on internal use by staff. With increased traffic to Council‟s website, this is impacting on the efficiency for staff usage. In addition, any large files sent by e-mail are held until after 6pm.

Implementation Plan


Cost to implement

Timeframe

3.3.1 Increase bandwidth to Town Hall to improve speed of internet and allow larger files to be sent via e-mail

MIS Up to $1,700 per month for 4MB/4MB link

2011/2012

21

3.4 Communications

Advances in communications technology in recent years have opened up opportunities for cheaper, faster and more effective data and voice communications.


At Council, voice communications are powered by a Nortel BCM400 IP Phone system which is a VOIP enabled PABX. This utilises traditional ISDN service for external calls and VOIP technology for internal calls between sites (eg Town Hall and Halford Street) All sites other than the Town Hall utilise VOIP handsets exclusively while the Town Hall comprises a mixture of traditional and VOIP handsets. Problems have recently been experienced in generating adequate data from the phone system for customer service reporting. It has now been established that this was due to a server malfunction and reporting capabilities will be reinstated by December 2010. Expanding the VOIP technology to cloud based systems should be investigated to determine what benefits might be available to Council, including improved disaster recovery options.

Implementation Plan


Cost to Implement

Timeframe

3.4.1 Investigate potential for VOIP deployment for internal and external calls

MIS $20,000 - $30,000 p.a.

2011/2012

3.4.2 Standardise on Windows Mobile Smart phones, where possible, as Council‟s current mobile applications are only compatible with the Windows Mobile platform.

MIS No additional cost, upgrade on replacement

June 2011

3.5 Wireless and mobile technologies

With recent developments in hardware devices and network capacity, mobile computing is becoming an important strategic business enabler that delivers productivity and innovative customer services. It allows the workforce to be connected to business operations regardless of locality, resulting in increased productivity.


Council has a large number of staff who work in various locations away from Council offices. These staff often have data entry and retrieval requirements that could be more effectively carried out while they are in the field, if effective mobile access to Council systems was available. Carrying out these tasks in the field would improve data accuracy, reduce data entry time and increase mobile worker productivity. Council currently utilises mobile technology for processing infringements via a windows mobile based application provided by AusSoft. In addition to this dedicated mobile application several AusSoft products have the ability to be used in offline mode via a laptop. At this point in time the offline systems are reference only and have no ability to synchronise updated records back to the production environment. Several departments within Council could make expanded use of mobile technologies:

Mobile use of Road Assist is required.

More effective mobility solutions are required in fire hazard identification.

Local laws require mobile devices that will interact with GIS for issuing fines and marking properties.

22

Inspection of food premises and septic tank inspections Implementation Plan


Cost to implement

Timeframe


MIS Cost unknown

June 2011


MIS Possible additional licence costs

June 2011

3.5.3 Complete a review of relevant applications for mobile access capabilities and ability to run over VPN connection. Assess need for additional licences.

MIS Possible additional licence costs

June 2011

3.5.4 Investigate implementing AusSoft‟s Community 2011 suite which has increased mobility solutions.

MIS Cost unknown

2011/2012

3.6 Data security, confidentiality and privacy

As the workforce becomes increasingly mobile, the role of physical boundaries safeguarding security and confidentiality diminish. Physical security of data, particularly on mobile devices such as smart phones and laptops will be an increasing challenge. In the context of social media and collaboration technologies, the securing of data must also include multimedia content included in e-mails, online forums and shared content created in collaboration workspaces. In 2009 almost 94% of data breaches worldwide were in compromised databases or applications, yet more than 90% of security is spent on the 6% “other”. Technology that once helped keep data secure, such as ACLs, network firewalls, intrusion detection / prevention systems, VPNs and anti virus defences no longer keep them secure. New threats come from SQL injection, cross site scripting, click-jacking, business logic attacks and insider abuse.


Council deals with a large amount of confidential information related to residents, ratepayers and other Council customers. Access to this data by unauthorised persons could have severe negative ramifications for Council, including financial loss, embarrassment and potential legal liability. It is therefore essential that there are procedures, policies, checks and balances in place to ensure only authorised access to Council systems and data, including:

There is currently no staff separation procedure for when a Council staff member leaves.

The procedure for requesting and granting system access rights is informal

There is no Security Incident procedure

Implementation Plan


Cost to implement

Timeframe

3.6.1 Formulate user permissions approval procedures for new staff and changes in user procedures


December 2010

3.6.2 Formulate staff separation procedure ensuring accounts and e-mail are disabled when a staff member leaves


December 2010

23

3.7 System security

Security breaches can cause significant performance problems and outages for ICT systems. A consistent and responsive approach to maintaining software security is essential to ensuring that security problems do not cause such problems and to ensure that data is not accessed or modified in an unauthorised fashion.


Microsoft patches

At present, Microsoft patches are downloaded and installed automatically by individual computers and there is no central management of these patches. Failed patches are not tracked and there is no mechanism to ensure that individual computers are effectively downloading and installing patches. Un-patched computers can cause significant problems and security holes across a network.

Other software patches

While software patches are generally tested by the supplier prior to their release, the supplier cannot test against all possible hardware and software combinations. There have been many cases of patches that caused unforeseen problems far greater than the problems they were intended to fix. Deploying untested patches risks causing such unforeseen problems and inducing significant downtime, especially if deployed to multiple computers simultaneously. The best available application of project is to develop a standalone environment to which patches can be deployed. This environment will need to mirror the Council network in that the same applications and conditions will need to be replicated for testing. Whilst this would be a best case scenario this is costly and time consuming method of testing patches.

User security

User permissions for the various Council systems are currently provided on an ad hoc basis as required. This could lead to inconsistent or inappropriate system access. Appropriate procedures for approving changes to user permissions need to be developed and employed to address this issue. There is currently no formal procedure to be followed when a staff member leaves the Council. This leaves open the potential for inappropriate access to Council systems if user accounts are not disabled or deleted when a staff member leaves. A policy should be formulated describing the steps involved in a Staff Separation policy. As it pertains to ICT the policy should include:

Changing of account passwords as soon as user has departed.

Retrieval of Council property.

Removing user account from all distribution groups.

Retrieving recently deleted email.

Redirecting of email where appropriate.

Archival of email where appropriate.

Removal of login accounts from Council software applications.

Removal of Active Directory user account after a predetermined amount of time.

This policy should form part of an overall organisation wide Staff Separation procedure that involves input of various stakeholders such as Payroll, Human Resources as well as the ICT department.

24

3.8 Disaster Recovery

In the event of a disaster or significant outage affecting Council‟s ICT systems, it is essential that Council can continue to function and provide services to customers. Use of technology to support these aims must be a high priority for Council. By providing appropriate redundancy and backup for existing and new systems, Council can maximise its chances of continuing to operate through the disaster or outage and to return to full capacity in the minimum amount of time. Through a Risk and Business Continuity audit conducted by staff and external contractors, 2 items were identified as critical that required attention.

The Halford Street server room does not have smoke, heat or entry alarms

There is no dedicated emergency management room with appropriate communications technology


Council has developed a Business Continuity Plan that clearly identifies critical services and the systems that support those services, resulting in a priority plan for recovery of IT Systems. The Information Technology and Telecommunications Business Continuity Plan was last revised in August 2004 and is currently undergoing an update as part of the development of an organisation wide Business Continuity Plan.

Server Virtualisation

Server virtualisation is the concept of treating a physical server as multiple logical servers.. It facilitates better disaster recovery as virtual servers can be easily moved between servers in the event of hardware failure. Council has already begun to deploy blade server technology and to consolidate servers through the use of server virtualisation. Given that the initial hurdle of adopting these technologies has been overcome and the benefits of this approach, this migration should continue for future server requirements, improving options for disaster recovery.

Implementation Plan


Cost to implement

Timeframe

3.8.1 Install smoke / heat alarms in Halford server room. MIS $3,000 November 2010

3.8.2 Update Disaster Recovery Plan for inclusion in Business Continuity Plan.


January 2011

3.8.3 Install back up server at Market Building for Disaster Recovery deployment.

MIS Utilise current server when replaced with virtual server

March 2011

25

4. Operational Efficiency and Innovation

A review of emerging trends and new technologies can transform service delivery as well as delivering best value to the organisation. Providing the right infrastructure to leverage the internet is a key focus of governments across the world. Australia‟s National Broadband Network (NBN) will deliver 100 megabits per second to up to 90% of Australian homes and businesses, including the public sector. This will allow Councils to save money while providing cutting edge technology solutions to increase information delivery and sharing.

4.1 Social Media

Social networking is pervasive in mainstream society taking individuals and organisations to the frontiers of real time communication and collaboration. A recent AC Nielsen 2010 Social Media Report shows that nine million Australians are active social network or bloggers and 90% of internet users look to fellow users for opinions and information about products. But while Australian users are highly engaged in social media, adoption by Australian companies is slow compared to their counterparts in the US and UK. Few brands in Australia use Twitter effectively to converse with customers, with most using these channels to communicate corporate messages, therefore missing the point of the two way communication that these tools offer. Organisations often struggle to adjust to the spontaneity and loss of control over information that comes with embracing these tools, with many concerned with how to manage any negative comments. Telstra has been leading the way in dealing with these issues, and launched its social media policy in April 2009, stating that “while this communications environment has risks for corporate entities and individuals alike, we believe with the right training and policy support the potential benefits outweigh the risks” The full benefits that can be delivered by appropriate use of social media include increased employee productivity, operational efficiencies, innovation and creativity, and enhanced customer relationships. Use of these technologies can include use of podcasts for internal communication or training, to using messaging technologies to build communities of interest, capture ideas and support innovation.


Use of social networking sites such as Facebook is currently banned via Council systems, other than the Youth Officer who has been given authorisation to utilise the website to communicate with young people. Apart from Youth, Council does not make use of these sites for communications with customers and the community. Council needs to develop a social media policy to assist Councillors and staff understand the implications of inappropriately using these sites while providing guidelines for utilising these sites to communicate and engage with the community. The MAV has held a number of workshops around social networking and a draft model policy is likely to be issued in 2011.

Implementation Plan


Cost to implement

Timeframe

4.1.1 Develop a social networking policy providing guidelines for use of social networks sites as a communication tool for Council

DCS / CO Internal resource

2011/2012

4.1.2 Consider utilisation of social networking sites in updated Community Engagement Policy

CEO Internal resource

December 2010

26

4.2 Government 2.0

Government 2.0 involves the use of technology to enhance access to and delivery of services to benefit the community and employees. This is achieved through making information more accessible and usable and greater use of on-line tools for consultation and participation in decision making. In Local Government, location intelligence is playing a key role in the uptake of Gov 2.0 initiatives across Australia. Location intelligence utilises mapping applications (ie GIS) to make information on a range of services and projects accessible to the public. For example ratepayers have the ability to view where money is being spent, projects planned or underway in their area, or obtain a list of locations for services available within their community. Maps created through the use of GIS allow people to engage with the information visually. It can show where the closest school is, what day their rubbish bin is collected and which streets will be closed during a special event. Principles of Govt 2.0 also encourage community input into council service delivery utilising tools for the public to directly feedback information to councils. Councils can also introduce applications that enable the community to report faults and issues from smart phones while on location.

Implementation Plan


Cost to implement

Timeframe

4.2.1 Review use of GIS data to provide information to the community via Council‟s website

GIS Officer Internal resource

2011/2012

4.2.2 Review Council information that could be published to improve transparency and communication with customers and the community

CMT Internal resource

2011/2012

4.3 Virtualisation

Server virtualisation is the practice of dividing up a single physical server into a number of logical servers to optimise the usage of the machine‟s available capacity. This enables the IT function to consolidate multiple physical servers into a single physical device. The benefits of blade server technology combined with server virtualisation include:

Reduced ecological footprint through reduced power requirements.

Reduced capital costs through more efficient use of server hardware, e.g. server virtualisation allows multiple virtual servers to be run on a single physical server, making better use of server hardware and less idle server time.

Rapid deployment of new servers.

More flexibility in server maintenance as virtual servers can be moved between physical servers in order to perform maintenance on those physical servers.


Council has already begun to deploy blade server technology and to consolidate servers through the use of server virtualisation. Council utilises the enterprise-level VMware ESX 4.0 virtualisation platform and is configured for high availability in the Town Hall datacentre. Given that the initial hurdle of adopting these technologies has been overcome and the benefits of this approach, this migration should continue for future server requirements.

27

When server hardware is retired as part of the normal three yearly hardware replacement policy additional servers should be added to the existing virtual infrastructure. Where it is deemed existing virtual infrastructure has insufficient capacity new blade servers will need to be added. Below is an overview of Council‟s current server virtualisation infrastructure with a more details maps in Appendix

3 Town Hall Virtualisation Hosts to Datastore and Appendix 4 Halford St Virtualisation Hosts to Datastore.

High Level Town Hall Virtualisation Overview

HP MSA 2000 SANDatastore

HP ProLiant BL460c G6Physical Host

HP ProLiant BL480c G1Physical Host

High Level Halford St Virtualisation Overview

HP ProLiant ML370 G5Internal Datastore

HP ProLiant ML370 G5Physical Host

Implementation Plan


Cost to implement

Timeframe

4.3.1 Continue move to blade servers and virtualisation for internally hosted servers

MIS In capital budget

2010/2012

4.3.2 Review network storage solutions to improve the efficiency and reduce storage costs utilising centralised storage

MIS Possible reduction in costs

2011/2012

28

4.4 Cloud Computing

Cloud computing refers to a collection of IT capabilities that are provided over the internet including software applications, servers and storage. Example Cloud Computing:

The benefits of cloud computing can include:

Cost reduction through reduced infrastructure and software licensing requirements

Environmental benefits through reduction of power usage

Reduced maintenance time and cost as many maintenance tasks are outsourced

Improved remote access to applications

The MAV is in the process of developing a Shared Services Program which is discussed in further detail below. In addition to the MAV Shared Services Program, there may be other cloud computing opportunities available to Council that should be investigated. Such opportunities fall into three categories:

Infrastructure-as-a-Service – Basic access to server hardware, storage and bandwidth for running Council systems.

Platform-as-a-Service – Operating system and other infrastructure software, such as database services, message queues, etc.

Service-as-a-Service – Access to complete software applications. The most likely opportunities for Council would be expected to fall under the third category. Cloud computing inherently results in some loss of control over an organisation‟s applications and data. The employment of cloud computing services relies heavily on fast reliable network connections. Network outages can mean the loss of application availability. Insufficient bandwidth or poorly-performing network links can cause significant system performance issues.

Implementation Plan


Cost to implement

Timeframe

4.4.1 Investigate and evaluate cloud computing opportunities after the National Broadband Network has been implemented in the Shire.

MIS Cost unknown

2012/2013

29

4.5 Hosted Business Software

Software as a service where an organisation pays fees for the use of hosted business software is an increasingly popular approach to delivering IT functionality applications. Benefits can include reduced implementation time, reduced capital outlay and reduction of in-house IT support and applications expertise. Risks can include lack of adaptability and integration, and reduction in responsiveness of support.

Implementation Plan


Cost to implement

Timeframe

4.5.1 Investigate and evaluate hosted business software after the National Broadband Network has been implemented in the Shire.

MIS Cost unknown

2012/2013

4.6 Video Conferencing

Video conferencing is a set of interactive telecommunication technologies which allow two or more locations to interact via two-way video and audio transmissions simultaneously. This can be as simple as a conversation between two people in private offices (point-to-point) or involve several sites (multi-point) with more than one person in large rooms at different sites. Besides the audio and visual transmission of meeting activities, videoconferencing can be used to share documents, computer-displayed information, and whiteboards. Benefits of Video Conferencing include:

Financial benefits: potential savings from a reduced need for staff to travel to meet and increased staff output due to less downtime

Enhanced Decision Making: by providing a solution for key decision makers to get together quickly and efficiently, decisions are made faster, bringing products and services to market quicker

Improve productivity: faster delivery of products and services, enhanced communications, reduction of "downtime" and increased "quality of life" for travelling personnel, Enables the possibility of holding meetings that could not otherwise have taken place due to financial or time constraints

Improved Communications: ability to easily share many types of information and involve geographically diverse teams

Improved Training and Staff Development: enables distance learning and employee training

Enhance OH&S: decreases the exposure of personnel to extensive travelling, reducing the potential for accidents, fatigue and stress

Implementation Plan


Cost to implement

Timeframe

4.6.1 Review MAV telecommunications contract and assess costs and options for implementing Videoconferencing capabilities

MIS Some equipment costs plus increased bandwidth ($6,000 p.a.)

2011/2012

30

4.7 Smart Phone Apps

A smartphone is a mobile phone that offers more advanced computing ability and connectivity than a contemporary mobile phone. Smartphones may also be thought of as handheld computers integrated within a mobile telephone. The community increasingly expect access to information and data anywhere and at anytime. The use of Smart Phone applications are used by other councils to give residents access to information such as road closures, property searches, application tracking and upcoming events including Council meetings. The use of mobile technology for council staff and ratepayer‟s is an area that has great potential to increase the standards of delivery for council controlled data and services. As a society we have embraced the concept of mobile computing and have come to expect that councils and business will follow suit.

Implementation Plan


Cost to implement

Timeframe

4.7.1 Investigate and evaluate staff and ratepayers access to web-based information from mobile devices to increase customer service delivery

MIS Some development and design costs

2011/2012

4.8 Environmentally friendly IT

In 2006 there were approximately 1.6 million computers in landfill and 7.1 million in storage and half a million recycled according to the ABS, and e-waste is growing at three times the rate of general waste. ICT has the potential to have a significant effect in environmental terms, both negatively and positively. While ICT systems are responsible for significant power usage, effective use of these systems can have beneficial environmental effects, through such means reducing power requirements for under-utilised systems and reducing travel requirements and the consequent carbon emissions


The pervasiveness of ICT means that ICT accounts for a significant proportion of the power required for Council functions. The Council Plan for 2009-2013 includes a commitment to creating a sustainable future and a specific strategy „to reduce the Shire‟s ecological footprint‟. Reducing the power requirements of ICT can be a significant factor in working towards this aim. The deployment of virtual servers will reduce Council‟s ecological footprint through reduced power requirements. Council currently redistributes computers firstly to Section 86 Committees and then community organisations. Mobile phones are included in a reuse pool rather than issuing everyone with a new phone on joining the organisation.

31

4.9 MAV Shared Services

The MAV Shared Service will provide councils with a common ICT platform comprised of a suite of modern technology services, including: infrastructure, business applications, support and maintenance. In a modern technology environment there is no need for each council to own and operate its own independent systems. Today's IT architectures enable councils to built the system once, scale it and then share it across all councils. This is very similar to the way many larger commercial organisations, such as banks, manage their ICT. By leveraging the combined capability and resources of councils to build one shared environment (rather than 79 separate systems) the Shared Services will be able to offer a fully integrated, Tier 1 ICT service across all of council's services. By combining the collective resources it is possible to procure solutions that would otherwise have been out of reach for an individual council. The shared service is open to all Victorian councils and currently has around 20 + interested councils with 12 expressing intent to participate in tranche 1. The target is for around 30-40 councils in 4 years. A Shared Capital Investment model has been selected as the preferred funding model. The principles of this funding include the initial development of the solution largely funded using investment capital, rather than increasing the operational service fee and an operational expenditure of the Shared Service will be set at around 3.5% of council revenue. Based on 40 councils it also shows the investment capital required from councils in years 1 and 2 is approximately $55m, which equates to an average investment capital per council of $1.4m. Council's actual contribution will be proportional to their revenue base and will vary from around $3.5m for a large metro to $300k for a small rural shire. Council currently spends approximately 2.5% of council revenue on IT, and therefore the cost participating in the Shared Services model would equate to an additional $250,000 per annum. It is estimated that the initial capital investment for Mount Alexander Shire would be approximately $980,000. The Shared Services model is likely to provide a superior IT solution to the one currently in place, however this IT Strategy has not identified any serious concerns with Council‟s current software or infrastructure that require immediate replacement. Whilst the Shared Services model would resolve a number of issues outlined in this strategy, the cost benefit cannot be demonstrated at this time. It is likely that in the next three to five years Council‟s corporate system Aussoft will require replacement, and at that time participation in Shared Services should be considered.

Implementation Plan


Cost to implement

Timeframe

4.9.1 Continue to assess the MAV Shared Service solution, and consider as an option when Council‟s core corporate system (Aussoft) requires replacement.

MIS $980,000 capital, additional $250,000 per annum

2012/2013

32

Appendix 1 - Mount Alexander Application Map 2010

Mount Alexander Application Map 2010

Approver: Analyst:

Robert A H Molle

Document ID:

Mount Alexander

Owner:

MAV

Author:

Robert A H Molle

Last Edited:

12/11/2010

Internet

WebComm

Internet Site(Hosted Internally)

Differential

Rates System

Key Register

Monthly,

Annual &

Budget Reports

Natural

Environment

Sign Register

Tree Works

Slashing

Program

Grading

ProgramDrains

Road

Inspections

Moloney

(Physical

Asset Mgt.)

AutoCAD

MACHS

IMPS

Health Admin.

(Open Office)

EDRMS

(RecFind)

Investigating replacement

via ECM shared Services

MapInfo

Road Assyst

(Road

Infrastructure)

SharePoint

(Intranet)

Crystal

Reports

Roadside

Conservation

Rail Crossings

Note:

Planning is currently a manual process. However, by early 2009 a planning

system called “Green Light” will be on-line.

Budget

Preparation &

Formulation

Building

Maintenance

Committee

Funds &

Resourcing

Community

Organisation

Contact Lists

Diesel Rebate

Disability

Parking

Drought Grants

EBA Increases

Financial

Statements

Fleet

Management

Gravel Re-

Sheeting

Program

Grants

Job Quotes

Long Term

Financial Plans

Loan Register

Position

Applications

Plant

Replacement

Rates

Mobile Phone

Road Register

Salary

Modelling &

Budgeting

Shire Grants

Staff Mobile

Phone Register

Street Stall

PermitsTrust Register

Works Permits

Works

Estimates

Visitor Centre

Membership

MYOB

Fleet

Management

Investigating a

replacement

Building

Register

Planning

Register

Contract

Management

System

Building

Control

Changing to Green Light.

Building by mid-2009, planning by

the end of 2008

Contacts

Register

Asset Register

Appraisals

Back Pay

Calculations

Cashiering

Coach Tours

Committees of

Management

Contractor

Database

Customer

Service

Reports

Deeds of

Delegation

Department of

Veteran Affairs

Dog

Infringements

Environmental

Health

Financial

Snapshots

Fire

Infringement

Notices

Home Care

Tasks

Home

Maintenance

In / Out Board

Infrastructure

Planning

IRIS(Maternity &

Child Healthcare)

IT Assets

IT Help Desk

Key Register

Loan

Repayments

Local Traders

Maternity

Leave

Calculations

Meals on

Wheels

Phone

Extension

Listing

Phone Lists

Planning App.

Customer

Responses

Planning

Scheme

Amendments

Property

Register

Public Liability

Risk Register

Risk Register

Rubbish Bins

Stadium Hire

Register

Superannuation

Terminations

Venue Hire

Register

Visitor Centre

Templates

Waste

Maangement

Training

Attendance

Tree Register

Tree

Maintenance

Distribution

MapsFuel Rebates

Bank

ReconciliationsLease Register

Payroll

Spreadsheets

Roads to

Recovery

Planning

Breakdown &

Reconciliation

Roadside

Mapping &

Species

Tree Register

VicCama

(Valuations)

Green Light

(Statutory

Planning)

Property.Gov

Request

Navigator

(CRM)

Property.gov

Property.gov

(Manual Export / Import)

CareLink(Home &

Community Care)

Management

Reporting

(CID)

Financials

Payroll


Accounts Receivable


General RevalManual Input into

Property.gov

Property.Gov

Aussoft

Register.Gov

(Inc. Animal

Control)

Payroll(Payroll.net)

Accounts

Receivable(Collect)

General

Ledger(Finesse)

Accounts

Payable(Payments)

Cash

Receipting(CashLink)

Property.Gov

Infringements

Financial

Asset

Management

Lattitude

(GIS)

33

Appendix 2 – Council’s Site Connectivity Overview

Town HallTown Hall

Halford St OfficeHalford St Office

M&CH CentreM&CH Centre Castlemaine DepotCastlemaine Depot

LandfillLandfill

Market BuildingMarket Building

10Mb Fibre Link

10MB Copper L

ink

18M

B W

irele

ss L

ink

18M

B W

irele

ss L

ink 512K/128K ADSL VPN Link

FirewallFirewall

12MB/640K ADSL

Mount Alexander Shire Council Site Connectivity Overview Updated: October 2010

Documents

Information Technology Strategy · 3.2.12 Investigate the upgrade to SharePoint 2010 to take advantage of the enhanced workflow and collaboration aspects subject to EDRMS solution